Each group of people within your organization has different needs. Some colleagues mainly want to stay informed about developments within the organization. A monthly newsletter with updates on products or services, a vlog or a combination of these is fine. People who are triggered by renewal, innovation and change want to know completely different things about the organization. This can be done in one and the same newsletter, but then logically divided into subchapters. So that you can immediately click on the elements that interest him or her at first glance.
So don't make a large number of different communication expressions. Cluster it as much as possible in a single expression, as much as possible in chapters together.
4. Separate status for your correspondents
A special status is reserved for the people you want to use in your content. People who can give you tips, who deliver messages. People who are close 'to the fire' of innovation, who are involved in a product renewal, a launch, a merger, you name it. This group of 'correspondents' will receive a special status and treatment from you.
I can imagine that you have defined a few main themes in your strategy about which you create a lot of content. For example: sustainability. Or: digitalization. Or: safety. Within each of those themes, you specifically look for a few 'correspondents'. They should provide you with tips and ideas, 'inside information', everything that makes your content interesting for your readers. And they can also do a great job of speaking to the general public. They are not just your eyes and ears. Sometimes also your voice and your face, to the outside world. In this way, you give the thought leadership of your organization a face.
These 'correspondents' have status, you have to treat them well. Often the problems arise because these people 'just buy bulk sms service have to do it a little bit on the side'. Frustrating, because the very people you want to bind to you are already far too busy (others have also spotted their qualities). So try to make sure that they don't just have to do the work for you on the side. Make sure they can make time for it.
as you understand. So: send them on a writing course, vlogging, presenting, or, if they have to be on stage for you more often: send them to a media training. Take them seriously – then they will take you seriously too.
Finally, organize a nice monthly correspondents' lunch or something, so they can talk to each other. Use the opportunity to explain your plans and pick up tips and irritations.
5. Be patient
Give it time. It can take a year or two before your colleagues realize that you are doing well. The best medicine for that is: success in the media. Make sure that you regularly get publicity with your content, treat your followers on social media nicely, try to peak a few times a year with something fun. As soon as people realize that your way of working is good for the reputation of your organization, the mood will quickly improve.
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