Summary of Communicating Change
© 1994 McGraw-Hill
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Nearly every CEO of a large corporation believes that words directly from his or her mouth will inspire front-line employees. Five decades of research show just the opposite, explain consultants and authors T.J. and Sandar Larkin. Their investigations emphasize the importance of communicating change through low-level supervisors, a group that has more credibility with front-line workers. They maintain that CEOs must go beyond simply telling supervisors what to do; they must also listen to these key employees and empower them by taking their suggestions seriously. The authors provide plenty of real-world examples to bolster their case. getAbstract.com recommends this clearly constructed argument to CEOs and to anyone charged with communicating with large numbers of employees. This engaging treatise, a classic, is ready to persuade its next crop of managers.
In this summary, you will learn
- Why traditional corporate communication methods do not work in reaching front-line employees;
- What workers really care about; and
- Why supervisors are the key to influencing your employees.
About the Authors
T. J. Larkin and Sandar Larkin are directors of Larkin Communications Consulting, which has offices in New York, London and Melbourne. T. J. holds a doctorate and attended the University of Oxford and Michigan State University. Sandar previously worked for an international bank.