Before I started working in internal communications, I associated the word “cascading” with waterfalls. Sadly, this piece isn’t about idyllic views in tropical locations.

In the world of internal communications, cascading is the idea that a message is shared with a certain group of employees in advance—for example, people managers—who then relay the message to a further audience (such as their team or division).

This approach appeals to leadership and internal communicators alike for two reasons:

Firstly, it improves the chances of a message landing, as the manager has the opportunity to tailor the message and pick the most appropriate channel to ensure it is heard and truly resonates with their team.

Secondly, it means that you do not have to communicate directly with every single employee.

I’m sad to say, I don’t believe these message waterfalls—or cascading—work anymore.

The Multi-Million Dollar Impact of Communication on Employee & Customer Experience

There are three key reasons why I feel this phenomenon has fallen over:

Employees have never been subject to so much information, both from inside and outside of their place of work. Capturing and sustaining their attention is a huge challenge. That goes for both the group being pre-briefed and the audience they are intended to cascade to.

Cascading is solely reliant on the pre-briefed group proactively communicating the message and it can be extremely difficult to monitor and track whether they do this—and how well they do this. 

It may be that you aren’t aware a message didn’t reach all employees until you see the results of your annual or pulse surveys.

Let’s assume all your managers engage with the pre-brief. While some managers may be excellent at communicating, to others, it may not come as naturally. 

So even if they do relay a message to their team, it may be that the audience doesn’t actually hear and acknowledge the key points that they are meant to.

So what does this mean for internal communicators?

To put it simply, this means we will have to change our strategies and plans to ensure that all employees we wish to hear a message are communicated with directly. 

That direct communication needs to be tailored to that audience, shared through a channel popular or frequently used by that group (whether that be email, digital signage, mobile, newsletter, intranet, etc.),  and communicated at a time that suits that specific group’s working pattern.

Here are my three top tips for those who choose to make a move away from cascading: 

 Have no more than three key points you want to land in any communication and make sure they are prominent in the content. Don’t hide them! These three points will be consistent across the different communications, albeit tailored or tweaked slightly for each audience. 

Don’t abandon your people managers altogether.

 Don’t ignore those who have previously helped to cascade messages. Still pre-brief so they can reinforce messages; just don’t rely solely on them to deliver them. People managers are also an excellent method for capturing feedback – so encourage them to determine how well a communication has landed among a specific audience. Which leads me on to my final point…

 We all know how valuable internal communication is, but we need to have sophisticated and thorough ways of measuring and reporting on the success of our efforts. Your measurement framework should include different measurement methods (focus groups, surveys, interviews) and ensure that all employee groups and levels are represented and heard from on a regular basis—and that any feedback that requires a response or adjustment is actioned.

Don’t Go Chasing Waterfalls: Why Cascading Comms No Longer Works

Poppulo’s Forward ’22 conference explored the latest in the digital signage, communications, and workplace management fields—and highlighted how Poppulo customers are using the platform to overcome workplace challenges today.

Here's an overview of the topics discussed, key takeaways, and top tips from communications professionals.

Creating Targeted Experiences for Employees

The first step in the communications planning journey is to identify the different audiences you communicate with. The comms plan you design must help you reach everyone in the way that works best for them—and different groups of people will have different preferences regarding what, how, and when you communicate with them.

The Staggering Financial Impact of Communication on Employee & Customer Experience

The key is to understand which channels work best for which audiences. In the session titled 

How to Create a Winning Brand with Your Entire Workforce

, Finola Bradley, the Director of Product Management at Poppulo, highlighted the communications planning journey for a fictional clothing retailer.

In this example, the company had employees distributed between corporate offices, retail store locations, warehouses, and distribution centers. Each of these employee groups required different channel mixes for their comm. Office workers can be best reached with email, collaboration tools, and some in-office digital signage.

In contrast, retail workers primarily rely on back-of-house signage and mobile devices for information, and warehouse workers almost exclusively rely on digital signage while on the factory floor.

But the communications experience is created by more than just the channels you use—it’s not meaningful unless the content you deploy is relevant, and employees actually engage with it.

, a global sustainable energy services company, safety in its supply chain is a top priority. But Schneider is also committed to becoming the digital partner for efficiency and sustainability, and creating a company culture that supports its mission and employee wellbeing is a key priority for communicators.

