Leaders have a lot on their plates—organizational changes, new company initiatives, and all the other demands of their jobs.
And most leaders believe they communicate everything that’s going on pretty well. They share the updates, explain the decisions, and host the town halls. From their perspective, information is flowing.
Employees see it differently.
They don’t judge leadership communication by how often leaders communicate—they judge it by whether they’re invited to ask questions, weigh in on decisions, share concerns, and influence outcomes. If employees don’t feel included, understanding stalls, engagement drops, and valuable insight stays buried. That’s where two-way communication makes the difference.
But you’re uniquely positioned to help leaders recognize this gap—and design moments of dialogue that strengthen employee trust, alignment, and decision-making across your organization.
Why two-way communication at work matters
Unlike one-way communication, where information flows in one direction and often feels like a lecture (Remember Charlie Brown’s teacher? Wah! Wah! Wah!), two-way communication closes the loop. It creates space for dialogue—where leaders don’t just share information, but also listen, learn, and adapt—and that promotes engagement, understanding, and collaboration.
At its simplest, two-way communication gives employees the opportunity to ask questions. And that matters more than it may seem. As adults, we learn by asking questions that help us process ideas, connect it to our role and experience, and really understand, “What does this mean to me?” Without those opportunities, uncertainty and misinterpretation can take hold in a company culture.
Two-way communication becomes even more powerful when employees are invited not just to ask questions, but to share their thoughts, concerns, and suggestions. When individuals feel heard and believe their ideas matter, employee engagement grows—encouraging stronger connections to their work and support for leadership decisions and an organization’s objectives. The result? Employees will feel they are partnering with leaders to drive the company’s success.
For leaders, participating in open, honest conversations with their teams helps them learn about the challenges employees face and gather ideas to inform their decision- making.
Four tactics to help leaders ramp up two-way leadership communication
Start by considering your organization’s goals and each leader’s supporting objectives, then work with leaders to build interactive moments into their communication plans.
Here are four tactics to get you started:
1. Ask Me Anything (AMA) sessions
AMA sessions are forums where leaders invite employees to ask questions on the topic of their choice—a simple premise. The best AMA sessions are open and frank discussions where every question is welcomed. As some questions may require investigation and follow-up, these sessions tend to uncover future communication opportunities.
AMA sessions can be integrated into live town hall meetings, smaller team meetings, or can exist asynchronously on platforms like Viva Engage (formerly Yammer) or MS Teams. Allow ample time for the conversation to play out between leaders and employees. In other words, don’t stuff an AMA session into the last five minutes of a meeting—30 minutes is the minimum.
It can be helpful to develop topics or themes to address. For example, you might start a session with, “Today we’ll cover your questions on two topics: our goals for the year and how we’re doing, and the recent launch of our new performance management program.” You can also take a free-form approach—any topic, any question. With either approach, prepare by brainstorming tough, hot-button questions that may come your way. And when employees look at you with blank stares, turn the tables. Ask them a question. For example, “What’s getting in the way of reaching our goals this year? What should we do differently?”
2. Coffee chats
Informal coffee chats are conversations between a leader (or two) and a small group of employees. They provide an opportunity for open and candid conversations, allowing participants to ask questions, seek advice, and learn from leaders’ experiences.
What’s in it for leaders? Coffee chats help make leaders more approachable and human—while helping them gain deeper insights into their organization’s culture. Ultimately, the timing and frequency of coffee chats will depend on the specific goals and needs of a group or team, but these touchpoints can be especially valuable during significant change. For example, if your organization is going through a major shift in strategy, leaders can host coffee chats to clarify expectations and gather feedback.
3. Feedback mechanisms
A feedback mechanism is the systematic process of gathering insights from employees using formal research methods (such as surveys and focus groups) or direct access (such as a designated mailbox or one-on-one conversations). This valuable approach helps leaders—and the organization overall—pinpoint emerging challenges, identify areas for improvement, and assess the effectiveness of communication. While feedback should be collected regularly (Asking signals you care!), it can be especially helpful during new initiative launches, times of transition, or during major milestones.
4. Engagement sessions
Intended to involve employees in decision-making, engagement sessions are typically facilitated and hosted by a leader. The premise is simple: Ask, don’t tell. Ask employees for their ideas to reimagine a process or solve a challenge rather than telling them, “Here’s the plan.” That’s true engagement!
Of course, leaders often believe they need to have the answers. Engagement sessions require the opposite: being open to ideas and unexpected directions, while gently guiding the ship.
How to make two-way leadership communication sustainable
Encouraging employees to engage in discussions, provide feedback, or share their insights is only the first step. For a culture of dialogue to thrive, employees need to see that their input results in more clarity and action. When leaders communicate what they heard from employees and explain how they’re responding—what’s changing and why—they reinforce trust and accountability. Over time, this follow-through from leaders not only signals that employees’ contributions are valuable, but it also fosters a sense of ownership and accountability.
When leaders and employees take the time to listen and learn from each other, your organization becomes a better place to work.
Originally published on Medium