Change throws up the need for leaders; leaders tend to create change. So never complain about change if you are a leader: it is what you are there for! It isn’t all about change, however, for you have to balance change against the interests of continuity. That calls for judgement on the direction, scope and pace of change.

Leadership and communication cannot be separate either. Can you think of a good leader who is not a good communicator? Therefore it is leadership that stitches together the needs for effective change and good communication.

The first step is to see yourself in a role that requires downwards, upwards and sideways communication. Even as a strategic leader, you need to be able to communicate upwards to the board of directors or its equivalent. How should you do it?

The general principle of organizational communication is that the high-priority information should go by the best method of communication, which is face-to-face oral backed by writing.

There have been numerous attempts, some more successful than others, to systematize downwards, upwards and sideways communication by a series of regular meetings, such as briefing groups or liaison committees. Sometimes legislation in some countries has directed managers to introduce a particular system, such as works councils.

There is always a temptation to believe that when you have introduced a system – such as briefing groups or works councils – you have solved the communication problem.

But systems are subject to the law of atrophy: they tend to waste away. While systems can help, they are as good as the people operating them.

The winning combination is simple but durable systems peopled by committed and skilled communicators.