We’ve discussed the chain of command on many occasions and the discussion is well warranted. A great deal of destruction to your organizational culture can take place when a few loose links with loose lips do their magic in organizational destruction. While employees that get off the communication chain need to be dealt with, the larger issue is managers and leaders that lend an ear and give credibility to these loose links.
One of the basics of communication as a non-negotiable is requiring that all employees follow the chain of command. It’s a basic non-negotiable for a reason… getting off the chain creates chaos, division, personal agendas and unauthorized leaders/influencers. Therefore, as a manager and leader, you must ensure the links stay connected. It’s quite simple and easy to do. If an employee, other than your direct report, comes to you with an issue or concern or even an innovative idea, the first question you should ask is, “Have you spoken to your supervisor about this?’. If the answer is no, then the conversation should stop and the employee should be asked to bring this to the attention of his supervisor. If the employee has brought this to the attention of his direct supervisor on two occasions and you’re the next in line, then deal with the issue or concern. Often a link is broken because “we’re friends sharing info with friends”. Keep in mind that this is not a “non-negotiable unless I’m talking to a friend”. Too often, senior level managers will receive so-called concerns and issues from entry-level employees because they are “friends” or worse, “unauthorized” leaders will reach out to other employees for information to feed their personal agenda. These types of activities where employees are getting off the chain should be weeded out if you want any move forward in the organization. Getting off the chain creates misinformation, misperceptions and misleading context.
Final note… Any employees consistently operating outside the chain of command should be de-linked from the organizational chain.
