The workplace is changing, and with it, so is the communication profession.
I vividly recall a time when there was a clear distinction between external and internal communication, and cases where the two then-separate disciplines didn’t even work together.
For years, internal communication, if it existed at all in a company, was frequently perceived as a poor and distant cousin of—or totally unrelated to— the much more glamorous discipline of externally facing communication.
It was typically associated with one company newsletter and disengaging HR communication.
However, over time, internal communication has risen in importance and in recent years, has been gradually merging with external communication. This, I believe, will strengthen the function in general, and the combined capabilities will make communicators more valued as strategic and trusted advisers.
However, while I fully support bridging the gap between internal and external communication, collaborating, aligning messages, and developing an integrated approach, the two disciplines are not the same, and can learn from each other in some areas, such as how to deliver emotional, high-impact storytelling, creativity, strategy development, and solid metrics.
There are some commonalities too. For example, the need to focus on content quality as communicators try to capture the attention of busy and also distrustful audiences who are vocal, challenging, sophisticated and knowledgeable.
Trust is key but currently in crisis, and although the latest Edelman’s Trust Barometer shows that trust in CEOs has rebounded from 37 percent in 2017 to 44 percent, we still find the world suffers a loss of trust.
The report clearly shows trust shifts unpredictably from one year to another as 2018 also brought a substantial decline in the credibility of a “person like yourself.” On the other hand,...
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