20 Common Mistakes C-Level Leaders Make With Companywide Emails

Expert Panel® Forbes Coaches Council

When there’s news to share across an organization, a C-level leader’s first action is often to address the team with a companywide email. However, if this email isn’t executed well, it can lead to confusion, disengagement and a lack of alignment among employees.

Knowing what to write (and what not to write) in a companywide email can significantly improve organizational coherence, trust and engagement. Below, Forbes Coaches Council members explore common mistakes C-level leaders make in companywide emails, why they are problematic and practical strategies to avoid them.

1. Being Too High-Level Or Vague

One mistake C-level leaders make in companywide email communications is being too high-level or vague. This is problematic because it can cause confusion among employees at different levels of the organization who may not fully understand the actions required or how it applies to them. To avoid this, leaders should provide clear and specific details, context and actionable steps in their emails. – Felicia Shtivelman, Capabee

2. Using C-Suite Language

C-level leaders tend to share information in the language of their own C-suite peers. Although a company may have many smart people, every level of the organization has its own common terms and phrases. To better enable effective communications, leaders need to review the intent and purpose and the level of the target audience, then adjust the language to maximize efficient consumption. – Brianna Jackson, Sonas

3. Sending Generic, Impersonal Emails

One common mistake C-level leaders make is neglecting to personalize companywide emails. Generic, impersonal messages can feel irrelevant and disengaging. Instead, tailor communications to resonate with the recipients. Mention accomplishments, address concerns or share personal anecdotes to foster a sense of connection and shared purpose. This approach cultivates engagement and better outcomes. – Patricia Kennedy, Kennedy Effect

4. Managing Change Through One-Way Communication

Leaders will overly depend on one email, with no personality or clear direction included in it, to complete the change management process, instead of meaningfully engaging in two-way conversations to discuss what’s coming and how it impacts the workforce. With multiple generations in the workplace, leaders must shift how they share information to demonstrate care, concern and compassion. – Meredith Leigh Moore, Leverette Weekes

5. Allowing For Inconsistent, ‘Off-Script’ Messaging

I have seen clients go through transition periods, and the messaging from the senior leadership team is not unified. The CEO may send out one email, but the senior vice president of a division might go “off-script” a bit and send something else to just their team. Clear communication across the board is so critical, and C-level leaders must be in agreement about the tone and actual message shared with employees. – Brian Dakin, On The Ball Theory

6. Ignoring Change Fatigue

A big communication mistake is focusing on company progress against goals too soon after a major change, such as a restructuring or layoff. A 2022 Gartner study showed enterprises planning an average of 10 changes, an increase of two since 2016. Leaders can sometimes ignore change fatigue and sound tone-deaf to employees’ reality. Involve others in reviewing the messaging and timing! – Melissa DeLuca, DeLuca & Willow

7. Speaking Condescendingly

When leaders talk down or in a condescending way to employees, they inadvertently create disengagement. When leaders are highly skilled in emotional intelligence, their email communications will come across as genuine, sincere, caring and empathetic. It is important for leaders to put themselves in the reader’s mindset and imagine how the email will land before hitting the send button. – Roberta Moore, The EQ-i Coach

8. Neglecting To Vet Messages

A common error in companywide communications is that they are rarely vetted by a broad enough group of people. At a minimum, your DEI and HR leaders must review these messages to ensure as little room for misinterpretation as possible. These messages will be received by a wide variety of people, and a leader can’t see all of their perspectives without including others along the way. – Rachael Bosch, Fringe Professional Development

9. Communicating In A Transactional Way

Emails from C-level leaders can quickly feel impersonal and transactional, making employees feel undervalued and as if the leaders don’t truly care, which leads to an erosion of trust and resistance to change. Get communication right: Acknowledge the efforts and emotions of employees (meet them where they are), be clear in your message and connect back to the mission (why are we doing this). – Daniela Landherr, The Human Space

