Your Most Important Audience Already Works for You
At Louis Karno & Company, we believe internal communications belongs at the beginning of a communications plan. Employees help deliver the promises an organization makes. They deserve the information, context and opportunity to ask questions that make those promises possible. They are on the team, solid ambassadors, and need to know what's going on.
The Message Has to Work Inside First
Michael DesRochers’ midyear review in PR Daily emphasizes planning, relevant employee messages and coordination across channels. It also argues that success should be assessed through understanding and action, beyond distribution alone.
Our recommendation is to make employee readiness part of every major announcement.
Before a launch, ask: Can staff explain what is changing? Do they know when it takes effect? Can they answer the most likely questions—or find someone who can?
For a nonprofit introducing a program, that might mean preparing reception staff to explain eligibility. For a business changing its services, it could mean walking the sales team through a realistic customer conversation. These preparations deserve the same attention as the public announcement.
Trust Needs an Honest Explanation
A message saying “exciting changes are coming” can create anxiety when employees suspect the changes involve their jobs, schedules or benefits. Give people a straightforward account: what has been decided, why, what it means for them and what remains unresolved.
When an answer is unavailable, explain who is working on it and when employees will hear more. A promised update should arrive even if the answer is still pending.
Leaders build credibility by making their words dependable.
Give Managers Something They Can Work With
A manager briefing should prepare someone for a conversation, rather than simply supply a script. For an important change, provide:
A short explanation of the decision and its practical effects.
Answers to likely employee and customer questions.
Clear boundaries around what remains undecided.
A contact for questions that need a more detailed response.
Invite managers to identify problems before the announcement. They may recognize a scheduling conflict, a confusing instruction or a customer concern that senior leadership has missed.
Make Listening Part of Life
An organization needs a reliable way to hear what employees understand and where they are struggling. After a significant announcement, ask a few direct questions: What does this change mean for your work? What is unclear? What would help you explain it to someone else?
Use those answers to revise the communication and, when needed, the implementation plan. Tell employees what their feedback changed. Provide a route for sensitive concerns that does not require speaking in front of colleagues.
Start With One Upcoming Decision
Choose a real announcement—a new program, a policy update or a technology change—and build the internal plan alongside the external one. Identify who needs to know, prepare the people who will answer questions, and check understanding before moving ahead. Afterward, review recurring questions, missed steps and avoidable confusion.
A strong public message creates expectations. Strong internal communications helps an organization meet them.
Louis Karno & Company helps organizations plan communications that connect leadership, employees and the communities they serve. Let’s talk about where clearer communication could make a difference.
