Internal Communication

You’re halfway through what’s been a rather interesting year in business, politics, brand successes and blunders and Game of Thrones developments. Which is to say: you still have another five solid months to make this… Continued

Pacific Northwest Laboratory comms-IT org chart (click link to view)

In most cases employees are, and will always be, a brand’s greatest asset. They drive in-house and agency success. Engaging them should be the highest priority. It’s the CEO’s responsibility to help achieve a singular, straightforward vision that propels the business and energizes employees to be best in class, renowned for unrivaled talent, forward-thinking capabilities and unrelenting client service. Achieving a vision like this requires building an incredible company spirit where every employee feels that “we are in this together” and maintaining an exceptional culture that embraces doing something different for clients, colleagues and the community. Central to the creation of this shared passion for success is a dedicated plan for actively engaging and motivating employees.

The best sports organizations in the world are continually obsessed with recruiting the right team members. Building a team that will have the right chemistry to win and then retaining those administrators, players and coaches after they have achieved some level of success are perhaps the twin holy grails of sport.

When you look closely at the things and people you’re surrounded by every day at work, do you get the sense that maybe you need to call shenanigans? Are all the portraits hanging in the company lobby of male leaders? Do your team members look and think an awful lot like you? When reviewing a candidate’s resume, do you make assumptions based on the person’s name or address?

Portraits in the hallway. Your team. Resumes. The About Us page on your website. When you look closely at the things and people you’re surrounded by every day at work, do you get the sense… Continued

Open communication between leadership and employees is integral to building employee trust, morale and engagement. Dry business language and performance metrics through company emails barely scratch the surface of who a leader actually is. More important, they do very little to make a company’s leaders relatable and connected to employees.

It’s increasingly becoming a reality in the communications world that once sequestered departments are now finding themselves working closely with colleagues they seldom encountered previously. For many, the breaking down of institutional borders between an organization’s various departments is a welcome trend. Even if a tumbling of silos has been a long time coming, the question of how to get all these different people with specialized functions working together efficiently isn’t any easier to answer.

In an April 27 interview with the Wall Street Journal, the Lego Group essentially blamed low-level employees for a crisis involving an artist’s request for a bulk order of its plastic blocks. Even if all this was the result of a misunderstanding by a customer service employee, is it good PR to focus on employee mistakes in the Wall Street Journal?

Chobani founder and CEO Hamdi Ulukaya set a new standard for employee relations on April 26 when he gave the company’s more than 2,000 full-time employees an ownership stake in the massively popular yogurt brand. “I’ve built something I never thought would be such a success, but I cannot think of Chobani being built without all these people,” Ulukaya told the New York Times. “Now they’ll be working to build the company even more and building their future at the same time.”