Emails. Whether you love them or hate them it seems the trusty form of communication is here to stay.  

When done well, emails offer a fantastic opportunity to communicate in a personalized, highly relevant, informative, timely, and engaging way. 

Utilize targeting, split-testing, and measurement insight functionality too and you have a powerful communication channel that can only keep on getting better with age.

How To Get Workplace Email Communication Right

But how do you overcome the hurdle of getting your audience to open the messages you send and stand out in their crowded inbox space?

Here are five tips to help ensure your emails are the ones that do get read.

Before crafting any email, or form of communication for that matter, always begin with the end in mind.  What is that you need your reader to know, feel, think or do from reading your content.  Being clear on your purpose and looking at it from the audience’s perspective is the key step to having clarity before writing any words. This approach will help shape your content and define any calls to action, making it purpose-driven to send and purposeful to read.

  People skim read through their inbox to decide what to open, so your email title needs to grab their attention.  Think about your own inbox - what headlines grab your attention and get you to open them (even if you know they’re not a priority!)? 

That’s the kind of line we’re looking for.  It’s best to craft your subject line once your content is written to ensure it’s relevant to your content while also enticing them in to read further. ‘

’, while true to the content, sounds dull and corporate, and doesn’t give anything away, so instead call something out from the content that’s going to intrigue or interest them to find out more.

There’s nothing worse than opening an email from an overwhelming inbox only to be overwhelmed further by its content.  It’s a surefire way to put anyone off from reading your emails in future.  When someone opens an email they want and need it to be as quick and easy as possible to read and digest.  So use simple language, shorter sentences, and signposting with headers, bullets or bold font to convey key messages and calls to action clearly, while also making it skimmable to read.

Consistency is a great way to build trust, and trust is an underlying factor that influences people to open and read your emails.  Start with getting clear on  what you want to be known for.  Do you want to build a reputation for keeping your people up-to-date with timely communications?  Or perhaps sharing content and writing in a style that is relevant and appealing to your audiences?  Being the curator of messaging that’s easy to understand and engaging to digest?  Get clear and stay consistently aligned with these reputational elements to become the communicator that people know, like and trust and therefore, actively want to open your emails.

The Strategic Role of Email in Employee Communications

  The days of one-size-fits-all-communications are long gone as previously explained in this 

Poppulo Guide.  However, when your organization is complex or your communication resources are already stretched, it's understandably more difficult to tailor your email communications to everyone.

 being said, some forethought and detective work ahead of crafting your comms will pay dividends in terms of open rates and engagement in the longer-term.  Actively listen to what your employees want to hear about and look at the data you have to see what content they’re consuming.  

This allows you, if not to personalize on an individual level, to, at least, tailor your email content to specific groups of people. 

Knowing what they want and need to hear about allows you to send targeted emails and/or create tailor-made sections in your emails driving up the trust factor as well as open and engagement rates.

5 Ways to Ensure Your Employee Communication Emails Aren't Ignored

Speech and language offer a palette of colors. Colors have range, intensity, and vibrance. They can blend to form subtle and nuanced variations. They can also be black and white.

This is true for a conversation. You can be speaking in blue, they can be speaking in red, and the dialogue blends the two colors, forming purple.

Like color, language has patterns, opposites, and combinations. When listening to the word patterns, you gain insight into how the speaker uses vocabulary to make sense of their world. Their speech pattern is how they translate the world into their unique words, sentences, and stories.

8 Mistakes Companies Make With Their Change Communications

People use adjectives and pronouns in unique patterns.

These patterns help you understand how the speaker relates to the issue and expresses their perspective.

This layer of language is like a regional accent or dialect. Although you are both speaking in the same base language, the way you communicate specific concepts varies subtly or dramatically based on the participants’ familiarity with the dialect.

As the listener, you need to be aware of the adjective and pronoun patterns of the speaker; otherwise, the conversation could be laden with the weight of misunderstanding. 

This misunderstanding could lead to frustration. As a result, listening starts to take more effort and becomes less effective.

Adjectives are words that describe objects or issues. They typically describe nouns. Patterns in adjectives emerge in the way people describe issues. Adjectives might be used to explain the energy, shape, or size of a problem. 

Notice when adjectives form patterns, as it will provide an insight into the preferred communication style of the speaker.

