The Credible Company: Communicating with a Skeptical Workforce Review

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The Credible Company: Communicating with a Skeptical Workforce ReviewD'Aprix draws upon a particularly distressing work-experience from early in his career with Xerox at the end of their go-go, glory years as well his many other consulting engagements with a wide range of global clients such as DuPont, GE, Cisco, General Motors, Lucent, and EDS, to provide readers with a 151-page seminar as to what works -and doesn't - regarding managerial-employee communication strategies in large organizations.
Written in a warm, sincere and personable style that is framed within a well-designed book, D'Aprix focuses on how communication professionals can work within large global organizations undergoing revolutionary change to bridge the gap between increasingly skeptical and cynical employees and company leaders who often need to change their present perspective of viewing employees as "cost of doing business" line item in their budgets to see them instead as a "precious asset" that will help them and their organization compete in the highly competitive global marketplace.
Developed as a practical guide to "analyze the critical elements of a communication strategy to reach a skeptical workforce," his ultimate goal is to help those readers who "care about the process of helping people find greater meaning in their work and in making the workplace more productive and more honest." Despite citing many instances of "a failure to communicate" he has seen in his career, it's still a honest and optimistic book, one that offers practical advice to leaders and communicators stuck in the muddy terrain of poor communication strategies and distrustful players on both sides.
In the Prologue, D'Aprix discusses the theoretical work of Harvard Business Review's Tom Stewart to lay the framework for this book, namely: "today's organizations can have all the money and resources of the world and not be competitive if it doesn't have the right workforce in place, creating the intellectual capital the organization needs for the sake of innovation and growth."
Chapter one focuses on his negative personal experience and observations while employed as a manager of employee communications specialist at Xerox and uses these and other lessons learned as a basis for designing the strategy of effective communication presented in this book. Chapter two outlines the use of information as a raw material for corporate success. Chapter three discusses the needs and expectations that employees bring to the workplace that need to be recognized and addressed by managers. Chapter four focuses on the need for face-to-face communication in our "highly wired society." In chapter five D'Aprix urges readers to open-up and be less secretive in their daily work. Chapter six discusses research strategies that communication professionals need to engage in. Chapter seven emphasizes the need for employees and managers alike to at look at external factors and use what they see to motivate them to work more closely together. Chapter eight seeks to serve as a capstone overview of the strategy presented.
Serves as a persuasive argument for managers and employees to recognize that global pressures cannot be ignored and that both must work more closely together to participate in today's new "information economy." In short, that poor or miscommunication can no longer be ignored as communication is the "lubricant [needed] to prevent corporate machinery from self-destructing from the friction of change."
Highly recommended for corporate communication managers and for academic and public library collections that focus on business management and marketing communication.
R. Neil Scott
Middle Tennessee State University
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