Archives for posts with tag: blogs

In my last blog I expounded some of my thoughts on the links between internal communication and employee engagement – and how they were indeed linked but were in no way synonymous. 

This time I have some further thoughts on these two subjects – and the dangers posed to the latter by the former not being done properly.

Some time ago I was working with local management in a big department on their engagement levels. The engagement levels weren’t where they could or should have been, and we were mining the data to make sense of things.

One area which caused the leadership team much consternation were the feelings of people in the department about communications. “We do communicate,” they said. “We do it all the time.”

Well the data didn’t agree, with scores on the employee survey on the quality, frequency etc of communication being pretty poor. I had a look at this, and at the verbatim comments on this area, and also reviewed what had happened in the months leading up to the survey.

To be fair, there had been activity of a communicational nature. Blogs had been published. Headlines had been loaded onto intranets. Briefing documents had been issued to managers and these, in turn, had been passed onto the people in the department. Information, in short, had been given to people.

What had not happened, however, was any communication. There had been a one-way, top-down attempt to send information, but there had not been any attempt to test understanding of the information. 

No matter how well crafted a blog, no matter how expertly drafted an intranet article, there is no guarantee that when it is read it will be understood in the way that was originally intended.

An example – no names, no pack drill. I recall reading a blog by a chief exec which told that a member of the senior management team was recovering after a serious illness and had managed a few holes of golf. In the context he intended, this was a good news story about a generally popular member of the organisation getting better. 

I spoke to a member of staff about the blog who said something along the lines of “I can just imagine what my boss would say if I played golf when I was on sick leave…”

In other words, what was intended in terms of understanding wasn’t what landed – there had been a failure to communicate.

Going back to our local management team: I spoke to staff in the area, to try and get a deeper understanding of the issues. Briefings, which were intended by the internal comms team to be shared at a team meeting with a Q&A session at the end tended to be emailed out to teams. Further investigation showed a real lack of confidence among line managers to deliver the briefings, so they just weren’t delivering what they were intended to do.

Likewise, whenever staff had responded to issues raised in the blogs or intranet headlines, there had been no acknowledgement, let alone response, and people pretty quickly gave up trying to give feedback.

The solution? Some training sessions for line managers on leading discussions, some high-visibility responses to questions raised on the intranet, and kicking off some sessions with senior managers where they sat down with people and had a discussion about the business, how they were contributing to the success and what issues people had on the shop floor.

Nothing too demanding or too difficult, but ultimately transformational in terms of how communication was perceived in this part of the business, and this, in turn, contributed toward improved levels of engagement.

To sum up:

  • Top-down information transmission is not communication
  • Communication is always two-way
  • Once you’ve given information out, you need to check understanding
  • Don’t assume what you mean is what people will get

So, have a think about how you communicate in your business. How do you make it two-way? What feedback loops have you put in place? How do receivers of information become transmitters? How do you help leaders listen? Have a think.

 

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This week I have been mostly thinking about communication, and specifically the business of internal communication in a business, and what it means to employee engagement.

Now you may say to me “really? You need to get a life” and I would find it hard to argue with you, but things like this are my stock in trade, my business, and so I do tend to dwell on them.

What prompted this was a few things; I am wont to peruse LInkedIn, that fine resource for all professionals and have noticed quite a lot of jobs advertised as “employee engagement manager”, had a look and seen what they are after is an internal comms manager. I have also seen a few discussions along the lines of “are employee engagement and internal communications the same thing?”. Stuff like that gets me thinking. (To be honest, pretty much anything gets me thinking, I’ve one of those minds; I spend hours trying to find ways of stopping it, and have just passed level 125 on Candy Crush. I even watch ITV unironically sometimes).

Anyway, I have thought and I will now foist the general burblings out onto th’internet, by way of this blog.

Firstly, I will address the s. When I first got a job as an internal communications manager, that was my job title: internal communications manager. With an s. I had a conversation with the boss, went along these lines.

Me: “I want to change my job title.”

Boss: “You can’t do that, you need to go through HR and I’ll have to fill out forms and stuff.”

Me: “I only want to drop the s”

Boss: <makes Scooby Doo noise>

Me: “Communications (with an s) is about channels and mechanisms and tech. It’s not even the medium, it’s the stuff that makes the medium work. We should be about communication.”

Boss: “What the badgery flip are you on about, Lewis?”

Me: “Communication is a process of emotional and psychological change enabled by and exchange of information; it’s not merely the transmission of information from one source to an audience, for which the use of the word ‘communications’ (with an s) in my job title is but a semiotic tag.”

Boss: “Fair enough. Do I have to fill in any forms?”

He didn’t, we just changed it on the structure charts.

Anyway, the minutes it took me to find that sound clip will not have been in vain if my point has been made: communications is about technology and making the media work; communication is a two-way exchange which creates something new. Yes? Yes.

And so, is it the same as employee engagement? Well, in my personal opinion, no. Engagement is psychological state on the part of employees, which evidences itself in behavioural outcomes; if people are engaged those outcomes will be positive ones for both employer and employee – greater productivity, creativity, absorption in work, better customer service, less absenteeism, loyalty and exemplifying the brand, etc etc etc.

If the state is negative you get negative outcomes – absenteeism (or, even worse, its beguiling but mindless cousin presenteeism), low levels of energy, lack of ownership, etc etc etc

As such, communication (no s) is an input – it is something that needs to be done, and done well, in order to create the positive state of mind required to get those positive behaviours, but it is not, in and of itself, engagement.

And here is the crux: communication needs to be effective and two-way in order for that positive state to be achieved. Leaders need to communicate effectively; this means that issuing a memo won’t cut it. 

I recall in my early days in the world of work internal communication from senior management came in the form of the “Chief General Manager’s Briefing”. This was a printed piece of paper stuck on noticeboards and usually contained the latest regulation issued by the regulatory body. People tended not to engage with it. It wasn’t communication.

The move to intranets and social media won’t change things, though, if the things posted there are effectively just the Chief General Manager’s Briefing in digital form. 

What is needed is for leaders to speak, and to listen, and to show they have listened – not just by giving an answer but by changing things in response to what they have heard and then communicating what has changed and why. The last step is hugely important, I call it closing the loop, and it is often forgotten.

Without it, you don’t create that positive state, because the point of communication is not just to inform, but to give the employee the chance to listen and be listened to; people need to feel they are listened to, that they matter, and when they feel this, they feel good. Hence, engagement.

So, have a think about your communication. Is it communications, or communication? Is it a memo (albeit a tweet or a blog or a speech or a town hall meeting) or is it a conversation?

I’ll be rambling on about communication, the channels, the medium v the message and all that in the next few blogs. Book now to avoid disappointment.

By the way, anyone know why I chose the header I chose? Fans of Paul Newman (and, quite possibly, Guns and Roses) send me a virtual postcard…