In part one of this mini-series, we discussed the risks associated with internal communications going external. We also introduced a question framework to help avoid the creation of troublesome messages, helping to minimise the potential for negative fallout should a given message find its way outside the organisation.

In part two, we explain the benefits of aligning your internal and external communications departments, and offer suggestions for ways to do so.

Aligning internal and external communications

The internal and external communications departments of a company should not be like distant siblings, only interacting when one is in trouble and needs the other’s help. Instead, they should collaborate regularly to ensure both are upholding and reflecting the company’s brand and values. Together, they can form a robust defence against the threat of leaks or breaches.

One of the reasons it's so important to align these departments is because, in the event of a leak, preparation is key. Being ready with a clear and consistent message can go a long way towards mitigating any negative impact. On the other hand, a poor public response to an information breach can be just as, or even more damaging than the original act.

To stay on message and ensure adequate contact between internal and external communications teams, there are a few important things to keep in mind:

Writing internal communications as if you were writing for an external audience is more than a compliance measure. It is a psychological exercise aimed at helping you be more intentional about your work and stay in control of your company’s messaging. So, having the right perspective is the first step.
Determine what your key messages are and obtain buy-in from the necessary parties. If you're not deliberate about the key messages, themes and ideas you want to permeate your internal and external communications, it will be hard to stick to a coherent message over time. Take care to develop clear messaging and communicate it consistently across communications functions.
Put in place adequate checks to ensure mass internal communication stays on message. This applies to everything from newsletters and email memos to the content of presentations for town hall meetings or group calls. Ensure everything passes through a communications filter. Ask yourself the PASS questions (see framework in part one) to catch any potentially damaging messages. Never assume that just because you are not communicating with a client or the media that the same standards do not apply.
Ensure the right person delivers each message. For example, if your company needs to lay off employees due to the economic downturn, ensure that a familiar face conveys the news through the least impersonal medium – and preferably in person. To do otherwise risks affected employees leaving the company further disgruntled and more likely to recount their experience to external parties.
Be as transparent as possible. Outside of confidential or legally binding information, it is a good habit to be transparent about the goings-on within the company. Internal stakeholders deserve to know things first – good or bad – before they are reported externally. Transparency builds trust and conveys the message that you want your employees to be properly informed.
Reiterate the importance of employees familiarising themselves with and complying with your company's external/media relations guidelines. Schedule regular training sessions and ensure compliance is widely understood and enforced. While media relations guidelines may not in themselves prevent internal information from escaping, they should leave no one in any doubt about their responsibilities when it comes to protecting the company's reputation.

By following these measures, communications teams can be informed, prepared and aligned in their work. Internal and external communications are two sides of the same coin and should therefore be organised in tandem. The more independent they become from each other, the more their ability to add value will suffer.

The wisdom of experience

The most compelling reason to write your internal communications as if they were going to an external audience is experience. We all know that when we hit “send” we are assuming our internal messages will not go public. But experience has shown that they can, and sometimes do.

To reduce this possibility and communicate with a clear conscience, remember that your responsibility is a critical one. Take care to think through each message and align your communications teams carefully. By doing so, you'll reduce the risk of damaging episodes and ensure everyone is better placed to play their part in keeping internal communications internal.

Why you should write all internal communications as if they were going external: Part two