Going Slow to Go Fast:

Making Internal Communication

Work for You

By D a v i d G r o s s m a n,
ABC, APR, Fellow PRSA
The bottom line is this:
Good employee communication can improve an organization and drive business success by turning strategy into action.

Good internal communication gets the message out, but great internal communication
helps employees connect the dots between overarching business strategy and their role.
When it’s good, it informs; when it’s great, it engages employees and moves them
to action. Quite simply, it helps people and organizations be even better.
The reality is, however, that despite all the new and Those are alarmingly low numbers when you consider that a
timely communication channels, despite the flurries disconnect between employees and the business significantly
of emails that define today’s workplace, despite detracts from organizational success, profit, and growth.
meetings and memos and more, research shows Consider the findings from a recent Watson Wyatt study:
that the majority of companies aren’t getting through • Effective employee communication is a leading
to employees to help them connect the dots: indicator of financial performance.
• Only 37% of employees have a clear • Companies with the most effective employee
understanding of what their organization communication provided a 91% total return to
is trying to do and why. shareholders, compared with 62% for those that
• 1 in 5 employees are enthusiastic about communicated least effectively from 2002-2006.
their organization’s and team’s goals. • Firms that communicate effectively are four times
• 20% have a clear “line of sight” between their more likely to report high levels of employee engagement
tasks and the organization’s or team’s goals.¹ vs. those that communicate less effectively.
• A significant improvement in communication effectiveness
is associated with a 15.7 percent increase in market value.²

¹Franklin Covey, “Less Than Half of U.S. Workers Know ²Watson Wyatt, “Communication ROI Study” (2007 / 2008)
or are Committed to Their Organization’s Goals” (March 2004)

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 Communication is more than a
“feel good” part of any organization.

It separates mediocre companies from great ones, unremarkable

profits from excellent ones, discontented shareholders from happy
ones… Well, you get the picture. So what are you waiting for?
In the pages that follow, learn the value of, the strategy behind,
and how to begin implementing a successful internal communication
program that will enhance your own effectiveness, build strong teams,
and ultimately make your entire organization more successful.

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What Is Internal Communication?
While communication, broadly defined, is an exchange of information, Although communicating with employees may seem like
internal communication deals with the exchange of information within common sense (although how common is common sense
an organization to create a shared understanding that drives the today?), it’s not always put into practice—especially in today’s
behaviors and actions needed to move the business forward. Effective fast-paced business environment. The world is changing rapidly,
internal communication creates an open environment that encourages and change has become the watchword as organizations focus
and enables employees to exchange ideas with co-workers, which on what they can do to be even better. As a result, employees
leads to greater productivity, innovation and business results. are experiencing more change that often leads to confusion,
skepticism, and mistrust, which ultimately gets in the way of
business getting done. That’s why internal communication
has become more critical today than ever before.
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 Today’s communication environment

THEN NOW

Internal media Face-to-face, “social” media

Send Engage, participate, involve

Control Be part of the conversation

Formal Informal

Time Everything instant

Command and control Influence and persuade

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 Change #1:
Business Environment
What do I mean when I talk about
Talk is cheap in corporate company’s leader is completely
“change”? Consider the following America—especially when it comes honest and ethical, and one quarter
to leaders and their ability to build of respondents disagree that they
factors that are constantly changing, and maintain trust. These days, trust management to make the right
creating ever-shifting contexts and organizations are under attack and decisions in times of uncertainty.
protecting every asset; the pressure Those are high numbers!
engendering employee insecurity, is mounting for leaders to find the
uncertainty, and fear: answers; and employees, who need And get this: Nearly two thirds
to stay focused and productive now (63%) of respondents with strong
more than ever, are numb from fear trust in management would be
of losing their jobs, of taking on happy to spend the rest of their
more work, of the unknown, or career with their present company.
of a combination of all three. This compares to only seven
percent of respondents who have
Trust between employees and weak trust in management.¹
their employers is at an all-time
low, while skepticism and concern Today, employees are putting
is high. A 2010 Maritz Research leaders of all levels on notice that
poll found that only 11% of when it comes to earning trust,
employees strongly agree that they need to work harder. Economic
their managers show consistency meltdowns and corporate scandals
between their words and their have led to greater expectations
actions, and only seven percent and regulations around
strongly agree that they trust senior transparency, and remain front-
leaders to look out for their best and-center in employees’ minds.
interest. Approximately one fifth The playing field has changed.
of respondents disagree that their
¹Maritz Research, “Managing in an Era
of Mistrust” (2010)

