Look at your foundation
Many companies struggle under the weight of too much information. News is constantly flowing in and out, up and down, and across all functional lines — sales figures are being gathered, marketing data analyzed, a new compensation program is launched. Mired in data, businesses find it difficult to know how and what information to communicate so it is meaningful to employees, customers and the goals of the company.
So how does a company communicate effectively instead of just dumping information? While there are many approaches to managing overload, most focus on surface solutions rather than the foundation. What is needed is a focus on three key areas:
•Competencies: do managers have the right skills to communicate effectively;
•Strategy: is the information being communicated important to the business; and
•Structure: is there someone ensuring there are no barriers impeding information from flowing across the organizaton.
Competency
Where do people go to get information about their jobs or a new company initiative? Surveyed employees continue to give the same answer no matter what the industry or size of company: “My manager.”
If the manager is a lousy communicator, it is likely because of a lack of knowledge on how to analyze and package communication so that it’s relevant. Unfortunately, information can’t be leveraged until management improves this competency.
A company has to put training programs in place — led by HR and tied to the performance management process — as a way to improve manager communication skills.
Strategy
One of the best ways to decide what information is worthy of employees’ attention at work is to put it in context of the business.
From a communication perspective it’s critical to clearly communicate the business plan throughout all levels of the organization and affects information flow. After all, strategy is really a tool to help focus time, energy and resources.
More often than not internal communications, and in particular HR communications, are not linked to strategy and therefore employees either ignore it or can’t appreciate where it fits.
The first question managers should ask themselves before calling a meeting, sending an e-mail or making a presentation is: “How does this information tie to the business?” Then strategy should be used as the context for whatever messages are being delivered.
Structure
How many companies have a senior vice-president, vice-president or director in charge of internal communication. It’s an important question because structure has an enormous impact. Leaders sit at the top of the organizational chart and through the makeup of this hierarchy the company sends a strong message about what it deems important or strategic to the business. In your company is there a leader responsible for internal communication?
Most companies do not have this position as part of their structure. Many leadership groups think it is important, but not enough to build it into the top levels. Where they do apply seniority is in customer and shareholder communication. And so structure can send a strong message — the value of external communication over internal communication.
At a practical level, how companies structure everything from divisions to departments to teams. Interestingly, most companies have set themselves up in divisional silos, yet we all know things don’t get done that way.
Communicating effectively is not a simple task. The amount, speed and complexity of information today are greater than just a few years ago. Communication must be front and centre if companies want to maximize their competitive position in the market. The answer is not flashy materials, technology or more information. It’s building a solid foundation and making the commitment to increasing competencies and tying communication to business strategy and corporate structure.
Sandy French is president of Northern Lights, a marketing and communication company. He can be reached at (416) 593-6104, ext. 222 or [email protected].
So how does a company communicate effectively instead of just dumping information? While there are many approaches to managing overload, most focus on surface solutions rather than the foundation. What is needed is a focus on three key areas:
•Competencies: do managers have the right skills to communicate effectively;
•Strategy: is the information being communicated important to the business; and
•Structure: is there someone ensuring there are no barriers impeding information from flowing across the organizaton.
Competency
Where do people go to get information about their jobs or a new company initiative? Surveyed employees continue to give the same answer no matter what the industry or size of company: “My manager.”
If the manager is a lousy communicator, it is likely because of a lack of knowledge on how to analyze and package communication so that it’s relevant. Unfortunately, information can’t be leveraged until management improves this competency.
A company has to put training programs in place — led by HR and tied to the performance management process — as a way to improve manager communication skills.
Strategy
One of the best ways to decide what information is worthy of employees’ attention at work is to put it in context of the business.
From a communication perspective it’s critical to clearly communicate the business plan throughout all levels of the organization and affects information flow. After all, strategy is really a tool to help focus time, energy and resources.
More often than not internal communications, and in particular HR communications, are not linked to strategy and therefore employees either ignore it or can’t appreciate where it fits.
The first question managers should ask themselves before calling a meeting, sending an e-mail or making a presentation is: “How does this information tie to the business?” Then strategy should be used as the context for whatever messages are being delivered.
Structure
How many companies have a senior vice-president, vice-president or director in charge of internal communication. It’s an important question because structure has an enormous impact. Leaders sit at the top of the organizational chart and through the makeup of this hierarchy the company sends a strong message about what it deems important or strategic to the business. In your company is there a leader responsible for internal communication?
Most companies do not have this position as part of their structure. Many leadership groups think it is important, but not enough to build it into the top levels. Where they do apply seniority is in customer and shareholder communication. And so structure can send a strong message — the value of external communication over internal communication.
At a practical level, how companies structure everything from divisions to departments to teams. Interestingly, most companies have set themselves up in divisional silos, yet we all know things don’t get done that way.
Communicating effectively is not a simple task. The amount, speed and complexity of information today are greater than just a few years ago. Communication must be front and centre if companies want to maximize their competitive position in the market. The answer is not flashy materials, technology or more information. It’s building a solid foundation and making the commitment to increasing competencies and tying communication to business strategy and corporate structure.
Sandy French is president of Northern Lights, a marketing and communication company. He can be reached at (416) 593-6104, ext. 222 or [email protected].
