Improving Information Cascade by ManagersStaff would rather communicate with their immediate manager or supervisor than any other level of management, and this is particularly true during uncertain times. Staff may start to distrust the ‘corporate mouthpieces’ such as the intranet and they turn to their managers for interpretation. Line managers best understand employees’ personal circumstances and can tailor information to suit staff. They are the people staff feel most comfortable approaching with questions and feedback. So how can we bring managers onboard as a critical part of effective internal communications? Schedule Internal Communications to Reach Managers FirstAdvance warning. From a manager’s perspective, nothing is worse than not notifying them of an important communication ahead of their team. Advance warning allows them to consider the impact, ask questions, provide feedback and to allow them to put local context around messages.
Targeting and scheduling features let you use a Desktop Alert or Scrolling News Feed to update managers with communications before their team receive the information. This gives them time to plan how they will react, pull together other useful information (and context) and to prepare answers to questions their team are likely to ask. Manager Specific Communications Channels
Communications tools for managers.The SnapComms internal communications tools make it easy to set up manager specific communications channels. By showing a commitment to better communications tools to support managers, managers are more likely to be open and supportive of the wider internal communications process and cascade information more effectively. “I just read this, what does it mean?” SnapComms' Social Media channels can send Desktop Alerts to helpdesk moderators which can ensure managers receive fast and effective internal communications support. Measure and Improve Information Cascade
Measure how well your managers are communicating. Use a Staff Survey to check how well each employee understands important messages, map this information back to individual managers, and use this feedback to show managers what they are doing well and where they can improve their communication and cascade of information. What gets measured gets done. People tend to do what they are held accountable for as their reputations and jobs may be on the line. Related Resources
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