September 23, 2016 Category: Planning and strategy
This week I was lucky enough to spend the day with a team of very cool internal communicators from a large, multinational company. These folks faced real challenges—organizational, logistical, legal and business—that made it difficult to build a best-practice employee communication program.
Imagine that you’re a new employee at your company. You’re getting acclimated, figuring stuff out, when a newsletter appears in your inbox. It’s something from the company, that’s clear, so you open it, but you can’t figure the darn thing out:
It would be great to think that employees are fascinated by every piece of information about your company, and that they can’t wait for leaders to share information about Big Picture topics like the 7-point strategy or a bold new initiative or EBITDA results.
It happens to the best of us: We’re writing about an initiative or the new corporate strategy or another topic that’s actually quite important. Next thing we know, we’ve created a paragraph that’s full of jargon.