Making the Connections: Using Internal Communication to Turn Strategy into ActionCompanies know that communication with their people is vital if the energies and the efforts of their employees are to point in the same direction. Making the Connections shows how to use internal communication to turn strategy into action. Bill Quirke demonstrates practically how businesses can use internal communication to achieve differentiation, to improve their quality, customer service, and innovation, and to manage change more effectively. He describes the why, the what and the how of internal communication – why business needs better communication to achieve its objectives, what internal communication needs to deliver to add value, and how organizations need to manage their communication for best results. This new edition contains a wealth of new material, with pragmatic advice and new case studies. Four new chapters cover how to develop internal communication strategy, global communication, engaging employees, and helping leaders communicate more effectively. Making the Connections is based on the extensive international experience of one of the most knowledgeable and leading authorities on internal communication. This thoroughly revised new edition explores the impact of new technology, regulation, globalization and the changing relationship between employer and employees on the process of internal communication. |
Contents
Preface | |
Turning Communication to Advantage | |
Getting More Value From Internal Communication | |
Turning Strategy into Action | |
Going Global and Restructuring | |
Leading Change | |
Leading Engagement | |
Making Change Happen | |
Engaging Employees FacetoFace | |
Communicating Initiatives and Projects | |
Pulling It Together | |
Planning and Managing Communication | |
Repositioning the Role of the Internal Communication Function | |
Measuring Impact | |
Common terms and phrases
able achieve action activities allow approach areas asked attitudes audiences become behaviour better brand business units cent centre channels clear closely commitment competitive concerns Connections consistency context coordination corporate cost create culture customers deliver direction discussion effective employees engage ensure example executive expectations face face-to-face feel focus focused function future give global going greater happen identify impact important improve increase individual initiative internal communication investment involved issues keep lead leaders leadership less look means measurement meetings messages operating organization performance picture planning practice presentation problems questions reduce relationship requires responsibilities role senior management sense shared shift shows simply skills specific staff strategy structure style success survey tend things trying turn understand