How to Show, Not Just Tell That Internal communication is a Strategic Partner

Banging on about internal communication (IC) being a strategic partner is a core part of my professional identity. I will literally discuss it with anyone who crosses my path. Passing strangers, consider yourselves warned.  

To recap, being a strategic partner means playing a proactive role in driving organizational success through effective communication practices. While it’s all well and good to say you’re a strategic partner, you also need to show how you’re a strategic partner. Being all talk and no follow-through makes people doubt if you’re the real deal or just someone who talks a good game.

Here’s what being a strategic partner looks like in action:

• Understanding organizational objectives
  The organization’s mission, vision, values, and strategic objectives should serve as your North Stars. When you have a deep understanding of these elements, you can effectively set an IC strategy that aligns with them.  
  
  

• Collaborating with business functions
  Breaking down siloes and establishing strong working relationships are core strengths for effective IC pros. By proactively building rapport with key partners across the organization, you make yourself more visible. Plus, you’re better positioned to understand what’s happening across the organization, so you can proactively advise.
  
  

• Providing executive counsel
  Education and empowerment are key parts of working in IC. We advise and counsel on how to reach the right audiences with the right messages at the right time and in the right way. And we do this at all levels in the organization, particularly with people managers.
  
  

• Driving employee engagement and alignment
  Employee engagement and alignment are both outcomes of effective IC. Our communication plans help foster a sense of belonging, purpose, and commitment among employees. As we educate and empower others across the organization to be more effective communicators, we also increase the likelihood of employees being inspired, informed, and engaged.
  
  

• Measuring outcomes and outputs
  Outputs are tangible results, like the number of emails sent, newsletters crafted, or intranet articles published. Outcomes are broader, longer-term effects—think impact on behavior, actions, culture, and values. Measuring both outcomes and outputs is key to demonstrating a full picture of our effectiveness.
  
  

• Being agile and adaptive
  The status quo isn’t an option for delivering effective IC. We must stay on top of industry trends, technology advancements, and organizational changes to ensure that our IC strategy remains relevant and effective.

The bottom line is that we can talk about how IC is a strategic partner until we’re blue in the face. True effectiveness lies in our actions though, not just our words. Let’s ensure that our commitment to being strategic partners is reflected in every aspect of our efforts, driving real impact and value for our organizations.