Senior management sets the tone at Wegmans, with leaders who are both informative and accessible. All new employees get to meet President Danny Wegman at the "Welcome to Wegmans" orientation: the orientation is rescheduled to fit his schedule if necessary, since it is never held without him. This precedent for frontline access to top management is reinforced every week by Wegmans. Three days a week you will find key executives on walks through Wegmans' stores. They roam the aisles, speaking to every employee along the way - and know a surprising number of employees by their first names. This is senior leaders' opportunity to interact directly with employees, ask and answer questions, and ensure leaders stay hands-on in the business and hear directly from frontline workers.

In addition to informal access to leaders, Wegmans supports numerous other communication programs. The company goes out of its way to encourage employees to speak up, both on professional and personal issues. If employees miss the opportunity to speak with executives during their weekly walk-throughs, company-hosted breakfast focus groups won't be far off. These regular focus groups give employees the opportunity to ask questions and give feedback directly to Karen Shadders, VP of People, and Jack DePeters, VP of Store Operations. Other programs include management open door policies, company and store newsletters, video newsmagazines, employee bulletin boards and online Idea Exchange with Jack DePeters.

Each of Wegmans' programs provides valuable information employees need to do their jobs and understand how to contribute to Wegmans' success. Jack DePeters evaluates every story in the newsletter from the employees' perspective, asking "How will this story help me do my job?" Articles routinely end with an info box labeled "How can you help?" with three simple bullet points that serve as an employee's call to action. When leadership shares strategic plans for the company, employees are encouraged to write "Letters to the Editor" to report how they have been successful using the information.

Another example of the thorough, proactive and reciprocal way Wegmans shares information is through its successful Meeting in a Box (MIB) program which is produced by the employee communications department. When pharmacy employees need to understand the improved flow of their prescription refill process or meat department employees must be armed with key selling points of the company's new line of "Keeps Fresh" products, the employee communications department provides employees with everything they need to be successful. Store managers distribute MIB materials locally, show any video clips and make sure they are on hand to provide employees with quick responses to their questions. The MIB provides employees with pivotal information, answers to anticipated customer questions, and pocket info cards to carry around with them. Equally as important, each ends with a call to action defining what employees can do right now in light of the new program or change, and requests additional feedback and questions. Ensuring that the process goes full circle, Wegmans monitors the success of the communication through sales and customer comments, and makes sure to report feedback and success stories to employees through company newsletters and video magazines.

Effective, innovative communication practices build management's credibility at Wegmans and generate support for their leadership from store managers to bakes and butchers. If 6% voluntary employee turnover and letters from customers begging Wegmans to open stores in their areas are any indication, Wegmans is clearly one of the best.