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Change #2:
Employee-Employer Contract
The relationship between employers and employees is In the wake of significant In light of this diminishing loyalty,
economic and business one has to wonder, does the
changing every day. Businesses are demanding more quality challenges and foreign employee-employer contract
and productivity as they face intense pressures to reduce competition, many industries as we’ve known it still exist?
are making cuts across all The answer is no. The old
expenses and, eventually, to be profitable. At the same time, areas of their operations— “contract” has been replaced
including employee training by what I call the new “deal,”
employees know there is no such thing as job security. and development and benefits. which many organizations are
Meanwhile, other organizations working on redefining today.
are dealing with increased Those that aren’t are seeing
pressure from the outsourcing even greater disillusionment and
to overseas call centers and mistrust because expectations
manufacturing. are not in sync between
employee and employer.
Either way, it’s becoming
increasingly difficult for The new deal is more of an
employees to commit understanding than a contract,
discretionary effort and to yet it can still be stated explicitly:
stay committed when the Organizations must make it
very foundation of what they crystal clear what they expect
expect from their employer from their employees, and what
can change in an instant. employees can expect from
the organization.

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 Change #3: The Internet is the great leveler when
Technology it comes to accessing information.
Not only is it easier for employees to get information
more quickly, but with the proliferation of vehicles
like blogs, it’s also a lot easier for them to make
information available to others. At the same time,
organizations are sometimes challenged with getting
news to employees before the media and bloggers
shape perception and share news of key issues
like the abilities of leadership or stock prices.

More recently, social media has taken hold in myriad

ways that can make employees feel more connected
and more informed, but that can also create a false
sense of interaction and relationship-building.

Organizations need to find new and different

ways to get—and hold—employees’ attention
and engagement, and they need to get to
them first and in meaningful ways.

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Change #4: The Economy and Global Events
As the world becomes smaller and global competition intensifies, organizations
are focused on new and different ways to boost performance and productivity.
Blurred geographic boundaries, at all levels. This directly influences norms. Organizations still need to
combined with the force of global communication as organizations try communicate their messages, but
events, economic crises in various to find the best way to communicate in a way that is faster and appeals
parts of the world, and intense with employees in different countries, to the various cultural nuances, all
economic pressures require who speak multiple languages, have the while contending with increased
organizations to make tough varying immediate concerns, and scrutiny from the public and
decisions that impact employees who have a variety of cultures and government oversight.

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The business world, the real world, employees’ worlds—all are
continuing to change at an accelerated pace, leaving communicators
and leaders with the daunting challenge of keeping employees focused,
committed and engaged in what feels like the eye of a hurricane.

The good news is that good internal communication can create

a consistently calm harbor even in the stormiest environments.

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Employee Engagement and Engagement is the degree to which workers feel an
the Communicator’s Role emotional connection with their employer and organization
that allows them to identify with, be motivated by, and
Achieving trust, credibility and especially be willing to expend extra effort for their employers
engagement is the ultimate prize for (e.g., extra time, brainpower, or energy).
employers, now more than ever.
It also leads to an employee’s willingness to advocate on behalf of the organization and
brand. The sad fact is that overall employees aren’t very engaged. This has a negative
Communications and communicators play a key role in the
impact on productivity, results, shareholder value and many other aspects of the business.
engagement process. Great communication can engage
employees if it cuts through the clutter to speak directly to
According to the 2009 Gallup Employee Engagement Index, about one third of all
them, and no one is better positioned than communicators
employees globally are engaged, nearly 20% are actively disengaged and the rest—
to know how to connect effectively with employees.
just about half—are on the fence. Our greatest opportunity exists in our ability to help
those individuals who are on the fence to be more engaged, and to keep already-engaged
First, employers and communicators must recognize
employees committed (they’re the ones driving the business). Imagine the impact if we
that employee engagement is a two-way street, and
could get 5 percent, 10 percent, or even more from “on the fence” to engaged? What
furthermore that engagement is a gift an employee gives
might that mean in productivity and results?
to an organization—that can be freely given or withheld at
any time. It is up to these leaders to accept responsibility
for (as they will reap the benefits of) making it that way.

