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New job in internal communications?
Initial excitement
You've just been appointed Head of Internal Communications in a new company. You can't wait to start - you can tell from the interview that these people really understand the communications business and you like the guy you'll be working for. Early concerns
At the end of Day 1, you're confused. The people seem nice but you're uncertain about their rôles. Some of them seem to be doing what you imagined you would be doing. And you haven't had a chance to speak to your new boss, the Director of Communications. He's been fire-fighting all day. At the end of week 1, you've realised that your job applies to Group Communications only and that there are vast teams of people dealing with internal communications in the regions, including the biggest subsidiary 'newco UK ltd'. It's also clear that your boss is in the office for what seems like just 10 minutes a week and that his overwhelming priority is the external media. At the end of month 1, it's patently obvious that: |
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You've no staff, |
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No budget to speak of |
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No noticeable power |
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And a hotly competitive and political (though very nice) set of colleagues to deal with. |
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And not only are you confused about what you've been hired for but so is everyone else. Showing your mettle
This is where you need to commit to fighting for the job you thought you were being offered. Don't be daunted by the fact that there is no obvious gaping hole awaiting to be filled by you. Don't be daunted by the protective behaviour of some of your colleagues. Don't allow yourself to be forced into a niche rôle just so that you can be seen to be doing something. Instead, think back to your interview. Remember why it was the Director of Communications thought he needed someone to fill this rôle - to bring some consistency into internal communications, to improve their quality and effectiveness and to ensure that messages were clear and unambiguous. And quite consciously, work through the following steps: Do your homework
Over the last month you've been learning, but not systematically. Now make sure you: |
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Get hold of your company's business plan and become familiar with the medium term objectives |
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Quietly, review all Group internal communications channels and try to get a handle on the costs of each. |
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Make sure you know how staff in the Communications department are targeted for bonus purposes. (It might help you understand some of their stranger working habits!). |
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Review distribution lists and contact details. (You need to understand which networks work best and who looks after them). |
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Understand your department's budget process. |
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Make sure you know when budgeting starts, who makes the decisions etc. |
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Check out the major consultants/contractors used by your own team and some of the regional/subsidiary communications teams. |
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Talk to your boss
The aim is to do four things: |
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Remind him that you exist |
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Ask him for his thoughts on the company's communication strategy. (If you're lucky this will be written down. More likely it will be something your director is meaning to work on when he gets the chance). |
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Ask him for any research evidence (staff surveys etc) |
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Ask him for advice on who the key decision-makers are in the company and for his support in your meeting with each of them for a short discussion. (That way you can be in a position to feed back to your department, information that they may not already know). |
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Listen and learn
Talk to decision-makers outside your department
The decision-makers will probably be executive team directors. Make appointments to see each of them and ask them about at least some of the following issues: |
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how they conduct internal communications within their areas of responsibility. |
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the communications ability of their managers, the extent to which communications is two-way (and lateral), the reputation of some of the internal communications channels. |
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if they think there is room for improvement. |
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At this stage don't offer much in the way of opinion but do make an effort to understand the business and problems of your subject. (If you've done some homework, you'll at least be able to demonstrate that you know where the business is going). Remember this is an important exercise in getting your face known around the company. Regional communicators
Speak to the people responsible for communication in two or three of the main regional or subsidiary companies and get samples of their internal publications. Find out how much, if any, direction they get from 'Group', the framework within which they operate, the communications plan or timetable to which they work. (If possible find an ally in the most important region or subsidiary - someone it will be helpful to develop a close working relationship with). External communications staff
Understanding how your press and external media work will help you enormously. Are they only reactive? How do they determine the message to be put into the public domain? How do they measure their effectiveness? How much contact do they have with the managers of internal communications channels? Ordinary Staff
And try to speak to sample, however small, of people in and around the company, end-users if you like, of any internal communications. Think
Take stock of what you have learned. Draw your own conclusions about: |
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The existence of an over-arching communication strategy |
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The cost and effectiveness of the current suite of internal communications channels |
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The consistency of the messages internally and externally |
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The proactiveness of internal communications |
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The profile of senior managers within the company |
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The ability of middle management to communicate |
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The culture of upward and lateral communications |
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The quality of the contractors and consultants used |
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Then put your mind to what improvements could be made in order to help the company deliver its business plan. Plan your own strategy
Your rôle is internal communications but you should be involved in messaging for the Group, communication planning and timetabling, providing guidance on the standards for internal communication to be adopted company-wide (i.e. in the regions), assisting senior managers demonstrate visible leadership and so on. But, without some credibility and some profile within the company yourself, you won't be accepted as a legitimate contributor to all these things at the outset. So, look at what needs doing and put together two or three 'bite-sized' projects that could be carried out in the next few months. Pick projects which are reasonably self-contained but which could make a difference to your colleagues. Examples might be: |
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Improving the corporate information provided on the intranet. |
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Conducting a staff survey on communications |
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Costing a number of the bright ideas you've seen on the department's wish list (Communicators are rarely good at getting the detailed numbers right). |
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Preparing a rolling year plan for communications based on major known events and business developments and circulate it to the regions |
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Etc. |
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Cost your proposals and then make an appointment to go and talk to your boss again. The next steps
At this stage, you are in a position to demonstrate your value for the first time. In this second important meeting with your boss you can: |
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Summarise the views of some of the key decision-makers to your boss, providing him with information he might have known only in parts. |
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Put your finger on some of the problems that need tackling, showing that you understand the issues involved and have met the people concerned. It's important to bring your own experience of other companies to bear here but don't appear to be criticising your new department. |
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Demonstrate you understand the constraints upon the department in tackling these problems (budget, quality of staff etc.) |
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Propose a set of small bite-sized steps designed to improve the position of the department in a manageable and affordable way. |
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Final points
It's all easier said than done. Sometimes your path seems blocked at every turn. But remember: |
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Try to reduce your bosses' burdens rather than adding to them. |
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Set an example to others in all your own day-to-day communications. |
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Don't indulge in gossip and avoid politics as best you can. |
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Make friends and allies as you go around the company. You'll need everyone of them. |
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Good luck! |
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