Merriam-Webster online defines logistics as “the handling of
the details of an operation.”
UPS has a new commercial out now that I really love (of
course it’s sports related), that features the Doug Flutie Hail Mary against
the Miami Hurricanes back in 1984. And while that was a spectacular play, UPS’ use of it to describe and define what
logistics means to them is brilliant. Strategy, teamwork, and execution …
“That’s logistics. And that is what we do.” That’s a little different than
Merriam-Webster.
Defining Internal Communications (IC) is a little trickier;
Merriam-Webster doesn’t have an entry online and if you Google it, you get
about 46,900,000 results (in 0.37 seconds no less!). Since this is my post, I
thought I’d give you my definition of IC: Yes, IC is about encouraging
communication – interpersonal, interdepartmental, vertical and horizontal – but
it’s not just conversations, it’s about finding ways for the organization to do
those things better. It’s about maximizing organizational effectiveness.
The best companies – and people too – are always looking for
ways to improve: Ways to improve the bottom line/salary; ways to improve
processes/methods; ways to become more efficient/ better time managers, and
especially ways to reduce frustration. That last one applies equally to
companies and individuals because nothing stifles productivity, creativity,
innovation, and motivation like frustration.
That’s where an effective IC function
can play a vital role in an organization. Internal communicators are constantly
on the lookout for ways to improve the workplace and reduce frustration.
In The Enemy of
Engagement: Put an End to Workplace Frustration – and Get the Most from Your
Employees, Mark Royal and Tom Agnew define that enemy as frustration. To
overcome that frustration, they outline the necessity of providing the tools to
do the job properly and making sure good employees are put in position to make
their greatest contributions.
It is through effective internal communications that
organizations are able to uncover where the frustrations lie. Exposing those
frustrations and finding solutions is at the heart of IC, because ultimately
internal communications is about maximizing organizational effectiveness. And one
of the keys to employee engagement is effective internal communications.
Accounting is busy handling receivables and payables.
Marketing is busy trying to figure out the best way to find and target new
customers. Sales focuses on closing that next deal. Content producers strive to
present the newest and best information. Customer Service stands on the front
lines making sure customer satisfaction remains high. New Product Development
looks for the newest way to serve existing customers while also trying to
attract new ones. And Human Resources tries to keep their heads above water
with benefits, regulations, counseling, complaints, and maybe most important of
all employee satisfaction.
Because all these people are busy with their “day jobs,”
internal communicators can focus on the internal and external forces that stand
in the way of people getting those jobs done to the best of their ability. The
day job of internal communications is finding and eliminating frustrations and
barriers to organizational success and improving the flow of information
throughout the organization.
I was on site in Connecticut last week, and noticed two employees
standing in an open, newly vacant area chatting. One was holding a bowl of
cereal and the other was holding a cup of coffee. It struck me that an ideal
complement to that area would be several high-top tables where people could
gather and chat – it’s those drive-by meetings that are gold mines for
companies. We should encourage impromptu employee gatherings where camaraderie
is built and ideas are shared.
You see it’s not just about the communication itself, it’s
about what we can do to make the organization communicate better. High-top
tables, internal communication? Yep.
Here’s the kicker: There is no downside to striving toward a
culture of effective, open communication – it truly is an everyone-wins
proposition. The cost is low, the returns are high, people stay informed,
collaboration increases, innovation soars and everybody wins.
And here’s another thing, and I’ve said this over and over,
but the numbers don’t lie: Organizations with effective internal communications
have higher employee engagement. Higher employee engagement leads to higher
productivity and higher profit margins. That’s not opinion, it’s fact and there
is a mountain of quantifiable research and empirical evidence to back it up.
So, since higher profitability and higher profit margins is
the reason we’re here, why not make effective internal communications a
priority.
However you define it, you can’t deny the effectiveness of
good internal communications.
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