Internal communication isn’t just about messages — it’s about impact
Too often, internal comms teams focus on sending the right messages through the right channels. But what if that’s not enough?
With workplace expectations evolving — especially among Gen Z and Millennial employees — internal communications leaders need to do more than inform. They need to engage. Influence. Inspire action.
That’s where the 3 C’s of internal communication come in: Curiosity, courage, and catalyst.
“We know that with younger generations, it’s so much more important for them to feel that they are a part of things. Old fogies like myself, you just get your head down, do the work, hope that you get a paycheck… It’s so different these days.”
This framework, developed by author and keynote speaker Shola Kaye, transforms internal comms teams from messengers into strategic influencers. In a recent podcast, the Blink team sat down with Shola to explore the 3 C’s — why they matter and how comms leaders can put them into action.
Let’s break it down.
Curiosity: Don’t make assumptions right off the bat
The first C you need in your internal communications toolkit is curiosity.
Curiosity prevents us from making assumptions, which get in the way of empathy. By being curious, we get to know and understand the people around us.
“If you want to engage people, you’ve got to really know who you’re speaking to. What is on their minds? Where are they coming from? Because otherwise, how will you know how to pitch your content?”
That means listening before you speak. And creating a company culture of psychological safety where employees feel confident that their thoughts and opinions will be taken on board.
Why it matters:
Too often, comms teams assume they know what employees want or need — but a strong company culture of employee engagement starts with listening.
It’s also worth remembering that internal comms trends and employee expectations are always evolving. What worked last year might not work today. So it pays to stay curious, listening to the voices of your target audience on a continuous basis.
How to apply it:
- Use pulse surveys and real-time employee feedback loops. Uncover what’s resonating and implement two-way communication practices. Be sure to acknowledge and act upon employee input or employees will start to doubt the process.
- Let employees shape your internal communication strategy. Ask them: What’s missing? What do they need? How do they like to receive company communications? You can then craft more effective and engaging messages.
- Create conversational hooks. Ask informal questions. For example: What did you do on the weekend? What’s a great movie you watched recently? This creates conversational hooks, which lead to connection, trust, and collaboration within the workplace.
- Go beyond small talk. Ask “big talk” questions. Instead of simply asking “How are you?” try asking, “How are you feeling about these changes?” These deeper-level questions encourage meaningful dialogue and bottom-up communication.
Courage: Own your voice so people can’t help but listen
Internal communications teams are the unsung heroes of the workplace. It takes real courage to be the voice of a company — sharing tough news, listening to hard feedback, and taking bold risks to build a better employee experience.
“To be empathetic, you’ve got to open yourself up to what is going on for someone else. That can press buttons. It can be triggering. It can be exhausting. So it takes some courage to develop empathy and this level of communication in the workplace.”
Courage means having difficult conversations in the knowledge that you’ll come out the other side “stronger, better, more confident at communication.” It means taking your comms beyond the internal communication tools, styles, and channels you’ve used traditionally to deliver something more engaging and authentic.
Why it matters:
Internal comms teams often walk a tightrope between corporate messaging and employee advocacy.
But great communicators don’t just share what’s safe — they push for transparency, honesty, and authenticity. They speak in an open, human way that sets the tone for the whole organization.
How to apply it:
- Advocate for direct, no-BS communication. Employees respect transparency over corporate jargon so don’t be afraid to speak honestly, as long as you approach tricky subjects with tact and sensitivity.
- Take a stand on employee well-being and inclusion. Don’t sit on the fence. If it matters to your workforce, it should matter to senior management. Clearly communicate your business goals and what your company stands for.
- Encourage business leaders to be real and visible. Align your internal communication plan to where senior leaders are on the “audacity scale.” For one C-suite member, that might mean recording a video message or running a listening tour, while the more gregarious may be happy to run a Q&A session with employees.
- Be open to new channels and formats. For comms leaders, courage can mean experimenting with new internal communication channels and formats. Video updates. Mobile-first and social tools. Insta-grade storytelling. You don’t always know how these changes will go down with employees. But the reward may be worth the risk.
Catalyst: Make change happen
Being a catalyst for change is easier than you might think. Asking the right questions at the right time — and directing employees toward the collaboration tools and resources they need — can be all it takes.
However, to be an effective catalyst, inspiring others to do and be more, you need to put the other C’s — curiosity and courage — into action first.
“If we’re being empathetic and truly listening to others, we start to learn what they need to grow, to move forward… So then we can step into this role of catalyst to help facilitate that growth.”
Why it matters:
Internal comms isn’t just about informing employees. Done right, your internal communication strategy can inspire action. It can cultivate a motivated and engaged workforce. It can drive cultural change.
Effective communications help employees feel more connected and valued — and engaged in the company’s mission. And when employees understand how they contribute to organizational goals, they become more invested in their own growth and development, too.
How to apply it:
- Turn communication into action. Don’t just inform. Invite employees to share ideas in town hall meetings or employee surveys. Provide clear steps and resources that make it easy for them to shape company culture.
- Set an inspiring example. Leverage storytelling to highlight employee success stories, frontline employee contributions, and company impact. Show, don’t tell — using formats like short videos, photos, and quotes — how individuals are driving change.
- Amplify unheard voices. Actively seek out perspectives from underrepresented teams, then amplify their contributions and elevate them as internal influencers so they reach a wider audience.
- Champion new digital tools. Be the change you want to see. Advocate for technology that makes internal communication more accessible and inclusive. Think mobile-first apps, AI-powered chat tools, and one-stop digital hubs.
Put the three C’s into action for next-level internal comms
Curiosity, courage, catalyst — three simple words that provide a blueprint for next-level internal communications. The 3 C’s can help you take your internal communications strategy from a function to a force for connection and change.
By staying curious, you uncover what truly matters to your workforce, across all generations. By leading with courage, you create space for honest, impactful conversations. And by stepping up as a catalyst, you empower employees to shape their futures — and that of the organization.
Blink. And discover the 3 C’s and the value of workplace empathy.
