The Laws of Internal Communications

Late last year I posted a small piece suggesting there may be a set of Laws of Internal Communications.  I outlined a few items I felt may belong on such a list and invited input and commentary from others - through this Blog,  the Strategic Connections Inc. web site, Melcrum's Communicators Network (see also Melcrum's web site) and directly from a number of  colleagues and others I respect in the world of communications.   I wasn't quite sure what level of response I would get and was somewhat surprised when the avalanche of e-mails and notes hit my inbox.

Having now taken some time to read through and think about the hundreds and hundreds of notes that I received, I am ready to share a preliminary list.   I am hopeful I get a similar response to this more complete and thoughtful listing.  My goal here is to share what I have distilled, gather more input and then finalize the Laws. 

At present, with the help and input from so many,  a few bottles of wine, and an endless supply of note paper  I have been able to identify 11 Laws.  For each Law I note it's name, offer a quick definition and then outline key components associated with it.  The next step will be to develop a 2 to 4 page "chapter" on each of the Laws, exploring the meaning in greater depth, offering some examples and potentially tips on how to use the Law to your benefit.

Thanks so much to everyone who sent their ideas, thoughts and support...I look forward to hearing from you all again as we move towards a clear set of Laws for Internal Communications.

THE 11 LAWS OF INTERNAL COMMUNICATIONS

Law #1:  The Law of THE MYTH OF INTERNAL COMMUNICATIONS

 Information out is not communication

Perhaps the most fundamental law of all is that communication is a multi-direction process involving at least two active participants. 

Too often, organizations claim to have communicated when in fact they have simply sent out information.  Without allowing for an opportunity to discuss, and thereby understand (or at least allow for the potential to establish understanding) communication has not truly occurred. 

Communication is by its very definition a process and not an event.  It takes place over a period of time and, within business, should serve to move people along a path extending from simple awareness, through understanding and commitment to actualization.  The Law of the Myth of Communication serves to remind us that Awareness does not mean Understanding; Understanding does not Mean Commitment; Commitment does not mean Actualization.  Each are separate stages of a process and each requires the use of very different approaches and tools.

Law # 2: The Law of Candor

Employees are adults - give them the whole truth and nothing but

The Law of Candor is really about treating people as adults.  Openness, truthfulness, honesty and other similar values allow for people to participate with a level of trust.  With trust established, there is an increased probability of support for corporate strategy being owned at all levels.

Law # 3: The Law of STRATEGIC LEVERAGE

If you are not focused on business strategy you are playing in the wrong box

Align all communications to leadership and strategy…help each individual within the organization understand the journey the company is on, what the core areas of focus are and how they fit in and contribute. 

Focus not on convincing leaders to support internal communication – show them the value by demonstrating a return on the investment they are making

Law #4: The Law of CONTEXT -

Change is continuous - equip each and every employee with a level of knowledge that allows them to both understand decisions made, support such decisions and make their own decisions on the spot as required

The world of business has undergone significant change – change that is not only continuous but is occurring at a faster and faster pace – thus maximizing the need for managers and employees to make better and quicker decisions. 

Build overall staff awareness and understanding of your business environment – focus efforts on getting them to a point where they can make effective decisions that are clearly tied to the strategic intent without having to seek permission from someone else.

Law #5: The Law of INTENT

Before communicating get clear about what needs to change and what behaviours you are seeking

Communications occurs constantly within organizations.  Unfortunately, communications (or rather poor communications) is also blamed for so many of the problems, mistakes and errors that occur. 

The Law of Intent requires that before we begin communicating, we develop a clear understanding of our intent.  A few key questions associated with this law must be asked:

• Why am I communicating?
• What will be different as a result of this communications?
• What behaviours need to be adopted by people in the company? 
• What current behaviors need to be maintained…altered slightly…or stopped completely? 

Once we have clarity with respect to these questions we can begin to plan a communication process to achieve the goals we are seeking.

Law #6: The Law of CONNECTION AND RELEVANCE

Connect the organizational journey to individual journeys

The Law of Connection and Relevance is about establishing a direct link between the journey of the company and the journey of each individual who works within and for it. 

