LinkedIn
Twitter
FacebookThe “grapevine” refers to the informal communication network within an organisation. It operates outside the official structures, yet plays a critical role in how information spreads, moods shift, and how employees truly feel about the direction of the company. It is this very nexus of communication where leaders can achieve some of their greatest impact. The grapevine provides leaders with an intuitive and often more candid pulse of the organisation than formal channels, which can sometimes obscure underlying issues. This is why understanding and cultivating the grapevine is not just a passive observation for leaders — it’s a dynamic tool for fostering engagement, aligning perspectives, and driving organisational success.
Cultivating the Grapevine: Listening and Attuning
To harness the full power of the grapevine, leaders must first listen carefully. This is not just about hearing what people say; it’s about noticing the unspoken shifts — the body language, the subtle changes in tone, or the drop in enthusiasm. These signs can often reveal when things are out of balance or when employees are disengaged or uncertain.
Leaders who are truly attuned to the grapevine go beyond mere observation. They actively listen and, just as importantly, they watch. They pay attention to how messages are being interpreted, where misunderstandings are forming, and what questions remain unanswered. When you understand the mood of the organisation, you can also understand its energy — where it is focused, what excites it, and what causes frustration.
Understanding the Mood: Leadership Beyond the Formal Title
Effective leadership, however, goes beyond noticing shifts in mood. Great leaders are able to address those shifts in ways that influence both the emotional and practical dynamics of the workplace. If a leader senses a negative change, whether it’s a dip in morale, confusion around strategy, or growing resistance to change, it’s their responsibility to dig deeper. Rather than merely react to the surface-level symptoms, they investigate the roots of the grapevine to understand why the mood has shifted.
Leadership isn’t about the title or what’s printed on a business card — it’s about influence. Some of the most influential leaders in an organisation are the ones who don’t have a formal title or role but command the respect and trust of their peers. These informal leaders are the people who shape opinion, guide conversations, and maintain the pulse of the workforce. When times get tough, it’s often these informal leaders that others turn to for reassurance or guidance. They are the “trusted voices” that help steer the mood of their peers, particularly when the organisation is facing a major change or challenge.
The Role of Informal Leaders: Trust, Influence, and Guidance
Informal leaders are uniquely positioned to help leaders understand the true sentiments within the workforce. Because they have the trust of their colleagues, informal leaders are often the first to hear the concerns, misgivings, and ideas that may not be immediately visible in official channels. Their insights into how people feel about leadership communications, strategies, or organisational changes are invaluable. They can be the bridge between what leaders think is happening and the realities on the ground.
Moreover, informal leaders can play a significant role in clarifying confusion and rebuilding trust. They can dispel rumours, clarify misunderstandings, and help communicate the leader’s vision in a way that feels more authentic and relatable to the wider group. This process requires a deep reservoir of trust and respect, which is cultivated over time through open, positive relationships.
The Power of One: Managing the Mood
One influential person — whether formal or informal — can steer the mood of an entire group. This is a critical point for leaders to remember. In times of change, even a single voice within the grapevine can either inspire hope or breed uncertainty. Leaders who actively manage the mood of the organisation, especially during periods of uncertainty or transition, are more likely to maintain engagement, focus, and cohesion within the workforce.
Leaders who understand this dynamic can become proactive in shaping organisational mood and ensuring that the culture remains resilient and positive. This goes beyond mere management of the workforce — it’s about managing how the workforce feels, how they interpret messages, and how they relate to one another during difficult times. It’s not about creating an artificial sense of positivity, but about nurturing the environment that allows employees to feel connected, supported, and aligned with the organisation’s mission.
Integrity and Influence: The Balance of Positive Relationship Building
It’s important to note that cultivating relationships within the grapevine must be done with integrity. Leaders should not use the grapevine as a tool for manipulation, favouritism, or surveillance. The goal is not to create a network of spies or to pressure people into spreading messages that aren’t authentic. Rather, the purpose is to build open, transparent relationships with informal leaders who genuinely influence the mood and communication within the organisation.
By creating these honest, respectful relationships, leaders can ensure that the grapevine serves as a positive force, a source of information and support rather than confusion and rumour. In this way, informal leaders become key partners in the leadership process, helping to amplify positive messages and correct course when needed.
The Emotional Pulse: Leadership’s Hidden Dimension
Effective leadership is not just about managing people — it’s about managing the mood of the organisation. By cultivating the grapevine and understanding the informal networks of communication, leaders can develop a richer, more accurate understanding of the organisational landscape. They can then use that insight to guide, support, and motivate their teams, particularly during times of change. Leadership isn’t about hierarchy or titles; it’s about influence, trust, and the ability to foster a mood that aligns with the organisation’s goals and values.
Great leaders understand that managing the mood is as important as managing tasks, and they recognise the power of informal leaders in guiding the collective spirit of the workforce. In this way, leadership becomes a more holistic, connected process that takes into account the emotional intelligence of the organisation as much as its strategic direction.
Download ‘The Other Culture: Cultivate The Grapevine‘ to learn more about the importance of the informal organisation.
This article explores themes and concepts from content by John O. Burdett.
John O. Burdett is founder of Orxestra® Inc. He has extensive international experience as a senior executive. As a consultant he has worked in more than 40 countries for organisations that are household names. John has worked on organisation culture for some of the world’s largest organisations. His ongoing partnership with TRANSEARCH International means that his thought leading intellectual property, in any one year, supports talent management in many hundreds of organisations around the world. Get in touch with John O. Burdett »