By leveraging digital signage in its supply chains, the communications team can deploy a balance of safety information, key production stats, and engaging content for employees to ensure they’re receiving the info they need to be successful, plus the info they want to feel valued and connected to company goals.

Organizations today increasingly realize that employee experience is interlinked with customer experience, and the latter is defined by the former. 

: Going Beyond the Expected with Digital Signage, 

Jen Jacobs, Digital Marketing Manager at Adventist Health

, highlighted how they’re using digital signage throughout health clinics in 80 different communities to communicate with both employees and patients. 

By implementing wayfinding signage, directories, café menu screens, waiting room signage, and breakroom screens for employees, they have fostered greater internal engagement, improved the patient experience, and generated efficiencies in daily operations.

Link your Communications Strategy with Business Initiatives

At the end of the day, profitability is the bottom line for almost every company. If you can’t prove that you’re contributing value to the business, your worth declines. 

So it’s critical to understand the priorities of the stakeholders at your business and tie your plan back to those initiatives to get buy-in from the people that matter.

Many of the stakeholders at your organization might care solely about profit and revenue. But others care about customer retention, market share, risk reduction, performance improvement, employee turnover rates, and more. And the truth is that communications can significantly impact any of these priorities—but you have to tell the right story to connect the dots.

Decision makers will always ask, what’s in it for me? And the best way to prove your value to them is by demonstrating value with data. Let’s dive into how you can prove your value by measuring the impact of your comms.

Many companies don’t know the quantitative impact of their communications. But with the right platform and strategy, it’s easy to quantify.

From Employee Engagement to Workplace Experience

Jared Curtis, the Director of Communications at Maximus,

 highlighted how his team is leveraging the Poppulo Harmony platform to expand comms from an email-only strategy to a data-driven, omnichannel approach​ that includes mobile, digital signage, and integration with internal tools like SharePoint.

By continuing to link the comms strategy back to Maximus’ strategic initiatives and using data to demonstrate the value of a real omnichannel communications approach, Jared was able to prove the ROI of the solution and negotiate budget to implement the program.

The comms team at Maximus collects qualitative, quantitative, and organic data, including:

After rethinking the comms strategy, the team saw a +10% increase in open rate on email comms from 70% to 80%, plus longer page times and increased engagement.

They can also break down the data to see how it changes with different employee groups, at different types of facilities, and in different geographies to understand what types of employees are engaging best with their content.

Most communicators know that communications and technology have merged in today’s world. And COVID-19 forced businesses to become even more reliant on technology. 

But when it comes to choosing the right tech stack to support your goals, there are a ton of options available, and many communicators don’t know where to start.

But you have the internal resources to help make the right decision. Turn to the people who know the technology best to find the right solution for your company. 

Kathryn Gendall, Director of Collaboration Systems at Newmont Corporation

—the world's largest gold mining company—the key is to ask your technology team to help find a solution that will help solve your problems without creating more headaches for them. Lean on them to guide you, and they’ll help you layer the right tools to support your strategy.

COVID-19 thrust communications into the spotlight. How we communicate and interact with the workplace has changed—and will continue to do so. 

This article has highlighted some of the ways that companies are overcoming common challenges related to employee and customer comms, and how we’re interacting in today’s workplace—but we have more to share. 

To learn more about how Poppulo can help your company bring harmony to your employees and customers, contact us 

 and one of our experts will reach out to talk.

Moving Forward in Harmony: Recap of Forward ’22

Has your leadership team decided on an important change program and you can’t get employees behind it? 

Are you an individual leader struggling to persuade your team to change? Have you brought in the A-team and they’re managing change in your organization with traffic lights and checkboxes but employees couldn’t care less?

There are more theories of change management than you can throw a stick at. Practitioners and academics put their weight behind 

, Beer’s six step change management model, or 

Kotter’s eight steps for leading change

The Ultimate Guide to Change Management Communication

All are valid, and most have many steps in common, just reordered in different ways. Whether you work with external consultants or your own in-house change management team, they will adhere to a particular model and ensure that you follow the steps.

So far, so unsurprising. But just because you have a model and a fired-up change management team does not mean you will actually change minds.

