Picture this: the CEO delivers a clear, inspiring message about the company's new direction. By the time it reaches the front desk, it's become a confusing jumble of corporate speak that no one understands. Sound familiar? I've sure seen this play out countless times.
That's the cascade myth in action. We assume messages flow smoothly down the org chart like water through a funnel. But each management layer acts more like a filter — and not a good one.
What breaks the chain
The problem starts with translation. Your VP gets the CEO's vision, but she's thinking about her department's budget constraints. She shares the message but adds her own spin about "being realistic with resources."
The director hears this and focuses on timeline concerns. By the time he talks to his managers, the message has shifted to "we need to do more with less." The managers, worried about their teams' workload, soften it further. Front-line workers hear something vague about "operational improvements."
Each person means well. They're trying to make the message relevant to their audience. But good intentions don't prevent the game of telephone that happens at every handoff.
The real culprits
Three things kill your message on its way down:
Assumption overload. Leaders assume everyone has the same context they do. They skip the "why" and jump straight to the "what." Without understanding the reasoning, middle managers can't effectively translate the message.
Fear filters. Managers often worry about team morale or pushback. They water down difficult messages or add so many caveats that the original point disappears.
Information hoarding. Some managers think knowledge equals power. They share just enough to seem informed but hold back details that would help their teams understand and act.
Making messages stick
The solution isn't more emails or town halls. It's building a culture where communication flows both ways. Create feedback loops so you know when your message has been lost or twisted.
Train your managers to be translators, not filters. Give them the skills to adapt messages for their teams while keeping the core meaning intact. And most importantly, check in directly with front-line employees. Their understanding of your message matters more than your manager's assurance that "everyone gets it."
Your carefully crafted communication deserves better than death by a thousand interpretations. Start treating message clarity as seriously as you treat your quarterly numbers — because in many ways, it's just as important for your success.