The significance of communication from the top is resolutely adhered to corporate culture. The truth is that at most company’s senior managers are increasingly hamstrung by the demands from investors and analysts for efficient methods of communication followed by immediate results. If effective communication is going to come about at these companies, it will be because executives below the CEO (and below the whole "C suite" of CEO, COO, CFO) take the initiative and risks to approach avenues of transmission that will not only drive the company in a direction that will be successful to its enterprise but to each contributing individual as well. More importantly team communication will have to come from those leading from below, rather than relying on authority from the top (Krug, 1998)
After receiving my promotion as an Infrastructure Support Lead, Jeff Wroblewski invited myself and 20 other colleagues to dinner. Like many busy professionals, Mr. Wroblewski, who is 30 years old and is the executive of management for technology solutions at my company Channel Dynamix, does not cook. Instead, he usually relies on New York City’s plentiful food courts, takeout outlets, and even on his parents on weekends. But now, rather than having dinner with us he prepares a challenge that requires our participation: to comprise a seven-course meal that includes roast duck in crepe rolls with mango marmalade and pears with chocolate ganache baked in phyllo. I knew this was dinner, but no one warned me we would have to eat what we made ourselves, and this should be interesting!
A team communication session in disguise, Mr. Wroblewski turns our cooking class as a way to build relationships, bond as a team, and ...