Next, decision makers need to realize that engaged Engaged 30%

“Checked out” Give extra effort regularly
employees need more than just information. They
Actively
need face-to-face communication and dialogue. Disengaged 20%

Communication professionals are at the heart of all of

this interaction. It is up to them to facilitate communication “On the fence”
between leaders and employees, and within individual teams. Not Engaged 50% HUGE engagement opportunity
Yes, communication is everyone’s responsibility, but it’s up
to the communicators to drive awareness and engagement.

Gallup, “Employee Engagement Index” (2009)

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To understand how to connect with employees, and from being part of an organization. The rational
it is important to recognize that engagement factors, by contrast, relate to the relationship
involves both emotional and rational factors between the individual and the broader company.
relating to work and the overall work experience. An example of this would be an employee’s
The emotional factors are those that relate to an understanding of their role and their team’s role,
individual’s personal satisfaction and the sense of as they relate to the overall company objectives.
inspiration and affirmation they get from their work

You may not realize it, but you’re actually engaging

employees every time you:

• Help them understand the realities of your business.

• Connect the dots between the big picture of your
business and what it means to them and their job.
• Reinforce that they can trust you.
• Ask for their thoughts and feedback.
• Ask how they are doing.

If engagement merely facilitated a more efficient working environment

or a friendlier atmosphere, the business imperative to make it a priority
wouldn’t be as compelling. But the extra effort, the willingness to
act as a champion and to advocate for your organization, the desire
to provide value every minute of the day makes engaging employees
a critical success factor for any business.

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 Did Disengaged employees have a staggering effect on business. Recent studies have shown that
lower productivity has an estimated economic impact of $300 billion per year, while increased
You workplace injury, illness, turnover, absence and fraud have an economic impact estimated at
$1 trillion per year. This is felt around the world at a global level, but it also has very personal and
Know? immediate effects on organizations, departments, teams and, as a result, individual employees.

Communication Issues That Disengage Employees

1. Information overload.
2. No clear understanding of business goals and priorities.
3. Leaders who don’t “walk the talk.”
4. Communication is a “check-the-box” activity and doesn’t
get to employees in a relevant way.
5. Leaders who don’t see value in communication and don’t
plan their communication.
6. Communication that is reactive, scattered and not relevant
to questions or needs.
7. Withholding information or limiting information sharing.
8. Limited access to managers, information and leadership.
9. Being told to do something without the appropriate context.
10. Hearing news in the media or community before hearing
it from their employer.

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The Face of Internal Communications Today
The constant change that is today’s business environment has created
a new challenge for communicators, especially because it’s been
accompanied by an evolution in the needs and expectations of employees.
Employees feel a greater need to be personally the organization they work for, what it stands for
connected to their employer company and its leaders. and how it affects them as individuals, and also the
In part, this is because they are more aggressive community at large. And unlike generations past,
owners of their jobs and the companies they work today’s employees are willing to move from job to job
for than they were in the past. Employees care about in search of the employer that is the best fit for them.

All this means that employers have to work

that much harder to keep their best employees
and to keep them engaged. One way in which
organizations are addressing this engagement
culture is through significantly higher benefits
offerings. These aren’t, however, always
communicated in a way that helps employees
fully understand what is available to them.
Furthermore, the benefits value proposition
alone can’t do the job because benefits alone
don’t translate into loyalty for an organization.

