Internal Communication

From Frustration to Motivation

Trust needs transparency and commitment

Internal communication is also part of top managers' job. Ideally, the management will command the trust of employees, who in turn identify with their company. Trust, however, presupposes transparency and commitment. Get that right and people will remain motivated to work hard even in difficult situations.

What exactly should internal communication do, then? Or, perhaps more importantly, what should it not do? Three mistakes are as common as they are dangerous: 

  • Mistake #1: Window dressing. While there is nothing wrong with emphasizing the positives, transparency also means being honest.
  • Mistake #2: Contradictions. It will take a little coordination effort, but messages must be harmonized (though not uniform!).
  • Mistake #3: Old news. We frequently see PR products being recycled for internal communication purposes. In many cases, the two are not even synchronized. Internal communication often eagerly "spreads the word" that PR publicized weeks ago – with little or no updated content. That, quite simply, is never going to work.

Communication goes on all the time. If management fails to inform them, the people in production, sales and development will turn to other sources – over coffee or in the canteen, for instance. In such informal settings, people piece together incomplete morsels of information – often with undesirable outcomes. Office grapevines are notorious for making mountains out of molehills, often leaving employees worried and frustrated rather than motivated.

We take control of the communication process. And that is a job worth doing – in the interests of a positive working climate, but also to drive your business success.