And that’s where change mindsets come into play. Individual change mindsets exist and they are only a snapshot of where you are in the moment. Your change mindset can shift and alter depending on the situation, the challenges, and the people around you.

The defining work on change mindsets has been done by 

, a lecturer, researcher, and management consultant. Together with Léon de Caluwé, he has written (and annually updates) the publication Research in Organizational Change and Development.

In their work, they define five key change mindsets or colors. They provide a 

 in which you can work out your change mindset. The first time I did the test, I tested white. Recently, I tested white again. All quotes below are from my test report, which is supplied by Vermaak’s consultancy Twynstra Gudde.

: A white change leader believes in the self-organizing capacity of organizations and people. This leader will catalyze change when the time is right. 

White thinkers try to see where the opportunities are, support those who seize them and help them remove obstacles.

This is called "emergent change"—the leader who sees the world as infinitely complex and multidimensional, and believes in organic change. These are leaders are comfortable with chaos and discomfort.

Red change leadership is about motivation. Red wants to understand people and tries to find the best fit between organization, people, their skills, and their motivation. 

The red change leader is careful, sensitive to ambiance, and loves people.

The huge growth in the coaching industry comes out of a need for these human-driven change skills.

 A blue change leader is about rational, planned change. They plan for the best result and implement carefully using project management tools.

 A blue change leader has "knowledge of the matter, an analytic mindset and an organised work method.

This change mindset is very familiar to anyone who has worked in a German company. We will be rational and analytical, and the employees will inevitably accept change because it is the right thing to do.

 This is the political change leader, who thinks about change in terms of conflicts and negotiations. They try to find win-win outcomes. 

Successful yellow change leaders have political skills and are stable enough to handle the pressure.

This is the area where I scored the lowest—a sign that I need to work on my negotiation skills.

A green change leader is all about learning and development. They are about experimenting, coaching, and learning from experience. 

As a green change leader, you pursue a learning change organization. You facilitate and support people.

The challenge with the green mindset is that you are so busy learning from your mistakes and seeing everything as a growth opportunity, that you never crack on with the actual change.

Think about someone at work whose style drives you mad. If you test very low on red (emotions), it’s probable that that person’s change mindset is strongly red. If someone is exhaustingly linear, they probably have a blue mindset. It’s a useful way to understand and have some compassion towards people who are very different from you.

Another way of putting the change mindset to use is to try asking open-ended questions from a change mindset style that is not comfortable for you. In an exercise recently, I asked, ‘Who are the people you need to know or bring into the discussion who can help shift your target audience?’

Understanding your change mindset is very valuable in understanding how you turn up in your organization. It’s not a stamp on your forehead, because it can change from situation to situation, but it is a compass. 

It’s so useful for leaders or teams who are battling with change in their organizations. Try it and see where you land.

Understanding Change Mindsets—A Compass for Change

Rapid adaptation and the ability to change on a dime are two attributes of the most successful companies today. 

Companies that lack these qualities may be deemed to be "flat-footed," "outdated," or even "beyond the times." If you stay in one space for too long, your company risks becoming irrelevant or defunct.

That’s why we’re looking at how successful companies are evolving and changing the way work happens.

With the pace of technological change rapidly increasing, now is the time to focus on embracing those changes and making the most of the new world that we live in.

Gone are the days of a rigid and strict company hierarchy. The traditional hierarchy structure has been cast aside, favoring a more relaxed approach to accomplishing great things.

 reported how one computer game development company—Valve—received glowing praise for its "flat hierarchy" approach to management by doing away with titles and labels for employees. 

Instead, they wanted all who worked there to have an equal say in how the company moved forward and how they could contribute to that success.

But the story of Valve is not unique.  

reports that many other companies are taking the same approach. 

Things are changing—rapidly. More and more organizations are making the move to Holacracy—a new distributed governance process with no management hierarchy. 

Instead, power is held by defined roles—not by people. Pioneers like Zappos are learning thatHolacracy can be an effective alternative to rigid, hierarchical management structures.

External factors have also played a role in the urgency with which companies are changing their structure. 

