SELF ANALYSIS: WHAT SIGNALS DO YOU SEND TO LEADERS?

Internal communicators are often frustrated that their customers don't appreciate them or understand the value they could add, if they were given the opportunity. But, when you think about it, it's not really surprising that colleagues might have a problem understanding their role. An inte...

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Bibliographic Details
Published inStrategic communication management Vol. 12; no. 1; p. 14
Main Authors Dewhurst, Sue, FitzPatrick, Liam
Format Magazine Article
LanguageEnglish
Published Chicago MELCRUM PUBLISHING 01.12.2007
Subjects
Careers
Communication
Internal public relations
Stakeholders
Strategic management
United States > US
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Summary:Internal communicators are often frustrated that their customers don't appreciate them or understand the value they could add, if they were given the opportunity. But, when you think about it, it's not really surprising that colleagues might have a problem understanding their role. An internal communication strategy doesn't have to be a weighty, complicated document. There are no right or wrong ways of doing it. What's most important is that it's built on conversations with stakeholders about how you can support the business priorities, it sets out clearly where you plan to focus and why, and your stakeholders have seen it, debated it and signed up to it.
ISSN:1363-9064