During a client assignment dealing with a six-month engineering quality improvement project, I was asked to assist the group in creating a shared understanding. I asked them to place one or two words to describe the project into a sealed envelope.

These are the descriptions I read out loud to the group from the words in the envelope:

You quickly get a sense through the adjectives about where the gravity was in this project.

As important as it was for me to understand their current state of mind, it was more important that the group understood how they felt about the project.

The adjectives described how everyone was feeling in relation to the project, rather than the project itself.

We spent the next ninety minutes discussing the shared understanding of how the group felt, rather than rushing to solve the issue and fix the project. At lunch, one of the participants asked me for a private discussion. 

She explained how revealing it was that everyone felt safe to tell the truth anonymously to a sealed envelope, yet there was not enough trust in the group to speak up and listen to each other.

She asked, “What do you think that is about, Oscar?”

I said, “Would you feel comfortable asking the group this question after lunch?”

I realized I had much work to do and had only touched on the surface issues in the project. The list of words did not mention it, yet every adjective pointed out the absence of trust.

Adjectives can be signposts in complex systems and team situations.

Pronouns are linguistic shortcuts to describe someone. They may include I, you, she, he, it, they, their, them, us. Pronouns are useful shortcuts to understanding the speaker’s orientation. When their attention is in, it’s about me: I, my. When their attention is out, they are more likely to be using we or us.

The three layers of orientation to notice are me, we, or us. These will vary based on the issue, and the relationship. The speaker can use pronouns that signal self (me), other (them), or system orientation (us).

· Systems orientation: us, organization, community

Rather than focusing on one or two specific pronouns, notice clusters and patterns across the pronouns. Listening for the pronouns will provide clues about how to ask questions that may create a different perspective.

If they’re stuck in a monologue and you notice through their pronouns that it’s a pattern focused on me, ask them a question from a different perspective: we or us. If it’s a team or project that’s stuck in an internal pattern, invite an external view. It could be in a different industry or country. 

Often, this will create the circuit breaker they need to listen differently to the next steps. Holding a mirror to their patterns can create an observation, insight, or a-ha moment, or it can reset the discussion.

Be careful: you can get lost or misread a situation if you become fixated on only noticing a narrow language component. It is a trap. Rather than analyzing every adjective and pronoun continuously, make it easier for yourself and just notice if they change the use of pronouns.

Listening to the patterns in their language—the adjectives and the pronouns—will help you maintain your focus when you get distracted.

Managers hear what’s being said and leaders listen to how it's been said.

The Hidden Clues Every Speaker is Giving You When You Focus on How They Say it

Asserting yourself at work is a core skill to master to uphold both your well-being and self-esteem. 

Having healthy boundaries on both a personal and professional level sets you up for success, to perform better, be healthier, command greater respect, and boost your inner confidence and belief in yourself.

Yet, upholding boundaries, saying ‘No’ and generally honouring your own needs at work can be fraught with feelings of guilt, fear and not feeling good enough. 

We don’t want to be seen as ‘work-shy’, lazy, unhelpful, or not a team player.  However, taking on more work or doing something you don't feel is right leads to being stretched and stressed, causes you to feel frustrated, and means you’re less able to do a great job. 

The Ultimate Guide to Employee Retention: It's All About The Communications Experience

Saying ‘yes’ when deep down you know you need to say ‘No’ is bad for you, bad for those around you, and bad for your organization.

Assertiveness, and having the confidence to say ‘No’ when you need to, is something we all need to master.  Here are ways you can do it effectively, for everyone’s greatest good:

Firstly, notice and learn what your triggers are. Reflect back to see where you’ve overstretched yourself, gone against your better personal judgment, or felt frustrated. 

Are there any patterns, perhaps related to a specific colleague, situation, or time-point? Or is it a general theme underpinned by a belief that you can’t (or shouldn’t) push back? 

The more you can understand where and when you fail to listen to yourself, your inner knowing, the more self-aware and prepared you can become.

Failure to assert your own opinions or honor your needs is often grounded in a fear of the consequences of upholding those boundaries. If you say ‘No’ then you worry something bad will happen or the other person will be upset in some way. 

But remember your time and well-being are equally as precious as another person’s.  Don’t make assumptions that they’ll not be supportive, treat you differently, or be annoyed.  You’ve really nothing to lose.  Plus you’ll likely command more respect for being open and honest and inspire them to honor their own needs too.

