In times of crisis or uncertainty, people look to leaders for reassurance and guidance. 

How leaders act during these times can set the tone for an organization. That’s why it’s so important to take a considered approach.

In this blog, we look at the role of a leader during a crisis and determine why communication is the key to successfully navigating challenging times.

There are many reasons for uncertainty in an organization, from general economic and political crises to specific security risks and shifting corporate deals. They have in common, though, the atmosphere they can create in an organization where confusion, anxiety, disengagement, and frustration thrive.

Here are some of the more common causes of uncertainty in an organization and how they can impact the day-to-day business and workplace environment.

 typically, economic conditions ebb and flow, this is normal, but there are times when some economies face more prolonged periods of uncertainty, which can impact an organization’s bottom line, ability to grow, and ability to retain all its staff.

 leaders matter in all areas of society, including government. Political leaders can directly influence their economies, either positively or negatively. During extreme political instability, organizations can struggle to maintain business as usual, leading to genuine workplace uncertainty.

 Security and data breaches make regular news headlines these days. Granted, the more extreme cases end up in the news, but so many organizations face technology outages due to security breaches every day. This can cause uncertainty in an organization as employees have limited access to the tools they use every day, plus there’s the added problem of how the issue developed in the first place.

 Mergers and takeovers happen all the time. And many of these are managed correctly. Occasionally though, organizations can be the subject of a hostile takeover, or a merger can fall apart at the last minute. Layoffs are often a byproduct of mergers where roles are duplicated, or new management has new ideas and plans. In this environment, workers can fear for their jobs, mainly if their primary news source is the rumor mill.

 Global TV hit Succession showed how chaotic leadership tussles can get. Whether it’s a straight-up succession question, a la Waystar Roy, or a leadership vacuum where an organization struggles to appoint a new leader, it can be confusing for employees.

The Ultimate Guide to Change Management Communication

What Impact Does Uncertainty Have on an Organization?

Any uncertainty can have a significant impact on an organization and its workforce. The effects are wide-ranging, from loss of productivity to a rise in employees’ mental health issues.

 maintaining employee engagement levels is like walking a tightrope. Any little blip can have a direct impact. During a crisis, employee engagement is often the first casualty. Fluctuations in the atmosphere, rising uncertainty, rumors, and confusion lead to a fall-off in engagement. And we’ve spoken many times about how critical employee engagement is to an organization.

 this is a byproduct of a drop-off in engagement. Disengaged workers can become more complacent at work and naturally less productive.

 if communication and transparency are not forthcoming, workers can check out altogether, using sick days or personal days.

 organizations that fail to keep workers up-to-date during a crisis risk losing the hearts and minds of their employees. This could lead to an increase in staff turnover, which could have serious implications for the business in the long term.


Understanding the Importance of a Leader’s Communication Skills

By their nature, times of uncertainty are, well, uncertain. They can be difficult to predict and guard against, and even if organizations see them coming down the track, crises can still throw up challenges and confusion.


Effective communication is essential in this environment to steady the ship, but many factors make it challenging to get the message out there.

What Challenges do Leaders Face when Trying to Communicate During Uncertainty?

Let’s look at some problems leaders can have when communicating during a crisis.

 data can be hard to come by during a crisis, particularly at the beginning. The COVID-19 pandemic is an excellent example of this. It was a developing situation that was changing every day. Things move fast in all areas of today’s world making it difficult to pin down the necessary information or provide all the details people may want.

 on the other hand, social media has replaced news outlets for many people. But it can be unreliable. Often rumors are published on social media without sources and attribution. Leaders may struggle to make their voices heard in this mass of information where truth can often be lost.

Communication channels have been affected:

 a crisis can occasionally impact an organization’s channels. For example, access to communications channels may be limited or unavailable during a security breach or ransomware attack. This can present a severe challenge for leaders as they try to communicate with employees and provide guidance.


 in certain situations, leaders can be restricted in what they can say for legal reasons. This can complicate an uncertain position as leaders need to provide more information.

 at times of uncertainty, organizations will want to avoid reputational damage. This can knock on what leadership can and cannot disclose to employees. Navigating the dos and don’ts in this situation can be tricky for leaders who want transparency but may need to keep key information close to their chest.

