Communication can’t fix every problem. Internal communicators need to be realistic about what we can achieve, and if communication isn’t a remedy for a problem or issue then we should back off.
As the new year begins the pandemic is far from over and there is a naive and misplaced optimism that there will be some rapid improvement and a return to normality. The cruel reality is that the first nine months of 2021 are likely to be every bit as challenging as the last nine months of 2020. What should internal communicators be planning for and should asking ‘why’ more often be our new year’s resolution?
After being preoccupied for the last few weeks with coronavirus related crisis communications, social distancing and whole workforces suddenly home working, when is the right time for internal communicators to resume normal service by restarting business as usual communications, and what should they be considering when they do?
Are your internal communications more like the howl of a cat’s choir than the harmonies of a symphony? Are employees saying they are overloaded with irrelevant information and your data telling you that hardly anyone is receiving or acting on the important messages? If so, it’s time to ‘Be more Beethoven’ and implement a channel strategy to create an internal communications symphony.
The design and delivery of internal conferences and events often falls firmly within the remit of the internal communicator including finding a suitable venue. This can sometimes be a daunting experience, particularly for those who only do this once a year or if they have never done it before. My hints and tips on the important things to consider in a venue hunt could save you from having the nightmare before conference later on.
Why does a conversation with stakeholders about communication usually start with tactics, and not the business and communication objectives which need to be achieved? I think it’s because of a few fundamental but simple misunderstandings. Here are three of them.