The reality is that organizations

don’t inspire employees. People do.

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 A leadercommunicator™ realizes that most problems in business today
lie in the absence of real communication, and understands the need to
facilitate dialogue and “manage” conversation with employees and teams.
Studies show that the number one employees look to their supervisors but that it also is a strategy in
reason employees leave their jobs to translate information and to itself. These individuals realize
is not because of their paychecks, make it meaningful and relevant for that most problems in business
but because of their manager. them. In fact, 48% of respondents today lie in the absence of
Although employees will always to Melcrum’s employee real communication, and
want to hear from the top, no one is engagement survey felt the actions they understand the need to
more influential than an employee’s of senior and frontline leadership facilitate dialogue and “manage”
supervisor. Supervisors today need are the single most influential conversation with their teams.
to be leaders and communicators. factor in driving engagement. As a result, they’re able to create
shared meaning and move
Virtually all surveys show that A leadercommunicator is people to action.
a supervisor is an employee’s someone who understands that
preferred source of information— communication enables strategy,

The C-Factor: Communication Factors for Top Leaders

To drive effective communication, leaders must:
• Be visible.
• Communicate frequently.
• Be honest, open, trustworthy and candid.
• Understand that everything they say and do communicates something (including what
they don’t say or do).
• Answer questions employees have (ideally before they ask them).
• Be engaged in developing/planning communications (so they’re energetic and
passionate about what they say).
• Engage the Communications function as a business partner.
• Ask employees for their input and use it.

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Do You Really Understand Your Employees?
Employees may join an organization because of its charismatic
leaders, benefits or top-notch training, but how long they stay
and how productive they are also is directly related to their boss.

Too often, managers view communication as a “to do” Think of it this way: a company doesn’t just decide
they cross of a list, a tactic for which the communication one day that it’s going to put a new product into
department is solely responsible, or a skill to be market and then “wing it.” It’s planned, tested and
developed (similar to becoming a better presenter or carefully orchestrated to ensure a positive response.
listener). But communication is a learned skill—one that The same should go for how leaders communicate,
traditionally hasn’t been emphasized in organizations— and that’s not often the case.
and one that takes practice and planning.

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The result is that internal communication today needs to involve employees in two-way dialogue—
it’s no longer enough just to “distribute” information. The key to effectively communicating with
employees through two-way dialogue starts with answering the key questions that all employees have.
Whether employees ask them or not, the reality first before they can begin to think beyond “we”-focused questions. A we-focused question,
is there are several key questions that are on their themselves. Employees’ core questions are “me”- for example, is “What’s our business strategy?”
minds—what we call The Eight Key Questions™. focused questions that help them understand
what’s happening around them and what it means It’s important to remember that these are
These questions are a lot like Maslow’s hierarchy to them specifically. One question, for example, questions that employees think about, and
of needs—which purports that only after a person is “What’s my job?” perhaps ask, every day—whether they are new
has fulfilled certain levels of needs can he or she to the organization or veterans. When change
begin to move to more complex levels of thought, When the me-focused questions are answered, happens—as it often does in today’s fast-paced
self-awareness and understanding of others—in then employees are able to look beyond business world—employees immediately
that employees’ basic needs have to be addressed themselves and become interested in the go back to the me-focused questions.

I Am Your Employee
What you need to know about the mindset of employees today.
• I’m bombarded by messages and communications clutter.
• I have a limited attention span.
• If you want me to change my behavior, I must trust the person telling me to do it.
• I’m more likely to pay attention if you make the impact on me clear.
• I’m most influenced (and want to hear from) my manager and senior leaders.
• I’m more likely to pay attention if you couch communication in a relevant style.
• I appreciate repetition over time.
• I appreciate having a choice of media when being addressed.
• I’ll pay more attention if I’ve had a chance to provide input up front.
• If I see the leaders in my organization behaving how they want me to behave,
I’m more likely to pay attention.

