Our research has shown that more and more leaders — from organizations that range from computer-networking giant Cisco Systems to Hindustan Petroleum, a large India-based oil supplier — are using the power of organizational conversation to drive their company forward. For these leaders, internal communication isn’t just an HR function. It’s an engine of value that boosts employee engagement and improves strategic alignment.
Broadly speaking, there are four steps that you can take to make your approach to leadership more conversational. 
1. Close the gap between you and your employees.
In our survey, we also asked respondents to name the biggest employee communication challenge at their company. In response, one participant cited the need to “move away from top-down communication.” Another highlighted a “disparity between the senior management team and middle management due to low transparency.” Trusted and effective leaders overcome such challenges by speaking with employees in ways that are direct, personal, open, and authentic.
2. Promote two-way dialogue within your company.
One survey respondent lamented “a lack of understanding in management of the need for communication,” adding that “the traditional practice” of communication at his or her company “has been one-way.” Leaders can show that they appreciate the value of real communication by adopting channels that allow ideas to move in multiple directions across their organization, and by working to create a truly conversational culture within that organization.
3. Engage employees in the work of telling the company story.
The need “to get more participation from employees,” according to one respondent, is a pressing challenge at his or her company. People in that company “tend to shy away from speaking openly.” The practice of organizational conversation alters that dynamic. Where that practice has taken hold, leaders encourage broad-based employee involvement in a wide array of communication efforts.
4. Pursue a clear agenda.
One participant expressed concern about a “lack of consistency” in communication. Another mentioned a tendency among top leaders to generate “too much communication.” Yet another voiced this complaint: “The strategy is only discussed at the management level and is never cascaded to all staff.” To deal with such challenges — to prevent the communication process from becoming diffuse and ad hoc — effective leaders take steps to ensure that their conversation with employees unfolds according to a clear strategic plan. They also seek to align that conversation with organizational objectives.
Underlying these four elements of organizational conversation is a deeper emerging truth: Leadership is conversation. So start that conversation now.
