Between 1891 and 1903, the 15 fastest male athletes in the world all ran the 100 metres in a time of 10.8.
On 16 August 2009, Usain Bolt of Jamaica shattered the then 100 metres record, in Berlin, bolting home in a time of 9.58 seconds. How things have changed!
At the other distance extreme, Dennis Kimetto of Kenya established a new IAAF world record for the men’s marathon in Berlin by winning in a time of 2.02.57 hours on September 28, 2014. Contrast this with the 1908 effort of Johnny Hayes of the USA who completed this event in a then world record of 2:55:18.
So far as internal communications is concerned the first comparison with athletics is that evolution can instigate huge change. In the examples we provided enhanced training methods, professional athleticism and other key factors all played a huge part, in addition to raw talent.
Likewise, evolution in internal communications, in areas that Mumba Cloud excels at, has also brought enormous areas of change and enhancement in a myriad of ways. This includes the ability of organisations to communicate intelligently and consistently across large numbers of management and staff separated geographically, not only across the country, but also around the globe in real time.
Another interesting question in our current context is: if internal communications were a track event which would it be closest to? Would it be a 100 metre sprint or a marathon?
In our view internal communications would not be best represented by either of these events but more aptly by a relay in which many stakeholders need to contribute to optimal outcomes.
Sure, there are times where a sprint is necessary to quell an emergency, but this should be the exception rather than the rule.
Whilst top management often motivate and initiate internal communications policy and systems internal communications is not their sole domain.
Yes, they should research and ascertain the current situation as well as initiating the most relevant strategy and plan, ensuring also that objectives and goals are established, along with tools to measure outcomes. However, for an internal communications platform to attain its full potential all stakeholders, including different tiers of management and staff, must be fully committed.
Outstanding internal communications policy will ensure that information flows from top management to other tiers, who then have the opportunity to communicate back up the chain. In addition peer to peer communication is another vital part of the equation. So the batten changes on a regular basis. If dropped by any stakeholder group the strength, quality and outcomes of the communications endeavours will certainly be compromised.
In addition to passing on the baton, all stakeholders need to learn to listen to the conversation, comprehend what is being said, assess the situation and respond.
This is akin to those crucial moments when top athletes position themselves to pass on the baton to another team member and take all necessary steps to ensure that this happens successfully, despite the ‘heat’ and anxiety of the moment and the circumstances that surround them.
Likewise, successful internal communications depends greatly on getting the entire team to do their best in unison for the benefit of all.