• Ontario Registrar General 
• Alberta Student Finance Board 
• Alberta Department of Labour 
• Alberta Environmental Protection 
• Alberta Department of Education 
• Alberta Human Rights 
• Alberta Advanced Education 
• Alberta Bureau of Public Affairs 
• Saskatchewan Legal Aid 
• Saskatchewan Dept. of Education 
• Saskatchewan Post Secondary Ed. 
• Saskatchewan Dept. of Labour 
• Manitoba Driver Licensing 
• Manitoba Housing 
• Manitoba Public Insurance 
• Manitoba Worker’s Compensation 
• Manitoba Motor Vehicles Branch 
• Manitoba Liquor Control Comm. 
• Manitoba Residential Tenancies 
• Manitoba Crop Insurance 
• Assiniboine Community College 
• Immigration Canada 
• Training & Development Canada 
• Mb. Canada Business Centre 
• Winnipeg Property Assessment 

Click to send email 

Bacal & Associates 
252 Cathcart St. 
Winnipeg, Manitoba 
Canada, R3R 0S2 
(204) 888-9290 

Internal Communication Strategies - The Neglected Strategic Element 

Most organizations, be they public or private understand the importance of strategic communication with customers and/or stakeholders. Hence we have marketing and communication specialists to produce communication plans for external use. 
In the private sector that means more income; in the public sector it means better public relations, and better use of government services through client information. 

Many organizations also understand the importance of developing strategic plans to guide longer term decision-making. The thinking is that without knowing where we want to be (and how we are going to get there), we can't coordinate organizational resources so that we get to where we want to go. Frequently, communication methodologies for communicating with customers and the public are included in strategic planning. 

However, few organizations address INTERNAL communication in the same way. Determining what should be communicated to staff, when it should be communicated, and how it should be communicated is often left up to the decisions of individuals made when there seems to be a need. In other words internal communication strategies are developed, reactively, when there is a crisis or major event that clearly requires addressing communication issues. Where communication is planned out, it is often around upheavals like major corporate or organization change, layoffs and downsizing, and technological change. However, once the initiating focus has been eliminated communication tends to go back to an unorganized incoherent process. 

It's a bit of a mystery why this occurs, but there is no question that strategic internal communication planning can be a proactive approach to building a better, more directed and efficient workforce. 

The Advantage of Strategic Internal Communication 

We know that some of the most successful companies and corporations create a workforce that understands the mission, goals, values and procedures of the organization. People talk about the Hewlett-Packard "way", or the Wal-Mart "way" to describe what are essentially organizational cultures that are held in common by most employees in the organization.  

The intent of creating such cultures is not to dominate or control employees, but to "aim" them at a set of common goals on which they can act every day. This brings a coherence to the workplace, and allows better coordinated action. By clearing up ambiguity in the what's, how's, and why's, the common culture permits employees to act with empowerment. When we have staff that understand the basic values and purposes of an organization, we give them the opportunity to make decisions that fall within those parameters. That means, for example, that more decisions can be made at the line level, reducing micro-managing. 

Clearly, if we are to create such a common culture, we need to harness all of our organization's communication resources to achieve the purpose. Before we talk about that, let's look at some other advantages to having a coherent, shared organizational culture. 

Advantages & Benefits 
 

• permits employees to make more decisions online since they have the tools and knowledge needed to make the "right" decisions.
• encourages a sense of identification, on the part of staff, with the goals, mission and procedures of the organization, which can result in a sense of "making a difference". This can have direct impact on effort and efficiency.
• has the potential for reducing day-to-day conflict. Much conflict is generated by conflicting ideas on what is important to the organization...often an indicator that the people involved do not share a common vision or understanding.
• helps staff feel a part of the organization.

An Overview of The Internal Communication Planning (ICP) Process  

First, we need to understand that we plan for internal communication for a long term time period. Since the effects of communication exert themselves over an extended period, we need to look at an approach that will extend over years. While event based tactical communication planning is reactive and short term, strategic ICP is by it's nature, longer term and proactive. 

