Internal Comms Heart Issues

I've often thought that Internal Communications sits at the heart of an organisation. Whether formally managed or not, communication inside an organisation happens - effective management can help to make communication better, and as an organisation grows dedicated management becomes necessary.

Here are my thoughts on some of the 'heart issues' that can impact on how well an organisation communicates.

1. Heart Attack

There is too much activity happening all at once. The Organisation is overwhelmed by the speed at which messages are sent - inboxes are bulging at the seams with unnecessary newsletters and boring updates. There's so much happening that employees feel overloaded by the volume. Oh... and don't forget... the men's toilets on the 3rd floor of the London office will be out of service tomorrow.

2. Atrial Fibrillation (AF)

The heart beat is irregular - sometimes it's very fast, sometimes it's slow. There's no regular pattern to communication. Sometimes the leadership is talking every day, and then they disappear for months at a time. There's charity fundraising happening because it's [insert initiative here] and then we forget that we're supporting a charity until next year.

3. A Hole in the Heart

There's no control over which messages are sent, and when. Sometimes messages are leaked because of this lack of control, or the gossip mill takes over. This can cause innumerable issues from a message being portrayed without correct context or opportunity to ask questions appropriately, to proposed department restructures causing undue stress and anxiety, to leadership changes being shared before the leader is ready...

4. Lack of Feedback from the Brain

There is no information coming from senior leadership on what should be communication. Communications lack impact and relevance to the organisaitonal strategy - there's a free-for-all on content priorities. Whichever team shouts the loudest gets their content included.

Different departments or regions can be pulling in different directions, some departments or regions are heard from too much while others with important updates aren't heard at all.

Comms are often reactive in nature, because there's no clear strategy or guidance about what is important or should take priority.

5. Congenital Disease

There are inherited issues within the organisation.

Examples:

• There's lack of trust in the team

• There's change fatigue

• The company has been through a poorly executed M&A

• Nobody understands what Internal Comms or it's treated like a postal service

• There's no prioritisation of messaging or systems in place to manage 'air traffic'

  
  

There are many more.

What does a Healthy Heart Look Like?

• The heart beat is regular - there's a regular flow of communication and a steady 'pulse'.

• There is good alignment and cohesion between the business strategy and communications - they work together and support one another

• There is communication between decision makers and the IC team - this doesn't need to be a direct reporting line, but this is helpful.

• There are few blockages or defective pathways - channels are well managed and maintained, and there's a clear understanding how they are used.

• Sensitive communications are managed tactfully, with discretion, and delivered in a timely manner. Nobody 'spills the beans' ahead of time when there are difficult things to be said.

What would you add?

If you need someone to build your first Internal Comms team

, or you need support with communicating change, get in touch. I'm here to help.