Your managers are your best company messengers

Frontline managers aren't just overseeing teams anymore — they've become your most powerful communication tool. And honestly, it's about time we started treating them that way.

I learned this lesson the hard way a few years back when I watched a brilliant company strategy fall apart. Not because the plan was bad, but because the message never made it past the manager level. The frontline leaders didn't know how to translate boardroom language into something their teams could actually use.

Here's the thing: your employees don't trust companywide emails or town halls nearly as much as they trust their direct manager. When big changes are coming or new goals are set, people look to the person they work with every day for the real story. That makes every manager your chief communications officer, whether you've trained them for it or not.

Your managers have something your C-suite doesn't — daily contact with the people doing the actual work. They see the eye rolls during meetings, hear the water cooler questions, and feel the team's energy shift when announcements drop. They're your early warning system and your delivery method all rolled into one.

But here's where most companies mess up: they assume managers will just figure out how to communicate well on their own. That's like handing someone a race car and expecting them to win without driving lessons.

First, give them the story behind the story. Don't just tell managers what to communicate — explain why it matters and how it connects to the bigger picture. When they understand the "why," they can answer the tough questions that'll definitely come up.

Second, teach them to translate corporate speak into human language. That "strategic realignment to optimize operational efficiency?" Instead, coach them to say something like, "we're changing how we work to serve customers better."

Third, make them active listeners, not just message broadcasters. Train them to ask follow-up questions, pick up on confusion, and report back what they're hearing from their teams.

Give your managers practical tools they can actually use. Create message templates that sound like real conversations, not press releases. Set up regular coaching sessions where they can practice delivering tough news or exciting updates.

Most importantly, remember that great communication flows both ways. Your managers should be bringing insights from their teams back up to leadership just as much as they're pushing messages down.

Your frontline managers are already talking to your employees every single day. The question isn't whether they're communicating — it's whether they're communicating what you need them to. Invest in turning them into the communication champions your company needs, and watch how much clearer and stronger your organization becomes.