How Important is the Leadership Role During a Crisis?

Psychologically speaking, the role of a leader during times of crisis cannot be overstated. This fascinating 

 says the most influential leaders provide a type of ‘holding’ during an emergency. Holding refers to a leader’s ability to contain and interpret what’s happening in this context. “They think, offer reassurance, orient people, and help them stick together. “


Central to this holding is good communication skills.

Why Effective Communication is so Important

Contrary to what some organizations think, the best thing to do during a crisis is to be open and candid in communication. Some organizations may think they shouldn’t respond to uncertainty, like when talks of potential layoffs or mergers become public. But silence is not the answer. Rumors thrive in the absence of official communication.

With no other information, employees take the rumors at face value, leading to confusion and a breakdown in trust.

As any good leader knows, trust is critical. And it is even more important during difficult times.

 centers around reinforcing connections — we’re all in this together is a standard, important message.

Timely, official communication from leaders defines how an organization handles a crisis. Firm, clear, and frequent communication creates a solid foundation and builds confidence.

Employees (and stakeholders) want to know that an organization has a plan to deal with the crisis. Clear, timely communication from leadership needs to provide that plan, or at the very least, the outline of a project. This will help to settle nerves and foster that business-as-usual mentality that is important in uncertain times.

Effective leadership communication lets employees feel confident in the information they’re receiving. This increases trust, reduces anxiety, and creates a stable atmosphere.

What are the Key Principles of Effective Leadership Communication?

Communication is a vital part of being a good leader. And it is even more critical during times of uncertainty. We need only look at the global COVID-19 pandemic when good leadership (and poor leadership) was on show. New Zealand’s former prime minister 

 as providing good communication during that time. Arguably her overriding communication skill was combining decisiveness with empathy. These are two of the core characteristics of effective leadership communication.

Let’s take a look at these in more detail.

 leaders need to get their message out there quickly. The official announcement needs to be the first communication employees receive. This establishes the leader as the primary source of factual information. This will become even more important if the situation is prolonged and contentious.

 maintain a continuous line of communication. Set up a regular schedule; even if new developments have not occurred, leaders need to be seen and heard. They offer a reliable presence in a time of crisis.

 situations can be complicated, but good communication demystifies these complex scenarios. A precise, simple touch ensures everyone understands what’s happening and, importantly, the organization’s plans.

 transparency is so essential in a time of crisis. If leaders are being open and honest, there is less opportunity for gossip and rumor to take hold.

 it’s crucial to make it clear to employees that the organization is acting to resolve or manage the crisis. Good leaders will communicate their plans, reassuring employees that they are taking action.

 employees will be anxious and even angry. Leaders must acknowledge these emotions and communicate that. This will help to build up the trust that is so important at difficult times.

 above all, leaders need to keep quiet. All communications must be measured, clear, and calm, with no unnecessary information that may cause distress. Leaders are the organization's voice, and their words and how they deliver them have great power.


How Internal Communications can Support Leaders in Uncertainty

Crises are generally unexpected. While problems may not be inevitable, it’s wise to have a crisis communications plan. The plan should set out the who, what, when, and how of communicating with employees during uncertain times.

 the message should come from leaders but sent out through official internal communications channels.

 communication should begin as quickly as possible after the crisis emerges (before, if possible). After the initial message, there should be frequent communication throughout the situation.

 the plan should set out the best channels for the message. Remember, the goal is to reach all employees so that an 

And now for the trickiest part of the plan.


 here is where organizations agree on what the message will be. This is where they set the tone of the message, decide how much information they will communicate, and what they will tell employees. This is difficult as we’re talking about events that haven’t happened, and as we’ve outlined above, crises can come in many different forms. But, with as much detail as possible, organizations should detail the approach they will take with messaging during a problem and establish the ground rules for communication. The plan will help leaders to react quickly if a crisis happens and ensures they can communicate quickly and effectively.

