Leaders mistakenly believe that excessive communication of the organization's top objectives results in greater understanding with their employees. Well, it doesn't. According to an excellent article by Donald Sull, Rebecca Homkes and Charles Sull published in the Harvard Business Review titled "Why Strategy Execution Unravels -- And What To Do About It," only 55% of middle mangers can name one, yes, only one, of the organization's top priorities. Even worst, less than one-third of senior executives' direct reports clearly understand the connections between corporate priorities.
Having too many top priorities is the main reason for the lack of understanding. It reminds me of one of my favorite songs "(Sittin' On) The Dock Of The Bay" by Otis Redding. There's a line within it that goes "I can't do what ten people tell me to do, so I guess I will remain the same."
That's why I recommend that organizations should have no more than three top priorities within their strategic and operational plans. In addition, to test the effectiveness of the communications, ask each layer within the organization to name the top priorities and see how many they can.