Whether you're responsible for a project, a department, a division, or a company, publishing an internal newsletter — by email, Web page, SharePoint, Facebook, whatever — can be an effective means of keeping stakeholders informed about what has happened, what is happening, what you believe will happen, and what you believe won't happen.
A newsletter can become the authoritative source of information about the effort. Although it can establish you as someone who truly understands the importance of stakeholder relations, there is a risk. You don't want to flood readers with information they consider irrelevant to their special interests.
Here are some tips for creating a newsletter that informs but does not overwhelm your stakeholders.
- Keeping people in the dark is expensive
- If you don't keep stakeholders informed, you're leaving space for them to make stuff up. Publishing what you do know is far more effective than letting others make up what they don't know.
- Make it a quick list of short items
- Limit the length of each item to the length of a tweet — about 140 characters. Most people don't want to read long dissertations.
- Make each item a headline, nothing more
- Full explanations are unnecessary. Each item can be little more than a teaser to let the reader know what the impact is. Use the "So What?" test to develop a headline. See "Deliver the Headline First," Point Lookout for May 3, 2006, for more.
- Include a link to a more detailed explanation
- Since some people do need more detail, you must provide it, but don't subject everyone to the full story. Write a more detailed explanation for your intranet site and link to it in the newsletter.
- Squelching rumors is perfectly acceptable
- Some people feel that denying rumors gives them wider circulation, but if you've heard the rumor, almost everyone else has, too, and thus wider circulation isn't really an issue. Squelch rumors, but be right about what you say. See "There Is No Rumor Mill," Point Lookout for March 26, 2003, for more.
- Get out in front of rumors
- If you'll Some people feel that denying
rumors gives them wider circulation,
but if you've heard the rumor,
almost everyone else has, toobe doing something that you expect will be controversial, why wait for rumors to form? If you get there first with real information, you're less likely to have to deal with rumors.
- Feature people and teams who contribute to success
- Short features describing the talents and contributions of key people are interesting to your stakeholders for the same reasons that features are interesting to news consumers in the media generally. Give the enterprise the information they need to gain a true appreciation of the efforts of the people you feature.
- Feature new people
- Use your newsletter to introduce people who are new to the effort. Tell your stakeholders about their background and about the contributions you anticipate.
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More articles on Effective Communication at Work:
- Corrosive Buts
- When we discuss what we care deeply about, and when we differ, the word "but" can lead us
into destructive conflict. Such a little word, yet so corrosive. Why? What can we do instead?
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
- Asking Clarifying Questions
- In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder
ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
- Cognitive Biases and Influence: I
- The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive
biases. They are one way we lead each other to accept or decide things that rationality cannot support.
- Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager,
you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
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- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
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- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.