David Grossman, our guest blogger in today’s post, is one of America’s foremost authorities on communication inside organizations. I’m delighted to welcome David as my guest on the next Best Practice webinar on Wednesday, May 6th. He’ll be taking us through the The 10 Most Common Mistakes Communicators Make.
I firmly believe that leaders are always communicating, whether they intend to or not. And just like a leader sends a message by communicating – or not – an organization shows its commitment to communication whether it intends to or not.
That’s why, when clients come to us for help on improving communication, we start by taking the organization’s temperature. That means evaluating some big-picture indicators of its commitment to the practice and value of communication.
Here are some elements of our internal and leadership communications “temperature check” that highlight an organization’s level of commitment to communication. We typically rank these on a continuum (from weakest to strongest, lowest to highest, etc.) to highlight the areas of greatest opportunity:
Senior management support
Like aspects of an organization, communication is more likely to be effective and impactful when leaders are supportive and engaged. Where would you characterize this area, from weak to strong, in your organization?
In most organizations, something that is required is more likely to be accomplished. Communication is no exception. Do you observe weak or strong accountability for communication in your organization?
Leaders who are trained to communicate effectively set the expectation and tone for the organization. Would you characterize this area as weak or strong among your leaders?
Strategic approach to communications
An organization that fully benefits from communications is one in which the communications function is strategically aligned with business objectives. Where on the spectrum from weak to strong do you see the level of strategic communications?
Maturity of internal communications function
Though tenure is not essential to achieving maturity in an internal communications function, we often see greater understanding and impact of internal communications when it is well-established over time. Where is your internal communications function on the maturity spectrum, between early and mature?
Effectiveness of internal communications processes
How well do leaders and managers in the organization understand and follow processes for Internal Communication and how would you characterize their effectiveness on the scale of low to high?
Management’s perception of the value of internal communications
This critical issue speaks to how leaders engage with communicators and their level of confidence in communication as a business-critical function. Would your leaders characterize the value of communications as low or high?
Use of consistent tools and resources
Consistency and repetition are key to achieving real impact in internal communications, particularly when you are reinforcing key messages or seeking to support change. Do you see tools and resources used consistently in your organization?
Internal client satisfaction
Often directly related to the value placed on communication, internal client satisfaction is a critical indicator of the health and effectiveness of your communications function. Where would you characterize this between low and high?
The level of resources assigned to any department highlights the value the organization places on its work and increases its potential impact. Where does communication stand in your organization on the scale of having insufficient to sufficient resources?
The adage “what gets measured gets done” is certainly true in communications, though this is most often seen in more advanced internal communications functions. Do you see your level of measurement as insufficient, or sufficient?
What can you learn – and what action can you take – by better understanding your organization’s temperature for communication?– David Grossman
About David Grossman (@thoughtpartner)
David Grossman, ABC, APR, Fellow PRSA helps leaders drive productivity and get the results they want through authentic and courageous leadership communication, a sought-after speaker and advisor to Fortune 500 leaders. A two-time author, David is CEO of The Grossman Group, an award-winning Chicago-based strategic leadership development and internal communication consultancy; clients include: DuPont Pioneer, Eastman Chemical Company, Lockheed Martin, McDonald’s, Motel 6 and Tyco, to name a few. His forthcoming book, “No Cape Needed: The Simplest, Smartest, Fastest Steps to Improve How You Communicate by Leaps and Bounds” is due out in August.