The COVID-19 pandemic was chief among world events that have shaped work culture in the last few decades. Millions of workers switched from in-office roles to work-from-home roles virtually overnight. This required the facilitation of a variety of new programs to help meet the needs of those workers and the company as a whole.

 was already occurring within some companies before the pandemic struck, but the move is even more profound now that the virus has changed how so many think about how they work. 

As a result, it’s become evident that the only constant in the workplace is the ability to change and adapt. 

Ingredients Necessary to Create a Changeable Office Culture

It’s easy to say that change in the workplace is inevitable. It is much more challenging to nudge your workforce to comply with changes they don't agree with or don't see the value of. 

So it’s necessary to consider the key ingredients you need to mold your workplace into a truly changeable culture. It won't happen instantly, but it can be done with careful planning.

The first step of the process is to identify the key personnel necessary to implement new policies. For example, if you need to make a significant change to how marketing is done, it is essential to speak directly to the marketing team. 

Broad, sweeping statements are not enough in these instances. Instead, it’s best to have a formal meeting with all relevant parties who will have a hand in making the changes that need to be made. 

The meeting should be an open dialogue in which you are open to hearing about the team members' questions and concerns. You should take into consideration the 

and work together with your team to come up with a good plan.

Leaders tend to emerge naturally from large groups of employees. However, those leaders can be cut off from their full potential if higher-ups do not bolster them. Make sure you look for leaders within your organization and provide them with the resources they need to do their best work. 

 No one likes a micro-manager, and most employees do better when given the space they need to do their best work on a project. You should provide support as necessary on the project, but also allow your leaders to present their work to you when they finish it for final approval. Allow them to show you what they can do.

: Everyone has room to learn and grow. Shower your leaders with useful feedback to allow them to work on areas they can sharpen up, and also ensure you provide praise for aspects of the project that they have done an exceptional job on.

: Setting clear expectations for a project is the best way to provide employees with the vision they need to start working on a project in the way you envision it in your mind's eye. With a predetermined roadmap, leaders tend to thrive.

There’s nothing worse as an employee than being told that change is happening and not being given a clear explanation for why it’s necessary. Employees just want to be treated as adults, but some say they do not feel like they are receiving the respect they deserve when they aren't given clear reasons for a change.

The best companies explain the reason for change to their employees. They clarify why specific policy shifts are happeningand request feedback from employees about the recommended changes.

Employees may become upset if changes to policy seem to be repeatedly happening. It’s not ideal to always be on the verge of another policy change. 

Most of the time, it’s important to allow one change to take effect before making yet another shift, otherwise you riska feeling 

Additionally, change fatigue may occur when employees don’t feel the positive impacts of the policy changes that have already been implemented.

Clearly it’s important to avoid causing change fatigue throughout your workplace. Remember: instant results are unlikely at any workplace, so it is best to allow policies some time to have their desired impact before moving on to the next.

There have been several big shifts in how today's most successful companies operate. Not every company is doing the same things, but some of the overarching themes of change in today's companies include:

Everyone likes being listened to—especially the employees who help keep the day-to-day operations of a company moving forward. In particular, these employees often cite that they wish they had more facetime with their managers.

The standard office full of cubicles is dead. Many employees detest the idea of working in such a standardized environment. Instead, employers are looking at more innovative ways to shake up the physical workspaces that they provide—plus help set their workplace apart from all others.

— Staying Up to Speed With Digital Technology

Finally, most employers today need to stay up-to-date with the latest technological advancements to remain competitive. The world moves rapidly, and the latest technological developments are necessary to process all of the available data and information.  A single purchase of new and updated equipment can be exactly what the company needs to maintain its edge. 

Creating a Changeable Office Culture: The Cornerstones You Need 

One of the most important things a company can do is bring on a new CEO, Chair, or senior executive. 

If it’s not managed well, the company can create uncertainty, lose its top performers, and damage its reputation and market value. It’s a high-stakes game that will influence the course of the organization.

, the average tenure of a CEO is 3.7 years. If you are a Communication Professional, this means you are likely to deal with this situation a number of times in your career. 

The role of the Communicator in supporting a successful transition can be one of the most significant and potentially fraught career experiences.

, Head of Media and Communications at TransGrid, and 

 Director, Communications at Morrison & Co.

Between the three of us, we’ve dealt with 

CEO and Chair transitions and wanted to share our collective experience.

