Communication as a tool to drive change in your company or project.
Most of the emails sent by the communication areas of a project or an organization are not even opened: almost half go from the “inbox” to deleted in one click (they are treated as if they were spam!), And Of those that are open, another high percentage ends up without truly communicating their content. This also applies, to a lesser extent, to physical blackboards and newsletters. Some of the communications distributed within organizations even cause adverse effects: "noise" in the change processes and misunderstandings caused by poorly conceived and structured messages. Let's see a series of aspects to consider to create a correct communication within your project or organization below:
"And to me what…?": Intent of the message
This is a fine point, the most important of all. Create a message that interests the recipient. There has to be something there for him. To the recipient little - to say nothing - is going to care if he is told only "what we are doing" from the point of view of the Project Management Team (PMO), the Management or something like "the organization". Don't get me wrong: that information can and often MUST go in the message, but we must add a "hook", a "bait" that attracts the reader, and the perfect "bait" is one that encourages biting - to read the message - which must be stated in terms that call for the recipient to read. In other words, the content must be of direct interest to the recipient.: - how it affects you, what is going to change, what is the status for your area or position.
Let's look at an example, trying to illustrate the correct approach that messages should take to attract attention: suppose that you are installing new software - or a software update - in your organization (or you are going to open a new Directorate or Management or position, let's use imagination).
Let's compare these two messages (understand them simply as an example to illustrate the idea):
1. Subject: New module "Problem Manager" Text: Good morning: This week, we achieved the successful implementation in beta version of the Problem Manager module ". After 2 months of installation and testing, and the effort of a team of 12 people (…) We request that you enter the following address (…) and start using… (…)
2. Subject: And if the new system “falls”? Ans / New "Trouble Manager"! Text: From now on, you have a tool designed to make your life easier, precisely when it is most needed: in the event of an incident with the system, report it through the "Problem Manager" module: it guarantees a response from a technician in 2 hours or less. As? Just follow these steps: (…)
As can be seen in the example, the same idea is being transmitted, but they are two completely different messages. The difference is putting yourself in "the user's shoes", so that the message "fits" you.
"What are you talking about…?": Message content.
The messages can contain chronological details of the progress of the project or status of the organization. They have to describe technical or functional aspects. But they must also appeal to the human side: the “radio corridor”, internal gossip, a comment or idea caught on the fly, are important sources of information about what is happening in the company, and about what worries people. Convert these "gossip" into formal messages, generate a FAQ (list of frequently asked questions) with the most common topics to date, in short, banish the anxiety and assumptions that are alive and on the lips of everyone in the organization with information from first hand. Listen and then know what to say.
"Who do I ask…?": Communication channel.
The message must contain, clearly indicated, where and how to clarify doubts or questions for each of the different topics transmitted. The most correct thing is to refer to a specific person for each topic, as it generates greater confidence in the reader.
Also, the channel through which the message is sent is important. It should be defined, it can be sent as a simple email (80% of the topics can normally go through this medium), or if it should be treated more as a signed memorandum (which normally applies for very formal or personalized aspects), or well if through communication boards (usually for light and / or global issues) or internal messaging / chat systems, etc. It depends on the content of the message, and the recipients: here it is basically a matter of common sense.
"And who is this…?": Sender.
Last, but not least, it is necessary to define who is the ideal sender for each communication (who is the correct person to send the message). In the event of an instruction or a change in procedure, it is best to leave the direct headquarters of those affected by the change. In the case of purely informational messages, it can be delegated to the project management office (PMO) or HR.
The point is, DO NOT send the message just because you already have it written: think through which channel and person it will cause the desired effect.
In conclusion: when sending those messages that together constitute the project's communication campaign, or the communication process of your organization, do not “tell a story” to the officials. Rather, let them know how their activities will change, how they will be impacted in one way or another, and how they can manage to better cope with the change. Respond to the doubts and questions floating in the environment. Appease fears. Send the messages with the tone and sender. Get real benefit from communication !!!
