How can you optimize your time and resources as an internal communicator?

Every year you need to work on your internal communication plan. After 16 years I still formalized my strategy with clear targets and goals. You can not do everything and you need to focus on clear achievements to be understood by the employee and to have the support of the CEO. The internal communication is also a tool to show the organization vision and values so you need to work this yearly objectives with the managers as well to be supported.

Il est important de ne pas être partout, et pour tout, mais de bien de savoir quoi dire et à qui -objectifs- et ensuite choisir le lieu et le mode de communication -outils-. Quitte à assumer ses choix de ne pas être ou d’utiliser tel ou tel canal de communication. Mieux vaut une communication stratégique et pensée, assumée, avec des canaux bien définis, qu’une volonté d’être partout et risquer d’être incompris et inaudible.

Prioritize with an Impact Analysis When reporting to the head of strategy, she taught me to use an Impact Analysis in order to prioritize. It's a took she would use with executives to help them. I would track impact on the horizontal and resources (time and money) on the vertical. The goal was to make sure whatever I was working on was always on the right - it made an impact. The majority of the work day-to-day quick wins that mattered and 1-3 long-term initiatives that required extra investment. If work was on the left - in low impact. If it was high in resources it was a WASTE OF MONEY and if it was low in resources, it was a WASTE OF TIME, We needed to justify why these low impact programs were necessary and say NO.

I always love the quote that is attributed to Einstein, which says: “If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions". Time pressures mean that it's always tempting to jump straight into solutions - delivering content, channels and metrics. But the trick is to spend enough time really figuring out what problem you are trying to solve and the rest will follow. This will save time in the long run and lead to a successful business outcome.

Once you've created an internal communications strategy and plan, tasks can seem daunting. I typically plan ahead to the end of the year, and think of three things I want to be known for achieving. That way, over the course of the year, I ask myself if 'x' task is hurting or helping me achieve my objectives. Sometimes a task won't directly contribute to my primary objectives, but it will help me position myself better to be able to tackle another. It's important to stay focused on the bigger picture.

Como comunicadores internos, nuestra gestión tiene que estar centrada en las personas (colaboradores). De esta manera, podemos hacer que la comunicación sea valiosa para nuestros públicos internos.??Además, teniendo en cuenta que en las organizaciones conviven varias generaciones a la vez y la riqueza de la diversidad hoy está presente, es más necesario poder entender los diferentes perfiles que tiene nuestro equipo.

Communication is receiver centric. Knowing how they best grasp a message and consume it and then tailoring communication accordingly becomes critical in the success of any program, initiative or activity. Essentially, know your audience first and that's where you can add most value as an internal comms professional.

Knowing your audiences and their needs is vital as is knowing how they want to receive information… and how often. Tailoring communication channels is just as important as tailoring messaging. And we have to provide platforms and channels that facilitate multi-way communication and feedback - people will not accept being communicated at. They want to be part of the conversation.

You can maximize your internal communication efforts through forming and engaging with an organizational workgroup to help mine, identify and share opportunities for storytelling, which in turn, helps promote organizational buy-in. Also meeting your audience where they are. What is their why? Which channels and messaging willl inspire them to engage and act? Pulse surveys and interviews can also support the crafting of messaging that will resonate.

Une chose que j’ai trouvé utile en tant que communicant pour ne pas dire deux sens qu’on a tous que j’ai trouvé utile à utiliser c’est : l’?il et l’oreille pour tout simplement vous dire qu’il faut observer et écouter . Un bon communicant est quelqu’un qui peut observer afin de tirer les conclusions des besoins de l’entreprise mais aussi écouter afin de comprendre les attentes de sa direction et le type de communication adapté à sa cible .

Tools go hand in hand with timing. Set policy on what kind of vehicles go out and when. That helps employees anticipate a rhythm of business communications—but not a flood of it. One employee comms leader told me her job is to defend her audience, and that means saying no to a lot to people who want something to go out now and to everyone. Use your channels in concert with one another. You’ll have a clearer voice, and audiences will thank you for it.

Rien de mieux qu’une étude des habitudes de votre cible afin de ma?triser ou comprendre leur habitude de consommation. Une bonne communication qui n’est pas passé sur le bon canal , avec les bonnes formules ne pourra jamais avoir un bon impact .

If you've worked at more than one place you know just how important it is to choose the right communications tool for your message/campaign -- what works best in one organization won't work best in another! So you'll want to review (or conduct) a full audit of your internal communications channels, including ranking each by employee preference, leader preference, ease of use, reach, etc., so you have a data-based understanding of which tools are your strongest.

Choosing the right channels is extremely important. The wider range you have available the better, however be careful not to overload your audience with too much information. People are busy and don't need an information overload from us internal comms professionals. Check the "Comms" pulse of your organisation regularly and be aware what channels work best for what audience.

Demasiados canales provocan "alergia". Hay que elegir aquellos que sean más efectivos para todo el persona, desde el encargado de la limpieza hasta el CEO. Pero más importante que el canal es el contenido. Y esto último se conoce recorriendo la empresa.

