Leadership part 2 of 5: Leaders must build better communication structures 

About this series: In 2024–2025, Eraneos conducted research into the behaviors of effective leaders. Based on the insights gathered, we created a five-part article series exploring what today’s leaders need to truly make an impact.

In this second part, we focus on another critical leadership behavior that emerged from our research. Eraneos carried out research regarding key leadership behaviors during 2024 to 2025. The results clearly show where leaders must grow. One essential area is building stronger communication structures throughout the organization.

What the research tells us

Many organizations report having formal structures in place to manage the flow of information. However, only a small group of respondents fully agreed that these structures are effective. Just over half agreed to some extent, suggesting that while a structure may exist, it lacks real impact. A significant portion said they don’t experience a clear structure at all. 

This gap highlights a core challenge: people feel disconnected from key information. Teams are often unsure where to find the latest updates, how decisions are made, or when escalations will surface. Without a predictable flow of communication, misalignment and frustration become the norm. 

The message from within organizations is clear: “They need to communicate better.” But who exactly are “they”? Typically, it’s a call for leadership to step up. 

Escalations: signal or symptom?

Escalations are often the result of poor communication flow. When standard channels don’t work, people bypass them. The result is often a sudden and urgent message that disrupts teams and distracts leadership. These messages may get attention, but they rarely solve the problem. Instead, they reinforce a belief that only urgent issues matter, fueling a cycle of unstructured communication. In many organizations, meetings lack structure and rhythm. Goals and deliverables are discussed without clear follow-up, and issues emerge late. When that happens, someone is often sent up the chain to escalate. A clear structure could have prevented the surprise in the first place. 

Too much flexibility kills rhythm

A well-meaning attempt to accommodate people’s schedules can sometimes backfire. In organizations where teams decide for themselves when to meet, the week becomes fragmented. Issues appear unpredictably, and alignment suffers. 

Without synchronized meeting rhythms, leadership teams make decisions too late or revisit old topics. In one case, a follow-up session was scheduled five weeks after a key discussion. In the meantime, other issues escalated, and the team lost focus on their original objective. 

Bringing back structure

Leaders need to take control of how and when communication happens. Not all meetings serve the same purpose. Some exist to inspire ideas, while others are there to create alignment. These alignment meetings should be consistent in timing, attendees, agenda, and role within the broader flow of information. This is not about being rigid. It is about being reliable. 

At Eraneos, we help clients define their organizational cadence. This is the heartbeat of how meetings are structured, how decisions are made, and how information moves through the organization. Building this cadence is not a democratic process. It is a leadership responsibility. 

From chaos to clarity: what leaders can do today

A good place to start is by reviewing how communication currently flows in your organization. When do the key meetings take place? Is there a clear agenda? Are escalations handled in a timely and structured way? Do leadership layers coordinate their meetings to create alignment? This review often uncovers simple yet powerful opportunities to improve. Change does not require more meetings. It requires better structure. 

Eraneos has helped many organizations find their rhythm. A common approach is a weekly cascade. Teams meet at the start of the week. Leadership teams then meet in a structured sequence, allowing issues to be resolved quickly and at the right level. In some cases, clients choose to add short daily update meetings to stay ahead of small issues before they grow. These changes create reliability in communication. They also create space, space for leaders to focus, reflect, and steer the organization with intent. 

Take the lead on communication

When leaders bring clarity, trust grows and teams align. Communication is not just a soft skill. It is a strategic asset. Treat it like one. To learn how your communication structures compare to others, download our full research report. Or contact us to explore how we can help improve your organization’s flow of information and decision-making.