Tag Archives: internal communication

Does Your Organization Have a Strategic Internal Communication Plan?

Missing Link in Communication?

In a previous post we identified five ways to enhance the success of Continuous Improvement (CI) within an organization, with “communication” being one of the keys.

Consider that, even if a team applies the CI methodology to great success but no one hears about it, the goal of making CI a cultural way of doing business will not catch on.

However, facilitating consistent and open internal communication is one of the many things in life that might be simple, but not necessarily easy.

For example, Bruce Bolger, Co-Founder of the International Center for Enterprise Engagement, shared an interesting observation recently when he said, “Most organizations put far more effort into communicating with customers than with employees.”

We’ve found Mr. Bolger’s comments to be accurate. In many cases, customer communication is the higher priority, thus making it easy to put internal communications on the back burner. In other instances, the “silo” approach to operations tends to result in haphazard internal communication.

To gain the best results from its CI as well as its Engagement effort, an organization must connect these initiatives, along with internal communications, to a strategic and systematic approach.

An Often Overlooked Tool for Driving Continuous Improvement

A vitally-important tool for bringing about a culture of continuous improvement and engagement within a workforce is communication, which many people agree is the most frequently-used skill in today’s workplace.

Aside from standard team or project meetings, there are a number of ways leaders might go about accomplishing this. For example, employee forums are an ideal way to engage people around their work and contribute to the building of a high performance culture of continuous improvement.

Consider that one of the most obvious yet often overlooked requirements for high performance is a setting for employees to share and discuss problems and ideas for improvement.

But too often, managers and leaders tend to believe that if someone has a really great idea for improvement, they will raise it.  Yet when we talk to people close to the work, we more often hear ideas they have carried around for months or even years but never found the right time or place to share; or felt their idea would not be welcomed.

Even worse, when no forum for sharing improvement ideas is provided, people adapt to the way things are and stop noticing the waste—the elephant in the room—and stop trying to think of better ways.

A number of other examples of effective discussion forums that were shared during one of our Partners in Improvement sessions included:

  • Monthly safety talks at the end of which the company president discusses pertinent issues with team members and provides input as well as support
  • Weekly one-on-one session between management and team members during which leaders not only offer ideas and support, but also gather feedback on successes and challenges
  • Regular “town hall” meetings where he shares information about what is going on and what to expect, and also provides an opportunity for people to raise questions or concerns

It is also important to recognize that some “forums” are better than others, which will be the subject of our next post.