What does this mean: in clear terms, describe what this means for the organization

How is the organization dealing with the situation: what plans are in place for the future?

We’ve got your back: detail the steps the organization is taking to minimize the impact on employees.

Be positive: stress the positive as much as possible. Talk about other similar situations that the organization has survived.

Uncertainty can come in many different guises. It can be challenging to prepare for times of uncertainty, but having a crisis communication strategy in place is a good starting point. Strong communication stems from good leadership. An organization’s leaders should be central to any crisis communication plan. They can steady the ship and settle employees’ anxiety with timely, consistent, and open communication. By being upfront and transparent with their contacts, leaders can go a long way toward guiding their organization through a crisis.

Leadership Communication During Times of Uncertainty

While growing a large social media following is impressive, in many ways, it pales in comparison with nurturing a lively, interactive, and connected community.

"Community is a sense of belonging, a feeling of having a place in the world, a recognition that we are not alone but are connected to others, and that our connections matter."

Social media is a powerful tool that has transformed how we can find and consume information and communicate with others. It is commonly viewed as a personal medium, but have you considered how social platforms can be used to reach your employees, provide a forum,  facilitate the exchange of ideas and opinions, and build togetherness?



For businesses, social platforms have become important customer communication channels, allowing for the flow of information in a new, more immediate way. Organizations can better understand their target audience and what makes them tick. Using social media cleverly, organizations have built thriving customer communities around their brand.

Organizations can take advantage of the limitless potential of social media and apply it to their workplace. By introducing a social media employee engagement strategy, organizations can create thriving employee communities that drive engagement and deliver other far-reaching benefits to the business.

 is a long-running issue for global organizations. With new challenges like the 

 springing up, building better employee engagement is non-negotiable.

How Can Organizations Use Social Media to Tackle Employee Engagement?


Disengaged workers all share a common complaint—they feel disconnected from their employer. This can happen for many reasons: their work is not recognized, they don’t feel like their opinion matters, they feel like they are kept in the dark about company plans, or they may work remotely and struggle to make connections. All these reasons are valid and commonplace.

And that’s where social media can make a big difference.

By engaging with employees where they are, on their terms, and on a more accessible, human level, organizations can form stronger connections and supercharge morale.


Here are six steps to using social media to build employee engagement successfully.


1. Determine Which Social Media Platforms Are Best Suited to Build Employee Engagement

Let’s take the leading social media channels. Twitter, Facebook, Instagram, Tik Tok, YouTube and LinkedIn. Each of these platforms speaks to a different demographic and has its own unique selling points. Organizations need to identify the channels that will resonate with their people. Why not ask your employees which channels they favor and why?

Some will like the visual and fun aspects of Instagram, Tik Tok, and YouTube; others will prefer the bite-sized approach of tweeting or the interactivity of groups on Facebook. Most corporates value the business focus of LinkedIn. Depending on your comms team’s capacity, you could use all these channels or focus on a few. Whatever you decide, you need to create 

. Copying and pasting across multiple channels is a major No-No!

2. Consult With Employees About the Type of Content They Would Like to Share on Social Media

A flourishing community is one where all members feel like they belong. That their opinion matters. That’s why it’s important to pick employees’ brains on the kind of content they want to see and share on social media. Getting different perspectives is a vital step in building an exciting and unique social media community. The goal here is to write valuable and relevant content to maximize social engagement. Less frequent but more engaging posts will result in more participation and more worthwhile discussions.

 are a good way of gathering ideas. Include the option to allow workers to submit their thoughts anonymously; some may be more comfortable sharing creative ideas in this way. Once employees see that their opinions are valued, they will be more likely to share openly and confidently. They will also be more likely to engage with and share your social media content if they feel like they have played a part in its development.

3. Give Employees the Help and the Tools They Need to Create Social Media Content

Next, it’s time to help employees develop those ideas. Make sure they have everything they need to curate or create content: brand and tone of voice guidelines, image libraries, multimedia resources, and approved tools and software (for example, video editing apps, employee advocacy platforms, etc.)

