Beyond Likes: The Importance of Real Dialogue in Corporate Communications

We know that we are going out on a limb by saying this, but a bunch of people liking the executive’s statement on Facebook does not constitute a dialogue.

In a dialogue, two or more people are communicating, and all parties are engaged in the conversation. In monologues, one person does the speaking, and the other is expected to listen passively.

Internal corporate communications – especially by email – are often either monologues or a series of monologues. There is no true give and take, even when there is a response. Both people are formulating their responses rather than reading for the purpose of understanding someone else’s viewpoint.

Scientists define dialogue in communications as a conversation that includes five main factors:

Risk: With dialogue comes risk. Many executives are willing to avoid risk at all costs, and written communication through texts and emails lets them do that. They can think about what to say in advance, and they don’t have to deal with the consequences face-to-face. Participants in a dialogue have to cede some control over the outcome since they cannot predict another person’s response.

Mutuality: Leaders need to be open to the feedback they are given and find ways to build agreement. Mutuality is about making sure that both sides are listening and trying to understand each other. Inclusivity is a key factor in mutuality, i.e., communicating with people in the modes and methods that work best for them.

Propinquity: Propinquity refers to physical and emotional closeness. Similar to mutuality, propinquity is the implied bargain of any dialogue – I will communicate my wants and needs honestly, and you will reciprocate. In the case of internal communication, it also implies that increased frequency of communication leads to greater understanding.

Empathy: Empathy is a paradox because every dialogue needs it, and every dialogue also helps build it. The more we seek to understand differences, the more likely we are to accept them in others. Empathy includes having an open mind and being respectful of others.

Commitment: This includes a willingness to be authentic and honest in your interactions. Neither party is trying to manipulate the outcome of the conversation. The goal of the dialogue is to make the conversation successful for both parties.

Dialogue is critical for processing bad news, yet this is one place where executives are most likely to shy away from receiving feedback. When employees receive bad news – budget cuts, layoffs, etc. – they need an ongoing opportunity to discuss how they feel and to understand the next steps.

Executives need more training to understand the emotional journey involved in processing these kinds of announcements. People going through these types of transitions need regular communication touchpoints – all with an opportunity to provide feedback. They also need empathy from their leaders.

Savvy companies that allow for dialogue during difficult transitions benefit from creating a new company culture once the transition is complete. Dialogue is the key to preventing resentment and building understanding.

So you may be thinking: OK, I hear you. We have dialogue. We have a corporate Intranet page where employees can email management or provide social media-type comments. That’s good enough, right?

Well, look at the elements of dialogue and ask yourself if the chance to add a smiley-face emoji really constitutes engagement. We have given employees many opportunities to provide a reaction, but what they crave is the ability to have a conversation.

And that’s really the challenge for companies now and in the future. We all need to work to create tools that allow for reaction, feedback, and dialogue. In the interim, high-performing companies find ways to integrate the elements of dialogue into their communication practices.

Successful communicators keep their messages simple, short, and easy to understand. They don’t rely on nuance, and they don’t flood their communications with jargon. They choose communication methods that highlight authenticity. 

They often communicate and find ways to listen to feedback from the recipients. They acknowledge that they set the tone and model the response they want to see from their audience. Finally, if they make mistakes, they admit to them and seek to correct them in the future.