Why communication capability matters
It stands to reason that if your organisation can’t tell its story no one can, and if your people aren’t buying it, no one will. Do any of these scenarios sound familiar?
You’ve launched a marketing campaign publicly, but your employees aren’t supportive.
The internal rumour mill is in overdrive after media reports about unannounced workplace changes.
You send emails detailing plans for a new service, yet during the roll-out, staff say “nobody told me …”
Too few organisations are good at informing and engaging people. Leaders are time poor and some lack the skills, knowledge and personal attributes to communicate effectively at work. Building communication capability from the inside out is essential to long-term success. That means unlocking the potential of your people to listen to others, express themselves clearly and confidently, influence and persuade, share knowledge and build networks.
Own your communication
You don’t have to hire a team of professional content makers if you’re running a small organisation. But you do need to own your story and relationships – taking responsibility for meaningful conversations.
A vast amount of two-way communication passes through leaders, placing them at the centre of stakeholder engagement. They should be in tune with what people want and need to know, how they prefer to receive information and interact, as well as when opinions and behaviours change.
An external agency may be brought in to provide extra capacity and expertise, but it’s risky to completely outsource your communication. After all, it’s your people who will be standing in the spotlight, held accountable for the organisation’s actions, whether perceived positively or negatively.
Put your people first
Effective communication underpins employee engagement, which is key to the successful delivery of strategies, particularly transformation initiatives. No one can expect employees to help achieve organisational objectives unless they understand what’s happening, care and are motivated to play their part. Yet too often organisations focus on establishing outside relationships and seeking publicity ahead of bringing their people into the conversation.
Internal communication should be considered the foundation for external communication. Messages about what’s going on and why must be tailored to the needs of different audiences. However, any perception among employees that they’re not receiving the same details as others or they’re a communications after-thought damages trust.
Prioritising opportunities for employees to ask questions and share their views, rather than leaders simply delivering messages downward, encourages emotional buy-in which can turn into advocacy.
Employees arguably have the most authentic and important voice in an organisation. They connect frequently with colleagues, customers and community members, influencing opinions about the workplace. They can be encouraged to share content and inspired to act as corporate ambassadors, positively reflecting your culture and brand while guarding your reputation.
Enduring benefits
Powerful communicators have the ability to listen and express themselves in a positive and clear way – verbally and in writing.
Organisations that develop this capability are typically more proactive and successful in promoting engagement – with employees, customers, political stakeholders and industry.
From a business perspective, evidence shows that engaged workforces attract and retain top talent, encourage creativity, problem-solving and sound decision-making. Ultimately, this leads to better organisational performance, lifting productivity, sales and profitability.
When the commitment to building communication capability is ongoing, the benefits are not only tangible but enduring.