Professional Documents
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active engagement at all levels and in all directions. I will call this
process 'infusion', so from here on, whenever you see or hear the
word 'cascade' in internal communications, insist on replacing it with
'infusion'! This word demonstrates the need for flows of information,
freely crossing professional boundaries within the organization, with
engagement up, down and across the organizational structure. The
triangle of internal communications, employee engagement and TIR
needs to be effective across the organization, appealing to both the
professional and personal aspects of individual employees. This tri-
angular relationship will help to change the organization from being
a place of people at work to a community of people working. This
chapter will explain some of the principles and trends that are driving
the changing dynamics of communicating and engaging with
employees.
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Do you still want to cascade ? Or do you want to engage, infuse and entliuse
organization is a communicator, and tney communicate witn eacn
other and to the outside world. This communication is both formal
and informal. Thus any external reports or events impacting your
image also impact your employees internally. Good news can be
energizing, while bad news can be demoralizing. We live in a new
era of transparency and it is increasingly difficult to hide things
from employees. As the TIMV leadership found out to their cost,
social media is a new tool that makes individual communications
more powerful, and we need to pay attention to it rather than sim-
ply fearing its impact on the organization or being suspicious of
security breaches.
Twenty-first-century communications:
A changing paradigm
Having established these two principles, we can look at the change
in communication paradigms that has taken place in our new cen-
tury. It is important to understand the dramatic changes that have
strategic Internal Communication
* to understand and manage both our own emotions and the emotions of
others (in a productive manner); and
There is much dispute around the validity of this study, and whether or not
these numbers are correct. W h a t makes the study useful for our purposes
are the important points Mehrabian was trying to make. As he stated them:
•5- When we are unsure about w h a t the words mean, we pay more
attention to the non-verbal aspects.
We also pay more attention to the non-verbal indicators when we trust the
person less and suspect deception, as it is generally understood that voice
tone and body language are harder to control than words. This also leads
to more attention to non-verbal signals when determining whether the other
person may be lying.
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Body language or non-verbal communication
* gestures;
•S* posture;
•S" position of the body, ie where the person's body is facing; and
Often our actions can give away how we are truly feeling even when we
are saying the complete opposite. We can also use body language to our
advantage by mimicking actions of, say, a confident person to make it appear
like we are confident when we are in fact not confident at all. It is important
to note that just like some words can have various different meanings, so
does our body language, so we have to pay attention to the context as well.
Just because somebody has their arms crossed does not mean they are
being defensive; it could just be because it is a comfortable position fortheir
arms at the time o r t h a t t h e y are cold!
strategie Interna! Communication
r
What happens when the brain can't cope?
This response, also known as the acute stress response, has allowed us to
survive. This fight or flight response dates back to prehistoric times, when we
had to run away from hungry lions and various other wildlife w e now see in
the zoo. However, in modern times it is hardly likely we'll be running away from
lions, so what happens if we don't need to fight a mugger or run away from
giant cats? The process still goes on, even if the stress is a result of a difficult
piece of work; the more stress we endure, the more harmful to our body it is
since we aren't using this energy to fight or flee. Stress can seriously affect
communicating behaviour
A few years back there was an early internet sensation known as the
'Numa Numa Guy', who lip-synched from the basement of his home
to an East European pop song. It was funny, and quite uplifting. In
fact, the Numa Numa Guy was a great communicator because he
behaved in an appealing way and reached out to millions, all from
the basement of his home. This illustrates how powerful communica-
tions can be. On the other hand, his message was just noise, childish,
which is why his fame was both instant and transient. Much of our
communication is like this. Employees may have been entertained by
an internal video or some story, but has it really made an impact?
It may have made us feel good or happy but whether a corporate
video or message has been taken in as part of how employees think
is another matter.
communicate sometliing about us, and this behaviour can, for the
most part, be read. In short, to understand internal communications
and employee engagement we have to have a firm understanding
of human behaviour and how it exhibits, imitates and impacts the
behaviour of colleagues and employees.