As such, before we begin ICP, we need to be clear what kind of workplace we are attempting to create and what values, principles and procedures need to be in place so that our visioned workplace comes about. So, as with other kinds of strategic planning, we first decide the kind of organization we want, then we plan a communication approach to bring that vision to life. 

Next, we need to consider a very broad approach to communication. Often, even organizations who address internal communication fail because they understand the organization communication process as a limited process--one that includes only what we normally think of as communication methods. For example, they formulate a vision statement, or statement of principles, and plaster it all over the organization, without considering that the behaviour of managers, and the decisions that are made in the organization are the "real communication tools". What results is a situation where the "formal" communications say one thing to staff, while decision-making and actions send a conflicting message. It's almost better to do nothing at all, since an inconsistent, non-comprehensive approach to communication breeds resentment and cynicism. 

So, the key elements: 

long-term focus 
clear values, goals 
comprehensive, pervasive methods 
consistent messages 
 

Outline of ICP Steps 

The details of how one plans for internal communication to create a coherent culture will vary depending on a number of factors, one of the most important being the size/level of the organization we are looking at. In a small organization, a branch manager/director may draft an internal communication strategy by him/herself, particularly if the elements of communication in the organization are under his/her control. Or, the manager can consult with staff regarding the kinds of information staff feel they need. 

In larger organization, internal communication strategies need to include many more players (eg. senior executives, managers, HR people, etc). 

However a general process can be described. 

1. Identify the common culture needed/wanted. 

We make the distinction between what is needed and what is wanted because the culture we seek to create should somehow enable the organization to better achieve the goals, role and mission it has designated for itself. The parallel here is to the visioning process that occurs in strategic planning, except it answers the question: "What values, principles, procedures and behaviours must we create so that we can achieve our mission?" In practical terms, this step can result in a set of goals. 

2. Identify the available communication tools 

Since we consider internal communication in a broad sense, we need to identify the means by which we can affect corporate culture in the direction we want to go. Below are some examples of communication tools to consider, but there may be others. 

Paper-based: 

memos (internal correspondence), newsletter, brochures, performance appraisal documents, slogans, pay packet enclosures, etc. 
Executive/Manager Oral: 

general meetings, division and branch meetings, team addresses, one-on-one (face to face) manager to staff communication. 

Electronic: 

E-mail, web sites and intranets 

Management BEHAVIOUR: 

Any and all management/executive behaviour that sends messages, either intentionally or unintentionally about the values, principles, purposes of the organization. 

Staff To Management Forums: 

surveys, other forums such as staff meetings, individual meetings etc. (yes, getting information from staff also sends messages!) 

Policies & Procedures: 

Policies and procedures need to reinforce and be consistent with the messages being sent by other "channels". 

Training: 

Training and learning settings are often used to teach specific skills and values (eg. customer service). 

3. Determine what tools are suited to which goals 

We need to match the tools we have at our disposal to the goals that we identified in Step 1. Some tools are best suited to certain types of goals and not to others. In general, though we want to aim ALL of our available communication tools at the achievement of our goals. 

4. Develop a description of how each tool will be used. 

People "in charge" of the communication tools need to know both generally and specifically how their tool fits into the larger context. For example, managers need to understand the tone and approach to writing internal memos that will be consistent with the "internal communication" goals matched to that tool. Or more obviously, a corporate newsletter editor must be aware of the primary values, and information that needs to be conveyed to staff so the newsletter supports the creation of the desired culture. 

5. Plan for remediation. 

Since the ICP process is comprehensive, we may end up asking people in the organization to behave and communicate differently. That may mean we will need to help people develop the skills needed to fulfil these new expectations. For example, a manager might need to learn how to rephrase memos, or conduct cooperative performance appraisals so they are consistent with the desired culture.  

