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:
- Questioning Questions
- In meetings and other workplace discussions, questioning is a common form of conversational contribution.
Questions can be expensive, disruptive, and counterproductive. For most exchanges, there is a better way.
- Getting Into the Conversation
- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities
to contribute. The story is rather different for many meetings, where getting into the conversation
can be challenging for some.
- When Over-Delivering Makes Trouble
- When responding to inquiries such as "Is that correct?" we sometimes err by giving too many
reasons why it's incorrect. Patterns of over-delivery can lead to serious trouble. Here's how.
- Some Truths About Lies: IV
- Extended interviews provide multiple opportunities for detecting lies by people intent on deception.
Here's Part IV of our little collection of lie detection techniques.
- Conversation Despots
- Some people insist that conversations reach their personally favored conclusions, no matter what others
want. Here are some of their tactics.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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- The Race to the South Pole: Lessons in Leadership
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. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
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.