Do your colleagues and team members trust you? You may say “yes, of course.” But do you really know?

Below are eight behaviors that boost trustworthiness. Is there one that requires more attention in your role as a leader?

. When you’re self-aware, you know how you’re perceived. You observe what thoughts and beliefs drive your behavior. You understand when you’re operating from your ego and when you’re not. You examine how your environment is influencing you and your outcomes.

With that self-awareness, you can intentionally take the actions that build trust and get the best results for your team.

Partnering with a Leadership Coach is one of the best ways to increase your self-awareness. A skilled coach asks the right questions, observes patterns, and helps clients uncover beliefs that drive behaviors. 

Leading Through Change: The 4 Catalysts of Successful Business Transformation

Observe your own behaviors, journal your observations, meditate, and read thought-provoking books to also increase self-awareness.

 You build on your strengths and work on your weaknesses—consistently striving to become a better leader.

. If you refuse to admit your mistakes, your team members won’t feel comfortable admitting theirs. They also won’t be confident that there’s accountability for the team. 

Mistakes are inevitable. It’s how you handle them that makes a difference.

You feel comfortable with your team members disagreeing with you and disagreeing with each other. How else will you get people’s best ideas? 

If you ignore, dismiss, or show favoritism to team members, they won’t keep sharing their ideas, which creates stagnation and limits results.

 Team members are often hesitant to provide their manager with feedback even if they are asked for it. If there’s trust, a team member is more likely to provide it. 

Still, it’s helpful if the manager asks open-ended questions that help the feedback process.

Example questions may be: How can I better support you in your role? What can I do more of/less of to help you grow in your role?

Also, a coach can interview team members and colleagues and bring a summary of the feedback to you. This takes courage but working with a coach provides a supportive environment and helps you grow as a leader.

 Softening a corporate message and withholding executive information may sometimes be necessary. 

However, your team members need to trust you to tell the truth and trust your motives. Saying what you mean and doing what you say are critical to the trust factor.

 Your team members won’t trust you if they don’t feel like they can be themselves around you. The strengths, personalities, backgrounds, and motivations of your team members vary. 

Encouraging them to use their strengths and shine in their individual ways builds trust and leads to better results.

 Team members engage more with the mission if they feel heard and seen. Even if they don’t fully agree with a decision, they contribute more easily knowing their thoughts are valued.

“Whatever our situation, we need to get good at establishing, extending, and restoring trust—not as a manipulative technique, but as the most effective way of relating to and working with others, and the most effective way of getting results.” Says Stephen M.R. Covey in his book “The Speed of Trust—The One Thing That Changes Everything.”

Which behavior resonates most with you—as a positive or challenging experience?

How Great Leaders Build Trust – 8 Key Factors

Communication teams play a critical role in engaging employees, adapting to new ways of working, and, ultimately, driving business goals. 

But a disconnect has formed between how internal communicators perceive their work and the reality of the employees they're responsible for reaching.

This disconnect was revealed in the findings of an FWI | Poppulo survey of over 4,000 employees and internal comms professionals. You can find out the full results of our survey in this 

 A Shift in What We Do, Where We Work, and How We Reach Our Workers

As a result of the pandemic, the global work landscape has undergone massive changes, and there’s been a shift in not only where we work, but also the breakdown of job roles and responsibilities. 

Employee Comms: The Perceptions, The Presumptions, The Reality

Unsurprisingly, our survey found that there’s been a clear increase in employees working hybrid, part-time in the office, or fully remote positions, and a 9% decrease in employees working full time from a traditional office. 

In further evidence of this, 85% of Internal Communicators surveyed have seen more hybrid worker job roles since the start of the pandemic and over half have seen more fully remote workers in the same timeframe.

It’s clear that we aren’t working in the same way we used to—but what impact does this have on employee comms? Both employees and communicators feel that the way we communicate is changing, but they differ on how it’s changed.

A total of 54% of Internal Communicators say they use more channels to communicate since the pandemic started than before. However, only 23% of employees surveyed say the same. 