How the organization deals with the exiting person will depend on whether the exit is planned or unplanned and why the individual is leaving. 

The Communications professional will usually be responsible for creating a media release, shareholder, and internal announcements, often at short notice. 

It’s important this is treated sensitively and respectfully and that you work with the outgoing leader, the HR team, possibly the Board, and other stakeholders to be judicious and get it right. 

You’ll also want to try and get ahead of the news to avoid unnecessary speculation.

Kate says, “Focus on their contribution and not the reasons for leaving. Decide what messages to put out and stick to them. Be very clear on the narrative.”

How the exiting person is treated will speak volumes about the culture of the organization. It can be a positive thing to exit someone quickly for poor behavior, but if the outgoing person has made a significant contribution make sure appropriate time and effort is spent acknowledging their achievements.

“If quoting people they have worked closely with, carefully consider who gets quoted and how their comments will be received”, says Anthea.

How do you set the new leader up for success?

A new leader has a lot going on. How they communicate in their first few weeks and months can either set them up well or set them back (and believe me I’ve seen both!) 

Here are seven things Communicators can do to help them get out of the gates strongly.

Introduce them to the organization quickly —not just to the leadership team. People want to know who they are and what they stand for.

Get out a companywide message and/or video. Kate was able to get some footage of a new CEO coming through the doors on his first day so that the first internal communication was able to show a video with him saying, “I think I’ve been in the building an hour,” which showed that he prioritized communicating with employees.

“Be positive about employees at every opportunity”, says Anthea. As we know in today’s world, all internal communication is external, and all external communication is internal. This is particularly the case with big news like a change in leadership. “A media release will also speak to employees, so it’s an additional opportunity to speak positively about them. It usually goes down very well.”

It’s a good idea for the new leader to reveal something of a personal nature in their early communication. 

Don’t push them to the point of being uncomfortable but help them understand this will help them build rapport – whether they enjoy swimming, family time or playing the guitar paints a picture of someone who is well-rounded and more approachable.

In these early days, it’s crucial that as a Communicator you quickly come to grips with what’s on your leader’s agenda and how you can support them to achieve it. 

“It’s important to communicate the state and direction of the business clearly”, says Anthea. She also helps them identify “symbols of change” that demonstrate what they stand for and why this leader is different. 

“Pick 3-5 things to focus on and tell your employees your “story.” Keep it light, tight and positive,” she says.

It’s not necessary to have a fully fleshed-out plan immediately—the more detailed strategy and priorities can come later. As long as the overarching goals and direction are clear that’s enough for the initial period. 

Don’t leave it too long though. If employees and stakeholders are left waiting a year, confidence can easily erode. 

     5. Be visible and above all listen  

High visibility is essential in leadership roles and particularly in the early days. The new leader should be (in person or virtually), doing site visits, walking floors, posting on company socials, popping into team meetings, assembling leaders, attending morning teas with staff. 

Above all, they need to be listening. The worst mistake a new leader can make is thinking they know it all. Understanding what went before them is crucial, and will ensure the future strategy is well-considered and more likely to succeed.

Kate suggests an inward focus for the first six months. “This is an opportunity to understand the barriers and hindrances. They don’t have enough to say yet. 

The outward focus can come later when they are better placed.” This ensures they are well briefed and across the key issues before they go out to the media, investors, major suppliers, customers, unions, and communities. When they do, a briefing book, including photos, can be a very helpful resource.

Anthea adds, “If they are not used to being under this kind of scrutiny, set them up with media training and practice their presentation skills.” She also advises encouraging them to speak at events that are aligned with what they want to stand for.

     7. Establish a regular communication rhythm

Work with your leader to get a sense of their communication style and preferences and develop a communication plan. Anthea says, “This can be a really good opportunity to signal change by using a different tone of voice, different channels, and talking to different stakeholders."

"Anchor their messages in the business strategy and look to the brand and values as well as their personality to guide the approach," she says.

Kate recommends setting up a new communication rhythm quickly. “Establish a regular cadence and lock it down”, she says. “Don’t push them out early and then have a huge block of silence.” 

One new CEO I worked with came up with the term “Rolling Thunder,” which meant he wanted positive news and announcements every two weeks.

