It is now well established that a growing sense of disillusionment is taking hold among employees in large corporations. The perceived lack of purpose in daily activities weighs heavily on team morale and, consequently, on performance. What are the causes?
While one might cite generational shifts, the declining attractiveness of roles due to excessive task fragmentation, or broader societal changes, a closer analysis reveals a decisive factor: the lack of coherence between leadership’s words and actions.
Many large enterprises have developed communication strategies worthy of a spy novel, where the art lies in saying what one does not mean while appearing to express a truth.
This sophisticated approach is now reaching its limits. Few remain convinced, apart perhaps from the communication teams and certain executives. Nothing is more counterproductive than treating one’s colleagues as incompetent or unworthy of access to strategic information. This is precisely where unease begins.
Staff and middle management are perfectly aware of the reality of the company’s decisions and actions. Telling a story, however appealing, while acting in direct contradiction, breeds only suspicion, emotional withdrawal, and detachment from the organisation’s greatest asset: its people.
While it is understood that certain data cannot be disclosed for legal or strategic reasons, refusing to share ground-level truths with staff means missing significant opportunities and failing to mobilise one’s workforce. If teams lack the capacity to understand the company’s challenges, stakes, and upcoming deadlines disregards their loyalty and competence.
Some communication consultants appear to inhabit a parallel world, so much does their polished and sanitised language drain substance from the message. Leaders would be well advised to abandon corporate jargon in favour of healthy, transparent communication, the only approach capable of realigning words with actions and restoring meaning to collective commitment.
Observing younger generations at work confirms their thirst for learning, discovery, and understanding the purpose behind their tasks. While it is not always possible to constantly offer new assignments, explaining the rationale behind their work and demonstrating how their contribution fits into a coherent vision is a powerful lever for retention.
As for more experienced colleagues, being treated as immature by senior management amounts to disrespect and demotivation.
Failing to engage teams in the enterprise’s journey reflects, beyond counterproductive egocentrism, a missed opportunity for development and collaboration.
I wish you a pleasant summer, an enjoyable read, and every success in your endeavours.