On the flip side, 75% of employees and 80% of Internal Communicators surveyed say communication has changed since the pandemic began and agree that this is for the better.

Employee Communications Preferences Have Changed

In addition to a shift in the way that IC teams are communicating with employees, there’s also been a shift in the way that employees prefer to be reached. As a result of the pandemic, 54% of employees surveyed say the way they like to be communicated to changed compared to before the pandemic.

But, in a notable divergence of views on this point between the people receiving the comms and those responsible for delivering them, 71% of Internal Communicators think employees have changed how they like to be communicated with, compared to before the pandemic. This is not an insignificant disconnect between perception and reality in workplace comms today.

Furthermore, most employees (52%) want to be communicated to more often than pre-pandemic, and 51% want to be communicated to in a different way than before. 

The majority of internal communicators (66%)agree that the way employees want to be communicated to has changed, but only 48%think employees want more frequent comms.

Employees are more likely to engage with information about health and safety and work policy updates rather than company events and culture

When it comes to the channels that are used for internal comms, 54% of Internal Communicators say they communicate on more channels since the pandemic.

A majority of both employees and communicators say that email is one of their top two preferred comms methods—but the most-preferred comms method is in-person, suggesting that employees and Internal Communicatorsboth miss in-office interaction. 

How Well Do Employers Know Their Employees

The primary factor in the growing gap between employee perception and reality of internal comms is how well organizations know their employees. 

Four out of five Internal Communicators surveyed think their organization knows its employees well, whereas seven out of 10 employees surveyed say they believe their employer knows them well.

The survey revealed a desire among employees for more meaningful connection with their company, with 52% saying they would prefer communication from their employer to be more personalized. 

Of the employees who feel that their employers don't know them well, they say it's because the company doesn't have much contact with them. Here are the top three challenges Internal Communicators face in getting to know employees well:

Looking Forward: A Shift in Communications Investment

To mitigate some of the current disconnect between employee sentiment and the reality of internal comms, the majority (65%) of Internal Communicators say their companies are investing in employee comms over the next 12 months.

It’s clear that improvements need to be made—in fact, only 1% of Internal Communicators don’t think that they could do anything differently to communicate with their audience better. Here are the top three improvements that communicators agree they can make to improve internal comms:

2. Make comms more tailored to people’s preferences (70%)

3. Making comms more tailored to personas (60%)

It’s clear that there’s a gap between the way that employees perceive internal communications and the way that internal comms teams are actually delivering information to employees.

But as a leader in employee comms and workplace technology, FWI | Poppulo knows how to eliminate that gap and reach employees the way they want to be reached. If you’re interested in learning more about how we can help improve communications at your organization, 

and one of our representatives will reach out.

Mind the Gap: What it Takes to Get on the Same Page as Your Employees

Company growth is a wonderful thing, and there’s no doubt it should be celebrated. But with growth, comes additional challenges.

Time and time again we see businesses scale at a rate that means they have to implement more and more complicated structures. When this happens, it becomes all too easy to get bogged down in those structures and lose sight of what really matters—the people buying what you’re selling.

From your customer’s perspective, it’s the equivalent of watching a play and realizing the actors on stage are more concerned with the props or backdrops than they are with their actual audience.

Employee Communicators: How to Increase Your Business Value and Influence

Whatever you’re offering, your customers are your audience, and their needs should be front of mind, no matter what.

So, how can you ensure that you’re making this happen, even at times of extreme growth?

The challenges facing businesses as they grow

As a company evolves, the organizational design in place naturally becomes more complex.

Departments mature, additional products and solutions are added to their portfolios, subject matter expertise becomes more important, centers of excellence are introduced: the list goes on…

Companies must scale in order to prosper and drive innovation. However, if your internal structure becomes too complicated as it expands, or you allow yourself to become too wrapped up in it, it’s easy to forget the basics such as: are you delivering the best possible product or outcomes for your customer?

Failure to keep on top of your customer’s ever-changing needs can result in average outcomes at best, and poor ones at worst.

