In this blog post you’ll find insights into:
- How publicly stated values set expectations for employees.
- How discrepancies between external messages and internal practices can erode trust.
- How social media amplifies both the positive impact of brand-aligned employees and the risks of misaligned communication.
- How tools like Writitude can help ensure consistent, value-driven messaging across platforms to support a strong internal culture.
I’ve often wondered why companies so rarely consider the impact their customer-facing communication has on their internal culture.
When everything is good in our company’s culture, we don’t usually think about how external communication has contributed to making it right.
When there is a problem inside a company, managers trying to solve it rarely look at external communication for symptoms.
These worlds have long been managed by different departments and perceived as separate.
Yet, as organizations are more visible than ever through social media, press releases, and customer engagements, what they project to the outside world significantly affects how their employees perceive their workplace environment.
So, I thought it would be a good idea to explore how external communication impacts internal company culture.
The Link Between External Image and Internal Reality
Why does external communication have such a strong influence on internal culture?
To understand the significant impact of external communication on internal company culture, consider the concept of "organizational alignment."
When a company publicly expresses its values through marketing, press releases, or social media, it sets expectations not just for customers but also for its employees.
Employees are the first audience for these messages, and they pay close attention to whether the organization’s actions back up its words.
This alignment, or lack thereof, can influence the overall employee experience and drive engagement or disengagement.
A study by Porter Novelli found that 88% of employees believe it’s important to work for a company whose values align with their own.
This sentiment is amplified when an organization’s actions are consistent with its external messaging, reinforcing a shared sense of purpose.
In this way, external communication becomes a mechanism for building trust and belonging, both of which are critical to a positive workplace culture.
On the other hand, when external communication fails to reflect an organization’s internal practices, the resulting dissonance can be detrimental.
Employees may feel that their company is being hypocritical or insincere, which can erode trust and lead to frustration.
This phenomenon is especially apparent in an era of increased corporate transparency, where discrepancies are quickly exposed on social media.
A company that publicly champions diversity and inclusion but has a history of discriminatory practices can face backlash not only from the public but also from its own employees, who may call for accountability or even seek opportunities elsewhere.
The rise of digital media and online reviews has heightened the stakes greatly. Today, any misalignment between external promises and internal realities can become widely known almost instantly.
Companies like Google, for instance, have faced very public protests when employees felt the organization’s actions contradicted its proclaimed values on sexual harassment policies.
This rapid feedback loop puts pressure on organizations to ensure their public-facing communications are authentic and aligned with their day-to-day operations.
It's worth noting that effective external communication can also serve as a powerful tool for cultural transformation within a company.
By publicly committing to change — whether it’s becoming more environmentally sustainable or improving workplace diversity — companies create a sense of urgency and accountability that drives internal efforts.
When employees see their leaders making sincere commitments and taking tangible steps to live up to those promises, it can inspire a collective effort to realize these values internally, making external communication a catalyst for positive cultural change.
The Power of Purpose: Patagonia’s Environmental Advocacy
One of the most striking examples of external communication boosting internal culture is Patagonia, the outdoor apparel company renowned for its environmental activism.
The company has consistently communicated its mission to “save our home planet” through bold, often radical, marketing campaigns.
For example, in 2011, Patagonia ran a full-page ad in The New York Times on Black Friday that read, “Don’t Buy This Jacket.”
The message was aimed at encouraging consumers to think twice about unnecessary purchases to combat waste and overconsumption.
This kind of messaging does more than appeal to environmentally conscious consumers; it fosters an authentic internal culture where employees feel deeply connected to the company’s mission.
Workers at Patagonia are encouraged to engage in activism and environmental stewardship, with the company offering paid time off for employees to volunteer for environmental causes.
This alignment between external advocacy and internal policies builds a sense of pride and purpose among employees.
The result is a workforce that is not only highly engaged but also empowered to live the company’s values both inside and outside of work.
Patagonia’s approach has earned them one of the highest employee retention rates in their industry.
Employees feel that they are part of something larger than just selling clothing. Their culture is one where purpose drives every action, and this alignment has proven to be a powerful motivator.
Transparency and Accountability: Buffer’s Radical Openness
Buffer, a social media management software company, is another excellent example of how external communication can positively influence internal culture.
Buffer is famous for its radical transparency, publishing everything from employee salaries to revenue figures online.
This external communication strategy creates a level of openness that directly impacts how employees feel about their workplace.
By making salary information public, Buffer has fostered a culture of fairness and trust.
Employees are confident that their compensation is equitable and based on clear criteria, which minimizes concerns about favoritism or discrimination.
This approach has enhanced collaboration and a sense of ownership among the team members, as they know they are part of a genuinely open organization.
Additionally, Buffer’s blog often highlights lessons learned from failures, creating a culture where making mistakes is seen as an opportunity for growth rather than a cause for punishment.
This level of external transparency reassures employees that the company values learning and improvement over mere appearances.
The effect? Buffer reports high levels of employee satisfaction and low turnover, even in a highly competitive tech landscape.
By being transparent externally, Buffer reinforces an internal culture of trust, accountability, and continuous learning.
The Dangers of Misalignment: Uber’s Cultural Struggles
However, the impact of external communication on internal culture isn’t always positive. Uber’s struggle with its internal culture is a cautionary tale of what happens when external communication and internal realities clash.
