Talk Internal Communication

Discussions about ‘values’ are now jostling with ‘risk’ in board rooms. ‘Authenticity’, ‘engagement’, ‘culture’ and ‘passion’ are starting to define the ‘corporate soul’ and ‘true north’ of organisations. Echo Research and the International Business Leaders Forum (IBLF) have partnered to produce a report that aims to provide a better understanding of the drivers of success in the field of corporate sustainability and responsibility. The report is entitled A World in Trust - International Business Leaders Forum (IBLF) www.iblf.org/~/media/Files/.../World-in-trust-IBLF-Echo_Research.ashx

A number of change models have served me well. I used all or a version of all the five models listed below. They are useful to have in your change toolbox and they are all must reads if you are going to be working alongside those involved in organisational development.   1.   Kotter’s 8 step model . This was the first change model I used and it appears to be the most widely cited. It is probably the oldest of the change models but that doesn’t mean it is not still useful today. It was developed by Harvard Professor John Kotter and he spent a career perfecting it. It is very intuitive and clearly presented. I have found the 8 step model a very useful guide.   2. Bridge’s Change model. First outlined by William Bridges in his book Managing Transitions, Making the Most of Change . This model provides step-by-step strategies for minimizing the disruptions caused by workplace change .  The primary model is “Endings, Transitions, and Beginnings”, but the book also has ot...

I was lucky to present at Bledcom in Slovenia, an International Public Relations Symposium that has been organized over the past 17 years to provide a venue for public relations scholars and practitioners from around the world to exchange ideas and perspectives about public relations in all its forms. This year the focus is on Internal Communication. It was a great conference and the debt of knowledge presented at the event shows how seriously internal communicaiton is now being taken. My paper, “Internal communicators who fail to talk the facts and figures of the corporate suite" was the first time I presented the main findings of my PhD research. Here is the abstract to my paper: Abstract Business leaders and internal communication managers inherently understand that effective internal communication is a business imperative. It builds staff morale, motivation and engagement. It also builds a healthy organisational culture and helps facilitate change, all of which delive...

When a top team fails to function, it can paralyze a whole company. the stakes get higher with senior-executive teams: dysfunctional ones can slow down, derail, or even paralyze a whole company. This article by McKinsey outlines what CEOs need to watch out for.  http://www.mckinseyquarterly.com/Three_steps_to_building_a_better_top_team_2743

Harvard Business School is embracing the idea of "mindful leadership”, a process that develops self-awareness and self-compassion in leaders. A tradition that comes from the East, namely Tibet, is thought to be a tradition from which western leaders could benefit. The Harvard Business School Professor, Bill George, who is pioneering work in this area believes that leaders who don't develop self-awareness are subject to becoming seduced by external rewards, such as power, money, and recognition. Leaders with low emotional intelligence (EQ) often lack self-awareness and self-compassion, which can lead to a lack of self-regulation. This also makes it very difficult for them to feel compassion and empathy for others. Thus, they struggle to establish sustainable, authentic relationships. Leaders who have low emotional intelligence (EQ) can also often feel a pressure to be so perfect that they cannot admit vulnerabilities and acknowledge mistakes. This difficulty acknowledging...

The support of your CEO is essential to the communication process. What leaders pay attention to tends to get the attention of the entire organisation. In supporting communication the CEO must agree that everything he/she does and says both formally and informally will reinforce the importance of communication. If not everything he/she does demonstrates commitment to communication staff and managers in particular will become sceptical about the importance of communication. For example, if the CEO turns up late to staff briefings, is unprepared, or lets their phone ring during the meeting, the message this conveys is that communication is not really important, it is quite important but when more pressing issues arise it takes a back seat.