It is no secret that we are seeing a rise in polarisation across industries, around the world. Companies may unwittingly make a decision that spirals, causing increased tension in the workplace. Leadership and employees must navigate a complex and changing landscape where external events, some of which have direct impacts on the business, can become supercharged topics.
This can in turn lead to a stressful work environment.
Stressed employees may be able to manage short stretches of tense environments, but over the long-term this can lead to burnout, mistakes, and ultimately turnover if the conditions persist.
In this environment, the role of the internal communicator has gradually changed. Whilst the overall objectives of communicating business goals and objectives, information sharing, and ensuring corporate culture remain, a new mission for internal comms is emerging; that of nurturing a feeling of safety and understanding.
In current parlance, they have become the Preservers of the Vibe.
How media monitoring can help
Learn more about an issue
Communicators have a broad task: understand the nuances of an issue well enough to craft and convey accurate, trustworthy messages around the topic. This is a challenge even under the best of circumstances. But it is made both more important and more difficult when the issue in question has the potential to be perceived as divisive.
This means that PR professionals must have a solid understanding of a topic, including how different groups may interpret the positioning of a particular issue, before they start crafting messages. This is true whether those messages are for internal or external audiences.
Well-designed monitoring programmes can assist with this learning process. Setting up keywords so that a range of perspectives are included can help the communications team to learn about a given topic quickly.
Early notification systems
Another benefit to media monitoring within the context of an increasingly polarised environment is that similar to crisis communications, monitoring can provide an early warning of emerging issues. This offers one big benefit: time to plan.
Having the capacity to plan for emerging issues should not be underestimated in its importance. Planning provides the ability to consider multiple viewpoints, receive feedback from potentially affected parties, and refine messaging. This reduces the potential for misunderstandings, the reduction of which is an important part of internal communications.
See how others have fared
While every business is different, there is value in seeing how others have done it right or where they have faltered. Case studies are an important learning tool, and you can use media monitoring to find examples of other businesses in your field or in your geographical area that have managed these types of issues.
Learn how news outlets (and reporters) cover these issues
Most PR professionals have heard the adage “if it bleeds, it leads”. The truism in this adage is that yes, journalists and news outlets will chase conflict. This is particularly true when they feel they have spotted hypocrisy or evidence that a brand is not living up to an image advanced to the public.
Some news outlets and reporters may be more likely to present a balanced story. Learning which reporters and which news outlets cover these issues and how those stories are offered to readers can help your organisation determine how and when to talk to your employees if a polarising issue drags your company into the spotlight.
Lead with care and transparency
Increased polarisation can surface in unexpected ways. Something as simple as including a new meatless option at the company cafeteria or installing a plug-in berth for electric vehicles may be viewed through a policy lens rather than responding to employee requests.
Internal comms can help to address these issues before they become unofficial rallying points.
If the company is responding to employee requests, that should be part of the messaging. Being transparent about where changes are coming from can help to mitigate flare-ups. When employees do not know where a decision came from, they will make assumptions.
Poor or misdirected internal communication weakens trust in an organisation. It can cause resentment and lead to reduced productivity, burnout, and job-hopping. Employees may feel ignored or unfairly targeted. If the conditions persist, your corporation’s reputation may suffer.
A polarised environment means that internal communicators are more crucial than ever to preserving a company’s culture and trust.