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 T h e E i g h t K e y

Questions
a ll e mploy e e s h a v e

8. How can I help?

7. What’s our vision and values?

we
6. How are we doing?

5. What’s our business strategy?

4. What’s going on? transition

3. Does anyone care about me?

2. How am I doing? me

1. What’s my job?

© 2000 The Grossman Group

Adapted, with permission, from the original
copyrighted work of Roger D’Aprix; all rights reserved

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Knowing When Communication Is Essential
Now that you know why internal communications
is important, let’s look at some events or situations
that often trigger the need for communication:
Business Changes
If there’s a change in the way business will be done and it’s
going to affect employees, it’s important to tell them what’s
going to be different, and what they need to do differently as
a result. This applies to a broad number of situations, such as:
• When leaders need to take specific action to accelerate
business results (e.g., top-line growth, profits, etc.).
• A change in business priorities, metrics, leadership, etc.
• A change in organizational structure (e.g., merger,
acquisition, downsizing, plant closing).
• Survey results are not where they need to be.
• Need to create and dominate new markets.
• Operational changes to improve productivity, cut costs, etc.

The BIG “Oops”

Driving Behaviors and Actions
Internal communication is essential if you need to drive new Communication mistakes that can shut employees down (literally and figuratively)
or different behaviors—or culture change. Employees need • Inconsistent messages
to know what’s expected of them and what they need to do
• Talking at employee instead of with them
differently. This can apply to a specific business initiative or
project, or to broader behaviors for the organization at large. • Communication delays—not responding quickly
• “Spinning” messages instead of speaking truthfully
Celebration
• Breakdown in technology
Let employees know if the organization or individuals achieve
specific milestones or wins that should be recognized. • Not telling the truth or silence
This keeps them interested, motivated and engaged. • Using language employees don’t understand

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 How to Break Through (or Avoid) Communication Clutter
Communication at its best is about moving the feel). And when employees feel strongly
people to action. Each time you prepare to about a topic, they are much more likely to
communicate internally, first think about the take action on it (that’s the do). Without a
business outcomes you want to achieve. call to action, it’s just information.
Then, think about what you want employees
to think, feel and do as a result of your It’s also important to remember that repetition
communication. This will shape the messages is critical to ensuring your audience received the
you develop and help you choose the vehicle message and understands what’s expected of
you use to share those messages. them. When employees hear the same message
from their supervisor (their preferred source), the
Employees need a chance to grasp an issue CEO, through the company Intranet or through
or topic—it needs to be on their radar—before the grapevine, they’re more likely to take notice,
they’ll have an emotional response to it (that’s believe it and, most importantly, act on it.

Breaking Through…
• Plan all communication using a strategic approach that focuses on:
− Outcomes − Audience − Messages − Tactics − Measurement
• Remember that everything communicates. You can’t NOT communicate.
• Focus on messages. People only remember three to five headlines, so make them count.
• Prioritize and streamline messages and the channels used to communicate them.
• Create a platform with core messages to focus on and reinforce what’s most important.
• Role model the action and behaviors you want to see from others.

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Strategic Internal Communication
Planning Done Right
Now that you have a sense of the important
components of internal communication, it’s
time to put the pieces of the puzzle together.

The Five Steps to Meaningful Internal Communication

Step 1: Step 2: Step 3: Step 4: Step 5:

Articulate goals, Message Communications Implement Evaluate
vision and mission development planning against goals

Created in the context of the current environment

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 Step 1: Step 2: Step 3: Step 4: Step 5:
Articulate goals, Message Communications Implement Evaluate
vision and mission development planning against goals

