Fitz N3.3. IC Planning. What? When? How? Feedback

What is the communication?

Great communications work because they are framed for the audience –not the sender. We have to craft our messages in terms of the audience’s ‘What’s in it for me?’‘What’s in it for me?’(WIIFM) and ‘Why should I care?’ (YSIC).

In any communication – big or small – employees will constantly be placing what you are saying into the context of what it means for them.

Employees will be constantly interpreting everything you’re saying into: 
  • How will this affect me? 
  • Is it going to hurt?
  • Will I lose my job? 
  • Will I have to change the way I work? 
  • Is this going to make things easier? 
  • Will this take the challenges out of my job? 
  • What do I need to know? 
  • What is your hidden agenda in telling me this? 
  • Is this just another example of a bright idea from head office?
Centre your communication around the outcomes for the audience, such as:
  • their job will become easier; 
  • decision making will be improved; 
  • they will spend less time correcting things;
  •  everyone will be using one global system; etc.
When is the communication?

There are some key questions you could ask when thinking about timing: 

  1. Is the timing of the communication impacted by other events? 
  2. Will it compete unnecessarily with other key messages? 
  3. If you must wait (eg for final decisions to be made or for regulatory reasons) what early information can you give out to pre-empt or quell rumours? Remember: it is always better to communicate that you cannot say anything, yet, than to say nothing at all.
How will you communicate?

Table 3.2 Thinking about your channels

Feedback on communication efforts

Tracking and evaluation. There are two essential issues to keep in mind when it comes to measurement plans:
  • Tracking (how will we know we are progressing towards our goal?) – this might be as simple as having a timed list of activities or a number of data points from a pulse survey that you hope to see at different stages of your communication plan. 
  • Evaluation (how will we know when we have got there and what impact we have had?) – this can be a statement of evidence reflecting your defined objective and a way of understanding what people think and are doing as a result of what you have communicated.

Source: Internal Communications: A Manual for Practicioners (2014) by Liam FitzPatrick, Klavs Valskov

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