Tips for Improving Organizational Messaging

A few weeks ago, I was coaching a client involved in a major pitch. He used phrases like, "Moving forward, we will amplify the idea. But first, let's socialize it within the team and set up the next steps which will give us the pillars of the project and which milestones we need to achieve first. It's obvious the low-hanging fruit will be an actionable, easy first piece of the puzzle." After about 20 minutes of listening, I stopped him and asked, "What are you trying to say?" To which he replied, "We haven't really worked that out yet." I said, "Thanks for being honest, because that's what it sounds like." Everything he said sounded knowledgeable and professional, but none of it made any sense. He said, "But that's how everyone talks." Why are you doing this course? Is it to sound knowledgeable, professional, and impressive? Or is it to be effective, have an effect on people, so you can motivate them to do something that will help you both? The key to effective communication isn't about filling the air with buzzwords or sounding impressive. It's about being clear, concise, and impactful. Here are a few tips to ensure your communication is truly effective: 1. Clarity Over Complexity: Avoid jargon and buzzwords. They often obscure your message rather than clarify it. Be direct and clear in what you're trying to convey.     2. Purpose-Driven: Always have a clear purpose for your communication. What do you want your audience to do, understand, or feel after listening to you? 3. Be Honest: If you don’t have all the answers, it’s okay to admit it. Authenticity builds trust and makes your communication more relatable. 4. Action-Oriented: Focus on actionable insights. What are the next steps? What do you want your audience to do with the information you've given them? 5. Engage Your Audience: Make your communication interactive. Ask questions, invite feedback, and ensure you’re not just talking at people, but with them. Remember, effective #communication is not about impressing others with how much you know. It’s about making sure your message is understood, resonates, and motivates action. So next time, before you speak, ask yourself: Is my goal to sound impressive, or to be truly effective? The answer will guide you to communicate more powerfully and authentically. #archanaparmar #leadershipcommunication #leadershipdevelopment #leaders

Just because we can send it, doesn’t always mean we should. As internal communicators, we often sit at the intersection of everything. Every update. Every initiative. Everyone wants their message out. But here’s the thing—when everything is treated as important, nothing truly stands out. Early in my career, I tried to say yes to every ask. The intention was good—but the impact wasn’t. The result? Noise. Confusion. Distraction from what truly mattered: driving toward the business goals. Here’s a simple framework that’s helped me align with stakeholders and bring more intention to what we send out: ◾ Urgent + Important + Critical to business or people: Send it. Now. ◾ Important, not urgent + Relevant to business goals: Share it—but let’s be smart about timing and format. ◾ Urgent, but not important: Pause. Does this need wide visibility, or would a smaller audience be better? ◾ Not urgent + Not important: Maybe this doesn’t need to be sent at all. But we can define the audience and explore other channels if needed. I also use two quick filters: ◾ Will this help employees take action or make a better decision? ◾ Does this support a key business goal or priority? Using a framework like this in internal comms does more than streamline messaging—it protects attention, ensures relevance and creates clarity. 👀 I’m curious: How do you filter the signal from the noise in your org? Let me know in the comments.

Your internal team gets one story. Your customers and the media get another. And somehow, leadership is surprised when neither group really gets you. Unfortunately, this disconnect isn't uncommon. Companies running two separate communication tracks, where one tells the world you're innovative and customer-focused, while employees hear about cost cuts in all-hands meetings. That's two teams, two messages, zero alignment. When your internal and external messages don't line up, people notice. Your team questions if leadership believes what they're selling. Customers sense something's off. Most companies treat internal and external comms like separate departments. But your employees are your brand's biggest truth-tellers. The solution isn't just better messaging. It's getting aligned on what your story actually is. Here's how to start: ↳ Map what you're actually saying. Put your last three internal presentations next to your last three external campaigns. Same story? ↳ Get both teams talking. Share insights regularly. Where are the gaps between employee sentiment and customer feedback? ↳ Test your story. Before launching that campaign or company email, share it with the other team. Does it feel consistent? Need help? Let AI spot what you're missing. Use it to analyze employee surveys alongside customer feedback. It can flag messaging misalignment and suggest ways to bridge the disconnect. When your people and customers hear the same authentic story, communication stops feeling like spin and starts building real trust.