Step One: Step Two: Step Three: Step Four: Step Five:
At this initial stage, you are Develop key messages Building on the core messaging By now, you’ve reached You should start working
understanding your desired that communicate with you have identified and the implementation phase on Step Five as you are
outcome in the context of and speak to the right developed, your next step is of your communication also undertaking Step Four.
the organization’s goals, audiences. Messages need to create a plan that articulates plan. It’s now up to you to This is the evaluation phase.
vision and mission. to be clear, credible and the approach for achieving the put the ball into play and This last step is critical in
resonate with your audience. goals identified in Step One to begin communicating ensuring that you drive the
This means articulating an through communication. with employees. desired behaviors or actions
initiative or the organization’s A critical part of the in employees. If you learn that
goals, vision and mission. message development As part of this plan, you must: Using your established plan this is not the case, step back
This ensures that from the process is understanding • Identify the key audiences as a guide, you should use and re-evaluate your plan.
beginning you are thinking where your audience is you need to reach. the various communications
big picture: What are the coming from so you can tools available to reach It’s important to be able to
outcomes that you want to make your messages • Decide on the best vehicles your employees with your correct your course along
achieve, how do they tie to powerfully meaningful to for communicating the powerful message where it the way if you learn that
business priorities, and how them. That’s where research message (e.g., in-person will have the most meaning something isn’t working as you
do you need to shape your comes in. What data do you meeting, newsletter article, to them. This will ultimately had anticipated or intended.
messaging to achieve those need to best understand letter from the president, etc.) drive the outcomes you seek. At its core, Step Five is about
goals? your audience? • Select the appropriate timing. assessing whether or not your
communication have helped
you achieve the desired
outcomes you identified
in Step One.

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Measuring the Impact of Internal Communication
It’s often said that what gets measured gets organization’s employees and its leaders, and it’s not enough to know that a message was
done. Although it may feel overwhelming or even it ensures that communication has a place at distributed to employees. Rather, measurement
impossible to measure the value of something as the table in any strategic business discussion. needs to focus on whether the message was
intangible as communication, the fact is that there received, heard and acted upon.
are definitive metrics by which you can measure The key to successfully measuring
success. And the reward of understanding the communication is to focus metrics on the Measurement doesn’t have to be complicated,
impact of any strategic internal messaging plan outcome (the action you seek), not the output time consuming or expensive. But it is important
is well worth the effort! Measurement helps (how you communicate). Since the goal of internal to remember that when measuring the impact and
create credibility for communication among an communication is to drive action and behaviors, effectiveness of communication, both qualitative
and quantitative results are ideal.

Guiding Principles for Measurement

• Keep measurement strategies simple and doable (or they won’t get
done!).
• Use measurement strategies that already work for the company.
• Use measurement strategies that can live on after the initial metrics
are complete.
• Ensure senior management will champion measurement activities.
• Ensure staff who participate in the evaluation process feel
comfortable being candid, see the results, and have the tools
to apply the feedback and/or results.

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 Effective Communication
Measurement Techniques

Building communication metrics Gathering insights Conducting a Creating a Forming an

into existing measurement vehicles. through existing pulse survey. focus group. informal employee
This enables you to connect to specific business metrics. Identify a representative Gather employees advisory board.
business and performance metrics, which Pinpoint the level of sample of your target to participate in an Want to know how
helps drive accountability. For example, if your employee understanding audience and reach interactive discussion employees really feel
organization conducts an annual employee and action around key out to them for feedback in which you ask about existing and new
commitment survey, consider integrating a business priorities. How? on communications specific questions communication plans
section (or at least several questions) about Connect existing metrics directed at them. Ask about communications and strategies? Ask
internal communication or specific tactics. to the outcomes you seek the survey participants tactics. This can be them. Gather a group
to accomplish through a few questions to get done informally or in of employees who can
Better yet, conduct a Communications Climate communication, and a “pulse” for the impact a more formal setting, offer regular feedback
Index™ (an assessment that measures the establish a correlation to of a communication. depending on your and who can help
specific cause-and-effect relationships affecting overall business results. This can be done via organization’s culture. measure success.
performance and engagement) to gauge conference call, email or
your organization’s health in relation to critical an Intranet posting.
internal communication drivers.

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 Over-Surveyed Employees!

