Scenario:

The top management has just finished the meeting, the decision has been taken: A new set of core values shall from this moment permeate the whole organisation...

Here is the real challenge:

How do all employees get to know, understand and live our new core values in their daily life at work? To think and live and conduct themselves according to the values, in every meeting with the customers or with colleagues, enabling us in a few years time to measure if our customers' picture of the company is exactly like the one we want them to have - and most importantly is our image genuine?

Everything new replaces something old

It is rare to find a vacuum. To implement the chosen core values means that the old ones will have to be removed, be these formal or informal. Environmental policy, ethical rules, customer policy, leadership behaviours, organisational culture and strategic goals, are all part of the daily life at work even if they are not formally formulated.

In large organisations you will often find "hostility" between departments, sometimes openly; departments within organisations who have their own set of values in parallel or even instead of the official ones. Nearly all types of implementation projects are a form of change management. To replace entrenched mindsets, ingrained behaviours and long established ways of conducting business, all require a change in the way people think and invite them to dare to see things in new ways; this is the big challenge in implementing a key message.

One important topic to consider is ~ Simplicity...

Is the message simple enough, or is the ambition too high? All too often there is a tendency to want to include too much in the message that is supposed to be embraced by everyone in the organisation. The disadvantage with this, among other things, is that the receivers of the message get less of a chance to internalise the message by considering their own point of view and this in turn easily makes people feel less involved. As a consequence people use a range of different defence mechanisms to protect themselves and not get involved in the change at all.

A simple, clear message that gives the receiver a chance to gather information in order to fully understand and accept the message increases the chances for success.

When considering your next internal communication initiative consider;

• Is your message simple enough? 

• Does your message have walls?

What is your top tip for the principles or concepts that help shape great internal comms..?