🧐I’ve been asked recently a few times about what makes the most effective communications for organizations. 🪡I was asked: if I had to pull all the threads together from my research and work with clients and in house, to take a step back and call out what matters most, what would the elements be? I came up with an acronym that comprises the seven elements of powerful communication, especially for times of change and transformation based on working with and in scores of companies and politicians on hundreds of initiatives: MAESTRO. 🎻 MAESTRO is how to turn information into influence, and clarity into action. M — Metaphors, Stories, Examples, Analogies Abstract ideas vanish; stories stick. Connect the unfamiliar to the familiar. Stories and metaphors work well because they bring meaning and clarity to complexity, largely because they connect things we already know to the new ideas you’re trying to convey. So we remember better A — Audience First. Always. Start with their world, not yours. Speak to their needs, not your notes. Be clear on who you’re communicating to, what their emotional and mind states likely are, and what they need to hear. E — Emotional. Use language that resonates emotionally. The humans receiving your communication are emotional beings, so if youre communicating change, meet them on an emotional level. Logic informs. Emotion moves. S — Simple. The more complex your organization or complex the change youre communicating, the simpler you need to be. Think big picture, big building blocks, not small bricks. And while you’re at it, leave out all the caveats, disclaimers and preemptions that only confuse and undermine your credibility. T — Trim to Essentials (all and only). Communicate all the facts, all the change, all the things you need people to do. Don’t leave things out and leave people guessing or to write their own narrative. Be complete, but not exhaustive.This is about conveying everything that matters — nothing that doesn’t. Put another way: every sentence should have a purpose, and that purpose should connect your broader goal for the communication. R — Responsible Owner. Every message needs a name and a face. Accountability builds trust. “We” doesn’t always count. O — Optically Beautiful. Design is communication. And we consume information visually more than ever. Beautiful visuals or video capture our attention, our imagination, and speak not just to our minds but our hearts. I used to think images should add to but not lead - my thinking has evolved on this. It’s why the slides in almost every presentation I give are full of images I think are beautiful and based in nature. What do you think? I’ll flesh these out over time. A lot of the work and research I do with my clients informs this structure, and the work is in how to implement MAESTRO over time. How to be a maestro, more than what an AI tool can create for you, is how you lead and communicate with confidence.

Every time I write up an org-wide communication related to major changes, I consistently apply the lessons that I learned from Annie Christiansen and Kathy Gowell during my time working with them at MuleSoft/Salesforce. Spending most of my early and middle career in more technical roles, my communication style had a tendency lean towards the technical (and wordy). Annie and Kathy did an amazing job helping me step back and reframe my communications to be focused, prioritize the crucial information first, and apply empathy (we're not all engineers in the tech world). I've templated, to a large degree, the key messaging points I picked up from them • What's happening? (𝘥𝘰𝘯'𝘵 𝘣𝘶𝘳𝘺 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥, 𝘨𝘦𝘵 𝘳𝘪𝘨𝘩𝘵 𝘵𝘰 𝘪𝘵) • What does this mean for me? (𝘢𝘮 𝘐 𝘪𝘮𝘱𝘢𝘤𝘵𝘦𝘥? 𝘪𝘧 𝘴𝘰 𝘸𝘩𝘢𝘵 𝘥𝘰 𝘐 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘥𝘰?)  • Why is this happening? (𝘤𝘰𝘯𝘵𝘦𝘹𝘵!) • I still have questions, where should I bring them to? (𝘚𝘭𝘢𝘤𝘬, 𝘰𝘧𝘧𝘪𝘤𝘦 𝘩𝘰𝘶𝘳𝘴, 𝘸𝘪𝘬𝘪𝘴, 𝘦𝘵𝘤) These four stanzas are present in nearly 99% of my major comms. They work when updating the staff about major security threats (such as vishing/smishing campaigns), changes to org-wide systems (such SSO/MFA improvements), and so much more. Most importantly, bring empathy to all comms. Try, as best as you can, to put yourself on the receiving end of the communication you're sending and challenge yourself with the question "is the information framed in a way that I and my peers would feel informed & engaged if we were the recipients"

