It’s become a cliche, you know. Overworked employees who can’t keep up with all the information they need to consume to be effective, despite (or because of) e-mail, voicemail, Facebook, Twitter, Yammer, Sharepoint… But why blame the tools? It’s the strategy that needs work.
I recall 17 years ago when “we want employees to manage their own information” became a watch cry.
The idea was to create a repository of news and information and get people to seek it out. This change from “push” to “pull” was supposed to take the heat off of communicators and bring about a knowledge revolution. Instead, employees voted with their feet, ignoring most all the news we pushed out, especially the stuff that supposedly was “important” — the company strategy, leadership messages and human resources materials. We were repurposing news releases in those days, not really originating stories from the employee perspective. We were passive, and we waited for our internal clients to come up with stuff.
Well, that’s not altogether true. We called them and asked, “Got any news?” What we should have done is treated employees as our clients and looked for reasons to do a piece, not expect our leaders and managers to come up with stuff on their own.
All through the years, our best-read materials at Key, Goodyear, National City and other places were stories, not news. They had people and drama and conflict and tension, or at least a compelling new angle on our business, told through example and demonstration, not mere recitation of fact.
At Goodyear, we had our interns do a ton of writing for our intranet, GO. During their yearlong assignment, they’d cover plenty of news, such as events, quarterly earnings, significant announcements and industry doings, of course. But they also had to originate stories, particularly in the last couple of months of the assignment.
They wrote country profiles, talking with leaders and others about the business situation. They did stories on different parts of the business and people. And they did a multipart series focusing on one regional business, or on the fastest-growing geographies in the company.
These stories got read because they helped employees make sense of the information instead of merely leaving everything up to them.
We began to attract news from all the major business units, increasing our annual story count into the range of 1,200 – 1,500 stories per year. Over a two-year period, we tripled our monthly GO traffic (visits and pages viewed) and saw a 10% increase in understanding of our company strategy.
How do you get attention, cut through the clutter? Write (produce) stories that matter to your employees, balancing the need for leadership to transmit information with the need for employees to have relevant content available to them. Do research among employees and leaders to discover what those stories should be, and do it often.
All you’ve got to lose is your irrelevancy.
