I'm for this - though the leaders should have something concrete to say, and be sufficiently skilled to talk and listen well before facing any organisational teams.
But I'd hate anyone to forget that there are a few very basic rules for comms planning at the moment - especially if those plans involve line managers at all levels.
So if you're planning to build your leaders into your new comms plan (and if you're not, you're mad) remember:
- If communication will drive forward your business strategy it's worth doing
- What's worth doing should be measured measured
- What gets measured gets done better than what isn't measured
- What gets rewarded gets done well.
The upshot is that your leaders will communicate better if they're held accountable for their communication performance and if part of their reward is linked to communication efforts and results.
If they're not being rewarded for their efforts, those efforts will assume a lower priority - somewhere behind all the other stuff they're measured against and rewarded on.
Consequently, communication has to be built into every aspect of a leader's role - even performance management.