Creating a Communication Strategy
You have many tools for better communication, and that's good. Now you need to put them into place through a communication strategy through specific vehicles. Depending on the leadership role you fulfill and your unique group, your choice of which to use, and how to use them, will differ. There are a number of largely one-way forms of communication that can keep everyone in sync.
Memos
For many organizations, particularly corporations, memos are almost as prevalent as air — but they are frequently misused. A memo should focus on one specific topic; otherwise, you run the risk of people forgetting the first points by the time they've reached the end.
Write memos simply and only when you have a significant amount to say on an important topic, or when for legal or regulatory reasons you need to clearly document something. The more memos flying about the environment, the less important they seem.
To help retain the effectiveness of memos, only include people on the routing list who need the information then. If there are other people in the organization who should also be kept informed, you might create a less frequent status report.
Reports
A report is a longer, more structured document than a memo. It focuses on a topic in depth. These take more time and thought and shouldn't be done on impulse. Incorporate graphics and headings to improve readability. If you do write a report, plan on giving people enough time to consider the information, and have a meeting to address the topic if necessary.
This is also a type of communication that benefits from a smart-looking presentation. Psychologically, people give greater credence to something that looks impressive, so use that to help get your point across.
Short Messages
A short message that you send as an e-mail, an enclosure in a pay envelope, via voice mail, or as an instant message offers an informal way to communicate routine information. Match the specific mechanism to the habits of the recipients and the timeliness of the information.
A critical and urgent message needs quick delivery, which rules out a pay enclosure. For speedy delivery, e-mail might work, although some people might only check their inboxes once or twice a day. Mass voice mail over a corporate telephone system is fine unless important recipients are traveling and have limited access, in which case you'll need to duplicate the message over cell phones.
For important but less time-sensitive communications, you could also use an old-fashioned letter. Given the changing nature of telecommunications, people have come to depend on e-mail and telephone and are less accustomed to receiving letters. This is a format that will have more impact and, as a result, drive your message home more certainly.
Newsletters
Newsletters are tricky. Many organizations overuse them. Think of your own e-mail inbox; you may have a number of electronic newsletters that come in every week that you no longer bother to read. Employees might be more likely to at least look through a corporate newsletter than donors are to read one from a nonprofit.
Newsletters require information that people find useful and that they will want to read. Even more than meetings, a newsletter has to be about your audience and its needs if you have any hope that they will read what you want them to. Plan on a mix of topics, articles, and information graphics that satisfy the reader while delivering your critical messages as well. Be sure the front of the newsletter clearly states the benefit to the audience.
