Good Internal Communications is a High Percentage Play

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.