The value of internal communications — and making sure it is C.H.A.T.T.Y

When organisations think about good communication, we often focus outward. We see our key stakeholders as the community members we serve or the customers who use our services.

We build smart, capable external communication teams and rely on them to establish credibility, build trust, shape our brand, influence stakeholders, and clearly demonstrate what our organisation stands for. We invite them into conversations early, seek their advice on next steps, and involve them in shaping our approach. We prioritise this function and, if we are smart, treat it as strategic, deliberate, and mission critical.

But the same cannot always be said for our approach to internal communication.

Too often, internal communication is handled by one distinct role or added on to another internally facing role within the HR or people teams. Decisions are made by a few and, once the direction is set, internal comms are brought in to deliver on a vision that has already been decided. The work can become transactional, lacking process and formality, and is often seen as less deserving of the same discipline and expertise we apply externally.

The result is a disconnect between how carefully we communicate to the outside world and how casually we sometimes speak to our own people.

The lightness of internal messaging

This doesn’t mean internal communication needs to be heavier, more formal, or more corporate. In fact, there is real freedom when engaging internal audiences. We can be more light‑hearted, more direct, and more conversational — particularly if that reflects the internal voice of the organisation.

If internal communication is chatty and friendly, it doesn’t mean casual. It means clear, human, and conversational enough to be trusted.

Your people are not a captive audience. They are highly perceptive, deeply invested, and uniquely positioned to judge whether words align with actions. Just like external audiences, they are asking the same questions:
Can I trust you? Do you know where you’re going? Do you stand for something meaningful? And what will I tell my friends and family about my workplace?

Getting that balance right — human without being vague, light without being loose — requires skill.

This is where internal communication experts become invaluable participants in the broader communication strategy. They provide insight into how messages will land with people, help ensure there is clarity about why people are being engaged, and, most importantly, make sure people know what they are expected to do with the information, and when. They will guide you away from bombarding internal audiences with another message because it is on your to-do list to get it out. They will ask you to slow down, and at times even ask you to pause indefinitely. Let them show you the way and work alongside you – not just respond to your requests.

A practical quality check - is your internal comms C.H.A.T.T.Y?

Another practical way to lift the quality and credibility of internal communication is to apply a simple test before you hit send, publish, or present. To make sure your internal comms is genuinely chatty — in the best sense of the word — consider the following quality check.

Clear and comprehensive
People shouldn’t have to decode the message or decipher jargon.
☐ Is the purpose clear?
☐ Is it obvious what’s changing (or not)?
☐ Have we explained why it matters?
☐ Is the impact on people easy to understand?

Human
Leaders are humans — and people connect with humans, not corporate language.
☐ Does this sound like a real person speaking?
☐ Have we acknowledged impact, uncertainty, or effort?
☐ Is the tone warm, respectful, and relatable?

Authentic and approval‑light
Simple language beats perfect wording. Meaning matters more than polish.
☐ Is this jargon‑free and easy to read?
☐ Have approvals focused on accuracy and risk, not word‑smithing?
☐ Does the message still sound natural after sign‑off?

Tangible
People want to know what they can do, and when.
☐ Is there a clear action, decision, or next step?
☐ Are timeframes, links, or engagement activities included?
☐ Can people easily see how to engage or respond?

Trusted
Credibility comes from consistency, honesty, and the right messenger.
☐ Is the source close to the decision or issue?
☐ Are we clear about what we know, what we don’t, and what’s next?
☐ Does this align with what people are seeing and experiencing?

Your voice
Internal communication isn’t a broadcast — it’s a conversation.
☐ Is there a way for people to ask questions or give feedback?
☐ Do people know who’s listening?
☐ Will we close the loop with updates or responses?

If it doesn’t pass the C.H.A.T.T.Y test, it probably won’t cut through. And ultimately, internal communication isn’t about information — it’s about trust.

Communication professionals are trained to establish credibility in environments where trust is fragile. They know how to shape narratives during moments of uncertainty, translate complex change into clear direction, and communicate with intention rather than noise. These skills are just as critical — if not more so — when speaking to your own people.

This becomes particularly important for organisations that have experienced significant shift or change. New structures, new strategies, or newly appointed leadership teams all create a natural credibility gap. Employees want reassurance, clarity, and confidence in the people now steering the organisation forward.

A newly established leadership team must do internally what every effective organisation does externally: build trust with its audience, articulate a clear direction, and consistently demonstrate what it stands for. Internal communication is not just about sharing updates; it is about shaping belief.

And this is why internal communication deserves the same strategic discipline as external communication.

My take

Your employees are also your most powerful and at times underestimated stakeholders. Many live in the communities you serve, use your services, or speak about your organisation in personal and professional networks. Their perception of your leadership and values directly influences how external stakeholders see you. When your people believe in the organisation, they become authentic advocates. When they don’t, no external campaign will ever compensate.

🙂

Keryn