PwC CEO Paul Griggs adjusts communication strategy after employee feedback

Griggs admitted that his personal aversion to over-communication backfired, forcing him to rethink how he engages with the firm’s workforce. He previously operated under the assumption that brevity was a virtue, but direct feedback revealed that staff members were filling the lack of context with their own interpretations. The CEO now acknowledges that failing to articulate the 'why' behind executive choices creates instability rather than efficiency.

To bridge this gap, Griggs is moving away from his preference for sparse updates. His leadership team has advised him to increase the frequency of his correspondence, suggesting that key messages should be repeated as many as seven times across various formats. Adopting this new cadence serves as a direct response to internal criticism, proving that even a veteran partner with three decades at the firm must evolve his management style to maintain alignment.