In my previous post, I shared a conversation on the perception that probably many internal communicators struggle with – acting ‘busy’ to prove the function is ‘adding value’. The case received some interesting viewpoints.
Maybe, other functions and domains face similar challenges?
As 2025 approaches, the pressure to innovate in internal communications is at an all-time high.
Stakeholders want novelty.
Teams are expected to churn out fresh initiatives that dazzle.
But the uncomfortable truth is that constant innovation can be a trap.
It’s easy to mistake “new” for “better.” The pressure to be seen as progressive can lead to chasing trends that look good in theory but fail to deliver on substance.
Stakeholders might interpret staying the course as complacency. But the most effective internal communicators know when to hold their ground.
Here’s why and how:
1. Define Success on Your Terms
What does “success” look like in your internal communication strategy? If it’s meaningful engagement, employee alignment, and clear value delivery, why pivot to initiatives that don’t serve these goals? Avoid letting vague critiques like “play it safe” derail your focus. Instead, educate stakeholders on the value of strategic consistency.
2. Metrics, Not Noise
Don’t let “busyness” be the benchmark for success. A well-executed initiative that meets objectives will always outweigh a flurry of half-baked experiments. Use data to prove the impact of your work. Numbers trump opinions, especially when stakeholders are pushing for more without understanding the why.
3. Reframe Innovation
Innovation doesn’t mean reinventing the wheel every year. It means refining what works, enhancing what engages, and dropping what doesn’t. Incremental improvements can often create bigger wins than dramatic overhauls. Frame these as deliberate, thoughtful innovations rather than stagnation.
4. Pause and Reassess
When was the last time you stopped to evaluate what’s truly working? Doing less can feel counterintuitive in a world obsessed with “more,” but fewer, sharper initiatives are often more impactful. Let go of the guilt that comes with saying no to projects that don’t align with your strategy.
5. Take a Stand
Push back on the perception that sticking to your strategy means a lack of creativity. Be bold in defending your decisions. Explain to stakeholders why some initiatives are being dropped and how your refined focus will lead to greater ROI. Leadership isn’t about people-pleasing. It’s about making the tough calls.
The pressure to do more is real. But the most effective internal communicators know that delivering less, but with greater impact, can be the most innovative strategy of all.
So here’s a question for you: When was the last time you reviewed your initiatives and asked yourself, “Are we doing this because it’s needed or because it’s expected?”
