Business Communications Planning

Business Communications Planning

Author: Peter Hartman

Figure 1 Image Source: Communication

Wikipedia defines communication as “the process of transferring information from one living source to another”. Figure 1 above illustrates the logical process of communication where entity 1 (the emisor) wishes to convey the concept of “Tree” to entity 2 (the destination). This process is controlled be protocols agreed upon by both entities prior to the actual sending of the message in whatever form that may be. Language is a whole bunch of protocols that we humans use to communicate with one another.

In just the same way, business needs to formulate protocols and mechanisms of communications most appropriate to that business. This is essentially what business communication planning is all about and some of the major factors that need to be taken into consideration when developing a business communications plan include:

Integration – Remember communications are also a component of change management, human resources management, scheduling, out-sourcing, scope-change management, risk management, negotiation, enterprise bargaining and getting a pay rise to name but a few.

Audience - Who should receive the communication? What they need to know and what they are permitted to know are two factors that you will need to consider here.

Reason – Why you are communicating with them. Are they a key stakeholder? Did they ask a question? Do or did they have a complaint? Is the request reasonable? Are you in a position to satisfy the request? These are some of the questions that you will need to ask yourself when considering the dissemination of information.

Event – The communication, be it a weekly report, or a presentation to the board will need to take into account these very facts. Then tailor the information in both form and content to a style and format that is most appropriate to the situation or event.

Responsibility - Who is responsible for preparing and scheduling the communication? You may have some hidden help here. One of the main responsibilities of management at all levels is to facilitate the dissemination of information particularly when the information is of particular pertinence to them or those for whom they are directly responsible.

They also have a responsibility to assist with the preparation and presentation of material for those who may be in a slightly more lofty status than you. This may be as simple as getting their secretary to assist with formatting, printing and even distribution of the communication. For example ensuring that the inter or intra office memo or meeting notification is distributed to all intended recipients and to obtain confirmation that each intended recipient formally acknowledges receipt of each said communication item.

Cooperation – Cooperation between peers and between those of differing status levels within an organization is crucial to effective communications within any organization. It becomes even more relevant, when the topic of the presentation or the information contained within it directly impacts or reflects upon them and their team. If their jobs and job security are to be benefited you will find that most people will be only too willing to help you present their case (and yours as well).

Medium - The way and format in which the information is to be disseminated will have a direct bearing not only on the content but also upon the timing. Be careful to select an appropriate medium for the occasion/event and the topic as well as the audience.

Timing – How often is any given particular piece of information to be presented will need to be carefully planned and staged. For example it may be necessary to circulate “refresher” information to ensure that all concerned are fully aware of the details and currency of the information.

Scheduling – Information dissemination that can be scheduled is probably the easiest to deal with since everybody soon learns what is and what is not expected of them.

Protocols – More often than not; the task of defining and delineating the timing, scheduling, attendance and venue selection aspects of communications planning will fall to the business management team. This will usually be the case even though they, the management team, are not implicitly nor intimately involved in the nitty-gritty of a specific scenario.

Here is one time that the use of a “ground rules” type strategy can be very effective in enabling you to get the job done. These basic “ground rules” protocols will be assumed to be in effect unless otherwise implicitly countermanded. This strategy is often the essence in getting the job done in the shortest possible time frame to the satisfaction of all present because everybody knows what is required prior to the actual event arising.

Brevity – No one likes meetings that drag on. Worst of all; are the meetings that go on and on because one individual has an unlimited supply of questions. This is an occasion where protocol will require that you remind the individual of the protocol that is appropriate for the current forum and proceed with the rest of the meeting.

You can deal with the individual’s questions after everybody else has gone back to work. More often than not the show-boat will suddenly run dry of questions when their audience has gone while the legitimate questioner will appreciate the time you have afforded them in a one-on-one format.

Content – This should address the reason the audience will be interested in the information that is to be disseminated, their need to know, they reasons why they need to be informed, their interest or stake in the entire procedure and therefore the contents of each piece of communication. Always be appropriate and relevant.

Relevance – Most importantly of all always make sure that your audience is fully informed as to why this information is important to them individually, collectively and to the business as a whole. For example changes to a fire response procedure may be necessary to address a previously unforeseen circumstance. In this case the information is important from a safety perspective for the individual, the group and the whole organization.

Templates – Save yourself as much time and bother as possible by sourcing business communication planning templates and determine whether or not any are suitable for your purposes. You may have to make modifications to impart greater specificity of relevance to your needs.

Be warned that there are occasions where no template is suitable. Yet even in these instances there are probably a number of templates with features that you must have so pick the eyes out of many and mould the excerpts into a plan of your own. You don’t have to reinvent the wheel all on your own.

Consultation – Never be afraid to recognize that in certain instances you are best served to seek expert opinion or outside assistance. This is particularly so in those areas that could become litigation minefields.

Remember that in business telepathy is not considered to be a viable communications strategy. So spell it (your message) out in no uncertain terms. Leave no room for misinterpretation or misunderstanding.