Virtual internal communication – New learning culture required

Internal communication has changed dramatically over the last six months at many organizations. Endless Zoom meetings, Skype drinks, virtual performance reviews and e-seeing events have long since become the “new normal”. So how did all this happen, and what questions should we be concerned with now?

Focus on technology and content exchange is not enough

Many organizations were already dealing with questions around new communication and collaboration platforms before COVID-19. But the coronavirus crisis has accelerated this process massively and put it firmly at the top of the agenda for most companies. In a first step the focus was on ensuring that new solutions were embedded neatly and effectively into existing IT systems. At the same time, some organizations began to worry about the supposed “loss of control”. How are we supposed to manage our employees if we can no longer keep a close eye on them? Added to this were growing cost pressure and fears of a future increasingly hard to predict. There was certainly no time to spare for questions about new forms of internal communication in the virtual space, for conversations that went beyond new platforms or content exchange.

“Never let a good crisis go to waste”

In the meantime, many organizations have gone through a steep learning curve. They’ve seen that they can trust employees working from home. And that it even increases productivity and employee satisfaction in some cases. Many companies have now established well-functioning technology and regular virtual communication channels, including personal exchange platforms for virtual social interaction. Some have managed to use the crisis as an opportunity, especially in terms of internal communication, and have been able to significantly increase employee confidence thanks to good crisis communication.

Empathic communication in the virtual space is crucial

And yet, in the future there will be an even greater need to address the question of how to address supposed communication deficits in internal communications. Because one thing is clear: personal contact is and remains irreplaceable, and employees’ need for personal interaction with colleagues and superiors grows with increasing isolation. This is true even when the best technology solutions and communication platforms are available.

It is also clear that the coronavirus crisis has given virtual communication an irreversible push and that we will very probably continue to communicate virtually more in the future. This is a major challenge for internal communication and, in general, for leadership communication, especially when it comes to conveying empathy. For example, in the on-boarding process, in appraisal interviews, in management development or when putting together new teams.

Creation of a new learning culture

So, how can companies optimize their internal communication? How can leaders stay as close as possible to their people across distance and virtual space? The answer isn’t just about creating a new communication channel or integrating additional functionalities into an existing communication platform. Nor is it about communicating more frequently or talking about a broader range of topics. Rather, the focus should be on cultivating a shared learning culture that supports employees, and especially leaders, in understanding how their communication is received on the other side of the screen and what they can do to bridge the distance created by virtual space.