Think about the way in which you are communicating and the quality of your message rather than frequency. Most front-line employees don't always have the availability or technological capability to read emails, memos, company newsletters, websites, earnings reports, statistics, and PowerPoint briefings multiple times. Only a segment of those readers even care to understand them.

Perhaps even more to the point, based on the organization's culture employees may have a tendency to view communiqués from upper management as 'sugar-coated'. Rather, when the opportunity presents itself, provide frontline managers with the skills and tools they need to engage in face- to-face communication. Give supervisors the information and give them the opportunity to voice their opinions; then let them bring the message back to their teams. Simply put, middle managers are the messengers.

From our experience, focusing on communicating performance data as it compares to other work units or competitors is helpful. Everyone should know how their teams and organizations are performing in relation to others. There is no better way to change behavior than to manage and communicate metrics. That which is measured, is generally managed.