With better resourcing, you can get it right and will achieve the fol-
lowing three objectives:
Taking süos first, despite aü the talk about values, changes in com-
munication and increased transparency, the dirty little secret of
organizations is that they remain greatly siloed. The impact of techno-
logical and communication changes is perversely the creation of new
barriers to integration and communication. Different organizations
are structured differently, and functions can reside within different
units and locations, yet they are often siloed as a reflection of the
big problem all organizations face, whether they like to admit it or
not, namely the siloed reality of their structure or business. The exist-
ence of silos represents inherent barriers and disconnects within the
organization, which in turn create barriers to efficient and effective
communication and engagement. As we explore dialogue we will see
why communications is needed to break down these silos. These sflos,
the whole organization in fact, operate within a much larger con-
text, which explains the need for a new approach to communications
within your organization. As we have seen, these changes include
increased transparency and the increasing impact of social media and
other trends, all of which contribute to the challenging context within
which organizations are seeking to engage their employees.
These bad behaviours can be exhibited in many ways, big and small.
They include actions such as keeping people waiting for a meetmg
strategic Internal Communication
These three issues of values, silos and leadership are at the root of
devising any successful strategy to improve internal communications,
and require a lot of self-reflection by organizational leadership to
understand their role and influence in these terms. Before entering
into a sustained dialogue, it is essential that the leadership at all levels
is able to reflect sincerely on these issues and approach the dialogue
with a sense of reafism and openness.
You can match your dialogue and communications to the needs and
expectations of your employees, and this makes for more effective
management. The big question all employees have is 'What's in it for
me?' This is not intended as a value judgement; it is simply a matter of
fact. Employees want to know what their role is in the organization.
strategic internal Communication
t e - S ; ^ * = o t t ^ ^ ^ ^ ^ ^ ^ ^
the benefits of remaining.
Infusion
I have already mentioned the term 'infusion', and we return to it here.
Stop cascading, now! It's passive, hierarchical and does not inspire
managers to pass on the information. The intention of cascading is
noble, it is supposed to cover direct interaction, but I suggest all too
often this does not happen or is not adequately done. This is because
the manager doesn't have the time, direction or even skills to 'cascade'
well and so the information stops there. Hence my objection. A cascade
may conjure up an image of water flowing with energy, but in reality,
organizational cascading all too often stops at the manager level, and
have you ever had a shower that only reaches your chest? This is not to
suggest information and messages should not be passed down, it is to
say 'cascading' names a process that does not work effectively in organ-
izations. A manager can say 'yes, I cascaded that' when in reaUty they
have simply passed it on without adding anything to it. Some informa-
tion may belong in this category, but the vast amount of communica-
tion for 'cascading' needs managers to add value to it, not simply to
be overpaid data processors. Thus, passing information on does not
necessarily mean it is being done properly, and the hierarchy of cascade
means it is difficult for those employees further down the line to know
if they have received everything, or that they have received everything
they need to know correctly. Infusion is a process aimed at creating
greater vitality in the communication work of the organization.
Questions
1 How would you describe the handling of HR and HR issues in
your organization? How effective is the partnership between your
communications and HR functions? Where and how does employee
engagement sit within the functions and their strategies?
2 Look at the channels you use (e-mail, intranet, magazines, etc) and
assess how effectively you think they are used in your organization. Are
you using these channels in a 20th- or 21st-century way? What changes
do you think need to be made?
3 Can you recall a situation of fear both in a social and a professional
situation? How did you react? What physical changes do you recall?
Can you recall your own body language, and that of those around you?
Jot down your observations and reread the section of this chapter.
4 How would you define your attitude, and that of your leadership or
C-Suite, towards employees? Can you locate good and bad behaviours
that seem to have a knock-on effect? What are the behaviours and how
are they exhibited by leadership and their direct reports? How far can
you trace any particular behaviours through the organization?
5 Write down as many comments you can recall made by colleagues and
employees about the company and leadership. These can be both minor
also tiow long these comments have been circulating. What is your
reaction to these comments? How did you respond at the time of
hearing them? Are they things that can change? Are they part of the
furniture of the company, meaning they are points that often erupt
when there are times of tension or crisis within the company? Your
answers to this will give you a sense of your organization's neurosis.
Think about how often managers have talked about cascading; was it
all talk or did it work? Trace your own 'cascades' and decide if they
are working for you. I think you will find it is not as effective as you
thought. Now you have a solution. Think of infusion. How will this
work in your organization? What people are in place to infuse, and
how can you improve on the speaking up and listening part of the
process?