Build a simple business case for all of your projects. Prioritize the ones that maximize your impact and minimize your spend of money and time. Have some numbers to demonstrate why you are deprioritizing low-value and high-maintenance tasks.

Planning and prioritizing your tasks goes hand in hand with collaboration and communication with stakeholders. We do not work in a vacuum and need to understand the joint goals and priorities for dependent teams and entire organization. However, setting boundaries and protecting focus time should also be considered. Being a "yes" person is sometimes easier than managing conflict situations, but in long term communicating clear priorities and establishing scope of tasks should help to boost collaboration and free up some time.

Checking in with your stakeholders constantly is key. As business priorities shift, communication strategies should adjust accordingly. Also, be comfortable pushing back. Many internal stakeholders think their project or message is "priority". However, you have the 30,000 ft. view of everything happening across the organization - so don't be afraid to have difficult conversations.

Communicate only when necessary, and communicate what's crucial for the organisation at that point in time. Sync your thought process and comms strategy with the organisation's mood!

Asking for help is crucial! Setting up a task dashboard using a platform like Jira or Trello to plan ideas and give your larger team an idea of what will be posted for a specific time period. This allows others to see gaps and lighter content days while also highlighting deadlines, upcoming projects and task assignments.

One of the keys to good stakeholder collaboration is a mutual understanding of roles and responsibilities. I often find that internal partners don’t know what internal communicators do or the best ways to partner with us, which leads to misaligned expectations and frustration. Whenever I start a new job, I make it a priority to go on a roadshow—not just to meet my stakeholders and understand their needs, but to share my goals and how we can best work together.

I could research and write a long, elegant treatise to this large question, "How to best collaborate and communicate with all your stakeholders." Yet the shortest, plainest answer is a fast 4-parter: 1. Repeatedly show each stakeholder what's in it for them 2. Provide exciting new ways for disparate stakeholders to collaborate. Create meaningful joint projects for bosses & staff, clients & peers, vendors, & new hires, etc. 3. Define biggest win NOW for the firm at large that ensures your competitive status. 4. Invest in hot programs & cool people that make your company a genuine fun place to work and rise.

En mi caso he utilizado mi experiencia como periodista, al mantener diálogos con preguntas entre líneas, creando confianza, escuchar mucho y hablar lo necesario. El resto de los métodos son para realizar sintonía fina. Los talleres los utilizaría para mejorar la coordinación y la promoción del trabajo en equipo, la importancia de la solidaridad para foguear el compa?erismo y para realizar catarsis sobres problemas laborales o persobales. También daría charlas motivacionales.

In the military, we used to call this step the after-action review, or AAR. Even without a comprehensive measurement process or capabilities, if you can determine three main things to both improve and sustain from your activities, the effectiveness for your communication will continue to optimize as you go.

To understand if your internal communication is effective, I would suggest you think about measurement and evaluation as your first step. Think about the impact you/stakeholders/C-suite/CEO/MD want to achieve from the communication/information shared. Ask your stakeholders does the communication/content aligns with our strategy.

Avalia??o das métricas disponíveis é pertinente. Mas, acho importante avaliar se todas elas competem à realidade da empresa. Medir todo nem sempre é o melhor caminho. é preciso saber o que medir de acordo com a maturidade da comunica??o da empresa. Ter dados mas n?o saber gerar inteligência a partir deles é como atirar pérolas aos porcos.

Mensurar dados e resultados no processo de comunica??o interna é essencial para estabelecimento de melhorias e ajustes de rotas. Quantas vezes, quem está na linha de frente, preocupa-se em fazer uma campanha bonita, mas que ao medir, n?o atingiu os resultados esperados. A comunica??o é uma arte que envolve estratégias, conhecimento do público-alvo e tendências de mercado.

Mensure apenas o que é importante para o momento de maturidade comunicacional da empresa. Nem sempre todos os dados disponíveis s?o necessários para gerar a inteligência.

Know when to say no. Lots of perspectives and general statements above - but we need to get comfortable with saying no, and being clear that suggested activity will not have the strategic impact we desire.

This article, written by AI, is so full of generalizations that it is unlikely to be useful to internal communications professionals. Define objectives? True for any business activity. Plan and prioritize? Same. Evaluate and improve? Yes of course. Fortunately there are (actual human) professionals contributing real experience to this article. In my opinion, the formula is: know your audience, speak to them, engage them in conversation, choose the right channel to reach them on, and measure your results. Boom!

This may sound controversial, but in my experience, one of the best ways to use your time is to try and avoid doing most of the communicating! Nobody wants to read - or even believes - corporate messages, however well crafted they are. The trick is to enable the organisation to communicate with itself, which involves creating the channels and capabilities for people to be able to share their ideas, feel they are being heard and contribute to meaningful work every day.

Use data, always use data. There are open rates, engagement surveys, click-throughs, video views, or number of people who participate in an activity — all of these are data you can use to optimize your strategy for the future. Don’t think that because internal communications isn’t driving revenue directly, that it doesn’t need to be informed by data.

"Less is more" isn't just a platitude. It is a point of departure for any message or initiative. Three percent of your people drive 90% of your conversations. Communicate accordingly.