How do you identify communication gaps in your internal audiences?

Recently, I initiated a restructuring process within my team, which subsequently led to lapses in internal communication. Key decisions were not being effectively communicated to important team members, and overall visibility was lacking. To address this challenge, I implemented several strategies to enhance communication within my team. One of the primary steps I took was to ensure the involvement of all senior managers, regardless of their direct involvement in the change process. I achieved this by either including them in important meetings or by sending them memos summarizing critical discussions following the meetings. This approach ensured that senior managers remained well-informed and stayed abreast of developments.

The key to building the right channel mix is discipline. Stakeholders will often want dedicated channels, like their own newsletters. And then some will demand that they are sent to all employees. The reality is that the opposite is what's often required. The more discipline you can build into your channel strategy - a limited number of channels with clear criteria and governance for content - the more sustainable it will be.

Large companies might have teams that aren't well acquainted with all the communication channels you have to offer. That's why - switch it up! Diversify your approach to target all demographics. The secret sauce to a successful internal communications strategy is, after all, your people. Use methods that get the buzz going about what's new in your organization.

Knowing what channels you have att your disposal and how to use them properly is half the battle in internal comms. Having too many can be as hindering as having too few. Don't be afraid to phase out channels that the audience doesn't use. The key is to use them in a way that they support each other.

In my experience in smaller orgs, and startup teams with a diversity of native and non-native english speakers, this is especially true in remote working environments: Text communication channels are really tricky. It's hard to convey nuance. But you may not have the time and resources to conduct surveys or focus groups, so do what you can - when you can. It is good to have a face to face meeting and come to a shared understanding that if we feel that text communication is failing, to request a call when needed to better understand.

The best way to segment your audience is on the basis of their importance to what you are communicating. Internal segmentation sounds difficult. In most cases it's not. The simple segmentation comes down to whether people are supposed to lead, to follow, or to get out of the way. People who need to lead on a subject need a much richer stream of communication than those who need to follow by performing a more limited set of tasks. And people who need to be aware of changes without taking specific actions need even less. Simple segmentation lets you focus your energies on who's most important, without leaving everyone else in the dark.

I have found that I solid intranet site, with clear content signposted by levels of detail a strong tool. You can add one-pagers of talking points, briefing decks for onward presentation and highlights for those that quickly take in information in bullet point format. Always have a two-way comms channel for those odd or need for clarity type questions. Most people can get what they need from a well presented and resourced intranet.

It's been said before but needs to be repeated; know your audience. In any type of communication being aware of who your recipients are and how they recieve messages carries great weight in how you draft and deliver your content.

If you want to challenge yourself a little bit more, tie your communications goal to the overall business goal or People Strategy goal of your organization. Do you want to increase retention? Boost employee engagement? Create excitement around what it means to be a part of your company? This is your chance to make that an active goal; something that your communications strategy can actually and visibly achieve.

It is important that have a basic strategy and for it to be available to your stakeholders. In this way you all know what will be communicated, why and when. You then need to follow the agreement and tell stakeholders why a change is taking place. It also allows people to provide feedback if they need something that is not in the strategy and not planned as a deliverable. This may not be seen as a living document, but it does need regular reviews to make sure you are on target and relevant.

One thing I’m always focused on is tone of voice whereby tone, language and format can create consistency. Yet this is overshadowed by what experience has shown to be a critical factor in this area. Or more precisely what is missing: an omission of two-way communication: The plan does not mention the inclusion of feedback mechanisms or avenues for employees to ask questions or provide input. Internal communication should not be a one-way flow of information; it should encourage dialogue and be receptive to employee opinions. Incorporating channels for feedback and providing timely responses will enhance the overall effectiveness of the communication process.

I would consider adding that communication within companies is traditionally valued by its top-down channels (by ceo/top execs, by the comma team to employees, etc). But today's dynamic work environment requires a dynamic approach. Promoting peer to peer sharing and mutual learning opportunities, running reverse mentoring to let newbies share feedback with managers - just two examples of how to extend our comms reach rather than simply bottom down.

Sometimes the internal audience receives the message, understands it and refuses to act on it because they do not agree with what is being communicated. When this happens it is critical to acknowledge the concerns, explore the causes behind the concern and be open about why there is a need to work towards being able to collaborate or execute the particular strategy.

Closing communication gaps in employee engagement is crucial for a productive workforce. By encouraging two-way communications, and tailoring messages for different roles, you can use storytelling to provide communication training for leaders, and maintain consistent internal branding. Throughout the process, measure success to continuously improve your efforts and foster a connected workforce.

It is important that no matter what is being communicated, that there is top management alignment. Staff are sometimes asked to support a change, that is not clearly mandated by the top. Make sure everything is aligned to group/team/company cohesion. And ensure the value to the market or client is undeniable.