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Making Internal Communications Work
When a client asks two different people in your firm the same question – and is given two different and conflicting answers, then you might get the idea that maybe the concept of internal communications is more than just a management clichZ. When an instruction from the managing partner is completely diluted as it goes down the line, then how can we dismiss internal communication as inconsequential? Why is it so often taken for granted? Why does internal communication rarely work to anybody's satisfaction?
In fact, internal communication rarely works when it's random and disorganized. It inevitably fails when it focuses on mechanics rather than content. It does work, though, when there's a clearly defined plan and a program, realistic objectives, and meticulous methodology ' all based on content management. If there's no clearly defined internal communication plan, the most urgent direction, no matter how clear or simple, gets garbled and distorted as it goes down the management line to the people who have to act on it.
The foundation for an effective program resides in realizing that everybody in a firm has to know something, but not everybody has to know everything about everything. Not every one has to know the same things. There is a difference between an internal communications program that works, and one that just spins wheels, and leaves the firm vulnerable to inefficiency and chronic misinformation.
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