Thursday 13 October 2022

Communicating strategy – the how as well as the what

Without  wishing to delve too deeply into the kerfuffle within the UK government over  the past fortnight, there is an obvious lesson from the presentation of the so-called ‘mini-Budget’.

If you are going to communicate a strategy, fiscal or otherwise, at least give some indication of how you are going to achieve it.

Much of the debate following the Chancellor’s statement has focused on the lack of explanation of how the tax cuts it contained will be funded. Two weeks on, we’re none the wiser. We’re all awaiting a further statement later in the month – brought forward from November as a result of the furore.

This demonstrates how uneasy people feel when any kind of lofty ambition is unveiled without information on how that ambition will be achieved. On their own, headlines achieve nothing: we all need to understand what they mean and any role we have to play in delivering the plan in practice.

This is highly relevant to strategy communications, with which some organisations still struggle. They either provide too little information, so that the strategy feels nebulous and somewhat empty, or they drown people in detail. Either approach undermines the need to connect and communicate with the people on whom the organisation relies to lift plans ‘off the paper’.

Understanding audience needs – and planning your communications accordingly – is vital to striking the right balance. It appears the UK government failed to appreciate what audiences such as the financial markets might require to engage with and feel confident in the plans it announced. Let’s hope they find a way to resolve this in the coming weeks.

Tuesday 3 May 2022

No heart-warming Cinderella story

 In more  than 25 years in this field, so much has changed. Unfortunately, some things  have not.

 It amazes  me that when change is being announced – whatever the scale – some companies still do not prioritise communication with the people affected. We used to talk about the risk of employees reading the news while eating their cornflakes, now we highlight the risk of leaks through social media. The context has changed, but the principle remains the same: reach the people affected first.

This simple, enduring principle does not appear to have been followed yesterday, when the musical Cinderella was cancelled. Some cast members found out through social media. People who were due to take up new roles in a few weeks, when there was due to be a cast change, started to hear they were being let down from others, not from their prospective employer. Much uproar and anger have followed, garnering national headlines that focus on the way the news was announced rather than the closure of the show.

What any company in this position should do is have a rapid and robust contact programme that prioritises those affected and plans practical ways of reaching them in a very short timeframe. Perhaps The Really Useful group will reflect that announcing the closure on a Bank Holiday Sunday, and sending emails to agents when they are not going to be in the office, might not have been the best course of action.

Whatever the reasons for the closure – and perhaps there was a pressing commercial reason why it had to be announced yesterday - better planning and execution were required. Instead of understanding the rationale for the closure, but reflecting on the company’s responsible approach to those affected, we are now talking and hearing about the callous and uncaring way in which the news was communicated.

The announcement has become the story – and that is never a good look for any company.

Tuesday 22 March 2022

Companies must keep talking in uncertain times

 We’ve had a  rough couple of years, haven’t we? So many people have been impacted in so many  ways, with the boundaries between work and home lives blurring more than ever before. And as the shocks keep coming, employers might start thinking “what can we say to our people that we haven’t said before?”.

The answer, of course, is everything. Keep communicating regarding the company’s purpose, their work, their well-being and the support available. Acknowledge the impact of world events and how employees are feeling. Show genuine empathy and share information that is of practical help. Reassure people over the purpose and progress of the company they work for.

There is a temptation for any company to clam up in uncertain times, to feel they can’t give any more direction to colleagues. But silence leads to speculation and all the dangers this brings with it. People worry about the company’s commitment, its strength and their own job security.

So companies must keep talking. Show that you are doing all you can to connect with and support employees, even in challenging circumstances. Give employees the chance to share and seek support as well, so they know they’re not alone.

Failing to communicate about the present can severely undermine confidence in the future. This is the time to redouble your efforts, not withdraw from them.

Wednesday 5 January 2022

It does not matter where Internal Comms sits

 I found it frustrating to be party to a recent conversation about  where internal communication should “sit” within an organisation, or who should “own” it.

I should say “another conversation” on the topic, because I have heard and taken part in many similar discussions over the last 20 years. The participants have changed, and the context may be different each time, but the core debate has remained the same: should internal comms be its own department or part of something else? If it sits elsewhere, should it be part of HR? If not HR, then where? Where would position internal comms to have a seat at the table?

The mere mention of the phrase “seat at the table” leaves many of us spluttering into our morning coffee. But it’s still being used, as if internal communicators have some immutable right to be heard, and it is only pesky structures and boundaries that hold us back.

I’ll just say, as I have interjected many times over the years, that focusing on the right position or reporting line really misses the point. No matter where we sit within our organisations, we should be seeking to connect employees across the world with the company and each other. We may report to one area, but our agenda must be much broader and unrestrained by that team’s particular focus.

We should view any structure as a starting point, not a boundary. We must be committed to pursuing a wider remit. That’s the way we will add more value and, dare I say it, gain a seat…

No, I can’t bring myself to say it. You know what I mean.