What makes an effective organizational announcement? What leads to a lousy one? We’ve all been on the receiving end of a company-wide email or sat in a town hall where leadership shares significant news. Some of us have delivered these messages ourselves. These moments are pivotal for an organization. When done well, they mark a turning point that aligns the team and propels the company forward. When mishandled, they create confusion, frustration, and unnecessary complications as everyone struggles to adapt to the newly announced changes. Whether you're communicating a simple transition (e.g., a CEO retiring and a new leader stepping in) or a complex restructuring, how you communicate matters deeply. Here are a few key principles to help with your next announcement: 1. 𝐂𝐥𝐞𝐚𝐫 𝐚𝐧𝐝 𝐂𝐨𝐧𝐜𝐢𝐬𝐞: What’s the critical information your team needs? What is changing? How can you deliver the message as succinctly as possible? Every person in the organization should walk away able to summarize the key points.  In Jassy’s recent Amazon memo, the main takeaways were clear in news coverage: increasing the ratio of individual contributors to managers by 15% and requiring a five-day return to the office. But if you read the 1,400-word memo itself, these points didn’t appear until halfway through. Let’s be real: Employees are likely skimming, asking themselves, “What is this 𝒓𝒆𝒂𝒍𝒍𝒚 about?” Make it easy for them. 2. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐂𝐨𝐧𝐭𝐞𝐱𝐭: Being concise doesn’t mean sacrificing context. People need to know why changes are happening. Whether the change is solving a pain point or capitalizing on a new opportunity, explain the rationale behind it. Without this context, you risk resistance. Help them understand how the changes benefit the organization and, ultimately, them. 3. 𝐂𝐞𝐥𝐞𝐛𝐫𝐚𝐭𝐞 𝐖𝐢𝐧𝐬: If the announcement includes promotions or expanded responsibilities, take a moment to celebrate. Org announcements are a chance to not only recognize key individuals but also reinforce the values and behaviors your company prioritizes. Be specific about what attributes or achievements led to the recognition, as this can signal to the broader team what success looks like. 4. 𝐂𝐥𝐚𝐫𝐢𝐟𝐲 𝐂𝐨𝐧𝐬𝐞𝐪𝐮𝐞𝐧𝐜𝐞𝐬: Let’s face it—we’re all the stars of our own stories. People naturally want to know, “How does this affect me?” As a leader, it’s your job to address this head-on. What changes will people experience in their roles, responsibilities, or reporting structures? What shifts in decision-making or core processes should they expect? You may need your direct reports to have more in-depth conversations with their teams, but ensure everyone understands what’s expected of them moving forward. 💁♀️ What have I missed? What’s your experience with organizational announcements—both good and bad? I’d love to hear your thoughts in the comments! (Bonus: your tip doesn’t have to start with a ‘C’ 😉) #thoughtfulthursdays #executivecommunication

Excellent tips here illustrating how a subtle change in tone can have a massive influence upon how your message is received. 1) Acknowledge Delays with Gratitude "Sorry for the late reply…" "Thank you for your patience." 2) Respond Thoughtfully, Not Reactively "This is wrong." "I see your point. Have you considered [trying alternative]?" "Thank you for sharing this—I appreciate your insights." 3) Use Subject Lines That Get to the Point "Update" "Project X: Status Update & Next Steps" 4) Set the Tone with Your First Line "Hey, quick question…" "Hi [Name], I appreciate you. I wanted to ask about…" 5) Show Appreciation, Not Acknowledgment "Noted." "Thank you for sharing this—I appreciate your insights." 6) Frame Feedback Positively "This isn’t good enough." "This is a great start. Let’s refine [specific area] further." 7) Lead with Confidence "Maybe you could take a look…" "We need [specific task] completed by [specific date]." 8) Clarify Priorities Instead of Overloading "We need to do this ASAP!" "Let’s prioritize [specific task] first to meet our deadline." 9) Make Requests Easy to Process "Can you take a look at this?" "Can you review this and share your feedback by [date]?" 10) Be Clear About Next Steps "Let’s figure it out later." "Next steps: I’ll handle X, and you confirm Y by [deadline]." 11) Follow Up with Purpose, Not Pressure "Just checking in again!" "I wanted to follow up on this. Do you need any additional details from me?" 12) Avoid Passive-Aggressive Language "As I mentioned before…" "Just bringing this back in case it got missed."

