Internal Communications in the changing organisation: Connecting All Dimensions
Led by: Frank Wintle
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Who should attend:
This workshop is a must for anyone whose business it is to communicate and persuade within their organisations. It is particularly relevant to directors and managers of corporate communications and internal communications, and their counterparts in HR. This workshop will address the changed reality of internal communications, in which leaders must work harder to connect with employees who are more savvy and questioning but also have more to contribute than ever before.
1 Day course
Minimum 12, maximum 30 recommended.
Culture is communication, and communication conveys culture. Thanks to internet technologies, we live in a world of information plenty. But that hasn't necessarily meant that people are any more engaged in the organisations they work for. Often it is quite the opposite: bosses, assuming that an intranet and e-mail are doing the communications, become more distant from the people they are supposed to manage, with the inevitable result that employees become even more disengaged.
Internal communications should always be two-way: letting all employees in on a continual discussion, while allowing the bosses to interpret the organisation's aims, objectives and policies. Information is the least of it: within real communication managers tell a convincing story of where the organisation has been and where it is going, and they listen, and act on, the ideas, hopes, aspirations and concerns of the other people who work with them.
This workshop will address the changed reality of internal communications, in which leaders must work harder to connect with employees who are more savvy and questioning but also have more to contribute than ever before.
Topics / Content:
1. Introduction (9.30)
The goals for the day
Workshop style: energising, interactive, compelling
2. Getting to page one
The purpose of internal communications: not simply to inform but create a more effective, happier organisation
Degrees of communication
Positive purposes: to energise and motivate, to create a sense of community, to make use of the natural desire to communicate
The listening organisation
The communicator's role
The impact of new communications technologies in society and in organisations
Social change and people's experience and expectations in work
What motivates individuals at work
The latest research and thinking on leadership and its role in communications
Different types of organisation and a new model of organisational communication
4. Coffee break (11.00)
5. The leadership role (11.15)
The roles we now expect the leader, the top team and other managers to play in communications: doing, saying and listening
What should leaders talk about? The difference between vision, values, stories and brands
Other words for the leadership lexicon: recognition, interpretation, care, trust
Ways in which the leadership can listen
How to persuade leaders and managers to really involve themselves in communication
6. Assessing your organisation
Introduce participants to a simple but powerful assessment tool, with which they can judge how well their organisations are addressing the new challenges in technology, social change and leadership.
They will then use it to assess their own organisations, after which there will be a feedback session and discussion.
7. Lunch (1.00)
8. Best practice (2.00)
Describe best practice communications in a varied range of organisations.
A check list of channels of communication
What indirect channels do best; where face-to-face is essential
Alternatives to face-to-face when leaders just cannot meet everybody
Value for money and new technologies which are taking the cost out of production
Skills and training for all media
10. Tea break
11. Framework for change
Participants will be given a "Framework for Change", laying out a process for implementing a new kind of communications.
They will then work in groups to enumerate initiatives and activities they would undertake in their organisations under each heading in the framework.
Followed by feedback and discussion.
12. Action plans
Even if the whole plan is not clear, you must make a start
Encourage participants to prepare brief plans of the actions they can undertake immediately.
13. Presenters' summary
14. End of workshop agenda (5.00)
By participating, you will:
Understand better the context of internal communications today: the effects of technological and social change
Appreciate the ever greater role leaders must play in communication, to promote trust and effectiveness
Acquire tools to assess your own organisation's communications performance and gauge its communications needs
Learn how to engage your organisation's leaders in the internal communications enterprise
Build a framework for a new internal communications strategy and policies
See how to make "bottom up" participation in communication real and enriching
Learn from best practice stories of organisations which are successfully tackling the same communications issues and dilemmas as yours
Study a check-list of the merits and demerits of different media
Go away with a clear idea of what needs to be done in raising awareness and training for really effective communication throughout the organisation.
£500 + Vat per delegate.
For ten years he has run his own London-based communications consultancy, offering courses in internal and external communications, individual coaching in communications skills, and agenda, production and presentation services for business seminars. His clients include BT, Caledonia Oil and Gas, Cisco Systems, Deloitte, the international Forum of Incident Response and Security Teams, HSBC, the Institute of Chartered Accountants in England and Wales and Virgin Money. He also trains Peace Observers in reporting and diary-keeping before their tours of duty in the Middle East.