10. Being Impersonal And Formal

Sending impersonal, formal emails and missing the mark on engagement are some mistakes often made by C-level leaders. A personal touch can transform communication, bridging the gap between leadership and staff. Sharing relatable stories or acknowledging team efforts warmly can boost unity and morale, fostering a workplace where every member feels seen, heard and integral to the company’s mission. – Dr. Remi Duyile, Image Consulting Group

11. Not Acknowledging How News Impacts Employees

It’s a mistake, a lost opportunity and a miss if companywide emails don’t acknowledge what’s been going on for employees or how the news will impact them. Without acknowledgment, the communication leads to employees feeling unseen or unappreciated. This, in turn, may lead to disengagement. Even better, don’t miss an opportunity to express appreciation, too. “Thank you” goes a long way. – Julie Kantor, PhD, Julie Kantor Consulting

12. Not Devising A Cascade Plan

A big mistake that executive-level leaders make is not devising an appropriate cascade plan after the initial comm is released. Most top-level comms shouldn’t stand alone. There should be talking points and a comm release schedule for leaders two to three levels below the C-suite to send to their teams, detailing what and how the initial comms impact them. This helps reduce anxiety in the workforce. – Karan Rhodes, Shockingly Different Leadership (SDL)

13. Sending Emails That Are Too Long And Complex

Email communications are often unread by employees because they are too long and complex. To make them more effective, I would include updates and actual news (regarding personnel, customers and so on) that you feel are important. Also, don’t overlook the value of giving your front-line managers talking points that they can share one-on-one or in small group settings with their teams. – Ben Levitan, Cedalion Partners

14. Using The Wrong Communication Channel

If the content of an email has any emotions involved or will trigger any kind of emotion, or if it uses terminology that is privy to C-suite or directors and not suitable for everyone, then email is not the right communication channel. C-level communication is not cookie-cutter or one-size-fits-all, especially when it comes to a companywide email. – Sahar Andrade, MB.BCh, Sahar Consulting, LLC

15. Taking A One-Size-Fits-All Approach

One big mistake C-level leaders make in companywide email communications is failing to tailor their message to diverse employee groups, resulting in a one-size-fits-all approach that often misses the mark. Effective communication should resonate with different segments of the workforce, reflecting their unique needs and concerns. – Dr. Flo Falayi, Korn Ferry

16. Giving Excessively Brief Responses

Replies containing one or two words leave readers feeling perplexed and unsure of the next steps. Answer succinctly, but fully, and invite the reader to inquire further if clarity is needed. – Andrea Nicholas, Andrea Nicholas Coachsulting

17. Sending Inconsistent, Uninspiring Messaging

Some leaders need to be more consistent in their communications, and not only during times of need, such as when they’re communicating new strategies or transitional changes. They forget that a big part of their role is to inspire and rally people behind them to drive their vision and mission. It is essential for leaders to be consistent, have a strategy for staying in touch, and be transparent with their teams. – Gina Martin, Gina Martin Coaching

18. Losing Tonality And Nuance

Text messages are often misunderstood, leading recipients to think, “You sound grumpy” or, “You sound sad.” Why? Because text alone (in an email, for example) loses tonality and nuance. You can’t ask an email questions. Companywide emails are the reserve of lazy leaders. When important emails are so precise and specific and unambiguous, they lose emotion. If the message is emotional and important, go tell it personally. – Antonio Garrido, My Daily Leadership

19. Failing To Address Concerns

Leaders are often removed from the concerns of the company’s team members and fail to address or acknowledge them. They can avoid this by leaving room for feedback and showing awareness of others to create a collective positive culture. – Leslie Monieson, Monieson Coaching Solutions

20. Only Communicating Once

One big mistake C-level leaders make is assuming that one email is enough to communicate important information. Messages need to be repeated many times in many different ways. Plan to share information with stories in town halls, small groups and impromptu gatherings. Align messaging with other C-level leaders to help connect the dots and allow the information to sink in. – Gina Lavery, Gina Lavery Inc.