TITLE

Mission impossible: Increasing employee trust in your CEO

AUTHOR(S)
Larkin, Tj; Larkin, Sandar
PUB. DATE
January 2006
SOURCE
Communication World;Jan/Feb2006, Vol. 23 Issue 1, p40
SOURCE TYPE
Trade Publication
DOC. TYPE
Article
ABSTRACT
The article presents the authors' views on developing employees' trust in the CEO of a company. Trust is based on informal, face-to-race conversations. If the many conversations evolve from exchanging information to sharing feelings, then the trust becomes "emotional." It is emotional trust that is the basis for employee behavior change. Yet unless the company has only a few hundred employees, one could never schedule enough communication sessions to build emotional trust in the CEO. Developing a large-scale employee communication campaign for the CEO will not only fail to build trust, it will likely suck value out of the company. Of course, no professional communicator recommends lots of CEO time spent communicating with only 25 or 30 employees, so more often a communication campaign to address everyone in the company is created, including such elements as town hall meetings, site visits, desktop video presentations, broadcast e-mails and voice mails, blogs, and even podcasts. The problem with this sort of communication is that it is formal and public, not the kind that increases trust, especially the emotional trust associated with behavior change. CEO communication is important. But it should be infrequent, dignified and significant. It should be talk that matters. CEO communication should be reserved for communicating big changes in the company's strategic direction.
ACCESSION #
19414361

 

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