The single challenge most often cited when internal communicators are surveyed is prioritisation. While not an issue unique to the broader communications industry it is more acute in internal communications.

With the need for enhanced leadership visibility, driving change and explaining business performance (or often under-performance) while positively communicating purpose, strategy and values there is simply not enough capacity and certainly not enough attention to go round.

In contrast to external communications, where the risks seem higher and is often a challenge to convince a spokesperson to take an opportunity or there is a sense that the time commitment is too high, internal communications is seen as safe and with more straightforward to deliver.

We can debate whether either of those two things stand up to closer scrutiny another time (my topline is the risks of external communication are overstated and that while internal communication is simple to implement its very challenging to do well), the net result is internal communications resource is stretched to breaking point.

So how do you prioritise? If we take it as read that you have a detailed plan, a robust framework for delivery and your messaging is on point, the central driver of whether something is the right thing to do is authenticity.

If you don’t have it, the best you can expect is mild indifference and the bald truth is that nearly all communications disasters stem from organisations or individuals deviating from what felt ‘right’ for them. The audience rejects it and however positive or purposeful the initiative or message it is doomed to failure.

Having applied the authenticity lens to a series of proposed initiatives, if you still have a conflict of priorities or simply not enough resource to shape and deliver a great outcome. 

Here are a few tips to managing internal stakeholders:

1. Remind senior stakeholders that Mies van der Roe was right, ‘less is more’ and that you would always rather the audience wanted to more than felt ‘enough already’

2. Challenge the absence of something. What would happen if we didn’t do this? What gap does it leave? When the answer is ‘not a lot’ then you’ve made your decision.

3. Pace everything. Very few things are truly time-critical, when they are, drop everything. With anything else, plan it well into the future but ensure you deliver on promises. Most things take longer, and cost more than you think – plan for this

4. When all else fails be charming – you never know where it might get you