Running Team Briefings (Guidelines and Explanatory Notes)
The need for good downward and upward communication has always been acknowledged by organisations. In any staff surveys it tends to come out as an area of weakness however. Why is this? Organisations can rely too much on informal two-way communications between managers and their staff. They focus on one-way communications using newsletters, e-mails and other forms of written communications which fail to ascertain whether key messages have been received as intended. Some even use media rich content (e.g. videos, podcasts) via their intranets to keep people informed of key facts and information. The use of Team Briefings is a useful additive to the mix in that they: -Ensure that a consistency of message goes out to everyone at the same time -Create a two-way communication forum in which the meaning of key messages is ensured -Promote upward feedback on the content of the briefing to keep management (at all levels) in touch with the realities of people’s thinking in the organisation In short it is a powerful two-way employee communication tool, which, when deployed, can add significantly to the quality and effectiveness of employee communications. Use this booklet to fully exploit the power of Team Briefings.