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Consider internal communications as a means to guide the corporate culture into the direction you wish it to go.

Below are some considerations:

Paper Based: Memos (internal correspondence), newsletter, brochures, performance appraisals, slogans, pay check enclosures, etc.

Executive and Manager Verbal: General meetings, division and branch meetings, team addresses, one-on-one (face to face) manager to staff communication.

Electronic: E-mail, web sites and intranets.

Management Behavior: All management and executive behavior sends messages, either intentionally or unintentionally about the values, principles, purposes of the organization.

Staff to Management Forums: Surveys, forums like staff meetings, individual meetings etc. (get information from staff also sends messages!)

Policies & Procedures: Policies and procedures need to reinforce and be consistent with the messages being sent.

Training: Training initiatives are used to teach specific skills and values (e.g. customer service).

Determine tools are aligned to the goals:

People "handling the communication tools need to know specifically how the tool fits into the larger picture. For example, managers need to understand the tone and approach of writing internal memos, how to be consistent with the "internal communication" goals. A corporate newsletter editor needs to know how to convey the values to support the culture.

Plan for Implementation:

Remember, strategic communication is an on-going process, NOT a one time project. (Note: In both strategic planning and internal communication planning, you will need to "cascade" from the top of the organization down).

Continuously Monitor and Revise:

Over time, new communication tools may be needed, tools may become ineffective or outdated. Continuous improvement allows you to assess and change directions as needed.