Red Measuring the impact of communication isn’t always

enough. Employees can come to feel “over-surveyed,” and
because they aren’t always conscious or cognizant of results
Flags or action, the response rate and nature can be inaccurate.
Use high-level assessment to measure where you and your
employees are in relation to business goals and strategies,
and use the information to take action and drive results.

Unaccountable Leaders! Doing Nothing with the Results!

At the end of the day, most people only do what they are Why did you bother to ask for feedback, gather employees,
accountable for because their reputations and/or jobs are on the conduct surveys, and more if you aren’t going to do anything
line. Leaders need to know the importance of their roles as leader with the results?! Not only are leaders squandering valuable
communicators and be held accountable. Ideally, communication information that could help advance business goals when
should be a part of a leader’s individual performance metrics they fail to act on it, but they hurt their credibility and break
so that communication is incorporated as a natural part of the down hard-won employee trust.
business and progress can be tracked.

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Remember the bottom line we talked about
at the very beginning?

We’ve come full circle. Whether you are just beginning to think about
the importance of internal communication, you are in the midst of an
existing plan, or you’re measuring the success of your overall strategy,
the bottom line is that this is all about the bottom line.

At its core, communication is an instrument of strategy as well as

a strategy in itself. It’s an instrument of strategy because it helps you
share your mission, vision and values with employees. It’s a strategy
because it will help you achieve specific goals. It creates a sense
of community and trust with employees, creating a line of sight for
them and engaging them to make the business successful.

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312 N. May St. Suite 101 — Chicago, IL 60607 — p. 312.829.3252 — YourThoughtPartner.com
 Employees understand the big picture and how they fit in.
They feel valued, listened to, and like an important part of the team and the organization.

Employees are more productive and there is meaning to their work.

As a result, they contribute more and feel better about their contribution and the
organization so they stay on the job and help move the business forward.

So what’s Better leaders.

the payoff? Communication isn’t just tactical anymore; it’s about strategy. In this context, leaders
are better able to understand employee needs and how to meet those needs to motivate,
inspire and engage them.

Vigilant managers who have an ear to the ground.

For managers and organizations to attract, create and retain an engaged workforce,
they must be committed for the long haul. Building the trust and credibility to keep
employees engaged requires effort, but it’s worth it. It takes only seconds to lose
employee connection and interest.

A culture of communication.
The employee engagement journey is a continuous one. Communication is not an
“event.” It is a continuing process. You must work every day to ask the right questions,
answer others appropriately, and communicate openly and honestly with employees.
When they see you making that extra effort, they’ll do the same. By moving away from
lip service and toward positive action, you drive positive business results.

Organizations that understand, prioritize and constantly strive to achieve better internal
communication are a breed apart. They achieve trust and credibility. They enable
employees to do their jobs better. They create a constructive workplace that encourages
growth and a common sense of purpose.

From all this, there can only be one result: Higher

levels of performance and better business results.

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 Imagine having your own personalized business
messages and stories in the palm of your hand.
Our leadercommunicator™ platform is now available
for the iPad or tablet, enabling leaders to have quick
and easy access to their core messages. Not unlike a
political platform, the award-winning leadercommunicator
platform is a customized tool for senior leaders to help
them develop and articulate strategy, drive change,
and engage employees to achieve business results.
It's never been easier to ensure leaders stay on track
with the messaging they want to drive.
Click here to learn more

David Grossman, ABC, APR, Fellow PRSA is the founder and CEO of The Grossman Group
David is both a teacher and student of effective communication and counsels some of the world’s
leading organizations on internal and leadership communication. He’s author of the highly acclaimed,
“You Can’t Not Communicate: Proven Communication Solutions That Power the Fortune 100”
(Second Edition) and its follow up, “You Can’t Not Communicate 2.” David is often quoted in media,
providing expert commentary and analysis on employee and leadership issues. Specifically, he was
featured on NBC Nightly News, CBS MoneyWatch and in the Chicago Tribune. Share your internal
communication challenges or tips with David at [email protected].

Available at
As featured in:
YourThoughtPartner.com/Book

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