4 Key Aspects to Raise Your Internal Communications Function’s Profile

Getting inundated with internal communications asks from stakeholders?

Being asked to work on requests not related to the function?

Finding it hard to push back and get stakeholders to appreciate the true value and responsibilities of the function?

Recently, I watched and read with interest a passionate discussion in a communications forum on the pain points that professionals face trying to build credibility and keep calm amidst the constant stream of expectations from all quarters. I have written on this topic of building presence earlier – although the context has evolved and there is a need to revisit the approach.

The pandemic changed how organizations viewed and valued internal communications and the functions. They garnered more respect, received praise for their strategic thinking, agility and timely interventions as well as accelerating digital transformations inside organizations. However, the constant flow of ad-hoc requests begins to drain energy, time and mind space that could otherwise be used to focus on core responsibilities of the function – to empower staff, managers and leaders to be effective communicators and enable them to achieve the organization’s purpose.

So the question is – why is that internal communicators find it hard to convince stakeholders on the value of their work and function when the human resources, legal, finance or business teams are able to do so without any challenges?

Despite the best efforts by the team and function leaders to establish credentials, set boundaries, create processes and drive stakeholder engagement, why do internal teams still undervalue the function and take it for granted? What are we doing wrong or what do other functions do right?

There are many theories about what will be an ideal situation – reporting into the CEO’s office or being part of the senior management team. Or, having the buy-in from stakeholders or even better complete authority over the function and not folding under Marketing, HR or some other team.

From my interactions with peers leading functions and managing internal communications, the concerns still remain the same – there is a lack of respect, understanding and appreciation for the role and what the team does or can deliver.

I would ask – why does no one tell the human resources, legal or finance functions how to manage their work or conduct their processes or take opinions from other teams who have limited or understanding of their work?

It boils down to a few key aspects: Professionalism, Passion, Presence and Positioning.

To be in human resources, legal or finance, you need to have a ‘professional’ qualification and that provides the credibility to function without interference. Unlike a couple of decades ago, there are professional degrees and qualifications that now offer communicators opportunities to get trained and coached on standards and practices. It adds more clout to the function and the person within the function. Would you believe a surgeon who has credentials from a leading global medical body or someone who has learnt the ropes along the way as an apprentice? You know the answer. That’s also the same with the internal communications function. Someone with a masters in communication sciences or a PhD in communications adds depth to the function’s capabilities that no one can doubt.

Having the degree is not enough. You need to be passionate about the domain and demonstrate it through your interactions and actions. In interactions, they need to see you showcase how you live and breathe it and in actions, how you practice it everyday beyond work. Why would you a stakeholder believe you when you want him or her to write a paper or a blog or participate in a forum or take your messages when you haven’t done so yourself?

Leading a function is one thing, putting a process and following through is another ball game altogether. Identifying your stakeholders, mapping who is as what level of understanding, resetting expectations if they have a warped understanding of the function and walking them through how they need to be effective communicators (despite their role or level), is where you create your presence. What stops you from running a session to articulate where the communications team’s role begins and where it ends. Or where the handovers are and where you partner. Very few stakeholders have such clarity and therefore, anything remotely related to communications is expected to be done by – yes, the communications team – because the broad team is ‘communications’! When you can stand up and say – communication is everyone’s responsibility and you are here to help them get better, you will begin to see change.

Lastly, how is your function positioned within the company matters the most. Irrespective of how it was positioned in the past, if you aren’t clear about the actual roles and responsibilities (not what is defined by the job description), you will be continually engaging in meaningless interactions. This understanding comes with research and reading. It doesn’t come by asking around with other peers who are also stuck in the same rut. By connecting the function outcomes to the company’s purpose and business goals, you can reposition it as a team who adds value and not an order taker. Have the guts to put in clear and measurable goals which you can be held accountable for.? Create a baseline, solve business problems and share it consistently. Avoid reacting to requests, rather, step back and ask pointed questions about the challenges that trigger the asks. Less is more. In some geographies, doing a lot seems to be a way to cover up for poor decision making and unprofessional engagement.

There is a long way to go for internal communicators. It is however in your hands to make the change rather than hide behind those in authority to set things right. Do this well, and the function will thrive and you will get more than a seat at the table.

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