For organizations or departments that don't have a dedicated project manager, it's no small thing to get big comms projects out the door. In our last post, we talked about how not to let the actual writing process gum up the works—namely, by allowing adequate time for writing and editing, and by uncoupling the writing process from the design process.
While that advice may be easy to heed in theory, it can be tricky in practice: Creating large documents involves tracking a lot of moving parts, including points of collaboration and project dependencies that can be challenging to accurately time. That's why creating a detailed, realistic project timeline at the outset of any big writing project is key.
Luckily, there are a lot of tools that can help—many of them free. If you're new to creating project timelines, you can start simple: Microsoft offers a free template for Excel that's incredibly easy to use (if devoid of bells and whistles).
The template allows you to enter dates, tasks or milestones, and people, and to manipulate the visual representation to optimize its readability.
Depending on the project or document management system used by your organization, you may already have tools you can configure to create project timelines. Sharepoint, for instance, offers a customizable project task list; and online tools such as Trello offer options for making more complex Gantt-style project roadmaps.
Whatever route you take, developing a project timeline for big writing projects will make your life easier, and your final product better.
Let's take a quick mental tally: In the past month, have you received a tone-deaf email from a colleague and were left to ponder what he actually meant? A memo so full of jargon that it required two or three reads to decipher? A set of instructions poorly written enough to require its own manual? A rally-the-team note from a manager or the c-suite that fell completely flat because of insipid or vague writing?
If you answered yes to any (or maybe all) of those questions, you're not alone.
It's not breaking news that Americans spend a lot of time communicating at work. But unfortunately, a lot of that time is wasted.
To be more precise, as Josh Bernoff reported in the Harvard Business Review, 81% of businesspeople say that poor writing wastes a lot of their time. All those vague emails, poorly organized presentations, and jargon-laden reports add up—and take a major blow to an organization's productivity.
Of course, it's not just the internal workings of an organization that suffer under a culture of bad writing. Bad writing filters out to customers, clients, partners, and stakeholders, too. It signals a lack of professionalism, lack of organizational self-awareness and integrity, and lack of respect for your audience. We can probably all agree that those are un-good signals to send.
So what's an organization to do?
Small steps can make a difference, if you're willing to commit time (and possibly money) to improving your organization's writing.
1. Make sure you've got polished templates and models for anything your employees routinely produce, such as project reports, slide decks, or blog posts. Templates not only save time, but they ensure that materials are consistent—and consistently well written.
2. Model good writing from the top. Management sets the tone and the standard for team members to rise (or fall) to. Even casual emails from a team lead or a department head (not to mention the ED or CEO) should be thoughtfully and properly crafted.
3. Design your organization's workflow with the writing process in mind. Make sure that all public-facing communications are adequately reviewed and vetted—for example, by building in a beta release for larger projects. And if your staffing allows it, consider providing dedicated in-house writing support for those who routinely create communications.
4. Provide training for employees, whether new hires or veterans. Everyone brings different levels of comfort and experience to writing, so it's crucial to periodically create the opportunity to ensure that everyone is aware of organizational standards and able to use best practices.
5. Bring in external support when needed. Sometimes an outside perspective helps, both to identify problems, and to conduct the necessary training to get staff up to speed. Experienced consultants can bring fresh ideas to new communications projects or old communications inefficiencies.
Now, go forth and write (better)!
The good news: your organization is growing. Maybe you've got new funding sources, your client base has expanded, or you've rolled out successful new services. You're expanding your reach, your impact, and your team. All of this requires strategy.
Growing your communications does, too.
In many ways, communications don't scale like other organizational functions. This is especially true of internal communications, which for small organizations may be completely organic. But whereas organic communications processes may be adequate (even efficient) for a team with a handful of people, they quickly become inefficient (even hazardous) when that team grows.
Growing organizations face two big problems when it comes to internal communications: lack of documentation, and lack of formalization.
Because small teams tend to function organically, there's often little or no documentation of roles and procedures. Team members know each other's strengths, pick up tasks as needed, and fall into familiar routines. But when too much lives in employees' heads, an organization can be on precarious footing when it starts to grow.
Ensuring institutional memory by creating and maintaining external records of communications is crucial for future growth.
Similarly, the organic functioning of a small team can hinder the development of formalized internal communications procedures. After all, maintaining a regular meeting schedule or planning and tracking workflow can seem cumbersome when you interact with everyone on your team every day.
But when an organization relies too much on informal communications to keep its wheels turning, it risks those wheels grinding to a halt. By formalizing communications procedures, you create the conditions for sustainable growth.
So what does it actually look like to document and formalize communications?
While the specifics are different for every organization, it means determining and codifying what works. It means finding the right tools—from calendars to trackers to meeting procedures—to accommodate your organization's growth. And it means creating and regularly updating written documents that detail communications operations in a way that makes them clear and easily adoptable for new team members.
Consciously scaling internal communications is crucial when it comes to organizational capacity-building. It's a forward-looking task that helps ensure the health of growing organizations.
English PhD, former arts administrator, obsessive cook, native East Coaster, mom to two rabblerousers.
English PhD, former high school teacher, obsessive organizer, native Midwesterner, mom to three troublemakers.