Lucy Kemp

Internal communication is like a never-ending journey, not a one-off event. It needs continuous evaluation and improvement, that's for sure. Keeping track of metrics and getting both numbers and real feedback are key. But I'd add to this - let's lean on 'always on' listening to ensure we're talking about what matters to our people. By understanding our team's needs and preferences, we can personalise our comms, delivering the right messages to the right people in the right way. It's about being where our people are and adapting based on their feedback. In this way, we can make our communication relevant, engaging, and truly impactful.

A company's vision and mission should serve as the consistent red thread that binds all our communications together. Without this 'why', it can feel like decisions are made in a vacuum, with no clear purpose or direction. But that's just part of the story. What's equally, if not more, important is showing our people the real, tangible impact they have on bringing this vision and mission to life. By making this connection explicit, we can foster a sense of belonging and purpose. It's not just about them working for the company but with the company towards our collective goals. It's this deeper connection that can truly ignite passion, inspire innovation, and drive us forward as one.

I firmly believe in the 'always on' approach to listening as the bedrock of our internal comms. It's like having our finger constantly on the pulse of the business, which allows us to craft communications that truly speak to what our people need and want. But it's more than just an effective strategy; it's a powerful statement. It says, loud and clear, "we're listening, and your opinions matter." This approach flips the script on traditional communication models, transforming our comms from a top-down system to a more inclusive bottom-up one. It injects authenticity into our leadership, making them not just authoritative figures but relatable individuals who understand and empathise with the team.

I like to think of internal communications a bit like marketing. In marketing, we customise and personalise our approach to connect effectively with customers. Well, why should our internal comms be any different? We've got such a diverse group in the workplace now, spanning various generations and communication preferences so we need to make sure they can get their information in a way that suits them best. So, instead of us choosing what we think is the 'best' channel, why don't we go where our people are? Let's use the channels they're comfortable with, whether that's email, Slack, intranet, or something else.

Totally agree - clarity is key, but understanding our team's unique culture is just as vital. Main messages should start conversations, not just relay information. For example, if we're announcing a new strategy, we should explain the 'why', highlight everyone's role, and how it benefits us all. Our communications should create a sense of ownership and camaraderie, making employees feel valued. While measuring impact, don't forget to consider team morale and the quality of interactions, not just traditional metrics. Clear goals are important, but understanding our team's dynamics can make our communication truly engaging.