ABSTRACT
Engaging employees in quality and continuous improvement is a hard thing to do. The messaging should be so good that it can galvanise the entire company. Finer nuances must be kept in mind so that it has the desired impact. There are lessons we can learn from political leaders who use different messaging techniques to win elections. Behavioural science teaches us that the way we frame a message has a direct impact on how it’s received by the audience. To get messaging right, it helps to follow a structure, and the author suggests a six-step approach. There are clear dos and dont’s if the messages are laced with data. Psychology and behavioural economics can provide many ideas on how to get messaging for quality and continuous improvement right, and this lesson encapsulates them.