Start to give yourself some time before you respond to requests and fully commit.  This bit of space will ensure you say ‘Yes’ to the right things, take on the right work for the right reasons and save hours of potential stress and frustration in the long run. 

You’ll also take the pressure off yourself and be able to assess your workload, the requirements etc with a calmer frame of mind in order to make the right decision, unfuelled by pressure or emotion. 

Say you’ll come back to them in a given (appropriate) timeframe with your answer and make sure you do.  Even having a few minutes to think it through might be enough.

If you decide that ‘No’ is the way to go then you’ll likely have to ride the inner uncomfortableness and call up a dose of courage. 

Honoring yourself and upholding boundaries isn’t something you’re used to doing which is why it feels awkward and difficult, but give yourself time and you’ll soon feel more confident and empowered, especially when you begin to feel the benefits and reduce your frustration and stress levels.

Show the other person empathy and understanding for their situation when you give your answer, perhaps explain why you’re saying ‘No’ (although by all means don’t feel you have to justify it!) and have options ready to explore. 

Could this work or request be reprioritized, taken on by someone else if it is a priority, swapped with other less time-critical work, or delayed to another date?  Perhaps you could play a supportive, but smaller role in the work instead?

Discussing options isn’t just another route to getting you to go back to your original position however and end up saying ‘Yes’.  Be firm, but kind. 

How you say ‘No’ is important.  Be assertive, yet understanding and solution-focussed.  Don’t give the other person false hope you might be able to do it after all, all in the name of being too nice.  It serves nobody well and undermines your integrity.

Know that it’s impossible to please everyone all of the time.  Some people will totally understand and respect your decisions, others will be aggrieved, but that’s just how it is. 

If their response is negative, don’t read too much into it.  It’s not personal, and they’re entitled to feel frustrated or annoyed, but that doesn’t mean your needs or opinions shouldn’t be respected or honored.

Practice makes perfect, it’s said.  Getting confident at saying ‘No’ or pushing back takes time and practice. You might even practice at home or role-play it with a friend or trusted colleague. 

It’s a learned skill and one you can master. You might even be surprised at how people respect you more—because what you’re actually doing is respecting yourself more and thus commanding respect. 

It also develops trust in you that when you commit you’ve considered it fully and then are fully committed to doing a good job - you’re not just an easy target who’ll always say ‘Yes’ and please others.

At the end of the day if you want to feel better at work AND do a better job, saying ‘No’ for the right reasons and in the right way has to be part of your skillset.

How to Say 'No' to Your Stakeholders With Confidence

It’s early on a Monday morning. Your mind is easing its way toward work, yet you’re resistant, still enjoying the freshness and quiet of your walk.

Ping! You hear the familiar text message alert from work. So early, you think, grimacing as you pull out your phone to see who or what it might be. It’s from our CEO, David Levin. It must be something very important indeed! 

So, you respond, at least initially, before ghosting “David” once you realize what’s happening.

The screenshot above is a real and recent example of “smishing” which, along with “phishing,” is a type of “social engineering.” 

What Millennials and Gen Z Want: And What Companies Can Do to Keep Them

In the realm of cyber security, social engineering involves an attempt on the part of a “bad actor” to persuade someone to provide their personal or confidential information for purposes of fraud (including maliciously gaining entry to a company’s network). 

The perpetrator might use a phone call, an email or text message, or even an in-person visit to psychologically manipulate the recipient into taking some action—by means of, for example, invoking authority, urgency, fear, or other emotion. 

(Social Engineering and its complexities will be the topic of a future blog.)

This popular scam (requesting purchase of gift cards) is probably familiar to many, but certainly not to all. In this instance the bad actor is using “authority” to try to manipulate the recipient into carrying out their request; after all, it’s hard to say no to the boss.

What happens if you do decide to assist? Maybe it’s near the end of the quarter and you’re aware that many folks in the company are busy trying to land that last deal. 

Depicted in the screenshots below is a part of a recent exchange between “Andrew O’Shaughnessy” (not the real Andrew, founder of Poppulo, of course) and an employee. “Andrew” initially emailed the employee, requesting their What’s App number.

