When companies hire or appoint a person in charge of internal communication, what they often seek is somebody who understands Public Service Announcements.
This person ends up being a sounding board – or setting up a sounding board – for decisions that management is too lazy to communicate or does not know how to communicate. All-hands-on-deck meetings, intranets, committees, chats and channels are all manifestations of a role that slowly turns into a PR service for upper management: let’s give executives a way to share their views and opinions with everyone.
Communication is two-way, though.
And so, when is the last time your company’s all-hands has sparked an interesting discussion? When is the last time that a post shared on the intranet has led to the improvement of a process, to an idea for a new product? When has a conversation on a public channel been effective at changing the way you look at problems?
Communication is two-way. And it happens whether you are prepared for it or not.
So, if you are about to be appointed as the new internal communication manager, give this some thoughts. How can I start an actual conversation on an interesting topic? How can I make sure that ideas emerge and get discussed? How can I affect the culture, so that communication is no longer a role, but the way we do things around here?
The role is going to feel much more exciting right away.