What the numbers reveal
Technologia: Two figures to set the scene. First, companies with effective internal communication deliver a 47% higher return to shareholders than those with poor communication. Second, 73% of senior executives believe that information flows well... compared to only 21% of employees. We still have some big challenges ahead of us, don't we?
Caroline Pronovost: Absolutely. Often, the communication structure does not match actual needs. In times of change (growth, slowdown), information gets lost, silos become more entrenched, and the content communicated is incomplete or inadequate. Added to this are poorly adapted tools, poor note-taking, and meeting behaviors that undermine the quality of exchanges.
The result: a lot of effort, little impact.
Two pillars: human and technical
Technologia: What are the main components of solid organizational communication?
Marc-Antoine Coutu: On the one hand, there is the human aspect: our skills and behaviors; on the other hand, there is the technical aspect: everything the organization defines before speaking (routines, formats, channels, tools, expected content).
However, the main irritants are often... technical.
One in three employees cites lack of time. This highlights the absence of dedicated time slots (one-on-one meetings, team meetings), which is therefore a structural issue. Another third mention poor quality or poor format of information: access to data, agenda templates, clarity of indicators.
From informal to formal
Marc-Antoine Coutu: In concrete terms, we establish a routine: one-on-one manager-employee meetings, team meetings at the right frequency (weekly, monthly, quarterly), clear objectives, duration, participants, tools, and predefined content.
And we transform the informal into the formal: fewer “hallway conversations,” more recurring items with an agenda known in advance.
This allows for preparation and real follow-up.
Caroline Pronovost: And we adapt the structure to the context: type of organization, volumes, momentum of activities, inter-team dependencies. Not to mention the cascade: from the top to the front line, how information flows down and up.
Why such a gap between managers and employees?
Technologia: And what about that famous 73% vs. 21% gap?
Marc-Antoine Coutu: Hierarchy plays a role. Managers know the strategy and priorities, while front-line employees have less visibility into interdepartmental issues. If the cascade is unclear, perceptions diverge.
Hence the need for an explicit communication architecture.
The recipe for a useful meeting
Technologia: Let's dive into the “recipe” for a good meeting.
Caroline Pronovost: It can be summed up in four points.
1. Preparation.
If key people are not ready, it is better to postpone. Up-to-date data, published agenda, updates on previous actions. Preparation is not just the facilitator's role: it is everyone's responsibility.
2. Participation.
Invite the right players. Plan round-table discussions, assign roles (facilitator, timekeeper, note-taker), and ask for opinions. If people are just “listening in,” it may be time to rethink the format or composition of the meeting.
3. Time management.
Apply the “2-minute rule”: if you can't reach a decision or agreement, reschedule a specific item with the right people. Protect the initial objective.
4. Managerial courage.
Point out discrepancies, ask for/give feedback, refocus a discussion that is straying off topic. Good interpersonal skills and kindness do not preclude clarity.
Tools, duration, and timing
Marc-Antoine Coutu: A little extra tactic: choose the right time.
For high-value meetings, aim for mid-morning at the beginning of the week. Avoid Friday afternoons. And equip yourself with tools: an agenda template, a shared space for follow-ups, visible dashboards.
Technologia: How do we manage cell phones and chatting in Teams during virtual meetings?
Caroline Pronovost: Simple collective rules need to be established: silent mode, devices off the table, or in a shared box. If a manager needs to remain reachable, designate a backup person during the meeting. And ask yourself: if someone is chatting more than they are contributing, are they in the right place?
Marc-Antoine Coutu: We get what we tolerate.
If we tolerate distractions, tardiness, lack of preparation... we end up with weak meetings. Calmly pointing out the behavior changes the norm.
Take action today
Technologia: What advice would you give to those who want to take action right now?
Marc‑Antoine Coutu :
Step 1: Assess the current situation.
Are we reactive or proactive? Where are the irritants (operations, mobilization, financial performance)? Survey your people.
Step 2: Design the target structure.
What one-on-one meetings, what group meetings, at what frequency, and for what objectives (performance, coordination, projects)?
Step 3: Define the recurring content of each meeting.
Align it with operations and strategic priorities.
Step 4: Equip yourself with tools that support the agenda.
Note-taking, assigning and following up on actions, indicators.
Caroline Pronovost: And work on individual skills.
Conduct a self-assessment: clarity and synthesis of the message, preparation for meetings and feedback, reading nonverbal cues, ability to adapt your style.
Choose 1–2 skills to strengthen over 1 to 3 months, then repeat.
To conclude
Marc-Antoine Coutu: Internal communication is a system to be designed, not a series of exceptions to be managed.
Caroline Pronovost: The more proactive and explicit you are, the better the performance will be.
Key takeaways
- Most communication irritants are technical: structure, formats, channels, access to data, not just “knowing how to communicate.”
- Turn informal into formal: routine, agenda, expected content, visible follow-ups.
- Four levers in meetings: preparation, participation, time management (2-minute rule), managerial courage.
- Align cadences and content with operational reality and strategic priorities.
- You get what you tolerate: set simple rules and call out deviations.
To go further:
➡️ Organizational communication : Developing and implementing a modele