Maintaining solid customer relationships, which are built on a foundation of trust, requires nurturing on an ongoing basis. Allowing the needs of your customer to take a back seat means that these relationships suffer, and loyalty decreases.

This, when left unchecked, can ultimately lead to lost business.

How can we retain a customer-first approach while scaling?

The question is, how do we manage that change while continuing to deliver when it comes to customer objectives?

First, take inspiration from small businesses.

By nature, smaller teams are more customer-centric because they aren’t bogged down in intricate processes. Simpler systems allow them to be more agile, drive more innovation, and above all, to focus on the customer, rather than the staging of it all.

Automation technologies like those offered at ServiceNow could reduce the amount of time spent on these administrative, manual tasks, and free up valuable staff hours which can then be allocated to nurturing vital customer relationships.

Equally, as organizations grow, the likelihood of finding yourself working with multiple teams in multiple silos increases. A custom-designed platform could help you regain full visibility over all of your teams, making it easier to identify problem areas and resolve them before they impact the customer experience.

Ask yourself, can we streamline processes to allow our teams to be more flexible? Could any manual, time-consuming tasks be automated to allow employees to focus more on the customer? Are my teams becoming more siloed and less efficient as we evolve?

If the answer to just one of these questions is yes, consider what technology platforms need to be implemented in order to make that a reality as your company continues to grow.

How ServiceNow is navigating change while remaining customer-centric

This mindset is necessary for businesses of all shapes and sizes, across all industries, including ours.

2022 is set to be a big one for ServiceNow. We’re in the midst of a period of large-scale growth that’s set to continue throughout this year and beyond, so keeping our focus on the customer is just as much a priority for us as it should be for anybody else.

But, as you figure out how to make it work behind the scenes, remember to keep one eye on your audience…

Putting the Customer First in Times of Growth: How to Scale Effectively

Like any large company with a global footprint, Maximus has faced challenges in reaching and connecting with its workforce of 35,000 employees, dispersed in different countries and markets.

In addition, the company recently underwent a complete rebranding and opened a new headquarters, creating a whole new set of challenges for the comms team.

rose to these challenges and innovatively adapted its communications strategies to reach and engage employees all over the world.

, Director of Corporate Communication at Maximus, has shared with FWI | Poppulo details of how his company evolved its communications to adapt to external and internal changes.

Traditionally, email has been the bread and butter for the comms team at Maximus to ensure employees have access to information they need, when they need it. 

But with the shift toward remote and hybrid work, the pandemic fundamentally changed the way companies conduct business and reach employees, leading

 the way it communicates with its workforce.

A key decision taken by the comms team was to evaluate where employees were having conversations related to their work. 

It became clear that many employees spent much of their time on platforms such as Microsoft Teams, where hybrid and remote workers can easily interact with office workers.

Maximus then implemented a managers-only Teams channel which made it easier to inform managers of any upcoming changes before they reach the larger workforce. 

This armed managers with an early heads-up information they needed so they could answer questions from employees whether on Teams conversations or elsewhere.

Another comms initiative taken by Maximus was to partner with FWI |Poppulo to introduce Feeds, for an improved user experience and increased engagement. Feeds integrates with the platforms where employees work—such as Teams and SharePoint.

With Feeds, employees can group content by themes and only subscribe to those that are most relevant to them, creating a more tailored communications experience. 

Additionally, Maximus continues to iterate on its comms strategy by integrating new channels and ways of disseminating information to employees that have returned to the office.

For example, Maximus has added digital signage to their new corporate headquarters to better reach in-office employees with more visually engaging content. 

This allows them to mix critical company comms with relevant information such as news, weather, and traffic, as well as culture-building content like employee recognition, personal achievements, and more.

The Role of Data and Analytics in Employee Communications

Data plays a huge role in the Maximus communications suite and is critical to measuring comms effectiveness. While measurement and analytics have traditionally been a weak spot for many comms teams, today there’s a clear realization that without data it’s not possible to determine whether comms are working or not.

The team at Maximus has never needed to be convinced of the need for robust data analytics to prove not only the effectiveness of its comms strategy, but, more importantly, its business value.

