A strong messaging strategy is a must for large and complex projects. Information flows need to cross many boundaries and reach diverse groups quickly, but communications should be carefully managed to protect sensitive data and avoid overwhelming people with information they don’t need. Project teams also need to take special care to develop messaging strategies that fit the needs of the initiative’s executive sponsors, where communication challenges have the potential to push an otherwise healthy project off track.
If you’ve ever run into difficulty orchestrating a messaging plan that involves senior leaders, you may recognize some of these 5 ways executives can unintentionally disrupt project communications.
1 – Bypassing established channels.
All kinds of information changes hands during hallway discussions and the small talk that happens before virtual meetings begin. But if executives use these opportunities to go directly to team members with requests or instructions, rather than routing those communications through the project management team for wider distribution, it can create conflicts across the stakeholder base. Some people may be confused about possible changes in the initiative’s priorities, or they may not receive notification that they need to adjust their activity flow or task timeline.
2 – Incorrect interpretation of casual communications.
With their influence and authority, the word of an executive is often taken at face value. That means that casual suggestions made in passing could be misinterpreted by others as directives, authorized priority shifts, or mandatory changes to the project’s scope or timeline. If stakeholders take action based on informal communications with the executive group, it could send the project’s budget, schedule, or scope into a spiral.
3 – Falling into information silos.
Most employees have a somewhat limited sphere of interaction in their day-to-day roles and executives work with a similarly select group of colleagues. These individuals may sit above a particular level in the organization’s hierarchy, or they may report through a specific division that’s part of the executive’s area of responsibility. If the senior leadership team isn’t cognizant of this limited reach, they may share critical updates only with select team members. This creates significant knowledge gaps across the project team and can leave other stakeholders in the dark on important developments.
4 – Overloading communication channels.
In some organizations, issues only reach the executive level when there’s a dire problem. Even if the bulk of project communications are clearly tagged as an FYI, there’s still a risk that senior leaders could misinterpret their inclusion on a particular message as an indicator that the issue is more critical than it really is and act accordingly. Executives may also use project communication channels too freely, broadcasting their perspectives or questions more widely than is necessary. This can create turmoil for stakeholders and make it difficult for them to identify messages that are truly relevant or require urgent attention. Communications could end up in the hands of stakeholders who don’t need the information, who are confused by the information because it’s outside their scope of responsibility, or who shouldn’t have access to the information because it’s sensitive or otherwise privileged.
5 – Making public commitments without the project team’s input.
Members of the senior staff are frequently tasked with engaging with investors, teams of supporters or collaborators, and other influential groups. During these events, executives may make public commitments related to the project without consulting the relevant individuals about the feasibility of delivering on these promises. A business leader could commit to an accelerated deadline, to a budget reduction, or to a new or expanded deliverable, all of which may not be prudent or even possible.
FAQs
Q1: How can I keep executive communications aligned with my project plan?
Create a standardized communication protocol that all stakeholders—including executives—are briefed on and expected to follow.
Q2: What’s the best way to avoid executive information silos?
Implement centralized communication tools like project dashboards and ensure regular cross-departmental updates.
Q3: How do I prevent casual comments from becoming de facto project changes?
Encourage teams to verify all perceived changes through official project channels before acting.
Q4: What should I do if an executive overloads the communication channel?
Have a private conversation to clarify how message tagging and distribution work, and suggest streamlined alternatives.
Q5: How do I handle public commitments made by leadership without team consultation?
Request a follow-up with leadership and stakeholders to clarify expectations and realign deliverables with capacity.