The power of internal marketing: why getting the right information to your institution's leaders is critical. (Marketing).

It's a simple fact of life: Information is power. What does that mean to you? It means that empowered people are more Likely to embrace the larger strategic vision and support campus decisions. At the same time (and by extension), a lack of information leaves people feeling powerless and disenfranchised. Rather than pitch in, they pitch at, or--in some cases--decide not to play at all.

What's more, as we think about internal communication, it's vital to remember that we are not talking about an internal promotion strategy in which conduits are established solely for the downward flow of information. Rather, we are talking about true communication: Communication in which the needs and expectations of the internal audiences are considered, and communication in which active listening--and remembering--play a critical role. Finally, it is communication that is not random and arbitrary, but instead, communication that is driven by a larger strategy.

FOUR KEY INTERNAL AUDIENCES

While it might be obvious, it is important to identify the four key audiences of an internal communication plan. They are: current students, faculty, staff, and administrators. Not as obvious is the fact that these audiences often have very different communication needs and expectations. They may also require very different channels of communication. For example, full-time faculty might be easily reached via campus mail. Adjunct faculty, however, might rely on e-mail. And staff may prefer to get information from their department and section heads.

HOW TO TELL YOU NEED TO IMPROVE INTERNAL COMMUNICATION

Generally, there are two indicators that you might need to revamp your internal communication plan. First, there is a basic lack of trust between key internal constituencies. Faculty do not trust administrators; faculty in the humanities do not trust faculty in the hard sciences; staff spend a great deal of time simply trying to stay out of the fray. This mistrust may manifest itself in backbiting and constant second-guessing. Or, it may manifest itself in delay.

Second, there seems to be a big disconnect between your mission and vision, and how it is rolled-out in the trenches. Often when I visit campuses, it's so interesting that presidents and boards tell me about strategic decisions they have made, while during the same visit, faculty and staff tell me that they are unaware of any decision, or they don't understand how that decision might impact their particular areas.

WHEN COMMUNICATION IS CRITICAL

While internal, communication is important at all times, there are a number of instances when it is critically important, including:

* Preparing for a capital campaign. You'll need to make sure that your internal audiences are informed and onboard before you begin communicating with external audiences.

* During a transition from one president to another. Because any change, but especially a change in leadership, can be a time of concern and anxiety. Keeping people informed about what is happening will go a long way toward reducing tension.

* In the midst of strategic planning. Not only because it is very important to tap the collective wisdom and insights of the campus community as you seek direction, but because you want to keep them involved in the decisions that are made, as well.

* When the campus faces a crisis such as a budget shortfall or an incident that is drawing media attention. Not only because internal audiences need to know what is going on, but because they can help disseminate accurate information to and through their grassroots networks of friends and colleagues.

* Preparing to launch a new initiative such as a new major or the construction of a new facility. Because people--especially internal audiences--love to be in the know. Keeping them involved and informed puts them in a position of offering insight to and having influence with their peers.

During these times, the campus grapevine will be working overtime, and improved internal communication will help keep the vine filled with good, solid information and opportunity for feedback. In addition, members of your internal audiences will often be asked questions about these issues and events by people outside your campus. Giving your internal audiences solid information to pass on to their audiences not only spreads internal ownership, but positions them as "experts" before their off-campus constituencies. In other words, not only will they more likely support your initiatives, but they will help win support from other audiences, by serving as channels of information and influence.

FOUR STEPS TO EFFECTIVE INTERNAL COMMUNICATION

There are four basic steps in the creation of an effective internal communication plan. They are: Listen, Identify, Blend, and Evaluate.

Listen

Before all else, listen carefully to your most important internal audiences. Don't just wait for them to say something; actively court them and work hard to draw out things you need to hear--the things they ordinarily may not tell you. This "listen first" model employs both passive and active listening opportunities.

Passive listening involves monitoring existing and emerging issues and concerns. Passive listening options include: campus bulletin boards and kiosks, student newspapers, online forums and listservs, faculty and staff newsletters, campus radio and television, minutes from open meetings.

Active listening more directly solicits input from internal audiences. Some of these options include: open houses for your most important audiences including faculty, staff, and students; receptions; open-door policies; open "lines" on the radio or television; "brown bag" meetings with the president (or other senior administrators); leading by walking around; spending time in the cafeteria or faculty lounge; attending athletic and cultural events; attitude and opinion surveys directed at specific audiences.

Identify

After listening, you must identify the channels to which your audiences are most likely to respond. As you think about possible channels, remember that some channels (such as newsletters and bulletin boards) are formal. Others (such as word-of-mouth) tend to be more informal. A good internal communication plan includes both.

Formal channels include: newsletters, Intranet and e-mail, campus television and radio, receptions and meetings, telephones and faxes, campus mailings. As you think about channels, the following guidelines may be helpful:

First, some audiences, especially staff, tend to rely on information that is informal. They tend to listen to people, especially peers and supervisors, before they will read a newsletter. Getting the right information to their opinion leaders--and then listening carefully to them--is critical.

Second, if you are orchestrating your messages across multiple channels, be sure that your messages are consistent. Make sure that what you are saying on campus bulletin boards is consistent with what people are reading in the staff newsletter.

Third, consider combining some media and channels. Instead of a faculty newsletter and staff newsletter, maybe you could utilize a single newsletter with general information plus special sections for faculty and staff.

Blend

Next, you must blend your messages. A good internal communication plan blends the everyday "this is what is happening on campus" with the larger "here is where we are going." It also blends what you want to say, with what students, faculty, staff, and administrators want to hear. (You may want to communicate information about the major gift you just landed, or the United Way campaign, but they want to hear about the anticipated cost of living increase to their salaries, or whether or not there will be an increase in monthly parking fees.)

Evaluate

Finally, you must continually evaluate the effectiveness of your internal communication plan. In most cases, this is merely an extension of always listening. Do your internal audiences feet empowered? Do they have a sense of what is going on? Are they comfortable with the information they have on the issues, and opportunities facing the campus? Are there communication channels that are of more interest? Are there publications and newsletters that can be combined or eliminated?

WHY YOU NEED AN INTERNAL MARKETING PLAN

Stewart Dyke, the director of Public Affairs at Denison University (OH), once told me that the job of the internal communication plan is to help defeat the campus grapevine. He's right.

A number of years ago, a good friend, Jeannie Morelock, then director of Communication at Meredith College (NC), worked with me on a book about integrated marketing communication. In that book, she wrote: "Like nature, rumor loves a vacuum. In the absence of clear and accessible information, the truth [will] become distorted." She's right, too.

Scott Powell, the assistant to the president at Grove City College (PA), once mentioned that communication is the foundation for all effective change, and trust is the oxygen for open communication. Scott is right, as well.

The goal of an internal, communication plan is to build that trust. To do so, you must listen carefully to your most important audiences; identify the channels to which they will respond; blend your messages; and evaluate. Always evaluate. With these the four cornerstones of an effective internal communication plan, you just can't miss.

Robert Sevier is senior vice president of Stamats Communications (www.stamats.com).