Clugston Group CEO Stephen Martin wanted to know how the employees at his civil engineering firm really felt, so he started working shifts undercover in different parts of the company. What he found, writes Stefan Stern, is that many top directives were being badly implemented or misconstrued by the time they reach the company's lowest-level workers. Martin says he learned that managers need to spell out initiatives in broad terms and broadcast them widely in order to avoid morale-sapping misunderstandings.

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