Post | wilin.se

What happens when the organization's goals and strategies are unclear, too comprehensive or deficient? Or when there is a direction but the actual clarification of what we collectively need to do and how is missing? What happens when the responsibility is pushed out to the teams and the lack of joint mobilization creates a gigantic gap between a desirable future and the daily work?

We communicators are tearing our hair out. Our main internal mission lacks prerequisites. We who work to create a common purpose and meaning around what we do and achieve, around the organization we are and who we want to be. For those we are for. When we do it well, engagement and productivity increase. We achieve results. If the fundamental foundation is lacking, when the what, why and how sway - how can we do our job? If we can't do our job, what happens?

Nothing if you are to believe the critics of communicators who often receive media attention. Exactly, very little happens. And the results over time will show that. Lower growth, lower productivity, lower profitability, lower loyalty, lower pride, higher staff turnover.

There are many influencing factors, but the research is clear. Communicatively well-oiled organizations are more successful and achieve better results. We know that. And we know what's required.

The call to management teams:

The target image and how we get there must be crisp and clear and attractive. For everyone. Get help from communicators. Be visible, clear and capture continuous feedback from the organization.
Get the help of strategic experienced competence in the development of communicative organizations. Many of us have knowledge of business development, leadership, employee engagement, change management and sustainability. We have an understanding of the business as a whole. We have a helicopter perspective and know how the common thread in what we do needs to be shaped and made visible. We will not give up until the direction is clear and engaging and employees know what they must do to contribute, and want to contribute.
Create an obvious place for the internal perspective in decision-making. We add business-critical competence. We have extensive knowledge of employee needs and know how to speak to the head, heart and feet to enable, engage and mobilize.
Listen. We can to a great extent foresee the consequences of the decisions we make as an organization, and the decisions we choose not to make. For employees, customers and the outside world. We thus have a great power of influence. Take advantage of it.
Value communication within the organization at the same level as external communication and marketing. Customer experience equals employee experience. Everything is connected. Our building of trust in relation to the outside world starts with our employees. Our employees' faith in us. The communications manager you hire sets the agenda.

#help? Simple quick improvements in management communication make a difference. At the same time, a long-term strategic plan is required for development in several areas - organizational learning about communication and effects (doing the right things), management's communicative mission, managers' responsibilities and abilities, the employees' own important role, an attractive culture and the value-creating role of the communication function. What is the most important thing? How should we prioritize? What gives the greatest effect? How are we going to do it?

I know and I will help you. Make contact.