You are currently browsing the tag archive for the ‘internal communication’ tag.
A new publication has recently launched that promises to give those in internal communication a rich source of inspiration, learning and advice. It offers this through real-life stories and expert advice direct from leaders inside some of the world’s most exciting companies.
The publishers have made a sample issue of the Journal of Internal Communications available for GCN members to try. If you like it, you can learn more or purchase a subscription at the Journal of Internal Communication website (a special offer code can be found at the end of the sample copy).
A new book released last week promises to help those in Internal Communications to ‘Rock their Comms’ by sharing 98 killer tips from seasoned professionals (including GCN members) that all answer the question: “What’s the single, most important thing that you’ve learned in internal communication?”
Proceeds from the book go to ‘Make a Wish’, a charity that makes the dreams of terminally ill children come true, so it also supports a very worthwhile cause.
To know more or order your copy, visit the Rockstar Comms website.
The third annual ‘Professional Development in Internal Communications’ study by the VMA Group, highlights the core skills and qualities that managers look for when recruiting IC professionals today.
According to the report, the top five skills are:
- Coaching Senior Leaders
- Strategy Setting
- Writing – Specific Corporate Messages
- Writing – Online/Publications
Interestingly, the first three points highlight the continuing evolution of internal communications from a function that churns out news, to one that has a real impact on the success of a company. While the last two points highlight that traditional communication skills still have an important place in the function.
By contrast, the top five skills as perceived by the IC community are:
- Coaching Senior Leaders
- Social Media Development
- Public Affairs
- External Communications
While survey respondents felt that they are an integral part of the senior leadership team, disappointingly the results showed that advocacy for internal communications amonsgst senior leaders remained unchanged from 2010.
On a more encouraging note, the results did testify to the resilience of the discipline despite the economic climate, with 74% of internal communications functions remaining the same or increased in size over the last year.
You can download a copy of the full report via the VMA website >
A new ebook titled ‘The Uncommon Sense of Internal Communication’, created by Russell-Oliver Brooklands, the IC professional behind the Internal Communication Model, is now available for download and sets out to answer some of the many paradoxical questions surrounding Internal Communication.
When introducing the book Brooklands said, “Originally drafted under the working title: “Why everybody’s rubbish and it’s no one’s fault”, the book compassionately challenges a number of widespread unconscious assumptions, and shines a light on various cultural blindspots. In the process, it helps make sense of why so many people, even at the top of organisations, seem to struggle with IC. And it provides practical steps that can be taken to help them think about it in new ways – so IC professionals can start making a bigger difference.”
‘The Uncommon Sense of Internal Communication’ is currently available to download free of charge from www.internalcommunicationmodel.com, with a number of versions available depending on your global location and IC view point.
The Employee Engagement Report 2011, which explores global workplace attitudes, revealed that trust in executives has a stronger correlation to employee engagement than trust in immediate managers. Half of employees who trust senior leaders are engaged compared to 40% of those who trust their direct boss and 33% of the North American workforce overall.
These findings are consistent with pre-recession findings. Highlighting that trust in leadership is an important factor in achieving high levels of engagement.
It’s harder to build trust with people who you rarely see or have never met, explained Christopher Rice, CEO of BlessingWhite, the consultancy responsible for the survey. “Most immediate supervisors and managers can demonstrate trustworthiness in their daily actions and become known beyond their titles. Executives don’t have that luxury. The workforce scrutinizes what they do see and hear – and will draw the most unexpected, unfortunate conclusions if leaders do not communicate carefully.”
The authors of the report, urge business leaders to demonstrate consistency in words and actions, communicate often and with depth, and create a culture that drives results and engagement.
For more information, download a copy of the report >