Here, “Andrew” leverages not only “authority” but also “urgency” in his quest to manipulate the employee into purchasing iTunes cards “right away.” Why he would need these for a “presentation in a few minutes” is unclear, but the employee takes the request seriously. 

As the conversation continues, “Andrew” provides the number and denomination of electronic cards he needs. When the employee states they don’t have the necessary funds in their bank account, “Andrew” pushes harder: “you need to find a way to get this done…. I will advise you to get a loan from a friend or relatives,” adding that he’ll reimburse the employee immediately upon completion of the task.

Again, luckily, as in the scenario noted earlier, this employee had doubts about the request and contacted their manager prior to taking any further steps. 

It’s easy to see, though, how one might become caught up in the moment and respond to the authority and urgency invoked in the request.

What, then, should you do when you receive a smishing (or a phishing) request—whether from a bad actor pretending to be your “boss,” “co-worker,” someone outside the workplace, such as your “uncle” who lost his wallet while visiting NYC, or a bank or government rep? 

They might ask for gift cards, or for something else of current or potential monetary value, including cryptocurrency, a wire transfer, your credit card or Social Security number. 

If possible, contact the requestor directly using another means of communication (telephone, Facebook, Twitter, and so on) to confirm their identity. Check the requestor’s number against your existing Contact entry if you have one. If the initiator is a business, contact it directly or log into your account separately. 

Check with a co-worker or friend for their opinion on the logic of the request. Don’t click on any links in the message or provide personal information until you’re sure the request is legitimate and not a scam – even if the requestor states you “must do it right now”—or else.

Social engineering attacks, including smishing and phishing are on the rise, according to cyber security professionals and researchers.

Rather than reacting quickly to a smishing (or phishing) message you receive, take a moment to put on your critical thinking cap, assess the sender, phone number, or email address, and the logic of the demand or request.

Additional information on smishing and other types of social engineering:

https://www.getsafeonline.org/personal/articles/smishing/

https://infosec.ucf.edu/awareness/phishing/gift-card-scam/

Red Alert, Your CEO is Texting You. But Don't Fall For The Smishing Trap

Millions of emails are sent to employees every day, but if you're responsible for creating and sending them, how can you know if they're performing?

And how do you know how their performance compares with your industry peers?

We know these questions are on the minds of Internal Communication professionals everywhere, so we've dug into our extensive FWI | Poppulo data and analyzed the performance of email communications to over 30 million employees in 900+ organizations around the world.

Internal Communication Email Benchmarks: Check Out How Yours Measure Up

The answer is a newsletter / intranet / video / ESN / app*.  

Too many communication conversations start with the channel. Internal communication guru Bill Quirke says that internal communicators are ‘seduced by channels.’ 

He goes on to explain that, in his opinion, “the value is not in the channels, it’s in the thinking’” and I couldn’t agree more.

Over my more than 20 years as an internal communicator, there have been various shiny new communication channels that seem like they will deliver all the answers, no matter what the question. 

Communicators (and their bosses/clients) tend to gravitate towards these things as if they are a silver bullet that will solve all of their communication problems.

I’ve often been briefed by a senior leader or a client to create a newsletter/intranet/video/app /or whatever the latest "in thing" is. Although it would be easy to do exactly what they ask, if you aspire to be a trusted advisor and to add real value, then my advice is not to take their request at face value. 

Always dig a bit deeper. Find out what their real question is — then you have a good chance of coming up with the right answer.

Remember, you are the communication expert, not them. Demonstrate this by working with them and taking a strategic and professional approach to their request so that you can help them to identify the communication solution(s) that will really work, rather than simply applying a quick fix.

The good news is that there is a simple, tried and trusted model that you can apply to achieve this. It is easy for anyone to understand and believe in, and it will ensure you deliver the right communication solution every time. 

You can apply it to everything from a simple announcement to a major change program. It is something I’ve been developing and refining during my career and it really is a game-changer.

And, even better news, it’s as simple as ABCDE.

The ABCDE Model of Internal Communication 

provides a logical set of questions for you to work through in order to find out everything you need to know to put an effective, strategic communication plan in place.

It will prevent you (and your client / in-house contact) from leaping straight to an obvious solution (usually a channel) that may or may not deliver what is really needed.

Simply follow these five steps and you’ll be well on the way to ensuring a professional and effective solution that will not only deliver what is needed from a business outcome point of view, but will also make you — and your client / in-house contact — look really good.