You want to empower your employees to create content while also ensuring this content is of high quality and in line with your brand and your existing social media presence. Some organizations choose to incentivize their people to share posts that highlight positive news or company culture. Others provide ready-made templates via employee advocacy platforms, such as 

It’s important to note that organizations often struggle with finding the right balance between allowing employees to have a voice on social media while also protecting the organization’s interests and reputation, so crystal clear rules, training sessions, and workshops are always a good idea to make sure everyone is on the same page.

Social walls are a game changer in the office environment, fostering collaboration and boosting employee engagement. By displaying real-time updates from internal communication platforms, project updates, and employee achievements, 

 create a sense of connection and transparency within the organization. They transform the office into a vibrant and interactive space, where everyone feels involved and motivated to contribute their best.


4. Use Social Media to Highlight Your Employees’ Achievements

Shine a spotlight on your employees via your social media platforms. Recognizing employees’ contributions 

. 46% of US workers said they left a job because they felt their work was not appreciated, while 65% said they would work harder if their manager noticed and valued their contributions.

To show your employees some love, create a regular content segment on your social media channels where you recognize their achievements. Perhaps they just completed a large project, won a significant tender, exceeded their sales targets, won an industry award, or made a valuable contribution to your organization. You could also create dedicated social media posts to welcome new employees. Sharing this type of content not only shows your employees that you value them but also showcases the kind of organization you are in and how you treat employees.

5. Create a ‘Meet the Team’ Segment to Showcase Your Employees

Video interviews with employees shared via social media could create a real buzz around the workplace. Make sure you are interviewing workers from across 

 departments. Devise questions that give a real insight into a wide variety of roles and career paths.

 that you see them and the effort they put into their jobs. This kind of behind-the-scenes content is also popular with customers and job applicants who like to get a sense of a company through its people.

6. Amplify Your Social Media Content with Social Walls

Now that you’ve started your employee community, keep that momentum by amplifying your content throughout the workplace. 

 dotted around the office are a great way to share your social media content and reach a wider employee audience. Employees who have worked with you or are featured in the content will get a real boost seeing their content on a big screen. Those who may not have been involved will get a better sense of what you’re trying to achieve with your social media strategy.

Remember to continuously measure and refine your social efforts. You could use a software tool, such as 

, analyze their performance, and from there, tweak them to increase reach and engagement.


Social media is a potent tool, but like any tool, it needs to be used correctly and tactically. Organizations using social media to drive employee engagement need a well-honed strategy that, in many ways, takes its lead from the employees themselves. While social channels can often represent the more lighthearted, fun side of employee communications, it is crucial to acknowledge and address more serious issues such as privacy concerns, security risks, and the spread of misinformation. These critical matters should not be overlooked and must be carefully managed to ensure effective, responsible use of social media in the workplace.

Consulting employees on the type of content they want to share, putting them front and center, and encouraging them to play an active role in your social media strategy will make a massive difference in how they respond to your efforts.

Finally, if you genuinely want to build a thriving, enduring employee community on social media, consistency, and commitment are the twin drivers for sustained success. Better to commit to one channel and execute with excellence rather than spread yourself—or your team—too thinly. By consistently engaging with your employees, actively listening to their feedback, and delivering valuable content, you can drive meaningful conversations and cultivate a strong and loyal community that fosters mutual trust and respect.

Social Media for Employee Engagement: How to Build a Thriving Community 

"Am I suffering from fatigue… or am I just tired?” 

This is a question many of us have asked ourselves after a long week at work or a sleepless night. While the terms are often used interchangeably, there is a significant difference between feeling tired and cranky, and experiencing genuine fatigue. Understanding the distinction is crucial, as employee fatigue can have a major impact on workplace productivity, safety, and overall staff well-being. 

It is possibly easier to start by defining what fatigue 

. It is not tiredness or sleepiness. It is not boredom or ennui. It is not a feeling that passes after a nap or a night of sleep. It is, in fact, a distinct symptom of sleep disruption that can manifest even when a person gets sufficient sleep. In other words—waking up feeling exhausted on a regular basis, a continued lack of energy, and a complete absence of any motivation.