6. Plan For Implementation 

At this point we should know what we need to communicate, how we are going to do it, etc. We may want to flesh this out a bit by determining who will do what, and when it will be done. Let's remember that this is NOT a project, but an ongoing process...we want to change communication approaches over the long term. 

(Note: In both strategic planning and internal communication planning, we often need to "cascade" from the top of the organization down). 

7. Implement 

8. Continuously Monitor and Revise 

Over time, new communication tools may become more obvious, or we may find that some tools are ineffective. So consistent with a continuous improvement approach we need to assess the effects of what we are doing, and "re-steer" as needed. Some organizations use annual surveys to assess whether progress is being made, and solicit additional ideas. 

Conclusion 

The development of a strategic internal communication strategy, and it's implementation can provide a number of benefits to organizations. To achieve those benefits we need a coordinated, comprehensive, long term communication approach. 

Next month we anticipate presenting a case study to illustrate how a manager of a relatively small organization can implement such an approach. 
 
 

Over the last while our clients have requested that we do more conference speaking and keynotes. One reason is that we provide a different perspective on a number of subjects which has best been describes at pointing out that the "emperor is stark naked". Too many fads, too many abuses of management and training  techniques,  and we are particularly good at highlighting myths in the common wisdom.    
    
If you are looking for something different for your conference or get together, let us know. We promise a dynamic, energizing and thought provoking presentation that will get people's attention, and get people talking.    

We custom design our presentations but here are just a few sample topics:    
   

Why Performance Management Fails (and what to do about it)     
Training Scams That Trainers Play    
Why Most Training is A Bad Investment     
Cooperative Communication = The Core Team Skill     
Defusing Hostile Customers 

Teams & Personal Responsibility     
Dealing With Difficult Parents (for educators)     
How To Make Strategic Planning Work 

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Put A Violence & Abuse Policy In Place 
 
In my work teaching public sector staff and educators how to deal with hostile and 
volatile situations in the workplace, I am surprised at the number of organizations I 
encounter that do not have workplace violence and abuse policies in place. I see the 
importance of such a policy as approaching that of the procedures outlined in fire 
evacuation situations. 
 
We are going to look at why such a policy is important, some basic elements of a policy of this type, and some suggestions as to how to go about creating one. 
 
The Importance of Policy & Procedures Regarding Abuse 
 
There are those who believe that a workplace policy regarding violence and abuse is 
unnecessary because violence is against the law, and is covered off that way. While 
violent acts are covered by laws, the laws do not cover how staff are to deal with 
situations, particularly those that fall at the more milder end of the violence spectrum (eg. slight physical contact, light push, finger jabbed in chest, etc). There are grey areas here; some behaviours confuse staff when they occur because it is not always clear whether  some acts are illegal or not. In any event staff need to know what to do in various situations. 
 
Verbal abuse, non-specific threats and harassment are often not illegal (some threat are). Again staff who are unsure of what they can and cannot do in such situations are likely to act too slowly, or inappropriately, out of confusion. 
 
Confused staff who are unsure of what they can and cannot do, and should and should not do are more likely to make errors that can cause safety concerns, not only for themselves but other staff, and customers/clients. So one good reason to develop a policy is to increase the margin of safety by reducing the confusion. 
 
A second reason is that staff who face abuse and potential violence from difficult 
clientele tend to experience high levels of stress. While one cannot eliminate the stress completely, realizing that stress levels are related to a sense of lack of control (and confusion) is important. Properly designed abuse/violence policies can help reduce  stress levels by mapping out the actions that staff can employ in difficult situations. Canthey refuse service? Can they leave an irate customer alone in a staff office? When should law enforcement or security be called? When should the "panic button" be used? When and how do they “hang up”. 
 
Answering these and other questions can help people increase workplace safety and 
reduce stress. 
 
The Components of A Good Abuse/Violence Policy 
 
We are going to limit our discussion to issues related to client interactions, rather than 
abuse and violence that might occur between co-workers. Most of the same elements 
apply. 
 