Through the FWI | Poppulo platform, the comms team collects a variety of data from employee engagement surveys, as well as read rates, click rates, and heat maps, enabling them to audit their comms strategy and get a better idea of where they are and where they want to go.

Maximus also works with FWI | Poppulo to understand what other companies in the market are doing. This helps them make informed decisions on what changes need to be made to be more competitive, plus how they can modify their comms strategy to better align with industry trends.

How to Get Approval for Employee Communications Evolution

The process of evolving your employee comms strategy can be a big financial investment and getting approval for these projects is often challenging. According to Jared Curtis, the first step in kicking off the comms planning process is understanding what initiatives your company has budget allocated to, and how the tools you want to implement can contribute value to those initiatives.

Ultimately, your comms business case must be able to demonstrate a return on investment and add value to the overall business.

Once you find a solution that fits your needs and aligns with company initiatives, you should work with your vendor and other advocates within your organization to build the business case for approval. 

Companies such as FWI | Poppulo have access to resources that can help you build out your business case, and, in most cases, they have templates you can use to understand how effective your current comms strategy is. You can check out our comms planning templates 

Every company has had to adapt to a new way of communicating over the last several years. The Maximus journey is an excellent example of how companies today can leverage an omnichannel communications strategy to reach every worker—regardless of where they work.

The Evolution of Employee Communications at Maximus

When done right, HR management plays a key role in improving employee performance to help achieve top business priorities. 

But if these priorities aren’t properly communicated to employees, there’s a good chance that you’re missing out on opportunities to more efficiently achieve these goals. 

Fortunately, many of these priorities can be tied to key performance indicators (KPIs) and monitored over time to identify areas for improvement and help support business goals.

If you’re interested in reading our Ultimate Guide to Employee Communications and KPIs for HR Management, you can check it out 

 But if you want a quick run-through of the key takeaways we’ve got them for you here.

Aligning HR Challenges with Internal Comms Strategies

It may seem obvious that employee communications should be a key business priority, but 

 that HR managers don’t even consider it in their top five. 

However, employee communications can play a key role in overcoming HR challenges if HR and IC teams align their strategies. 

The Ultimate Guide to Measuring Internal Communications

In order to understand where internal comms fits into an HR management strategy, it’s important to identify the challenges that you’re facing, and then look at the role that employee communications can play in overcoming those challenges. They include:

2. Attracting talent in a work-from-anywhere world

3. Offering training and professional development opportunities

4. Promoting diversity, equity, and inclusion (DEI)

5. Supporting employee health and wellness

By strategically aligning HR departments with internal comms, businesses can make employee engagement a key priority by leveraging their shared goals. Working together to understand the needs of employees and developing engaging, relevant content can lead to a more effective employee communications strategy—and add value to the business.

Consider These 4 Things When Developing an HR Comms Strategy

After identifying key HR challenges and aligning them with other business priorities, it’s time to start thinking about the other factors involved in developing an HR comms strategy.

 Most businesses today have employees dispersed across a variety of locations and working from home, remotely, or both. Because of this, companies need to rely on a variety of comms channels including email, digital signage, mobile devices, company Intranet, and collaboration tools to reach every employee where they’re at. 

To identify which comms channels are needed for your business, check out our employee comms planning templates 

Getting stakeholders involved outside of HR and IC is a critical part of making internal comms as effective as possible. You not only need to consider who is on the receiving end of different comms, but also who should be delivering the message in order to make sure it’s heard. This could be the CEO, another member of the executive team, a department manager, or someone else entirely.

 All employees have different preferences when it comes to the way they learn and absorb information. It's important to offer a variety of content mediums to meet the different learning styles of employees—including visual, aural, verbal, physical, and more. Providing a variety of comms mediums and collecting feedback around what is and isn’t working will help improve the retention of key information.

 Consistent communication varies by company and industry, so each organization must consider the frequency of communication needed to ensure information is well-received and understood. 

Giving your employees the opportunity to choose how frequently they receive comms is a great way to ensure they aren’t overwhelmed with information.

