What is manager communication, and what’s the role of internal comms?
All too often, managers are overloaded and under-supported yet expected to convey messages and build culture. Research shows that manager-employee communication influences everything from employee engagement to revenue, making team managers one of internal communications’ most important audiences.
Let’s explore managerial communication—what it is and why it matters—and then look at how internal comms can equip managers with the skills and information to communicate effectively with their teams.
What is manager communication?
Manager communication is the process by which managers effectively connect with their teams, ensuring that crucial information flows seamlessly within the workplace. This exchange of information goes beyond the mere act of conveying updates or instructions; it includes fostering two-way dialogue, addressing concerns, and encouraging collaboration.
While sharing information is undoubtedly a key aspect of managerial communication, the ultimate outcomes are even more significant. Effective communication can build trust within teams, enhance relationships, and create a positive, supportive environment where employees feel valued and motivated. By establishing a framework of transparency and mutual understanding, manager communication serves as the cornerstone of a thriving organizational culture.
What’s the goal of good communication with managers?
Managers must establish ongoing dialogue with their teams to foster a sense of connection and collaboration. Transparent communication helps employees understand not only the day-to-day operations but also the broader goals and vision of the organization. From celebrating a new hire to reviewing the department’s performance last quarter, sharing updates regularly ensures that employees feel informed and engaged.
This process also includes addressing changes within the team or organization—whether it’s adapting to a new strategy or navigating challenges. When employees are consistently kept in the loop, they feel more valued and part of the company’s journey, which fosters trust and loyalty. Additionally, transparency reduces misunderstandings and clears the path for smoother teamwork, making it easier for everyone within the organization to align their efforts toward shared objectives.
What does manager communication involve?
Managerial communication should involve consistent communication through regularly scheduled meetings, one-on-one conversations, and informal check-ins. Establishing a predictable cadence for updates helps employees feel connected and informed about organizational goals, team priorities, and individual performance. It’s essential for managers to not only share information but also actively listen to their team members’ concerns, insights, and ideas, fostering an environment of mutual respect and collaboration.
Building a relationship with team members is a cornerstone of effective communication. Managers should make the effort to understand their employees’ strengths, aspirations, and challenges, creating a foundation of trust and openness. Recognizing a job well done is equally critical; whether it’s a simple thank-you in a team meeting, a shoutout in a group email, or a formal acknowledgment during company events, this positive reinforcement motivates employees and reinforces their value to the organization.
Providing feedback is another key aspect of managerial communication. Honest, constructive feedback not only helps team members improve but also shows them that their contributions are noticed and that their growth matters. It’s important to deliver constructive criticism in a private, one-on-one setting, ensuring the message is framed in a way that encourages development rather than discouragement. Moreover, managers should balance critical feedback with positive reinforcement to maintain morale and confidence.
Beyond individual interactions, managers should also communicate how their team’s efforts align with broader organizational goals. This ensures employees see the bigger picture and understand the impact of their work. Transparency in sharing challenges or changes within the organization is equally important, as it builds trust and reduces uncertainty. A manager who communicates openly and consistently not only strengthens team cohesion but also contributes to a more engaged, motivated, and productive workforce.
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What’s the current state of managerial communications?
Research continually finds that meaningful manager-employee communication increases employee engagement. What engages work teams the most? “Their manager,” says Gallup’s 2025 State of the Global Workplace Report. Clear and effective communication improves employees’ lives by creating a sense of belonging and boosting motivation. And the outcomes are equally good for employers: increased productivity, lower turnover, and more.
Employee satisfaction with manager communication is a persistent area of concern. Only 23% of employees strongly agree they have received meaningful feedback in the past week. And just 46% of employees clearly know what is expected of them. There’s clear and consistent room for growth, but it’s not wholly the fault of managers. Less than half of the world’s managers (44%) say they have received management training.
How can internal comms help improve manager-employee communications?