Employee engagement, as we know, has rapidly risen to the top of the must do list for organizations.  At the heart of engagement is the requirement of a connection between each employee, their manager, their colleagues and the business itself. 

As a communicator we must work with this law to ensure that all we do, and all we ask of others involved in the communication process helps to establish a very clear line of sight between corporate strategy and an individuals job and interests. 

If we can help everyone understand how they fit in and contribute – connection and relevance has been achieved and productivity will increase.

Law #7: The Law of PARTICIPANT

Employees are participants, not audiences

In internal communication we communicate with others in a process – they are participants – not audiences.  Our focus on “communicating to audiences” within the filed of internal communications has rightfully reached an end point - our need now is to involve and communicate with participants in the organizational journey. 

By title, this Law of internal communication challenges us to change the way we think about and plan our communication processes.  Allowing for conversation, dialogue and (perhaps most importantly) listening actively within our processes become a necessity rather than a consideration.  If we choose not to allow staff to participate our ability to engage and retain them will be diminished significantly.

Law #8: The Law of the WATER COOLER

Enable managers to fulfill their roles

Regardless of how communications happens there are two things we need to be acutely aware of – the grapevine and the moments of truth that occur when an employee asks a manager or leader a question in the elevator, at the water cooler or wherever…..these need to be managed through appropriate support processes.

In both formal and informal communications the manager / supervisor plays a critical role so efforts to ensure they can perform this role must be made.  Support them in every way possible; ensure they understand their role and what is expected of them.  Managers are paid to guide the implementation of business strategy, ensure goals and objectives are met and to engage those they lead.  The Law of the Water Cooler reminds us to not only make sure they understand what they are there to do but to provide the support needed to ensure they can actually do it. 

Law #9: The Law of APPROPRIATE APPLICATION

Know what you are trying to achieve - and use the appropriate tools to get there

As the saying goes, ‘One size doesn't fit all’ and when it comes to communicating with staff this is clearly a law that must not be forgotten.  

Every vehicle has a purpose or place in an overall communication process; every participant has a need, a distinct situation and a preferred way of receiving and responding to communications.  As a communicator we must focus our efforts on understanding each and every difference – and responding to them.

The bottom line…know what you are trying to achieve – and use the appropriate tool (as determined by the tool itself and those we are communicating with) to get to that point.

Law #10: The Law of PERCEPTION

Perception is, as they say, reality!

Perception is, as they say, reality.  Know what the current realities are and know how you can either use them or work past them if needed.  Perceptions are rooted in culture, history and experience.  Therefore, don't beat yourself up if the perceptions are very difficult to overcome.  Just keep to the script and reinforce the basic messages with sincerity, openness and a desire to engage in conversation.

Law #11: The Law of CONTINUOUS LEARNING

If you are not continuously measuring and raising the bar, you cannot succeed

Every time we communicate we learn something – we need to apply those learnings on a continuous basis so as to improve – remember, with every step of improvement, we raise the bar with respect to our communications – which means there is no end point or perfect communication action.

Likewise, our communications are being used to achieve a goal.  We recognize that communications, while it can be planned and managed, is not the most precise process and therefore requires that we measure our progress and adjust as we go.

The Law of Continuous Learning requires that we monitor, measure and implement changes based on what we learn – continuously!

I look forward to your comments and feedback.  Thanks again for your assistance on this!

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[Susan Spooner]

This is a well written article but I just want to say one thing - Law #2 which deals with candor and honesty is in my opinion #1. Without that law all the other laws are irrelevent. Unfortunately the currency of the world today is lies. Whether it is in the form of an out and out deliberate lie or just false advertsing, we are surrounded by it. The onslaught of political correctness, full tilt and over the top, has created a breeding ground for lies and deceipt. People are afraid to tell the truth. Obviously, without some measure of governence on what we say, the world and the workplace would be an impossible place in which to exist but since there is no such thing as utopia, particularly in the corporate world, I think if we have to err on one side it should be on the side of honesty. Some people won't like it but that's just unfortunate.

I believe more honesty in the workplace will result in more effective communication and therefore higher productivity.

Thanks for the article.