who is responsible for them?
by steven e. sacks
cpa firms need to focus on internal communications. they have realized that to have a content and motivated staff, they must keep their people “in the loop.”
more: profit is not a mission | does your firm’s board know its role? | are executive performance reviews dangerous? | influence, don’t manipulate | getting and keeping the best: the struggle continues | how does your firm leverage its talent?
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how many times do employees hear about a firm’s initiative after it has been implemented or announced in the local (or national) media? what does this do to morale? what impact does it have on the trust factor?
when cpa firms tout their practice of “effective communications” or their practice of “comprehensive communication planning,” they will often implement these programs effectively in their external missives but fail to match the effort internally. this will result in the absence of understanding the real story behind the firm’s actions. and if this becomes a regular practice, then don’t be surprised if you start to lose your people to other firms where open and frequent communication is the rule and not the exception.
can this be avoided? of course, it can. it depends on the philosophy of top management combined with the size of the firm, how it is structured and how much resources the firm is willing to allocate.
“there’s nothing better than people talking to each other, sharing best practices, and opening up communications.” – dan gilbert
while you may consider a yearlong study after key people have left, there are some plans that can be put in place in short order to improve the effectiveness of your internal communication practices.
ask the right questions before implementing a communication plan
any action a cpa firm endeavors to undertake, whether it is a specific project such as opening a new facility or changing the reporting structure, you still need a communication plan. further, when you begin to frame out the plan, you need to consider the following questions:
- what is the message to communicate? consider whether this needs to stimulate a call to action or simply aims to inspire.
- who is the audience for the communication? if it involves the entire firm, then it has to address a broad spectrum of attitudes and biases.
- why would the identified staff level be interested or influenced by the message? the way information is conveyed will color the way it is received. the message has to be structured in a way to get the staff’s attention and make it clear why the content is important and the effect it will have.
- what exactly is your motivation for the communication? this is most likely the first thing you want to consider, especially as it relates to gauging the level of awareness and the associated attitudes. or you just simply want to share information; nothing more, nothing less.
- what should be the frequency and timing of the communication? there are times that work better than others. take a look at the company’s activity calendar for the year and use pragmatism in working around various dates as you plan and monitor the messages.
- how to most effectively convey the message? should it be done through an internal email blast, a webinar or a conference call?
a broader consideration is how receptive the audience will be to the message. you may want to make it a two-way approach by soliciting feedback through an anonymous online survey or sending an email to an address specifically created for this purpose. when notifying your staff of a change, you need to offer contextual background to eliminate preconceived notions.
finally, you will need to create a mechanism to track how many people actually read the message, phone in to the conference call or log into the webcast/webinar.
watch out for: is this my role?
a communication plan can stumble right out of the starting blocks if you do not clearly articulate the responsibility(ies) for the communication. someone needs to take ownership of the plan and then track its progress so that the plan will not collapse as soon as it’s announced.
after you have the individual’s commitment, make sure he or she can identify the key people to secure buy-in from, as well as their continued participation in the implementation. this means that the amount of time and effort is clearly explained to everyone and that their involvement includes all phases of the communication effort.
here are some preplanning considerations:
- assess resource requirements, which include individual needs, availability and commitment, as well as necessary components for each phase to work.
- discuss the plan’s execution with those responsible for it, and ensure there will be sufficient time to assist in its execution. you want to avoid unnecessary missteps.
- determine what other departments will be impacted by the communication plan and get their support sooner rather than later.
- commit to regular evaluation of each piece of the plan and be prepared to make the necessary adjustments.
the person within the firm who will own the communication plan should be invited to all leadership meetings to ensure that the right message is created. your goal is to secure the right reaction from the staff, especially if it includes a call to action. the communication point person will collect the feedback and evaluate whether everyone understands the firm’s motives to eliminate misconceptions.
the clearer and more comprehensive the communication, the greater the level of staff commitment. this may seem like overkill; the usual “proclamation from the mount” has been the age-old approach. not anymore in this era of team-based culture and employee mobility.