Inside Communications Assessment – 11 Components to Measure Your Firm's Temperature
I firmly believe that leaders always communicate, whether they intend to or not. And just like a leader sends a message by communicating – or not – an organization shows its commitment to communication, whether it intends to or not.
When customers come to us for help improving communication, the first thing we do is measure the company's temperature. This means assessing some overall indicators of commitment to practice and the value of communication.
11 elements of an internal communication temperature test
Below you will find some elements of our “temperature check” for internal and managerial communication that underscore a company's commitment to communication. We usually order these on a continuum (weakest to strongest, lowest to highest, etc.) to highlight the areas of greatest opportunity:
- Management support – As with aspects of an organization, communication is more likely to be effective and effective when managers are supportive and engaged. Where would you characterize this area in your organization from weak to strong?
- Management accountability – In most organizations, something required is more likely to be achieved. Communication is no exception. Do you observe weak or strong responsibility for communication in your organization?
- Management trained in communication skills – – Managers who are trained to communicate Effectively set the expectations and tone for the organization. Would you describe this area as weak or strong among your leaders?
- Strategic communication approach – An organization that benefits fully from communication is one in which the communication function is strategically aligned with the business objectives. Where in the spectrum from weak to strong do you see the level of strategic communication?
- Management's perception of the value of internal communication – This critical topic speaks to how executives deal with communicators and how much trust they have in communication as a business critical function. Would your executives characterize the value of communication as low or high?
- Due date of the internal communication function – Although tenure is not essential to achieving maturity in one Internal communication Function we often see a better understanding and greater impact of internal communication when it is well established over time. Where is your internal communication function in the maturity spectrum between early and ripe?
- Effectiveness of internal communication processes – How well do leaders and managers in the organization understand and follow processes for internal communication and how would you characterize their effectiveness on a scale from low to high?
- Use consistent tools and resources – Consistency and repetition are key to making a real impact in internal communications, especially as you reinforce yourself Key messages or try to support change. Do you see tools and resources that are being used consistently across your organization?
- Internal customer satisfaction – Internal customer satisfaction is often directly related to the value that communication has and is a critical indicator of the health and effectiveness of your communication function. Where would you characterize this between low and high?
- Resource allocation – The level of resources allocated to a department underscores the value that the organization attaches to its work and increases its potential impact. Where is communication in your company if there are not enough resources?
- Measurement in progress – The saying “what is measured is done” certainly applies to communication, although it is most often seen in more advanced internal communication functions. Do you see your measurement level as insufficient or sufficient?
What can you learn – and what steps can you take to better understand your company's communication temperature?
– –David Grossman
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