Whenever I talk about projects, whether personal or professional, when the people involved are at point of looking each other in the eye and deciding whether to allocate efforts and resources to go ahead with it, I always use the same phrase: The difference between doing and not doing, is doing.
It sounds like a no-brainer, but nothing could be further from the truth. The tremendous abyss of lost ideas is fueled by a lack of willpower. The terrain of the possible, however, is fertilized by initiative. In this sense, corporate communication, both internal and external, has undergone substantial changes following the impact of the pandemic, which have encouraged the promotion of more human transformation initiatives.
Is the term human a trivial one? Is it merely a label in an economic ecosystem that constantly gobbles up and swallows labels? The answer is no. Organizations and individuals, after two tough years of pandemic, have become more aware of the fundamental things in life. And among those “things”, that very abstract word, is to put aside the superfluous, the anxiety, the vanity, and the really avoidable worry, and focus on the essential: professional self-fulfillment, happiness within the work environment and balance with the environment and the people around us.
This purpose, which appears to be purely existential, begins with minimal action and ends up being pure science. This is where I recover the initial idea, in order to communicate in a more human way, the first premise is to want to do it. If we transform organizations by communicating in a more sensitive, more conciliatory, more empathetic, and more efficient way, in the end we make them more human. In addition, in order to carry it out in large organizations, I also think it is important to consider the following:
Start with something visible and that leaves people wanting more
Your first action should resonate within the organization, be original, daring, and educational, but it should not require too much effort from third parties or too many resources. Start with the symbolic and something that is actually possible. That way more people will want to be part of the change.
Gradual and spiral change
When it comes to change, do not start by changing all communications from top to bottom in your organization. This could cause a feeling vertigo and rejection among those who are resistant to change. It is better to seduce them and get them involved rather than scare them away. Start from the center with people you trust and continue in a spiral, transferring that intention to communicate better.
Be authentic
Be honest. It is no use talking about how your organization is human if your organization is not human, how it is sustainable if it is not sustainable, how equal it is if it is not equal. It goes without saying, but you can’t brag about what you’re not. If your organization is not there yet, work away quietly on that area and wait for the right moment to talk about it.
Add the value of gestures
To do this, simply review all your communications, both for external and internal audiences, and inject some empathy into them. Switching from the typical “Hello, here is the document” to “Good morning, I hope you have had a good week, I attach the document, I am available to answer any questions you may have. Have a good day”. It’s an action, but it speaks volumes.
Seek alliances
No one drives real change alone, it requires complicity and the efforts of several people. Look for profiles that can add value to the proposal, that have a transversal or specific view. Don’t be afraid to ask for collaboration.
And most of all… establish a method
Set up a method that suits your organization, the number of employees, the work pace, and any idiosyncrasies. A method that has feasible objectives. The perfect plan is useless if there is no precise methodology for putting it into practice.
Don’t leave us wondering, what about you? What else would you add to boost a more human communication method in your company?