First, we suggest a short statement of intent and philosophy that spells out that staff have rights with respect to difficult situations, and any obligations that are relevant. 
 
Second, it is important to explain what kinds of client behaviours fall under the policy. What constitutes violence? Does it include demonstrative behaviour (ripping up papers)? Does it include any physical contact whatsoever, or is it more limited? With respect to verbal abuse, it is even more important to define what client behaviours are unacceptable (and permit certain actions on the part of staff), and which behaviours are unpleasant but need to be tolerated by staff. For example, raised voices or yelling may be something that needs to be tolerated, or it may be something that is onsidered abuse. Each workplace has to draw their own lines. 
 
Third, a policy must include procedures to be taken when client behaviour is deemed 
inappropriate by the standards outlined above. Establish guidelines regarding: 
 
¨ withdrawal of services 
¨ contacting security/law enforcement 
¨ notifying supervisor/manager/etc (for example in the case of threats) 
¨ recommended words to use with abusive customers 
¨ behaviours to be avoided (eg. physical removal of customer by staff, chasing irate 
client) 
¨ any other safety issues and procedures 
 
Developing Your Policy & Procedures 
 
Our experience with such policies is that they are worthless unless they are developed with the involvement of staff, immediate site management, and top level anagement. 
Staff need to have input since they are the most familiar with the situations faced on a 
regular basis, and need to have the policy and procedures meet their needs in a very practical way. If the procedures don't make sense to them, they won' use them. 
 
Site managers must be onside because their support of staff will be demonstrated when they stand by the policy, each and every time. It does absolutely no good if an 
organization policy exists but is bypassed by managers. We have come across several 
examples of this. In one organization we are familiar with, "panic buttons" were installed. The policy indicated that when a staff member felt at risk, s/he was to press the button. In several offices, managers actively discouraged the use of the buttons since it was a "hassle" to deal with the process required when the buttons were pushed. The result was that staff never knew what to do, and ended up angry at site managers. Clearly, this resulted in a safety concern, and even possible legal ramifications. 
 
Staff will judge whether the policy is to be followed by the actions of both site managers and executives. 
 
Finally, we believe that abuse/violence policy needs to be approved and actively endorsed by senior management. Again, the issue is support. It is not uncommon for difficult situations to end up on the desk of senior management (eg. Deputy Minister, ADM's, Superintendents, etc). If senior executive do not back up line staff in the application of policy, then the policy becomes virtually useless. Or, worse than useless. All members of the organization need to be on the same page, so that confusion is reduced, and safety improved. When conflicting messages exist, there is more confusion, and more risk. 
 
Conclusion 
 
With increased levels of violence and abuse occurring with respect to public institutions, it is critical that staff have effective guidelines and procedures. In fact, there may be legal implications for organizations that do not provide support to staff in this area, if something serious occurs. 
 
If you would like to develop your own policy, and would like our help, please get in touch with us. We can help in a number of ways, including facilitating and/or advising on content and process you can use to develop and implement the policy. We can be reached 
at: 
 
(204) 888-9290 
E-mail: rbacal@escape.ca 
Web Site: http://www.escape.ca/~rbacal 
 
or by mail at: Bacal & Associates 
   252 Cathcart St. 
   Winnipeg, Mb., Canada 
   R3R 0S2 
 

 The Editor's Desk 

As the editor of the Public Sector Manager (for six years) I would like to welcome you to the online version of our publication. We are migrating our newsletter to the 'net, and phasing out our paper publication. While the current title of the newsletter reflects it's roots and origins, you will find that almost all of the content relates to all sectors: public, private, and not-for-profit. In the Spring of '98, we will be renaming the newsletter to reflect these editorial changes.    

