Strategic Internal Communication: A Practitioner’s Guide to Implementing Cutting-Edge Methods for Im

An unused capitalFundamental to operationsCultureEngagementStrategic communicationOpen communications climateLeadership that listensA feeling of "us"Strategic leadership questionDefinition of strategic internal communicationPromising conditions - and challengesThe need to update the workWeaknesses and negative consequencesSerious consequences of poor internal communicationMain message of this bookPurpose of the bookTarget audienceCommunicating strategy and changeChange or dieMerge and divideNew manager, new changeJumping on trendsCulture changeTwo types of changePlanned changeEmergent changeTo change culture and valuesFunctional stupidityWatch out for hyper culture!More focus on the product than the processBad communication, bad changeSeven typical mistakesDealing with resistance to changeChange as a projectImplementing change through trainingDialogue is a prerequisite for sensemaking around changeStrategy deployment - a method derived from dialogueThree ways to communicate change"Hit and run"Convince, persuade and changeParticipation, dialogue, implementationAppreciative inquiry - start with what is good!D modelPractical advice for better change workThe role of the communication professionalsDifferent actors'/stakeholders' rolesContent and messageChannels and methodsCommunication planningThe manager’s communicative roleGood communication leads to successful leadershipLeadership in changeThe leader as a superheroLeadership is the result of collaborationManagement communicationManagement's communication mandateManagement's communications challengesSimplified view of communicationNo more than lip serviceThe role of the communication functionManagement communicates the strategyTalk the walk - do not be over-confident in a ready-made strategyCommunicative leadership in practiceThe communications role and conditions of managersTypical communication challenges for managersManagers do not lead as like they believePrioritizing the manager's communicationManagers' conditions are more important than individual preferencesCommunicative behavior and a definitionPrinciples for communicative leadersLet communicative leadership be a part of the structureIn the best of worlds, managers can communicateWays to develop better management communicationThe coworker’s communicative roleDare to believe in your coworkersTwo variations of coworkershipGood relationships give more than influencersCoworkership, trust and strategic communicationNew opportunities for strategic internal communicationCommunicative coworkership in practiceCoworkers as ambassadors for the organizationSocial media - coworkers' power is increasingEmployer branding - coworkers in focusFriends and networks influence choosing an employerEmployer branding is not an internal communication strategyStructure communication based on stakeholdersThe importance of listening to coworkersOrganizational listeningBrave and wise organizationsEmployee voice - when coworkers' opinions countStrategic listening as communicationSystematize listeningThe communication professional’s role and assignmentDevelopment of the role through historyThe communicator as a strategic partnerService role gives communication professionals a low statusExpectations affect the roleCreate new expectationsLow ambitions and multifaceted - a survival strategy?Lack of relevant measurements prevents professionalizationPower in the right contextA seat at the management tableChange the role - deliver something elseImportant to understand your own roleDo things right or do the right things?The art of being both strategic and operativeWhat distinguishes an excellent communications department?Value creation - a new focus for communication professionalsCommunication professionals and competenceInternal communication - not for beginnersWhat do communication professionals need to know more of?Digital communicationThe rise and fall of the intranet?Slow development of the intranetThe full potential of the intranet goes unusedCommunication professionals love newsTechnology determines news valueThree ways to use internal digital mediaThe dream of a social intranetSelf-censorship is a common obstacleWho "runs" the intranet is important?Wrong level and lack of resourcesUsers need help to fully utilize the platformAre managers ready to let coworkers contribute?Strategic work with digital communicationMeasuring communicationThe value of communicationWhy is the value questioned?The art of measuring communicationDon't be tempted to make it easyStop feeding the beastA model for measuring communication - CVCEnable daily operationsBuild immaterial valuesEnsure flexibilityAdapt the strategyQuality before quantity, even for measurementsCoworker surveys are not enoughMeetings are seldom measuredTips for better measurement of internal communicationGood internal communication creates successful organizationsBroaden the view of strategic internal communicationTrust and an open communication climateNow it is the coworkers' turnChange communication - a core competenceInternal communication is not for beginnersFrom channel expert to leader of developmentCollaboration is top priorityNew technology and Al changing our worldActivity-based - pluses and minusesDemands on independence and communication responsibility go upWins and lossesSensemaking - still top priorityMake small victories your strategy rather than simple solutionsEndnotes
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