Use KPIs and People Analytics to Improve Continuously

The best way to identify opportunities to improve comms in your organization is to collect data from tools, surveys, interactions, and more, then review those analytics for trends and weaknesses. Some of the KPIs to include are:

By focusing on the KPIs that align with your business goals, making small adjustments to your HR comms strategy based on trends in those KPIs, and measuring the impact of those changes over time, you can determine the variables involved in any issues and eventually, correct them.

When developing an HR communications plan, it’s critical to first identify top HR challenges, consider the role that IC can play in solving those, and leverage KPIs to understand the impact of internal comms on HR priorities over time. 

By prioritizing employee communications and effectively leveraging the right analytics, HR teams can improve employee engagement, reduce attrition, attract top talent, and add value to the business.

What You Need to Know About Measuring Employee Communications Impact

There’s much focus on creating diverse and inclusive cultures within our workplaces.

But if we are to enhance and appreciate our colleague diversity and ensure the workplace is truly inclusive, we have a responsibility as communicators to uphold and role-model this too, taking a best practice approach to producing accessible, inclusive communications.

Communications sent on behalf of an organization are a vital component of what it means to feel involved, informed, and respected within the workplace. 

How to Promote Diversity, Equity & Inclusion in Your Workplace: Employee Storytelling

With the number of disabled people in employment increasing year on year, as reported by both 

 Governments, it’s ever-more important that communicators are informed and understand the needs of people with disabilities within their organization and do what they can to best meet those needs.

Being disabled means "having a physical or mental impairment that has a ‘substantial’ and ‘long-term’ negative effect on your ability to do normal daily activities"— 

The main different disability groups to consider are:

Cognitive impairments/learning disability

More broadly speaking, to be fully inclusive to all employees it’s also worth considering other factors or barriers to communication like reading ability, or English as a second language.

There’s absolutely no expectation of communicators to be experts on the varying disabilities per se, but there’s much we can learn, consider and adapt to be more inclusive in our communications. 

How Checkout.com is Addressing an Often-Neglected Part of DEI: Disability Inclusion

As with any audience group, there’s no one-size-fits-all approach that will suit everyone’s needs.  However, with the growing trend and capability for personalization of communications, employees, disabled or not, want to receive information in ways that suit and are tailored to them.

So, offering a choice of channel, format, and device are obvious options to improve accessibility and therefore enhance inclusivity.

Accessibility means ensuring that disabled people can access your communications, e.g. Intranet, social channels, events, surveys, and that there are no barriers that prevent this. 

Making something accessible means providing alternative means (formats, functionality, channels, or options) to access what’s on offer if the "standard" offer is not accessible.

Inclusive communication is purposefully considered and designed to reach an audience as broad and diverse as possible, with accessibility for different groups built-in as part of regular business communications.

Here are ways to consider increasing the accessibility of your communication approach:

# 1. Develop an inclusive communication policy

Having a policy will define how your organization will commit to providing inclusive communications. It’s prudent and valuable to involve disabled employees in the process to provide you with suggestions and feedback in both its development and evolution, ensuring it is fit for purpose. 

Ensure the policy is published widely across your organization, and even consider offering training, to increase awareness and knowledge of good, inclusive communication practices.

Every professional communicator will be adept at audience profiling and tailoring communications to suit their varying audiences, but how often have you considered accessibility as an essential component of this practice when developing a communication plan, utilizing a key communication channel or creating content?

Building a community of advisors formed of employees representing varying communication needs can be a valuable way to understand and help overcome the communication challenges and barriers faced by people with disabilities. 

 Additionally, your community of advisors could test your communications and channels for accessibility, readability, inclusivity, and usability before you share them with the wider organization.

With every piece of content created or channel used there is an opportunity to make it more inclusive to a wider audience.  The more consideration you give to getting your materials and environment right in the first place, the more impactful and engaging your approach will be to everyone. 

It just requires more concerted thought from the outset until it becomes your normal way of communicating.

