Includes bibliographical references and index.

Machine generated contents note: List of figures -- List of tables -- Foreword by Anne Gregory -- Foreword by James Harkness -- AcknowledgementsBefore we start01 What internal communication is and why it matters -- What you will learn from this chapter -- Internal communication is coming of age -- Definitions -- It's not about telling -- it's a two-way thing -- Getting strategic -- Ethics -- The key learning points from this chapter -- Notes and references02 Organizing internal communication -- What you will learn from this chapter -- A little history -- The big answer -- How do you decide what you need? -- Working with suppliers -- The key learning points from this chapter -- Notes and references03 Planning -- What you will learn from this chapter -- The essential steps of planning -- Templates for a communication plan -- The key learning points from this chapter04 Audiences -- What you will learn from this chapter -- Why understanding your audience is important -- The basics -- the demographics every internal communicator needs to know -- Segmentation: One size does not fit all! -- The key learning points from this chapter -- Notes and references05 Messaging -- What you will learn from this chapter -- What is a message? -- Making it supportable -- Making the case for a change -- dilemmas, proof and emotion -- Keeping it simple -- Planning your message -- a standard template -- Channels and messages -- The key learning points from this chapter -- Notes and references06 Channels -- What you will learn from this chapter -- It's all about results -- The medium is the message -- Social media -- misunderstandings and opportunities -- Conducting a basic channels audit -- Discovering what good looks like -- A channels matrix -- The key learning points from this chapter -- Notes and references07 Why line managers matter and how to support them -- What you will learn from this chapter -- The line manager as the make-or-break factor -- It's not what you do but the way that you do it: the five key questions -- The key learning points from this chapter -- Notes and references08 Working with senior leaders -- What you will learn from this chapter -- Why should anyone care about making the CEO look good? -- The boss and engagement -- Why should the IC team care? -- What does it mean to be a 'trusted adviser'? -- Getting your plan sorted -- Channels and tools that work -- The key learning points from this chapter -- Notes and references09 Change -- What you will learn from this chapter -- What is change? Getting the terms right -- Some theory -- A planning template -- Preparing leaders -- Keeping communications going through the life of a change -- The key learning points from this chapter -- Notes and references10 Research and evaluation for internal communicators -- What you will learn from this chapter -- Why do internal communicators need data? -- What should you measure? -- Audits -- creating the communicators' balance sheet -- Where can you find your data? -- Quantitative measures -- surveys and tracking -- Qualitative approaches -- Resources -- The key learning points from this chapter -- Notes and references11 Developing yourself and the team -- What you will learn from this chapter -- What makes a great IC professional? -- It's about the role -- What skills, knowledge or experience do I need to do a good job? -- How do I get better? -- The key learning points from this chapter -- Notes and referencesAppendix 1: The CIPR Code of Conduct -- Appendix 2: Dewhurst and FitzPatrick's core competencies -- Index.

Get internal communications right in your organisation and the benefits are clear. Motivated staff, better financial performance, a strong external reputation and delighted customers are just a few of the reasons why getting your message over to staff effectively matters. This title explores what good practice in internal communications looks like, providing a no-nonsense approach to devising an internal communications strategy based on the authors' extensive experiences as consultants and in-house leaders in the private, public and not-for-profit sectors.