How to make internal communications work for your team
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The document discusses the importance of adapting internal communications to foster a more collaborative and transparent organization, especially in light of generational shifts in the workforce. It emphasizes a need for a new approach that involves co-created content and inclusive strategies to strengthen company culture and enhance employee engagement. A checklist for effective internal communications planning is also provided to help organizations navigate these changes.
How to make internal communications work for your team
- 1. ANNA BAXTER KIRK SENIOR STRATEGIST AND PLANNER BADER RUTTER How to make internal communications work for your team PHOTO BY COLLIN DOW
- 2. 2 We get it. Advocating for change is hard. Especially when that change requires additional time and budget — and even more so when it’s opportunity cost that is the driving force. As a marketer, you bring your organization’s brand to life every day, and you’ve seen the research and case studies that show the power of internal communications. Now it’s time to bring your company’s leadership along. A quarterback can’t win alone, and you’ll need the support of your full team to up your game. That’s why we’ve put together this playbook with the whys and hows of co-created internal communications.
- 3. FIRST QUARTER THE PLAYING FIELD PHOTO BY LARRY DARLING
- 4. 4 The most dangerous phrase in the English language is: We’ve always done it this way. REAR ADMIRAL GRACE HOPPER
- 5. 5 It’s possible that we’ll look back at this year and next as those that separated the visionary companies ... ICONS BY FREEPIK
- 6. 6 ... from those that couldn’t change fast enough to survive.
- 7. 7 vs. Your company’s approach to internal communications might be an indicator of which group it joins.
- 8. 8 Today, your company is likely in a position once again to invest, hire, re-envision its future and change.
- 9. 9 Will you approach change the same way as yesterday’s team — with a top-down approach to define culture and push out communications? THE QUESTION IS
- 10. 10 Or will you recognize the shift in expectations and the opportunity to strengthen your organization by meeting them? ?
- 11. GAME PLAN 11 Define your brand, articulate your business objectives and spell out your mission, vision and values. Find your personality and your voice. Then pinpoint the actions that prove alignment.
- 12. PHOTO BY COD NEWSROOM SECOND QUARTER PLAY TO YOUR STRENGTHS
- 13. 13 This sea change has as much to do with the way people communicate today as it does with those who are part of the conversation.
- 14. 14 Following the financial crisis, is more important than ever before. transparency
- 15. 15 & aren’t just appreciated. They’re expected. openness honesty
- 16. GAME PLAN 16 Plot your communications needs, draft your core team and define your communications objectives with the brand, corporate mission, vision and values in mind.
- 17. 17 People want to work for a company that cares and is open. A primary reason for this shift is the makeup of the workforce. m m b m m b
- 18. 18 Millennials have become firmly entrenched as strong voices in every organization. m m m m
- 19. 19 This generation’s experiences have shaped a new worldview, and transparent sharing is the norm. m m m m
- 20. 20 They expect this practice to extend into the workplace and they’ll have a voice in the dialogue. m m m m
- 21. 21 But, while millennials are one catalyst for change within organizations, other factors are at play, too. m m m m b b
- 22. 22 Baby boomers remain one-third of the workforce today, but the threat of retirement means a loss of knowledge and value for companies. b b
- 23. GAME PLAN 23 Define and prioritize your audiences. Articulate the desired change for each. Then listen to your audience and use those insights to shape strategies and tactics.
- 24. 24 More and more, corporations face heightened expectations from stakeholders. Corporate reputation today is defined more easily by those who fall outside of traditional stakeholder groups.
- 25. 25 So, a new approach to internal communications gives you the potential to harness the power of many to adapt and shape a strong future. m m b m m b
- 26. 26 The resulting approach is more collaborative, less hierarchical, more about open dialogue and less about top-down, formalized messaging. m m b m m b
- 27. PHOTO BY GERRY DINCHER THIRD QUARTER HALFTIME ADJUSTMENTS
- 28. 28 Co-created content is the idea in developing and sharing content that a larger group plays a role
- 29. 29 It speaks to a shift culturally as well as in communications execution.
- 30. 30 Inclusion is at its heart rather than a traditional hierarchical handoff. vs.
- 31. 31 And your leadership’s actions to define how your organization communicates become the actions, in part, that define your culture.
- 32. GAME PLAN 32 Ensure your leaders understand the personal effort it takes for them to support a successful program. Reserve their time accordingly. Identify additional resources needed throughout your organization and communicate expectations.
- 33. 33 This change may seem daunting.
- 34. 34 It requires you to cede control, to some extent.
- 35. 35 Frankly, in today’s communication ecosystem, you don’t control the message.
- 36. 36 With so many communications channels, the open conversation is already happening.
- 37. 37 But, as a result of those channels, there is an opportunity to listen more.
- 38. 38 (And as a result, become more in touch with the dialogue that’s occurring.)
- 39. 39 There’s also an opportunity to funnel the conversation through newly established channels for effective communication.
- 40. GAME PLAN 40 Develop tactics that feel more human and revel in the fact that you’ve created a strong strategy, which reduces your risk of wasting resources on a failing program and increases your chances of really connecting with employees.
- 41. FOURTH QUARTER TRUST YOUR TEAM PHOTO BY EAGLE102.NET
- 42. 42 Internal communications are more important today than before.
- 43. 43 Done right, it provides an opportunity to involve your employees and empower them, which contributes to believability, trust and loyalty.
- 44. 44 Given these changes, the rigor often saved for external communications is now required to create and fuel a culture that can keep a multigenerational workforce engaged and productive.
- 45. 45 Ready to get started? Here is your checklist for internal communications planning. read now
- 46. RYANN GREVE CHIEF MARKETING OFFICER RGREVE@BADER-RUTTER.COM 262-938-5466 BADER-RUTTER.COM Tell us how we can help transform your business.