It can also be a good idea to develop some communication principles to frame the leader’s messages. For example, Anthea has used “Be inclusive, Be purposeful, Be positive.” I’ve used “Clarity (of vision and strategy), Optimism, and Innovation for a new CEO.

Regardless of the leader, their number one goal is likely to be communicating and inspiring a bright vision of the future. 

It is my strong opinion that if they fail to do this, they are highly unlikely to succeed.

How Communicators Can Support Successful Leadership Transitions

DENVER and CORK, Ireland and LUTON, England , Nov. 9, 2022 /PRNewswire/ -- Following the 2021 merger of the digital signage market leader Four Winds Interactive (FWI), the workplace management innovator SmartSpace, and the employee communications leader Poppulo, the three companies have combined under the Poppulo name, supported by a unified brand, vision, and product suite.

"Connecting people is at the heart of everything we do as an organization," said David Levin, CEO of the new Poppulo.

 organization will offer its customers a platform called 

, which combines the best of FWI, SmartSpace, and Poppulo technology into a comprehensive communication and workplace experience solution. Poppulo Harmony enables powerful employee communications, customer communications, and workplace experiences, designed to help organizations more effectively engage key employee and customer audiences.

In a recent Poppulo survey of American and European C-suite and senior executives in enterprises with over 5,000 employees, executives recognized the connection between employee experience and customer experience as a majority (58%) agree that providing excellent employee experience translates to employees providing customers with an excellent experience. In addition to our omnichannel employee communications capability, Poppulo Harmony also enables targeted customer communications experiences.

"The name Poppulo comes from the Latin word for people—'populus,'" said David Levin, CEO of the new Poppulo. "Connecting people is at the heart of everything we do as an organization. Today, we introduced customers to the Poppulo Harmony platform, which combines the greatest strengths of the products that made them communication leaders in their own spaces. Successful companies know the extent to which employee experience defines the customer experience and the financial bottom line—and that communication is key to both."

As a result of hybrid work, employees require an increased flow of information, with greater specificity to their role and location than ever before. Poppulo's survey found that 67% of executives believe that poor internal communication has affected the success of company initiatives, with 81% of those executives estimating that it costs their business between $5M to $50M annually. The Poppulo Harmony platform addresses organizations' need to build stronger connections with employee and customer audiences through engaging communications and optimized spaces.

One of the platform's early adopters, Jared Curtis, Director of Communications at 

, emphasizes, "With widely dispersed employees working remotely, onsite, and hybrid, we consulted with Poppulo to solve for these impacts and deliver communications experiences at scale. Their omnichannel approach has supported the evolution of how we communicate, engage, and connect with all employees across work environments and geographies. This technology has strengthened our communications and helped create stronger alignment between the business and our people."

Research based on survey findings from the United States and Europe. On behalf of Poppulo, Censuswide surveyed 500 enterprise executives across a range of industries with 5,000 or more employees in September of this year.

Media Contact:
Saran Gopalakrishnan 
saran.gopalakrishnan@poppulo.com


Four Winds Interactive, Poppulo, and SmartSpace combine under the Poppulo brand to deliver an all-embracing communications solution for today's radically changed workplace

The New Poppulo Transforms Communications and Workplace Experiences 

When we think about engaging our employees, one of our first thoughts should be around purpose.

In the words of Simon Sinek, “Why we do what we do”. Most organizations can tell us "what" they do—we make X, we help Y—but the organizations who engage their employees best can explain "why" they do something.

(If you haven’t heard Simon’s TED Talk on "Starting with Why" take a look 

I’m sure you’ll be familiar with some "why"s from larger brands:

To bring inspiration and innovation to every athlete in the world

To accelerate the world’s transition to sustainable energy.

To help make it easy for people to do themselves some good.

And according to the past five editions of 

, "Engaging people around purpose, strategy and values", remains the number-one priority for more than half (53%) of the world’s organizations surveyed.

But it isn’t enough to understand the purpose of the organization. What does organization purpose mean to each colleague that works for you? How does what they do fit in?

We’ve all heard the story of the NASA Janitor who was "helping to put a man on the moon". While that may have been embellished over the years to create a great story (and I’m really hoping that it wasn’t), it epitomizes someone who really understood how their actions impacted the organization.

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