Did you know that adjusting your communication style can increase team efficiency by up to 40%? Here are seven proven strategies to adapt your communication style to different workplace audiences:- - Customize message complexity → Executives prefer brief summaries, while specialists seek detailed explanations. - Adjust formality levels → Be casual with team members, professional with clients, and formal with senior leadership. - Match communication channels → Use emails for detailed information, chats for quick updates, and calls for urgent matters. - Time communications wisely → Provide morning updates for early birds and end-of-day summaries for busy managers. - Adapt presentation formats → Employ visuals for creative teams, data-heavy presentations for analytical minds, and narratives for client meetings. - Utilize audience-specific language → Incorporate technical terms for IT professionals and simplify explanations for non-experts. - Focus on relevant benefits → Highlight ROI for finance teams, efficiency for operations, and growth opportunities for sales teams. 📌 Key insight: The most effective communicators are those who skillfully observe and adapt to their audience's needs. These approaches have been tested across teams in three different industries. Remember: The core message remains constant; it's the delivery that shifts. Looking to elevate your workplace communication? Begin with one strategy and expand upon it. P.S. Which of these strategies would make the biggest impact in your current role? Share your thoughts below. 👇 #communication #workplace #teams

How can we improve communications about organizational change 🤔 📣 Communications play a pivotal role in people-centric change. High quality communications about what the transformation means for individuals and teams can help to address questions such as: Why is the transformation necessary? Who will the transformation affect? What is going to change and When? How will I be affected by the change? Some of the practical ways to ensure high quality communication about organizational transformations include (but are not limited to): ▶️ Engage in dialogue throughout the transformation process.  Creating a safe space for conversations about change can help people to rasie their concerns, hopes and fears. ▶️ Know your audience Have a firm understanding of the audience’s perspective and what information they already know and what questions or concerns they have.    ▶️ Focus on Visualization Things that people see are more likely to evoke emotions than things they hear or read. Use a variety of communication channels include videos, pictures and images. ▶️ Deliver the message with the appropriate tone and style using: ✴️ Compassion: Show the audience that you care about their perspectives and inform employees as soon as possible about the transformation including: Why, When and How the process will evolve and within what expected time span. ✴️ Clarity: Communicate clearly and repeat key messages. Just because you have communicated the message once does not mean that individuals will have heard it, internalised it or made sense of it. ✴️ Conciseness: Ensure that the message is short enough to internalize. Long, complicated sentences make written ideas hard to understand because they demand more concentration. Keep communications short, clear and concise. ✴️ Connection: Connect emotionally with the audience and provide opportunities for employees to give feedback by: ensuring appropriate channels for employee voice  and that different groups feel able to access them; actively seeking people’s ideas; and take action on feedback. ✴️ Candor. Admit what you don’t know, for instance, if an employee asks you whether there will be redundancies, and you are not sure whether they will happen or not. Your response might be: “I wish I could tell you exactly what is going to happen. We will give you updates as soon as we know them.” ▶️ Avoid overcommunicating A word of caution is required because most organizations overcommunicate about change which can lead to confusion and disengagement. Rather than overloading people with formal communications especially email build in time for conversations. Source: Hodges, J. (2024) People-centric change: engaging employees with business transformations. Kogan Page Publishing, London - Chapter 5 Joe Ferner-Reeves Lucy Carter Emma Dodworth Laura de Ruiter, PhD Lisa Cardow Inga Grigaliunaite Durham University Business School

“This change is happening. You will do this differently. End transmission.” Not an inspiring change message? Agreed … and yet, this is often the vibe I get from reading change-related messages. You’re talking to humans, not robots. So if you want your messages to work, then they need to be written in ways that sound human, and tap into what makes humans change. So, how do you get ‘the vibe’? Here’s my top tips for change messages: 1. Balance head and heart - we listen to logic, but make decisions based on emotions. So tap into them! 2. Use the reader’s perspective - it’s not about you / the business, it’s about them. So talk about what’s in it for them. 3. Talk about what’s not changing - people can get overwhelmed when it feels like a lot of change is happening, and that just encourages them to hold on to the status quo. So also point out what’s staying the same. 4. Use concrete language - avoid being vague just to cover your butt, and inspire confidence by being more concrete in the words you use. 5. Tap into a sense of identity - whether it’s part of a team, an informal ‘tribe’, a cohort, or a company. People like to be part of the in-group, and if they can see this is something ‘people like me’ are into, they’ll come along for the ride. 6. Reframe the change - especially when it’s complex, reframe it into more granular and simple terms that make sense to different people. 7. Pique curiosity - we hate not knowing things! So think about how you can fire up the curiosity in your audience using teasers or hints. 8. Personalise your messages - there’s no ‘one-size-fits-all’ approach. Make your messages specific and relevant to different groups. What else would you add to the list? [Image description: Eight white tiles surrounding a pink tile in the centre. The pink tile has the words: Top tips for change key messages. Each of the white tiles has the tips mentioned in this post.]