If we agree that engaged and committed staff are willing and able to:

• assimilate to any working methods and environment
• work under pressure to tight deadlines
• take responsibility
• work autonomously whilst also being strong team players
• trust them to always seek to work to the highest standard and strive for optimum results in task undertaken,

then we also know that tapping into the strengths and passions of each individual, matching their personal values and unique definition of success at work with the organisation’s goals is key.

In my experience, most organisations are aware of the above, yet still struggle to implement adequate internal communication schemes to achieve the right focus. A number communicators state that their communications strategy is aligned to their organisation strategy, yet the majority also agree that they have not yet implemented an effective solution to communicate with their staff.
It is likely that fewer communicators are satisfied with their ability to measure the effectiveness of their internal communications.

Email is a common form of communication to staff such as staff newsletters and group emails.  Internal communications methods continue to develop within organisations by improving internal social networking tools, intranet, and video content. However, not all communications departments lead in the sourcing and implementation of new communication technologies in their organisation.

Change the thinking and the behaviour will change

Each successive generation of staff has been more and more demanding, especially concerning the ways organisations talk and listen to them. They often expect fewer ‘politics’, increased collaboration, transparency and feedback. 

My thoughts on how we as communicators can influence them?​

#1 Satisfy the need for purpose

Know your staff goals, understand their plans to achieving their goals and instil confidence about the value of their contributions towards those plans.

#2 Remain in control of the message and its origin

Learn to match the speed of the information exchange and to make internal points of view readily available in times of change and in day-to-day operations.

#3 Empower and support

Make the internal communications change more effective (e.g. avoid delays, limited feedback) by empowering key stakeholders with the required resources and information available.

#4 Show you are true to yourself​

‘Live’ the organisation values – this will help unite largely diverse organisation through communication with your front-line staff.

Start with your staff and their satisfaction and confidence will be mirrored directly.

Change the behaviour and the thinking will change

Since the two elements are connected, changing one, in theory, will change the other. As communicators, we should always search for gaps in processes that bring out unexpected or unwanted behaviours and seek to streamline the way the organisation communicates with internal and external audiences. Here’s how we, as communicators, can look at the audience’s behaviour to influence their attitudes:

• ​By getting smarter at measuring, evaluating and reporting on the effectiveness of the strategies and activities.
  
• By promoting two-way communication culture within the organisation, by taking your communication processes and channels into the digital age.
• By balancing digital interactions with human ones and engaging managers and leaders to create meaning in the ever-changing and hyper-connected world.​

Change the things you can.