Effective communicators can play a key role in moving from a climate of confrontation to a culture of loyalty and collaboration. They can identify supporters and opponents of change and endeavor to ensure each understands the other’s viewpoints and legitimate concerns. They can put feedback loops in place and encourage senior managers to listen. They can assess tolerance for diversity and whether sufficient discussion and debate is occurring.

Employee and customer loyalty has to be earned rather than assumed. Where there is innovation and low barriers to entry, and when there are relevant and quality alternatives and these are competitively priced, loyalty without a good reason for it might even seem lazy or boring. Perhaps people should move on and try something new that might prove better.

Getting and retaining attention can be challenging when people are distracted. Ploys to lock employees and customers in can cause resentment. If people feel insulted, the practice can rebound. Engagement and collaboration need to replace dependency. Increasingly, individuals want to work ‘with’ rather than ‘for’ other people, and more customers are demanding goods and services tailored to their particular requirements.

‘Effective communication’ should be at the top of boardroom agenda. Corporate success depends critically upon mutually beneficial relationships with key groups of stakeholders: customers, employees, investors, suppliers, business partners and local communities. There are two sides to a relationship, and to engender loyalty, each has to understand the aspirations, intentions and concerns of the other.

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