Tip 1: They won’t tell you how they’re feeling

You ask a friend “how are you?” They might very well say “fine”, but you might know they’re not.

So, you ask them again. That’s enough to nudge the door open; they tell you a bit more about what’s up.

That’s how you need to think right now. Everyone will be keen to assure you they’re fine, that they don’t need help. But everyone will be in some state of not-fine.

Some of that will be work-related, some won’t. Some you can solve, some you can’t. But it’s part of your duty of care to ask, to listen, to do what you can to help. To simply understand if you can’t.

Throughout the current crisis I’m offering free advice or tips to employers, HR or Internal Comms teams to help them understand their employees’ needs in this new world. Get in touch if I can help.

Mission, Vision, Values – Who’s the orphan?

Working with organisations to define their EVP or culture, or helping them communicate better, I need to understand their essence.

That’s often defined in mission, vision, values. Some replace, or add to, them with purpose, behaviours, principles etc

I think that’s too much.

My observation is that – done well – two can gain traction: can capture attention, stay in the minds of employees, affect decision-making, are felt by customers, (Equally, if they don’t capture the spirit, or describe meaningful goals, all fall flat)

In any event, three is too much, there’s always one or more orphans. One that gets neglected, that falls by the wayside.

Because it says less. It’s less distinctive, less precise. And so, people are less arsed about it.

My hunch is that companies feel they need to have all three. It’s in the textbook. 

A scout of the literature shows few good reasons. There are, however, a LOT of articles explaining the difference. To me, that underlines the problem.

My solution? Ditch one.

If it doesn’t speak to you, your people or the people you serve, get rid. If you can’t tell me why it’s there in 10 seconds, bin it. Focus only on what really matters, that excites, connects and inspires your audience.

The Right Levers

What’s your objective as an IC pro?

Most likely: improve engagement, or words to that effect.

You’re perfectly placed: you connect people, you educate and inspire, you bring new perspectives. 

But engagement is far bigger.

It’s how your people feel about colleagues, benefits, development, flexibility, workplace, leaders, mission, values. And more.

You don’t control those levers.

I think that troubles many in IC. They feel measuring their impact is beyond them.

I’d argue differently. 

Measuring engagement often sits with HR (often with a survey, on which I have MANY thoughts). Perhaps it shouldn’t.

For one, HR control more of the factors that affect engagement. Should they measure it too?

For another, engagement is how people, interact and collaborate, how they feel about their work. Natural areas for comms to be involved.

Comms can understand how people feel and what they want. A trusted advisor to the organisation to tell them: 
• With us: this is how we should talk with our people
• For you to consider: our people would like to see this
HR often presents as the conscience of an organisation. I’d like to see comms become the voice.

A 360 vision of what’s important to the organisation AND its people, bringing them ever closer together.