We work with many different organisations on improving the role, impact and value of internal communications (IC). So as a regular feature we thought it would be a good idea to share some of the key findings we have uncovered through a combination of our IC audits and health-checks, our conversations with key clients and our observations of reports published by others. We call it The Inside Track and each month we will focus on one of today’s common IC challenges.
This is one of ten specialist internal comms blogs. Email Chris for exclusive access to the full collection before they're released.
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Effective internal communication in every organisation should be the thread that weaves everything together. Yet, one key channel of communication that can often be overlooked is the role of people managers.
These individuals are well placed to help bridge the gap between senior leaders and the broader operational workforce. Here's why we believe people managers are an untapped power when it comes to employee communication, together with a few thoughts on how you might leverage their potential:
Simply by being closer to frontline colleagues than senior leaders, people managers are well placed to gather invaluable feedback and insights that can help shape effective communication strategies. This close proximity means they have a better understanding of the day-to-day challenges, concerns and aspirations of team members which helps to create content that can then be more tailored and relevant.
We believe trust is a cornerstone of effective communication and people managers are in prime position to help build and maintain this trust. Managers can foster an environment where employees feel comfortable sharing their feedback which often leads to them developing strong and supportive relationships. This rapport should make it easier for managers to relay important messages effectively.
Your people managers should have knowledge of what matters most to their teams so are well placed to tailor their communication to suit individual needs and preferences. With top-down communication often being more broadcast than targeted, managers have a key role to play in improving the relevance of messaging for teams to help enhance engagement and understanding.
Effective communication is more than simply sharing information it’s also about listening, with people managers ideally placed to help bring these two elements together. They are key to the facilitation of two-way dialogue with teams, ensuring that voices are heard and that their feedback is relayed and actioned. This loop of continuous feedback will not only help drive improvements but should also help to foster a culture of open communication.
By consistently communicating and modelling your organisational values your people managers can help to reinforce their importance and relevance in everyday operations. They have a key role to play as part of the embedding process and with the right level of support they will help to ensure your organisations mission, vision and values are lived and breathed by everyone – ultimately becoming your everyday DNA.
People managers have a key role to play in driving engagement and motivation through regular and meaningful communication. Via a combination of recognising achievements, addressing concerns and providing clear guidance, managers can help to keep teams motivated and aligned with your organisational goals. At the same time, strengthening their belief in where you are headed with increased productivity, innovation and commitment.
People managers can be instrumental in driving the adoption of change within your organisation. If they can be involved from an early stage, managers can act as change agents by championing new ideas and ensuring that employees understand the implications and benefits. Their ability to explain the reason for change, address concerns and provide ongoing support is vital in maintaining morale and high productivity.
As much as your organisation will rely heavily on your people managers to provide regular communication about personal development and career progression opportunities, they too will rely heavily on the organisation for bespoke training support to help them become better communicators. The focus on continuous development for everyone will not only help to enhance performance but it will also help to boost employee satisfaction and retention.
Conclusion
Investment in communication support for People managers is critical but often overlooked. Their unique position allows them to build trust, personalise messages, facilitate two-way dialogue and drive engagement. By leveraging the strengths of people managers, organisations can foster a more connected, motivated and cohesive workforce. Recognising and empowering people managers in their communication roles can unlock significant potential and contribute to the overall success of the organisation.