Guide: How to drive employee experience through Internal Comms

Fatigue is when the tiredness is often overwhelming and isn’t relieved by sleep and rest

Let’s dig into this important yet often overlooked topic.

Employee fatigue comes in a few guises—physical, mental, and emotional. Some signs of fatigue can be obvious, while others are less visible, making them more difficult to identify and manage.

follows periods of intense physical exertion, for example, strenuous labor or extended periods of sleeplessness. People who work in construction, manufacturing, healthcare, and emergency services can be particularly susceptible. But we can also include some professions on this list that you may not expect–chefs, drivers, retail workers, electricians—anyone who has a physically demanding job.

 can occur if a person endures long periods of mental activity or overstimulation. This could be because of working intensely to a tight deadline. It can also happen if someone regularly works long hours without adequate breaks or needs more regular sleep. Mental health issues, where someone is dealing with daily anxiety and stress, can also lead to mental exhaustion.

 is similar in some ways to mental fatigue. However, where mental fatigue affects a person’s cognitive ability, emotional fatigue affects their emotional state or ability to manage their emotions. For example, bereavement is a common cause of emotional fatigue.

Importance of Addressing Fatigue in the Workplace

There are hidden costs associated with worker fatigue, mainly stemming from absenteeism and productivity losses. However, more worryingly, employee fatigue has been linked to serious workplace injuries, accidents, and several long-term health problems, including cardiovascular disease, obesity, and mental health issues. At the extreme end, 

fatigue has been studied extensively in key industries such as transportation, chemical, and nuclear due to the potential for catastrophic losses.

Fatigue management is essential. An effective fatigue management program centers around education, awareness, responsibility, and monitoring. The best programs can be found in those workplaces that are open to change and committed to ensuring employee well-being.

What are the Leading Causes of Employee Fatigue?

Many things can contribute to employee fatigue, but here are some common culprits.

Long working hours without sufficient breaks

Irregular shift patterns and not enough rest periods between shifts

Long periods of stress (such as working to tight deadlines or in a stressful work environment)

Heavy workloads for extended periods (this may occur in a workplace with staff shortages)

Lack of good quality sleep. Most people need between six to eight hours of sleep each night. Interrupted sleep, periods of insomnia, or shift working schedules can all affect this.

Fatigue can and does lead to accidents and injuries in the workplace. In fact, 

13% of workplace injuries happen due to employee fatigue

. This figure is even more worrying when we look at atypical working shifts with a direct increase in accident rates. The Occupational Health and Safety Administration (OSHA) found that 

accidents rose by 18% during evening shifts and by 30% during night shifts

People working evening and night shifts will naturally have different sleep patterns to a 9-5 worker. These irregular hours can disrupt a person’s natural circadian rhythm leading them to suffer from physical and mental fatigue. In these states, coordination, motor skills, and cognitive function can all be affected.

Workplace fatigue should not be underestimated. Some of the 

most notorious workplace accidents in history

—the 2005 BP Texas City oil refinery explosion and the 2010 Deepwater Horizon oil spill—cite fatigue as a contributing factor.

The health and safety impact of employee fatigue on a business are well documented, but there is also a hidden cost. In fact, quite a high cost. The National Safety Council suggests that a typical business with a 1,000-strong workforce can 

lose as much as $1 million annually to issues related to employee fatigue

: a quarter ($272,000) is lost as a result of absenteeism. At the same time, $776,000 is due to presenteeism, where an employee is physically at work but is not functioning to their full potential. In the UK, 

, and an estimated 200,000 working days are lost each year due to inadequate sleep.

