“Can you send this out?” is one of the most common requests internal communicators receive. Sometimes an email is the right next step. But often, it is only the visible piece of a larger communication need. Before polishing the draft and pressing send, communicators should ask whether the message will land with the people receiving it. Here are five questions to ask first.
1. What do employees need to know, feel or do after receiving this message?
Most internal announcements start with what message the organization wants to get across, so communicators should start with what employees need to take away. But those are not always the same thing.
For example, HR may want to announce a policy update. Employees may need to know whether they are affected, when the change takes effect, what action they need to take and where to go with questions. Before shaping the message, communicators should clarify the desired outcome.
Is the goal one of the following?
- Awareness
- Understanding
- Action
- Compliance
- Adoption
- Reassurance
- Behavior change
If the answer is simply, “We need people to know,” keep asking. Know what? By when? Why does it matter? What should they do differently because of this information?
A clear outcome makes the message sharper. It also helps prevent the most common failure of internal announcements, which is sending information without creating understanding.
2. Which audiences are impacted by this information?
Internal announcements often fail because they treat employees as one audience. They rarely are. Some employees may be directly affected. Others may only need general awareness. Some may need to take action immediately.
Before sending a broad announcement, communicators should map the audiences.
- Who is directly vs. indirectly impacted?
- Who needs to know first?
- Who does not need this information at all?
- Who needs additional context?
- Who may need a different version of the message?
This does not mean every message requires a complicated segmentation strategy. Sometimes one clear email is enough. But communicators should make that decision intentionally.
3. What questions, concerns or resistance should we anticipate?
Employees do not read internal announcements in a vacuum. They read them through the lens of their own workload, experience, trust in leadership and history with the organization.
That means every announcement carries implied questions.
- Why is this happening?
- Why now?
- Will this affect my job or create more work?
- Is this really a priority, or will it disappear in two months?
- What are they not telling us?
Communicators should help leadership and HR teams identify those questions before employees ask them. Not to make the message defensive, but to make it more useful. A good practice is to create two lists before drafting: questions employees will ask out loud and questions they may be thinking about but not say directly. The second list is often the more important of the two.
4. What do managers or leaders need to reinforce the message confidently?
Managers are often the most important communication channel inside an organization. They are also frequently the least prepared. Too often, managers receive a companywide announcement at the same time as their teams and are immediately expected to answer questions, reinforce the message and translate it into daily work. If managers are expected to support the message, they need context before they are asked to carry it.
Communicators should ask what managers need to know, say and do once the announcement is live.
- Do they understand the reason behind the decision?
- Do they know what is changing and what is not?
- Do they know what questions to escalate and to whom?
- Do they know what they should not speculate on?
- Do they have talking points, FAQs or a short discussion guide?
For sensitive or complex announcements, manager communication should not be an afterthought. It should be part of the launch plan. Even a simple manager note can explain the key message, the manager’s role and where to direct questions. Communicators should also remind leaders that managers need permission to say, “I don’t know yet, but I will find out.” Employees do not expect every manager to have every answer. But they do expect honesty, consistency and follow-through.
5. What channels will reinforce this message after the email goes out?
The email may be the announcement. It is rarely the full communication plan. Employees receive information through different channels depending on their role, location, schedule and access. If the message matters, communicators should think beyond the initial send.
- What channels do these audiences use?
- Where are they most likely to see and trust the information?
- Does this need to be reinforced in a team meeting?
- Does it need an FAQ, intranet page or follow-up reminder?
- Will employees need the information once, or will they need it again later when they are ready to act?
This is particularly important for announcements tied to deadlines or behavior change. A single email about open enrollment, compliance training, office moves or system adoption will not carry the full weight of the initiative.
Reinforcement also gives communicators a way to respond to what employees are asking. If the first announcement surfaces confusion, the follow-up can be clarified. If managers are hearing the same concern repeatedly, communications can address it. The goal is not to communicate more for the sake of more. The goal is to communicate in the places and moments where employees need the message to make sense.
Marissa Luznar Doyle is the founder and CEO of Candid Communications.
