Browsing articles from "February, 2013"
Feb 19, 2013

Why social media should not be feared

Throughout the history of organizational communication, new channels have been developed that many thought would revolutionize the way we do our jobs. Things that should have revolutionized the industry but did not:


What’s next?

Social media and mobile

The takeaway: There will always be new channels, but we should never be victim to them. When that happens we cause confusion about our purpose and link our value with our channels. Our purpose does not change.

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Feb 12, 2013

Are single contributor roles ok for internal communications?

A simple glance at Internal Communications manager job announcements will demonstrate what I consider to be a perception problem for the field. These IC Manager roles are often single contributor roles to their organizations. So…company X is looking to hire on individuals to build, as they state, their internal communications capacity from the ground up. Sorry, this is just not possible.

To me, this phenomenon is an indication that companies know there is a need but cannot quite articulate it – and have no expectation as to what this person should do, or needs to do, in order to fulfill the role. Let’s face it. There is no common thinking around internal communications management roles. You wouldn’t see this happening in HR or IT. But because people don’t understand what all should be in IC, what comes with it, they are venturing into it for the first time, so they venture in the dark.

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Feb 6, 2013

Defining Internal Communications Management

Those of us working in Internal Communications know the field is often not easily defined. For those in senior level positions, the focus of internal communications should be how you lead, manage and run the function. IC management is the strategic approach to defining, planning and leading internal communications in order to build and transform your team for greater impact. Planning may include a number of activities not limited to but certainly including measurement, assessment and benchmarking.

As internal communications executives, we must define the value internal communications provides and what we are accountable for. Then, we must contrast that with the priorities of the business and the investment they wish to make. Based on a mutual decision, we then arrive at the right people, process, tools and structure necessary to fit within the purpose internal communications function provides for the business.

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