It can be challenging to identify workplace fatigue preemptively. Unfortunately, fatigue is often detected only 

 an incident or injury occurs. Education, training, and vigilance are vital in monitoring fatigue levels. But not all signs of fatigue are apparent. Ongoing monitoring by an educated occupational health and safety team can be key in combating workplace fatigue.

 learn to identify the early warning signs of fatigue through a targeted form. Your wellness officer can create a series of questions to assess the likelihood and severity of fatigue-related incidents in your workplace. Based on the answers to these questions, the risk level can be assessed, and mitigation strategies put in place. These might include adjusting work schedules, providing more frequent breaks, implementing ergonomic solutions, or educating and training employees on how to manage fatigue.

 although this is a scientifically developed measure of burnout, we know that burnout is a by-product of mental and emotional fatigue. The MBI typically consists of 22-25 questions that assess the three dimensions of burnout. The questions are scored on a 7-point 

, ranging from "never" to "every day.” Based on the scores, individuals can be classified as having low, moderate, or high levels of burnout in each dimension, as well as an overall grade of burnout.

 check in with employees regularly on their well-being. 

, empower them to open up the conversation, and encourage employees to come forward if they feel strained or under too much pressure.

Managing fatigue in the workplace starts with establishing a healthy, safe, and responsible culture. Employers and employees can work together to identify and manage fatigue levels. Leadership training, a focus on well-being, and helping employees to prioritize their mental and physical health all create a solid foundation.

, well-being and fatigue have become more pressing issues for businesses everywhere. On a positive note, fatigue is now being taken more seriously, and global companies are learning how to better manage its effects.

Here are seven best practices for handling employee fatigue in the workplace.

These programs help to educate employers and employees about the consequences of fatigue and how to spot it early on.

Teach employees how to make better decisions for their well-being, including providing access to health and fitness programs.

Understaffed workplaces can lead to employees working longer hours, taking on extra shifts, and being more stressed.

Pay attention to work schedules and ensure employees, particularly shift workers, get adequate breaks between shifts.

Allow more flexible work hours, including hybrid or even 

6. Encourage employees to rest and take time off

Make it easy for employees to take their paid time off, introduce mental health days, and educate them on the importance of regular breaks.

Get proactive about health and safety by doing regular risk assessments.

Technology can also help—making it easier and more intuitive to manage workplace fatigue and worker safety. Scheduling software can ensure employers and employees abide by a defined set of hours or shifts. Fatigue monitoring tools can link in with scheduling software, task management software, and safety processes to give managers a complete picture of worker activity. Surveys can help track employees’ feelings about new technologies, sleep initiatives, and general wellness programs.

Good Communication is Central to Managing Workplace Fatigue

We’ve discussed how a responsible culture can improve awareness of workplace fatigue and manage its effects. Central to that culture is effective communication. A good internal communications strategy will go a long way toward keeping employees informed and building general awareness.

With clear and regular messaging, businesses can build a workforce that can recognize the early warning signs of fatigue among their team members and themselves. Platforms like Poppulo’s 

, which can deliver tailored, memorable communications, are ideal for HR, Comms, and Health & Safety teams to supplement their other fatigue management efforts.

Employee fatigue is a serious issue that can have negative consequences for both employees and organizations. So, is it a question of workplace culture? To a large extent—yes.

In a workplace that values long hours, constant availability, and high productivity at all costs, employees often feel pressure to work beyond their capacity, leading to fatigue and burnout. On the other hand, in a workplace that prioritizes work-life balance, flexible schedules, and employee well-being, employees are more likely to flourish.

Remember, investing in the health and happiness of employees is not only the right thing to do, but it’s also good for business. So, let’s prioritize employee fatigue management and create safe, healthy, and productive workplaces for everyone.

The Hidden Costs of Employee Fatigue: How to Manage and Mitigate the Risks  

When it comes to caring about work, what’s the difference between your typical leader or business owner and your typical employee?

Leaders, owners, and senior management usually have a significant personal investment in the success of the business, whether it be financial, reputational, or both. They have a greater stake in the annual results and feel motivated to ensure the organization’s success. By contrast, employees may not have the same sense of ownership, which can often lead to a lack of commitment to achieving the company’s goals and a disconnect from any success or failure.

Developing an ownership culture in an organization may take time and require a wholesale mindset shift, but it will bring considerable benefits. Feeling a sense of ownership of an organization has a profound impact on an employee—changing not only the way in which they work—but how they come to view their role.

 reported that only 2 in 10 employees strongly agreed that their performance was managed in a way that motivated them to do outstanding work. Just 30% of employees strongly agreed that their manager involved them in goal setting.