The PSM newsletter will be available in two ways. It will be posted on the internet at our web site, or you can subscribe for free and receive it in your mailbox. Subscription is simple. Just send us an email requesting that you be placed on our PSM mailing list. However, to take advantage of this option you will need:    

An Internet browser (like Netscape or MS Explorer)...what you are using to read this now.    

You will also need a program that can unzip "zipped" archives.   

All you will need to do is save the "zip" file we send you via email, unzip it and view the newsletter file with your browser. We will send instructions along with the newsletter.    

This is our first pure internet version. We invite your comments about the readability or formatting, so we can continue to improve it over the next few months. Please e-mail your comments to rbacal@escape.ca.    

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Influencing Your Boss - Getting Heard Help Card 

As a thank you to our paid subscribers, we have included, in this month’s PSM   
Newsletter a copy of our newest help card: “Influencing Your Boss — Getting Heard.   
   
For organizations to benefit from new ideas and suggestions generated by those that work in it, two things need to happen. First, idea originators need to know how to present them to decision makers in ways that increase the likelihood of the ideas being listened to. While some people suggest that ideas are adopted based on “organizational politics” often it is the well presented ideas that prevail; sometimes to the detriment of better solutions.   

Second, decision-makers need to both encourage and foster new ideas, keeping an open mind to others’ suggestions.   
   
It is probably accurate to state that most organizations lose a considerable amount of good effective innovative ideas because decision-makers are not always open to new ideas, or idea originators lack some of the knowledge and skills needed to put them across in compelling ways.   
   
Our new help card entitled “Influencing The Boss — Getting Heard is designed to   
provide suggestions to help people present their ideas to decision-makers in a more   
effective way.   
   
If you are a manager you may find that the tips on the card help you communicate with your boss. Or, purchase copies to give to staff to help them communicate with you.   
   
If you aren’t a manager...well, we all have bosses, don’t we?   

If you have access to the internet you can preview this helpcard by clicking here while you are connected. You can order this help card by clicking here  

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The following outlines our Defusing Hostile Customers Seminar For Government. Similar seminars can be designed for various private sector contexts (call centers, retail, service industries). All seminars are custom designed for clients.  

Who Will Benefit From This Seminar  

Any government employees (including supervisors or managers) who deal with difficult, angry and volatile clientele in person or on the phone.  

Benefits & Outcomes  
  

• More complaints & problems can be dealt with without managerial involvement.
• Reduction of time needed to manage or resolve difficult situations by applying non-argumentative techniques to help clientele “hear”
• Increases workplace safety through prevention.
• Increases staff confidence dealing with volatile situations.
• Tactics learned can also be applied to interactions with co-workers.

• Built from ground up for government staff and situations.
• All seminars custom-designed and use examples and cases from your workplace
• Uses script analysis techniques to provide practice opportunities - a low stress approach.
• Builds both specific skills and understanding of angry and hostile dynamics, so participants can continue to improve “on the job”.
• Seminar manual serves as both workbook and reference book.
• Cost effective. Per person costs can be as little as $55.00 per person for customized seminars.
• By training all staff in your workplace, allows staff and managers to work together as defusing teams.
• Seminar Options
• Available in one day, two day formats.
• One day seminar can be split into two half-day seminars delivered on consecutive days.

• How to prevent small conflicts from becoming time-eating, stress-provoking situations
• How to maintain self-control amidst the insults and threats.
• How to time and sequence responses so clients will listen.
• How to counter the physically  intimidating person.
• How to use language to prevent escalation and increase cooperation.
• How to use techniques to get angry or hostile people to listen and stop arguing.
• How to avoid sounding bureaucratic.
• How to set and enforce limits when client behaviour is unacceptable.
• How to terminate conversations properly and effectively
• How to deal with telephone hostility
• How to work with supervisor to deal with situations more quickly.
• How to defuse as a team
• How to provide for “face-saving” outs for clients.
• Role of supervisor/manager
• Transparent time-out tactics
• Dealing with audience situations
• Cultural issues

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