This article is part of Make It Land, a 5-part series on leadership communication. Each essay explores a different reason why an idea can fail to land with the audience. The pieces stand alone. Together they reflect on a simple leadership discipline: communicating so that ideas are understood, remembered and acted upon.
Leadership Communication Principle:
The right message in the wrong room becomes the wrong message.
In April 2020, as the aviation industry faced unprecedented collapse due to COVID-19, British Airways announced plans to make up to 12,000 staff redundant. CEO Alex Cruz delivered the news via a video message sent to all 42,000 employees.
The business case was clear. Passenger numbers had dropped by more than 90%. The company faced an existential threat. The decision was financially unavoidable.
But the communication method sparked immediate backlash. The Unite union described the approach as “a slap in the face” and accused management of failing to consult properly before announcing job cuts. Employees reported learning about potential redundancy through impersonal video rather than direct conversation with their managers. MPs criticized the communication as inadequate given the scale and severity of the decision.
The content was accurate. The channel selection was poor.
Communication fails not only when the message is unclear, but also when the setting makes it impossible to receive with dignity.
One month later, Airbnb CEO Brian Chesky announced that the company would lay off approximately 1,900 employees, roughly 25% of its workforce. Chesky wrote a detailed memo explaining the rationale, the decision-making process and the support being offered to departing employees.
Critically, affected employees were informed through direct one-on-one video calls with their managers before the company-wide memo was distributed. The memo was then published publicly, providing transparency while maintaining respect for those most impacted. Chesky’s approach was widely praised for its clarity, empathy and recognition that people directly affected deserved personal communication before broader announcement.
Both organizations faced similar financial pressures. Both needed to communicate difficult decisions quickly during a crisis. Who hears what, when and through which channel signals organizational values under pressure. The difference was in recognizing which messages require direct human engagement before wider communication occurs.
The communication channel is not neutral. It signals priority, respect and the leader’s understanding of what the message requires.
A Decision Framework:
The Hierarchy of Communication:
When messages carry significant weight, sequence matters. It is not about secrecy. It is about respect for the weight of what people are being asked to hear.
- Highest impact individuals first Those directly affected should hear before anyone else, through the most human channel available.
- Managers next Those responsible for supporting affected individuals need context, time to process and clarity on their role in broader communication.
- Broader organization after once those closest to the impact have been informed, wider communication can follow with integrity.
- External stakeholders last unless regulatory or legal requirements dictate otherwise, external communication should follow internal alignment.
A Question for Reflection:
Consider a significant decision your organization needs to communicate in the coming months.
- Who will be most affected by this message?
- What channel would allow them to receive it with dignity?
- What sequence would signal that their experience matters?
If your instinct is to draft the email first, pause. Ask whether the message requires presence before broadcast?
References:
Chesky B. (2020, May 5). A message from co-founder and CEO Brian Chesky. Airbnb Newsroom. https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/
Topham G. (2020, April 28). British Airways boss criticised over 'heartless' redundancy video. The Guardian. https://www.theguardian.com/business/2020/apr/28/british-airways-boss-criticised-over-heartless-redundancy-video
Unite the Union. (2020, April 28). BA CEO's video to staff is a 'slap in the face' says Unite. https://www.unitetheunion.org/news-events/news/2020/april/ba-ceo-s-video-to-staff-is-a-slap-in-the-face-says-unite/