One of the more enduring myths in the world of internal communication is that you need to have a ‘seat at the boardroom table' to be an effective and influential internal communicator within organisations. This simply isn’t true and the reality for most internal communicators is that they will never achieve this lofty and privileged status.
The world is in a mess and it seems that a complete absence of leadership, decent ethics and strategy is driving poor decision making at every level in our society and the consequences of this are immeasurable human suffering and torment. Having a few more chartered public relations practitioners might just tip the balance towards some more considered decision making by leaders which would benefit everyone and possibly save the world. However small our numbers and influence might currently be, small positive actions can collectively drive big change.
As a globalised civilisation we were seemingly completely unprepared for the occurrence of a pandemic. The failure of leadership which helped the coronavirus proliferate has caused a day of economic reckoning and restructuring which will fundamentally change the contexts in which we all live. What are the career consequences of this for internal communicators as the curtain falls on significant parts of the old world we once knew?
As internal communicators what stops us shutting down channels which don’t work anymore? I think there are three main barriers which we must overcome to be more comfortable with switching off a dying channel’s life support and pulling the plug on it once and for all.
You’re an internal communications genius, right? So why is it that leaders sometimes don’t listen to your ideas? Maybe it’s because you’re having the wrong sort of conversation with them, at the wrong time and in the wrong places. Here are four ideas to help you change the conversation with leaders to gain their active support.
For employees, understanding organisational change can sometimes be like completing a self assembly project with no clear instructions or picture of the finished product. Internal communicators need to explain change themes not projects, use time travel to help leaders mind their language, and become great storytellers to enable employees to avoid the flat packed confusion.
There are a few longstanding myths in the world of internal communications and PR. One of the bigger ones is that you need to have a seat at the boardroom table to have any credibility or influence with senior leaders and be regarded as their trusted communications advisor.
There are fifty thousand bees in the average beehive, equivalent to the number of people in a large national or multi-national organisation. Human internal communicators often struggle to communicate with this number of individuals but the bees seem to do it effortlessly. What are the bees mysterious methods of internal communication that enable them to collaborate together so effectively?
Working as an internal communicator in the UK Higher Education (HE) sector can be challenging. Here are some lessons from HE which might be helpful to internal communication professionals like you, even if you work in other sectors.