In a recent presentation to the IABC International Conference,
technologist and consultant Tudor Williams noted a number of emerging
trends for internal communication.
Williams quotes research from Stromberg Consulting and identifies seven
potential future trends:
1. Democratisation of information enabled by blogs, wikis and other
collaborative technologies
2. Continuation of the shift from ‘information’ to ‘influence’ for
organisational communication channels
3. Continued focus on engagement and ‘loyalty’
4. Focus on ROI
5. Globalisation
6. Simplicity
7. Personalisation

This list is interesting as it shows that some of the key concerns for
communication remain constant. The shift from inform to engage,
emphasis on demonstrable financial return and the challenges of a
global communication marketplace are not new challenges for
communication. However, the speed at which these issues need to be
addressed has changed, with the technologies leading the charge. The
challenge for communicators and leaders is to keep the balance:
accepting that technology is shaping communication practice and
designing good communication practice within those new technologies.

The NSW Chapter of IABC will be having its annual general meeting on 20 July. Details are on the IABCNSW website:
http://www.iabcnsw.com/default.asp?action=article&ID=144

Innovation is one of those buzzwords that gets used so much by businesses it can be at risk of losing its meaning. BRW’s Innovation issue (June 15 – 21) has been out for a couple of weeks. It cites an IBM Global Business Consulting 2006 CEO Survey that 35% of chief executives cite failure to create an “innovation culture” as their biggest obstacle.

While overcoming the barriers to an innovation culture may require financial, procedural or structural change, collaborative communication can chip away at those brick walls and provide fuel to the fires of corporate creativity. Drawing on the experience and insights of the whole workforce – the diversity within an organisation – can lead to real breakthroughs in product development, business process or customer service.

Does your communication culture support innovation?
Ideas can be suggested from anywhere in the organisation

• Employees at all levels know how to raise an idea
• Managers know what to do with ideas once they are raised

Collaboration is built in to communication practices

• Team events include time for working on real business challenges
• Collaborative technologies are used (databases, discussion boards, wikis, blogs)
• Knowledge sharing occurs across functions or business units

Innovation is valued

• Leaders tell true stories about innovation within the company that led to business success
• Formal communication (intranet, newsletters) includes ‘idea-trigger’ content from diverse fields and other industries

Links
BRW (Subscription only)
http://www.brw.com.au
IBM CEO Study
http://www-306.ibm.com/e-business/ondemand/us/pointofview/enterprise/mar27/ceo_study.html

June 30. It is a symbolic date as it marks the end of the financial year. The date also presents an opportunity for leaders to communicate with their employees about the achievements and challenges of the past year, and the priorities for the year ahead. It is a chance for the human voice of the leader to reward and recognise, or to call for new effort.

There are many ways to communicate performance and plans to employees. The size, location and nature of an organisation mean that recommending a ‘one-size-fits-all’ approach is not possible. In one company, a CEO email might be just the ticket, while in another organisation a walk-around visit might be what is called for.

A leader’s personal message is an opportunity to show genuine commitment to the company and the people who work there. Good communication at this time can build support and create momentum. Poor communication can reduce commitment and damage morale. Leaders should consider what impact the message would have on them if they were the receiver.

Regardless of how leaders choose to deliver their personal message, here are some considerations:

1. Link results to the longer term company vision, values and strategy.
2. Provide specific examples of success.
3. Frame results realistically. If the result was good but not great it is appropriate to focus on the good, while acknowledging room for growth.
4. If it has been a successful year, focus on the achievements and specific activities that contributed to the success.
5. Thank individuals and teams. 
6. Give credit for good results, and take accountability for poor performance.
7. If performance has been poor, provide clear but realistic expectations as to what is required in the future.
8. Provide an opportunity for feedback.