Over the past five years or so, have things improved?

 reported that 60% of people are “emotionally detached at work,” while 19% are “miserable”!

, just 33% of workers said the mission or purpose of their company makes them feel their job is important.

Clearly, organizations must take heed and shift their focus toward empowering their employees by creating a mentality of ownership. Let’s take a closer look at ownership culture, what it means, how it can be encouraged, and what the benefits are.

First, we need to discuss the difference between financial and psychological ownership. The distinction is important. With economic ownership or employee-owned companies, employees will typically be financially invested in the company through shares or stocks. This may have been part of an initial salary package or offered as an end-of-year bonus.

Ownership mentality (or psychology of ownership) is centered around employees being mentally connected or emotionally invested in an organization, and this is what we are talking about here. By embracing this mindset, employees focus on more than just monetary gain. They invest their time and energy into the company’s success because they 

This ownership mentality is developed over time. It’s born out of a keener focus on everyday responsibilities and how each employee’s tasks contribute to an organization’s long-term vision and goals.

Nurturing an authentic ownership mentality among employees can lead to a sea change in an organization. But it doesn’t happen overnight. In most organizations, it will require a dramatic shift in thinking.

How Can Managers Kick-Start an Ownership Culture

Managers and leaders must buy into the shift in mindset as they will be instrumental in its success. Even though employees will take more ownership and responsibility, managers are needed to guide the ship. They will facilitate the change by “

providing workers with the context, guidance, tools, and autonomy to minimize frustration and make their jobs 

Communicate in an Open, Honest, and Effective Manner

This is the single most important managerial function. From the outset, a manager must be clear about who is doing what and how this aligns with the overarching vision and goals. An effective manager is open and honest and helps their team understand how their work impacts the organization’s overall success. This is an ongoing duty—not an annual tick-the-box task.

Keep the doors of communication open at all times. Employees will need guidance and an experienced ear. They are moving into a more proactive, self-driven role, which may be unfamiliar to them. It’s vital that managers are accessible as employees take the step into the ownership mindset.

Goals and performance metrics can act as powerful motivators for employees. By involving employees in the process and tying performance metrics to incentives, organizations can help align employees’ efforts with the company’s overall objectives. Plus, employees are more likely to feel invested when they have their say.

Involving employees in the process can help ensure the goals are realistic and achievable (use the 

 framework) since they know firsthand what is feasible within the organization.

The aim here is to encourage employees to see their success as being directly tied to the success of the organization.

A manager must also hold employees accountable for their work. If goals are not met, managers should assess what happened, offer feedback, and plan for the next steps.

Cultivate a “Participatory Management” Culture

A “participatory management” style is one in which managers willingly share information with employees, involve them in important decisions, recognize their accomplishments publicly, and promote meaningful collaboration. By adopting this style and culture, a manager can play a key role in encouraging employees to think and act like owners.

How Organizations Can Move to a Culture of Ownership

Making this change will require a new way of thinking. The new focus will be on big-picture goals rather than short-term targets.

In most organizations, teams work on projects, often with tight deadlines and budgets. But fostering an ownership culture is about more than just delivering day-to-day tasks. It’s looking at an organization’s overall vision and long-term strategy and communicating this with clarity to each and every employee. Tools like Poppulo’s 

 allow communicators to create impactful, tailored communications—essential for keeping employees informed and on the same page, particularly during these times of change.

An ownership culture leans into an organization’s mission. Each step completed is a step closer to achieving these goals. This approach elicits a strong sense of ownership and accountability as employees understand that what they are working toward is bigger than just hitting their own personal targets.

But employees can only focus on the big picture if they have access to all the facts. 

One of the traits of an ownership culture is transparency

. Employees need to know where an organization is going and how far along it is—ensure they can see all relevant data, from sales figures to financial accounts. Armed with this information, employees make more informed decisions, set more accurate KPIs, and are generally more in tune with the organization.

What are the benefits of establishing authentic ownership culture?