In parts one and two of this series, we discussed the kinds of communication that happen between leadership and the rest of the company, from the top down to the bottom up. We explained why it’s so important for leadership to be transparent, clear, and concise in their message to their employees, as well as why it’s equally critical for employees to share what’s happening with their supervisors. In all cases, we stressed that it’s a matter of duty to one another, a way to be honest by avoiding secrets that will hurt everyone in the long run. Whether it’s feedback for creating a healthier work environment, or it’s clearly laying out expectations for a company project, communication is indeed key.
But communication goes beyond the up and down channels of the company hierarchy. This week, let’s take a look at lateral communication—that is, the kind of communication employees have with one another.
Coordination
As the Grammarly article on this very subject explains, “Lateral communication moves across departments and employees or managers of equal status within the organization.” That’s an important point to bear in mind: lateral communication is between peers. Consequently, this kind of communication encourages strong teamwork. When it comes to completing tasks, problem solving, and achieving goals, this kind of coordination is necessary for both efficiency and quality.
Whether you operate a restaurant, a retail business, a bank, or something else entirely, the groups that work with one another must talk so they can be on the same page.
Support
One clear advantage of lateral communication is that “It tends to synthesize organically, without the need for upper-level approval, serving as a rapid and morale-boosting mode of communication.” As is often observed in team environments, whether in sports, the military, or even a place of business, there’s a sense of camaraderie that exists between brothers-and-sisters-in-arms. There’s a feeling of being in the trenches together, to having each other’s back because you understand one another’s experience.
Concerns
But while it’s clear that lateral communication should be encouraged, it’s not without its pitfalls. For example, Grammarly notes that because this kind of communication is “more casual” and “unprofessional” in tone, friction can develop between some employees. (Not all personalities mix well, of course.)
There’s also the risk of tribalization, “an ‘us vs. them’ culture” that can develop between the different groups of employees. This is especially common between different teams if they feel competitive with one another. While friendly competition can be good, you often need your departments to work in harmony for the greater good and not devolve into in-fighting.
Another toxic split can happen between employees and their management. Think about how easy it is for low-level employees to feel like they’re underappreciated by their managers, and how quickly that sentiment can spread among their peers. You can imagine how quickly that can spiral out of control to create a hostile work environment.
Maintaining Control
One piece of advice the Grammarly article notes is that “Management must take care not to incentivize competitiveness between departments, communicating the significance of each group within the overall organization.” Namely, you want to avoid any kind of resentment or hostility in the workplace. While friendly competition can help draw out the best work in everyone (like in a sales environment), employees must know that they’re still a part of a team. You can’t win unless the team wins. No one should be rewarded for beating each other but instead for beating a goal.
Other ways to keep a handle on things is by keeping those lines of communication open between managers and subordinates. The fact of the matter is that petty squabbles will happen, but if someone in leadership can recognize a concern before it erupts into a problem, they can address it. Remember: more often than not, bruised feelings are the result of misunderstandings and not malice.
Taking Charge
When we talk about leadership in this blog, we’ve been talking about those who are responsible for the employees below them, the supervisors and managers. But leadership as a concept goes far beyond your company’s internal rank. Even more crucially, leadership is about taking ownership of your situation and making right everything around you. It’s about setting an example for others to follow, even if they are your peers.
Did you know that The Brandt Group specializes in leadership training? In addition to our world-class mystery shopping services and our stellar support tools for employee feedback, we also offer educational courses on how to be a leader in all aspects of your life—even beyond your rank in the company. (And those who take charge of their own lives soon find themselves in charge of more when they’re promoted!)
Whatever you need in the realm of offering a great customer experience, superior leadership training, or an enviable company culture, reach out to us at The Brandt Group, and let’s get started on taking you, your team, and your whole company to the next level and beyond.
