Engaging Internal Comms

It's very easy to think that all of the change that we've experienced over the last couple of years has been related to the pandemic and the aftermath of the pandemic. But, as we probably all know, there's been a lot of business as usual change going on with organisations as well and there's also been a significant amount of merger and acquisition activity. Our guest, Stephanie Briggs, talks about her about her experience of going through a significant merger and acquisition process, whilst also experiencing a significant personal change in her life, a major relocation.

My guest. Lesley Allman, has developed the ABCDE of internal communications and in the interview we work through those together. Just to explain, A is audience, B is behaviours, C is content, D is delivery, and E is evaluation. We think it's a really nice, compact model which helps us to think about our campaigns, about our work and behind each of those 'letters' is a much more detailed set of thinking and ideas, which we explore together in this episode.

We create games for organisations that are learning games, communication games that we provide to our clients to help them to facilitate conversations around lots of different topics. These conversations could be around health and safety, company values, vision, strategy, all of those different types of areas. My guest reached out to me because he's someone who is interested in board games, it's his passion. When I got into a conversation with him I found out that not only was he interested in playing board games, he was actually bringing them into the workplace to create culture change, but he didn't call it that.

An area we've not covered on the show before is about internal communications within charities. Charities are really interesting organisations in that a lot of people who work in charities are employees, but there are also a significant number of volunteers. I was really interested to find out what it's like to be an internal communications manager or leader within an organisation that is a charity, and what challenges that brings in terms of communicating with people who already have a very deep sense of purpose, which is often why they work with the charity or volunteer for the charity.

It's long been known that the use of emotion in communication is a very powerful device. It's not always been used to the best ends and we have a history of people who have used emotion to manipulate people. But actually what we need to recognise is that emotion in communications is a really powerful way of getting our messages across and used appropriately can be highly effective. Now, what's happening when people are using emotion is that we're using something called neuroscience. I'm sure you've probably heard of neuroscience. It's the science of the brain and the activity within the brain. But how can internal communicators use neuroscience principles to make their communications more effective.