By Valentina Hoffman, Marketing Manager at Grupo RUA
In a social and cultural climate that demands greater transparency from companies, an increasing number of them are choosing to incorporate professionals to strategically plan and execute their communication. The primary goal is to position themselves and differentiate themselves in the market while remaining congruent.
In this regard, one of the main challenges we face as Organizational Communicators is likely to be ensuring coherence between what the company is and what it claims to be.
However, we know that communication is not always effective due to the inherent nature of the communication process. There will always be noise between what we intend to convey and what the other party or parties manage to interpret. This occurs because subjective factors come into play, causing us to decode information through our individual perspectives, using our own tools, while preconceptions, values, ideals, and even expectations come into play. As a result, the original communicative intent may not be fully understood.
The same happens within work organizations and is even more complex because collective thinking and feeling are at play. The judgments we make about certain events are shared with others, generating new interpretations and establishing new narratives.
Given this complex scenario, it becomes increasingly important to strategically define communication plans, targeting both internal and external audiences, contributing to achieving the greatest possible coherence in the messages we deliver. Designing actions that guide an effective internal communication process to positively support each team’s challenges and, consequently, contribute to the overall business objectives.
Every organization is different, with its own peculiarities, simplicity, or complexity. Based on my experience, there are some recurring aspects to consider when planning communication globally:
- Co-construct actions: When our plan involves internal audiences, the main protagonists will be the organization’s own teams. Involving representatives from each area will provide valuable insights into the specific issues, allowing us to define realistic and tailored actions. This approach fosters transparency, collaboration, and likely increases commitment to our future plans.
- Consider the power of 1:1: Much of the game is played in the formal and informal conversations that take place among organization members. Building a horizontal internal communication dynamic involves recognizing that interpersonal exchanges in everyday life are equally or even more relevant than the “formal” actions we may propose. Incorporating culture champions or communication correspondents is often a useful tool that enables us to “be in the conversation.”
- Recognize that we are all communicators: Communication as a soft skill can be developed and improved. We need leaders who efficiently drive the planned actions, taking on the role of key change agents. Training effective communicators within the organization, sharing best practices, and providing support during significant communication moments in teams are also essential aspects of our role and should be part of our planning.
- Build from the inside out: Effectively communicating something to external audiences that is not genuinely experienced internally is challenging. This is a common issue today, as companies often publicly support social causes but may lack the internal commitment to actively contribute to these causes. Therefore, our communication plans must include internal actions that allow us to work from within, enabling us to communicate honestly and transparently outward.
Additionally, the global context is always a crucial aspect to consider when planning. Properly diagnosing the organizational moment involves taking into account the current social situation and its impact on our organizations.
The context I mentioned at the outset, which challenges companies to take clear, constructive, and transparent stances, is further complicated by the challenges brought by the pandemic.
Precisely in times of uncertainty and change, communication, when approached strategically and thoughtfully, plays a central role in supporting work organizations and societies as a whole. This is an aspect we must also recognize: our role is essential and holds a unique value that positions us as strategic partners.
We are witnessing a significant empowerment of the role of Organizational Communicators. At the same time, companies have a tremendous opportunity to contribute to the construction of more sustainable societies, and we must be up to the task to support this process.
Here’s to having more Communicators in more organizations!