Below are some practical considerations for creating more inclusive and accessible communications and channels to get you started:

Guidance on how to produce accessible PDFs: 

http://www.adobe.com/accessibility/products/acrobat.html

http://www.colorsontheweb.com/colorcontrast.asp

Making Communications More Accessible for Colleagues with Disabilities

I’m not very good at saying “No”. I’m sure I’m not alone. Most people want to be helpful and they want people to like them. And besides, I like being involved in things! 

I’ve had to work at it so that I make sure I am focussed on the right priorities and so that I don’t burn out.

Lessons from LinkedIn: How to Create Equitable Company Events in a Hybrid World

There are a number of statements that will make my hackles—and those of any self-respecting comms professional—stand up:

“Can you send this companywide email?” 

“Can you “joosh” that presentation up for me?”

“We need a logo for that initiative/project”

Sometimes there is a disconnect between what the role of a communicator is and what our stakeholders think it is. It can be annoying when we’re viewed as tacticians and party planners when we know we have much more to add. Of course, it’s up to us to educate people on how we can add value, and to set the appropriate boundaries. 

Communicators, it seems, are particularly susceptible to burnout and mental health issues, often being in subservient positions. We are the supporters, the enablers, the ones behind the scenes making others look good. 

We are often working with people in more senior positions to ourselves, and this power differential can make it particularly hard to push back.

Feeling overwhelmed and stressed can have serious mental health implications. In a 

 from the Centre for Strategic Communication Excellence on the state of mental well-being in the communication and public relations professions, almost half said they’ve considered leaving the profession because of their mental wellbeing.

Of course, the best way of dealing with burnout is to prevent it from happening in the first place. So just how do we build our “No” muscle? 

Giving a straight out “No” isn’t always a good idea. You want to make sure you have a good reason and you can’t say no to everything you don’t want to do (hello admin I see you!). It’s also important to be a team player. 

Asking “What do you want to achieve?”

Let’s say you have put significant effort into crafting a considered and valuable communication strategy for your organization. Your approach, messages, and channels have all been agreed. Then, a senior stakeholder approaches you to start up a newsletter for a new product. 

You know it’s not the right approach but they are insistent. You don’t want to get the stakeholder offside. How do you navigate this? The best way to deal with this scenario is to meet with them and talk through what they are trying to achieve. 

If the goal is to have employees understand a product better, then perhaps running some demos or offering staff discounts is more likely to achieve the desired outcome. 

If visibility of the leader is the aim, a showcase or slot in an existing forum are far better options than another newsletter.

Or simply featuring the story in your existing newsletter could have a much more powerful impact and ensure other important messages are not drowned out. Make sure you have good data to back you up.

Asking the question “what do you want to achieve?” is a powerful question. It will result in a better solution for the organization, help the stakeholder achieve their goals more effectively, and you’ll come across as more strategic.

Everyone has a role to play in communication 

Just because you manage communication, does not mean you are responsible for writing, editing, and distributing every piece of communication in the organization. 

It’s helpful to get on a page, what the communication function does and doesn’t do that you can share with your stakeholders. Talk it through with them and you may be surprised how much it reduces requests to pretty up PowerPoints and organize morning teas.

Business leaders can be coached, advised, and supported by communicators, but THEY are the Chief Communication Officer for their area/product/service. Communication is most effective when it is leader owned and led and it doesn’t leave the comms person scratching their head with a black piece of paper. 

We are magicians and miracle makers, yes, but no matter how good our plan is, it’s never going to work without active engagement and buy-in from leaders.

Be specific with your stakeholders. Clearly state what it is you need from them—they may not have thought through their role in the activity and will appreciate the clarity. 

A great way to say “No” but still be helpful is to suggest alternative solutions. “I’m sorry I can’t help you with that but I can send you some tools and templates.” Or, “I’d love to help you brainstorm ideas but I can’t do it this week, how about next week?”

However you do it, be considerate and think about the impact on the other person. Make sure you are clear and straightforward. If you can, have some thoughts ready so you’re not put on the spot. There’s nothing worse than having the other person unsure about whether you’re helping or not. 

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