How can you use the latest communication tools and platforms for internal communications?

I kind of disagree with all writers here. It is who participates in the communication which is key. If leaders only send and don't participate, if they do not prioritize it and put time and resources to it. No channel will fly beyond a few months. Organizational culture and norms tend to be set by the behavior of the leadership. Only with their recurrent presence and participation internal channels will get status and urgency. The choice which tool to use is less important. Something that's cheap, easy to use and that runs on the office system. And if you're in a listed company, not something like Facebook for business.

A tool is only as good as its purpose. You need to have a clear channel matrix that maps out (a) all your internal communication channels and (b) what the purpose of each of those channels is. I often do this with clients and notice that they have multiple channels doing the same purpose - and in that case, it's time to talk about retiring a channel or rethinking their current approach. Sometimes a tool is the answer, sometimes it isn't. A tool isn't a silver bullet. Sometimes the solution to a communications problem is simply a conversation. If you want a simple channel matrix template, let me know and I'll send you one.

Communicators must be nimble. It isn't about what's easiest for you, it's about what's effective for them. Maybe your boss is a little "vintage" and needs to know important news in person. Maybe the various department heads only tend to communicate via telephone and the dreaded midday meeting (gasp). Your mid-level managers probably communicate via email and your younger employees probably message amongst each other. In a perfect organization, the communicator is where employees are at and not forcing them to be where the communicator is at.

Internal comms has to be more than endless emails and message threads in Team’s groups. I feel like we are getting swamped in electronic communication these days. So much of that is internally driven and it’s losing its effectiveness. We are also losing the art of effective face to face and two way conferencing / engagement techniques. Balance is a virtue here, in my opinion.

Selecting the right tools is crucial: email for formal and official messages, chat for quick, informal interactions, video conferencing for remote and interactive meetings, and social media for engaging and inspiring employees. Tools such as intranets, blogs, podcasts, and newsletters can also play significant roles depending on the objectives. By aligning the choice of platform with communication goals, audience, and context, I ensure that the message is delivered effectively, fostering a cohesive and informed workforce.

Aligning your communication tools and platforms with your organizational culture and values is crucial. It's not just about conveying information, but also about creating an environment that resonates with employees. A consistent experience across your different communication mediums fosters a sense of unity and reinforces your brand's identity.

Infectious and magnetic optimism play a pivotal role in post-pandemic communication. To align your communication with your organizational culture and values, weaving narratives of hope and brave leadership is paramount. These narratives of hope not only uplift but also create a consistent and coherent experience for employees, no matter the communication medium. In fostering an open, transparent, respectful, and inclusive communication culture, share stories that exemplify brave and optimistic leadership. These stories, like beacons, guide your team through challenges.

What? That's language for a generic poster. Align your communication tools and platforms with what's effective. Guaranteed there will be a percentage that doesn't like your particular tool. No one likes going to the dentist, either, but it's part of good health. The goal is to create communication routines, not tools and platform groupies.

"Culture eats strategy for breakfast" Any internal communication effort must align with organizational culture and values. The brand voice, language, timing, even channel, and tools. It just might be safe to say, culture is the best place to start.

If everything is a priority, then nothing is a priority. Internal communications shouldn't all look like crisis communications.

At this point, I'd add that apart from the communication channel, it is so important adapting language to the receiver, since every communication act is two-way, at least: it is not the same to send a formal mail to the company CEO, than a text written in a group chat between coworkers

At this point, I would add that apart from the communication channel, it is so important adapting language to the receiver, since every communication act is two-way, at least: it is not the same to send a formal mail to the company CEO, than a text written in a company whatsapp between peers; I would also add, the issue to be discussed will also be influenced.

I think we should classify: Is it time sensitive? How long is it? Depending on the length it's better to use an instant messaging tool or email, depending on the impact. For tone, it's crucial to have a style guide cross-company and inside the team on which tone and terms to use.

Every time a worker responds to a pop-up notification, it takes 23 minutes to get back on track. Our communications need to be meaningful and worth the interruption — otherwise people will learn to tune them out. Tailor your messages for your different segments. Be concise and precise. Cut the fluff. Measure, fine tune and repeat!

Ask for feedback regularly. Put it on the calendar. Poll, if it's physically feasible, walk around and get peoples' thoughts, listen and adapt. If it ain't workin' don't keep doing it. Screaming into the void helps no one.

Remember the key to your communication’s topic landing well is to be audience centric. Put yourself in their shoes. Make them a persona so you know they have competing messages coming at them and you need your communication to really be memorable. Before you start to craft the key messages get a gauge - What do they know? - What do they need to know? - What type of voice would resonate? And later - check: did the narrative or messaging land?

Get specific. Get interactive. When you observe outlier local newspapers that are more successful than their peers, it's always "more people, more faces, more specific events and developments." Insofar as any company is a local community (even if geographically dispersed), this should hold true for us. We must combat the vagaries of corporate speak -- the stuff of must mission and value statements. It's just triggering employee cynicism and distrust. Then find ways to invite employees into a conversation. Drop the megaphone. Look for ways to use employee voices in your messaging. If you sound like them, you will feel more credible. If leadership says that you can't because they don't trust their employees, you've got bigger issues.

There are incredible workflow services on the market which allow synergy between email, social media, intranet, and even community relations events and engagements for everyone on the staff to see. Use them. Most important are these two things. Use technology to make the routine, routine. Use pre-planning to prepare for the crises which are inevitable.

Two additional points to consider as an internal communications practitioner : 1. Think about how your current tools and platforms have the impact you require as an organisation. Is the impact connected to your purpose, objectives, and strategy? 2. Do employees know what is expected of them as a result of receiving the communication via your said platforms and tools?

Understand your key objectives and audiences before anything else. This helps to established what tools might be suitable. In many cases it's not the functionality of a tool, but the context and process that it supports that's important. For example, enterprise social networks are about communities and connection rather than the tool that provides the service.

Be a strategic communicator. Speak with what is relevant . If you wallow-around, you are going to miss the attention of the audience. Every work must have the impact of the person who is listening/ reading.

It’s easy to write too much about the topic you have to communicate. However your risk losing the essence of what you need to communicate. The best advice is to sharpen your key message by distilling it down to its core TDLR bottom line. Always think about the context surrounding the communication or message is it clear to your audience why they should care? A good strategic communications framework to use is: - What is it ? - So what ? Explain why …it’s important - WIIFM - What’s In It For Me? - Now what ? What’s next CTA (Call to action) Don’t focus exclusively on the details/ features make sure you include the benefits. Check before you send with a trusted pair of fresh eyes ??.