Frontline employees are the first to hear how messages land. They know which parts make sense, which create confusion, and which raise questions. When their perspective is missing from strategic messaging, leaders are left guessing about how communication plays out on the ground.
Bringing frontline voices into the process doesn’t mean every message needs to be written by committee, it means creating simple ways for their experience to influence the story. A pilot group, a manager’s huddle, or a short feedback loop can highlight blind spots before the message goes org-wide.
Take product launches, for example. Before rolling out a new line across all teams, test the message with staff in a few branches. They’ll tell you which parts are going to connect with customers, and which are going to fall flat. That input doesn’t water down the message, it makes it stronger, because it’s already been tested against reality.
The value runs both ways. Leaders gain sharper messages that anticipate real questions. Frontline teams see that their perspective matters, which makes them more likely to carry the message forward with conviction. That combination strengthens trust and makes communication stick.
Strong communication doesn’t just speak to the frontline, it speaks with them.