Who are your potential enablers and blockers?

Why are you communicating with them? What is the objective?

What do we want people to do, say, think and feel?

How can you motivate them to make the required change?

Will your content connect? Is it clear, compelling, in context, and concise?

Is your role to create, co-create or curate the content?

What channels should you choose? Verbal, online, or print?

Do you need to build your line managers’ or leaders’ communication capability?

Do you have enough two-way channels? Are you really listening?

What does success look like? How will you know if your communication has achieved its objectives?

What measures do you need? Before and after? Inputs or outputs? Qualitative or quantitative?

What next? How will you demonstrate that you’ve listened to and acted upon the results?

Using the ABCDE model ensures that it’s only 

 your communication is aimed at (audience), 

 you are communicating with them (behavior), and 

 you are communicating (content), that you start to think about 

 you communicate i.e. what channels to use (delivery).

Better Internal Communication: How to add value, be more strategic and fast-track your career

 provides advice on each of these five steps (and a few other areas that don’t fit neatly into the model). In it I share both tried and tested approaches, and the latest thinking about each.

It will give you the knowledge and the confidence to push back on those glib requests for a newsletter/intranet/video /ESN/app and become instead the ‘go to’ expert for really effective strategic internal communication solutions.

How to Become the ‘Go-To’ Expert for Strategic Internal Communication Solutions

Companies around the world are re-opening offices and welcoming back employees after what ended up being

 an impromptu, but perhaps very necessary upending of the world of work. 

It’s exciting, a bit stressful, and kind of weird to see people outside of a laptop screen and, certainly, not everyone is on board with the whole idea. 

BIPOC workers have experienced significant benefits in WFH.

The Great Resignation is also still far from over, and the desire for flexibility is still top of mind.

Employee Communicators: How to Increase Your Business Value & Influence

This makes Return to Office (RTO) a huge opportunity for companies. This is their chance to truly embrace a brave, new world and fundamentally re-imagine the purpose of the office and how it can help to create employee experience and enhance culture.

What if getting to go to the office was the coolest thing ever? What if people looked forward to being there, and felt inspired and energized by spending time in an actual work-related building?

To achieve this, we need to re-think our approach to employee experience and draw on some of the same inspiration that informs our customer experience. 

Recall the iconic luxury department stores

 of yesteryear – every touchpoint from the doorman to the displays was deliberate and designed to delight the patron. 

Walking into that building was, from start to finish, a sensory experience that evoked feelings of aspiration and well-being.

Fast forward to the retail trends of today

. In an age in which they can buy anything online, Gen Z still craves "experientalism": the sounds, smells and feelings that come with being in an actual store—and a seamless blend of their physical and virtual worlds.

Why can’t we apply the same principles of care and curation to our employees’ experience of coming to the office? How do we make the office magnetic? The key is in the shift from the companies’ perception of the office as a place where "work gets done" to the office as an experience —

a place we get to go that is like nowhere else.

For many workers, deep thinking work is still best done at home, or another quiet place that enables concentration and focus. This place is rarely a noisy cubicle farm.

The office, on the other hand, lends itself best to activities where spontaneity, serendipity, and the creative collision of ideas thrive. Employees are then able to harness this energy into helping to achieve an organization’s goals.

Some aspects of great work that most benefit from being done synchronously and IRL include, but are not limited to:

  Brainstorming, idea generation, connecting the dots, and real-time problem-solving. This process is organic and needs time, space and trust

Connecting deeply with human colleagues, and building psychological safety with colleagues

While the benefits of WFH for BIOPC employees have been significant

, employee wellbeing is often enhanced by the sense of community and identity that comes from spending time with co-workers

 Face time with key stakeholders is an important aspect of career growth. If a senior leader doesn’t happen to hop into your Teams call, your great work is less likely to be visible to them

 Understanding the social and professional norms of an organization is harder on a Zoom call and is often communicated walking to a meeting with a colleague or eating lunch with your team.

Create an immersive experience that takes employees out of the every day, and transports them to a world with its own rhythm, rituals, and routine. This might be a working destination retreat or a multi-day project event at the office

the most constructive and culture-building principles of gamification

 into the office and in-person events to create strong bonds and maximize productivity outcomes

 Create themes for specific times when people are in the office – focus employees’ attention and energy on the purpose of their time together.

