The skills we need from internal communications and engagement employees

In my first job in corporate communications the department was filled with crusty ex-journalist types. They were the most wonderful men (yes - all of them were male) - each a unique character with amazing stories to tell.

But let's get one thing straight. They were not communicators - they were writers. The copy they produced was excellent. But good copy alone does not a communicator make - particularly in internal communications.

A recent article from Ragan talks for the value of hiring journalism graduates in corporate communications. Maybe - if you are hiring for writing ability and someone who understands a variety of different social media. But you better make sure that person is able to develop other skills.
Internal communications is about a great deal more. Key to effective internal communications is the understanding that this is a strategic endeavor focused on facilitating discussions throughout the organization with the goal of performance improvement.

Please don't get me wrong. A good newsletter is worth its weight in gold. But it is one of many tools and skills that we as communicators bring to the table.

I'd be interested in your views on what's critical in the internal communications skill and tool box.

Interactive communications helps employees understand relevance

This week I have been working on proposals. If you are a consultant proposals are very much a part of your life. The job of a proposal is to persuade. And a proposal persuades not by selling what you have to offer, but by providing a solution the purchaser is looking for – there is a difference.

It’s not unlike the difference between top down and interactive communication. Top down communication tells people what to think, is if often general in nature, and as such may not create relevance for employees. Interactive communication, while more time consuming, suggests a dialogue which provides an opportunity to show personal relevance for the employee.

The corporate communications folk clearly can’t enter into discussions with every employee, but they can facilitate the debate between managers and employees. If managers can help employees understand goals and objectives and their personal contributions, your organization will be in the pound seats. Like a good proposal, interactive communication talks directly to individual needs and offers a solution – in this case how the employee can support goals and objectives more directly and be part of something bigger.

Waiting at airports

I don’t know about you but my regular life seems to be filled to the brim. So when I’m thrown a curved ball – which happens – it brings with it a healthy dose of perspective.


Right now I am sitting in an airport waiting for a delayed flight. I may not be able to deliver the workshop I am flying over for. I can choose to fret pointlessly or I can use my time productively. Not much of a choice!


So here I am writing this blog and doing one of my favorite things – people watching. It’s not often we get to observe our fellow travelers in life. Given the flight was scheduled to leave at 7 am there are a lot of suits and Blackberries.


Everyone is trying to reschedule meetings. The man seated next to me needs to deliver a sealed tender document. There’s a missed funeral and a divisional meeting that’s going to go ahead without its senior leader. Despite all this juggling people are remarkably calm.


It’s astonishing the different stories evolving in this cramped little room; everyone is on a journey – aside from the actual flight we are all trying to make. Hopefully soon we will all be joined in making a common journey. When that happens there will be a great sense of camaraderie and shared experience. Organizations too need to find ways to make sure all their employees are getting on to the same flight.

Clinton tells the story of her roots

Hilary Clinton is re-energizing support in Pennsylvania. In part, according to an article by Steve Denning, because she is starting to tell the story of her own roots. Her grandfather lived in Pennsylvania and worked in a lace mill. Her father grew up there too and played football for Penn State.

Our militaristic leadership model (and media portrayals) leads us to assume that the ideal leader must be aloof and invioable. A new theory of leadership is emerging, namely that leaders embody the principles of the people they lead. As such effective leaders work hard to understand the values and opinions of their followers—rather than assuming absolute authority—to enable a productive dialogue with followers about what the group embodies and stands for and thus how it should act.

Hilary Clinton shows her leadership skills by tapping into middle American values and "telling her story".

Business leaders can no longer afford to remain aloof - they need to make the connection with employees. Stories are a wonderful way to show humanity and connect in a meaningful way. But beware - everyone knows a faker - perhaps Hilary was wise to speak about her roots in Pennsylvania - home is always a good place for passion.