For years, Uber’s aggressive external communication focused on market dominance and rapid growth.
This emphasis on disruption and winning at all costs became central to Uber’s brand identity.
Internally, however, these same values contributed to a toxic culture characterized by reports of harassment, discrimination, and unethical behavior.
While the company publicly championed innovation and progress, employees felt that ethical behavior and personal well-being were secondary concerns.
This dissonance between the company’s public image and internal practices led to a high-profile scandal in the US.
It even got so far as a federal investigation into company’s practices.
In was settled in 2019 by Uber committing to improve its internal policies, practices, and a significant payout to impacted employees.
Uber has since undertaken significant measures to rebuild trust and improve its culture.
The company’s new leadership has focused on implementing comprehensive changes, from updating its core values to prioritizing diversity and inclusion.
However, as for many people the case is still on their minds when they hear “Uber”, it serves as a reminder that when external communication fails to align with internal practices, the result can be a profound cultural crisis that is difficult to repair.
Crisis Management: Johnson & Johnson’s Tylenol Scare
Effective external communication during a crisis can also bolster internal culture, as illustrated by Johnson & Johnson’s handling of the Tylenol poisoning crisis in 1982.
In the fall of 1982, an unknown individual or group maliciously tampered with Tylenol Extra-Strength capsules, swapping them with cyanide-laced versions, resealing the containers, and placing them back on shelves in several pharmacies and grocery stores in the Chicago area in the US.
When seven people died after taking cyanide-laced Tylenol capsules, the company acted quickly and decisively.
Johnson & Johnson’s then-CEO, James Burke, prioritized consumer safety above all else, recalling 31 million bottles of Tylenol from store shelves and halting production.
The company also issued consistent and transparent updates to the public, demonstrating a steadfast commitment to its Credo, which places the well-being of customers above profit.
Internally, employees witnessed a company that was true to its values even in the face of significant financial loss.
This external demonstration of integrity reinforced a strong culture of ethics and accountability within the organization.
Employees took pride in working for a company that genuinely prioritized people over profits, and this commitment to ethical behavior has continued to be a cornerstone of Johnson & Johnson’s culture.
The Tylenol crisis is still studied in business ethics courses today as a textbook example of how external communication, grounded in a company’s core values, can strengthen internal culture during a crisis.
It showed that when companies lead with integrity, they inspire loyalty and trust among their workforce.
Social Responsibility: Ben & Jerry’s Activism
Ben & Jerry’s, the Vermont-based ice cream company, is another example of how external communication can enhance internal culture through a shared commitment to social justice.
The company has never shied away from taking strong public stands on issues like climate change, racial justice, and LGBTQ+ rights.
These stances are not just marketing ploys but are deeply embedded in the company’s values and operations.
For instance, Ben & Jerry’s has issued statements in support of the Black Lives Matter movement and has launched campaigns advocating for criminal justice reform.
Internally, this activism has created a culture where employees feel empowered to bring their whole selves to work.
The company provides platforms for employees to engage in activism and supports various internal initiatives focused on diversity and inclusion.
By aligning its external communication with its internal practices, Ben & Jerry’s has built a workplace where values are not just words on a wall but are actively lived out every day.
The result is an organization where employees feel a strong sense of belonging and purpose, knowing they are part of a company that aligns with their personal values.
This alignment has contributed to high levels of employee engagement and retention, demonstrating how a company’s external voice can inspire and solidify a values-driven internal culture.
Yet the strong alignment between company’s values and its communication was challenged in 2023 when Ben Cohen, co-founder of Ben & Jerry’s, expressed his controversial views on the Russia-Ukraine conflict.
Cohen blamed the United States for escalating tensions and argued against U.S. military aid to Ukraine, citing his long-standing anti-war stance.
His position sparked debate precisely because Ben & Jerry’s is known for taking bold social stances. The company distanced itself from Cohen’s views, highlighting the complexity of managing brand reputation while balancing the personal beliefs of founders.
The Impact of Social Media: Employees as Brand Ambassadors
Social media has amplified the effect of external communication on internal culture in unprecedented ways.
Platforms like LinkedIn, Twitter (X), and Instagram allow employees to serve as brand ambassadors, sharing company news, achievements, and values with their networks.
When a company’s external communication resonates with its employees, they are more likely to share these messages, reinforcing their sense of pride and connection to the organization.
However, this dynamic also means that any external misstep can have immediate internal repercussions. Employees today are quick to call out hypocrisy or tone-deaf communications, and these criticisms can spread rapidly.
Companies must be vigilant in ensuring that their external messaging aligns with their internal realities, as the consequences of failing to do so are more visible and impactful than ever.
Automating Integrity
The relationship between external communication and internal company culture is a powerful one, with the potential to elevate or undermine employee engagement and loyalty.
Ultimately, the key to a thriving internal culture is consistency between what a company says and what it does.
When external communication is rooted in genuine values and commitments, it can inspire and reinforce a positive and empowering culture within.
And while you cannot automate your values, you can make sure your communication is always consistent with them.
Consistency of brand tone across all platforms is essential for building trust, and Writitude helps keep your voice aligned and genuine, while you can focus on the messages that not only project your values, but also can help you build strong internal culture.