Integrate external customer and internal employee events giving teams an opportunity to connect with how their work fits into the big picture

Prioritize strengthening relationships and enhancing personal and professional development when you’re together. Tending to employees’ overall well-being is a powerful way to create a positive association with being in the office

Leverage your leaders – employees wanting to grow their careers crave opportunities to increase their visibility, showcase their work, and build their brand with decision makers

The truth is that none of these ideas work as well implemented ad hoc as they do when woven into an overarching employee experience and communications strategy. 

Creating this new world of work requires creativity and innovation. We need our best big picture thinkers, storytellers, and strategists leading the charge; best in class communications professionals, and a cross-functional team of experience design and implementation experts, including HR, IT, Operations, Change Management, DEI, and senior leaders.

The role of the office may be changing, but one thing hasn’t—employees need to feel seen, heard, and valued in order to do their best work.

Return to Office is About More Than Desks. It's an Opportunity to Re-Imagine the World of Work

We are living in an era where accurate and timely information is mission-critical. This coincides with an ever-increasing volume of information coming from anywhere and everywhere within an organization. 

A lack of oversight and coordination can affect the entire 

—resulting in confusion, lack of impact, lost productivity, and may even have very serious health and safety implications.

In a highly competitive talent market, organizations must treat the Employee Experience as a business imperative. Those involved in communicating with employees need to step up to the challenge, working cross-functionally in new ways, and especially with other internal-facing teams. 

But who leads this challenge, and how do we collectively go about it? 

The Great Resignation: Time to Rip Up the Employee Communications Playbook

First, let’s look at some of the ways that different teams communicate and contribute to the Employee Experience:

is generally the bastion of culture. The function focuses on bringing an organization's vision and values to life as well as important operational matters such as onboarding, performance, development, health and safety, wellbeing, pay and leave.

is essential for providing the platforms employees use for their daily activities and through which they communicate. IT is essential to provide insights into employee sentiment, provide relevant targeted experiences, or support employees at scale. Not to mention looking after cybersecurity, data management, and outage issues that can have major impacts on our work.

 manage the physical environment and may need to communicate on the use of internal spaces, environmental, building issues, or local community activities.

ensure employees understand the organization’s strategic direction and defend against misinformation. This function is usually closely connected to the CEO and their voice within the organization.

may need to review communication related to policy or sensitive matters. (Sometimes it’s hard to ensure these ‘legalized’ messages are easily understood by the general employee).

 teams provide messaging on the organization’s role in the community, and what they are doing to grow the organization and enhance the brand. This messaging can improve employee retention and recruitment.

 can have their own operating rhythms, communication channels, and bespoke versions of the above. They are often the employee’s source of truth and main daily interaction.

Clearly, all this information creates organizational noise. Not only that, the messages are pumped out to employees not just by email, mobile, and digital signage,  but from HR portals, company systems like Microsoft Teams, Slack, Yammer, Facebook and you have to think about chatbots, real-time video, facilities notifications, meetings, Town Halls and more. 

, this presents an “experience design” issue.

Furthermore, when employees are asked about the effectiveness of communication at their organization, they are not thinking about whether they are owned or delivered by Corporate Communications, HR, their department, or any other area, for them it’s all just stuff coming at them. We, therefore, need to take a more holistic look at employee communications. But how to go about this? 

Let’s be honest, sometimes there can be tension between these teams, particularly where there are dependencies on each other for messages or platforms in tight timeframes, without line accountability. 

Teams can go ‘rogue’, blindsiding Communicators and foiling efforts for alignment. Or, there can be a lack of clarity about who owns the Employee Experience and where responsibilities start and stop. But what unites all these areas is the desire to do the right thing by employees.

In many ways, the pandemic enabled a more holistic approach. It elevated the importance of the Employee Experience and brought people together in new ways to solve problems at speed. 

Those in communication roles were joining the dots between leadership communication (strategic response), the Health and Safety team (wellbeing, practical instructions, Covid case reporting), Property (building occupancy, social distancing, and signage), IT (distribution and access to urgent comms through new channels), in a way they hadn’t been able to before.

IC Matters

5 Ways to Ensure Your Employee Communication Emails Aren't Ignored

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