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, there is renewed confidence in experts, namely technical experts (63 percent) and academics (61 percent).
People are becoming increasingly skeptical of news organizations and their intentions behind delivering news; in addition, 63 percent agree that the average person does not know how to distinguish good journalism from rumor, and nearly seven in 10 worry about fake news being used as a weapon.
These concerns and actions have had a dramatic impact on trust in the media overall: in 22 of 28 countries, media is now distrusted. This tension points to the need for new operating models and new ways of communication.
The blurring lines of internal and external communication are helping respond to this trend ensuring consistency of messaging. However, there are a few critical areas to consider.
Corporations are no longer in control of the message
For decades, companies have left messaging to a handful of authorized and highly trained spokespeople. They have used one-way communications to issue formal announcements internally and externally and have generally forbidden employees from saying anything at all.
However, a traditional, top-down approach doesn’t work.
Social media has enabled anybody to share their views about a company. The empowerment of customers, employees and other parties muddies the waters of communication, making everybody a communicator, for better or worse.
Internal and external messaging must align
Due to social media and easy access to a lot of information, all our stakeholders have become very knowledgeable and the core message must therefore be aligned for both external or internal audiences, despite different methods of delivery.
In principle, there’s no internal and external content anymore, there is just content—and a lot of the time what is suitable for an internal audience will work externally as well and vice versa.
However, depending on the audience, it may need to be tailored slightly with regard to the tone, vocabulary, emphasis, etc.
Compelling storytelling is critical
We as communicators compete daily with many sources of knowledge and information, meaning that compelling storytelling has never been so important. Psychology backs this approach up as there are studies of how story affects the human mind.
Results repeatedly show that our attitudes, fears, hopes and values are strongly influenced by story. In fact, fiction seems to be more effective at changing beliefs than writing that is specifically designed to persuade through argument and evidence.
The power of collaboration
Operating in silos has a counterproductive effect; therefore, the link between communication teams and teams within the business is critical. For communication to be successful, there needs to be a continuous dialogue, interaction and debate between the communication function and other areas of the wider business to make sure the right messages are getting out at the right time.
Whose responsibility is it?
This question appears time and time again. Should a combined internal and external campaign be handled by the internal team or the external team, or both together? And where does internal communication stop and external start? As part of merging the two, the individual responsibilities of team members should be discussed and agreed upon.
However, communicating clearly and in an engaging way is also a responsibility of everybody within a business, so empowering and coaching our leaders and colleagues to be great communicators is just as important as crafting and delivering their messages for them.
More and more organizations blur the lines of communication through implementing social media in their communication practice. They use it to communicate with their staff as well as to promote their corporate and employer brand. A great example of this joint internal and external venture is HSBC’s Twitter feed: HSBC Now.
— HSBC NOW (@HSBC_NOW) August 28, 2018
Through one platform, HSBC can engage with their employees, while at the same time encouraging a positive external view of HSBC as a diverse and interesting business, worth working for.
Another example is turning employees into engaged brand ambassadors by implementing a platform enabling staff to share corporate curated content on their private social media.
This is a voluntary program that any employee can join and which can be extremely powerful when promoting business as a partner of choice and employer of choice. It’s genuine and authentic.
Some leaders are also individually pioneering social media as a tool for communicating and getting in touch with employees. Take the BASF executive who set up his Twitter account for this purpose.
Finished the South East Asia Trip in Thailand meeting with customers and the #carechemicals team in #bangpakong our @BASF manufacturing site for home and personal care products. Impressed by the continuous improvement journey of the last years! Ready to grow. #reason4optimism pic.twitter.com/nDTxSb0Jce
— Markus Kamieth (@MarkusKamieth) August 31, 2018
The current changing and fast-paced reality presents challenges and opportunities which external and internal communication needs to tackle but it will be much more successful and impactful if done in collaboration and through aligned, compelling and regular messages to all audiences.
A version of this article originally appeared here. It is reprinted with permission from the author.