No matter
how up-beat, attractive and engaging your external communications are, if
no-one communicates internally, your organisation will fail:
·
It will fail to
deliver on the implied or explicit promises of the marketing and external
comms;
·
It will fail to
justify the money and effort ploughed into the brand: it will ‘not be doing
what it says on the tin’
·
It will fail to
deliver good, responsive service to customers;
·
It will fail to
deliver a happy and productive working environment which will motivate, engage,
fully utilise the skills of, and retain the best employees.
So, poor
internal communication is shockingly expensive and resource inefficient:
·
Best practice will not be shared between departments (‘silos’), so
training budgets will be soaked up by a few individuals sitting in one corner
or another.
·
Intelligence and data will not be shared freely and the
consequent gaps and duplications will damage operations and customer response.
·
A competent, talent-spotting HR department will quickly become
frustrated. Lively and costly recruits will be ground down by the rivalries and
frictions between sections and leave, or sink down to the common level of torpor and indifference.
·
Even a decisive senior executive team will see the time and
comprehension gap between policy making and implementation widen.
To quote
myself:
The John Lewis Partnership is not only a successful
retail company but the world's largest industrial democracy with 80,000+
employees spread over hundreds of sites. As such it has very extensive and
sophisticated internal communications and change management mechanisms.
As Head
of Press & PR, I would host visits from academics and foreign business and
government delegations to explain how a philosophy of open engagement,
consultation and communication with internal stakeholders had very practical
outcomes: the JLP has the lowest 'wastage' (internal theft rate) of any
comparable retail company. Although the JLP is highly managed it believes in 'management in a goldfish bowl'. Managers are expected to manage
but must do so in the full knowledge that they will be held accountable for
their decisions (through anonymous published correspondence and a requirement
to answer to a number of democratically elected bodies). One can impose a new
policy overnight but then have a long and rocky period of pushing and
persuasion to secure successful implementation.
Alternatively, in the JLP
manner, one can put effort up-front into informing, justifying and explaining
the rationale for the new policy and… implementation goes like clockwork.
Just as with
the external variety, internal communications are not ends in
themselves.
Whatever the medium (digital, print, social and interactive) they
have one aim – to develop relationships and build trust, in order to foster a
sense of common purpose to deliver exceptional service to customers and all
stakeholders.
Contact FFN for...
For practical, business-enhancing solutions
T: 020 7101 3692
E: ME@ffnconsulting.co.uk