Since less than half of managers say they’ve received management training, internal comms has an opportunity to provide manager communication training. What is the best way to help managers become better communicators? Communicate better with them. Treat manager segments like personas: what do they need, fear, and value? Rather than overloading them with dense decks or dry directives, take a more empowering, practical approach. Here are four simple ways to do that:
1. Start with the “why”.
Instead of just handing over talking points, include a brief narrative at the top that explains the importance of the message. For example, frame it as: “Here’s why this message matters to our team, how it supports our goals, and what’s at stake if it’s not addressed effectively.” Providing this context helps managers feel a deeper connection to the message and highlights its relevance.
By starting with the “why,” managers can approach their communication with greater clarity and purpose, making it easier for them to convey the message authentically and effectively to their teams.
2. Include flexible talking points.
Instead of writing manager scripts, provide them with adaptable talking points that allow for personalization while ensuring the core message remains intact. For example, include prompts such as, “What this means for us is…” or “If you’re wondering how this affects our team, here’s how I see it…” These sentence starters can act as a foundation, enabling managers to connect the message to their team’s specific context and dynamics.
By offering such flexible frameworks, managers can communicate with authenticity and relatability, tailoring their delivery to their audience while maintaining focus on the key ideas. This approach helps managers feel more confident and empowered in their communication, as they are not merely following a rigid script but are instead engaging in meaningful and personalized conversations with their teams.
3. Use “manager-first” formatting.
Prioritize clarity and immediate actionability for managers by providing a concise summary at the beginning (like a TL;DR), followed by clearly bolded action steps that highlight key tasks or decisions. Additionally, structure the communication into sections such as “What you can say” and “Why it matters.” This organizational method ensures that managers quickly grasp the relevance of the message while having the tools to articulate it effectively to their teams.
By presenting information in a streamlined format, managers can process the material more efficiently, reducing the cognitive load associated with dense or overly detailed communications. Empowering managers with actionable insights and context not only saves time but also enhances their confidence in delivering the message and fostering engagement within their teams.
4. Invite early input.
Before launching a big message, hold a short “preview” call, send a quick survey, or organize manager focus groups to gather their perspectives and ensure the communication is aligned with their needs. Manager focus groups are structured and interactive discussions where managers can provide feedback, share concerns, and offer suggestions about the communication strategy. These sessions allow managers to feel heard and valued while helping internal communicators refine the message for better clarity and impact.
Additionally, follow up after these sessions with a summary of key takeaways, ensuring managers see their input reflected in the final communication. This collaborative approach not only enhances the quality of the message but also increases managerial buy-in. Managers who are involved in shaping the communication are more likely to feel ownership and enthusiasm about the message they relay to their teams. By turning managers into co-creators instead of mere couriers, internal communications can foster a sense of partnership and mutual trust, creating a ripple effect of engagement throughout the organization.
What is employee relationship management?
Employee relationship management, also called employee relations, is the HR practice of fostering and maintaining positive relationships among employees and their employer (and among employees themselves). When it comes to managerial communications, there are two primary relationships to manage: the relationship between internal comms (including executive leadership) and managers, and the relationship between managers and their direct reports.
Strong employee relations can lead to improved employee morale and engagement, increased productivity, improved retention, decreased absenteeism, decreased costs (due to eliminating high turnover), and a positive company culture.
How can internal communicators build strong managerial relations?
The goal is to equip managers with the right amount of information. To avoid overloading them, prioritize messages that help them lead, not just inform. Ask yourself: “Have I equipped managers to relay information, or have I inspired them to believe in it?” There’s a place and time for simply relaying information, but often, managers need to have a stake in the message that they’re communicating to their team. You want their buy-in.
By aligning their efforts and actively involving managers in the communication process, internal communicators can ensure that messaging is relevant, timely, and tailored to employees’ specific needs, ultimately leading to increased engagement and stronger relationships. To boost manager engagement, ask, “What have I said to them lately, not just through them?”
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