Do corporate communicators make resolutions?

I'll be the first to admit that I do not make New Year's resolutions. But people making promises and commitments to themselves is a good thing. Melcrum published a piece about 8 New Year's resolutions for internal communication pros.

Some are weak, but some also have a lot of value. I added my two cents in italics. Here we go...

Think of outcome, not output 
Focus on business outcomes, not simply on producing communication collateral. Use communication as a means to an end, not an end in itself. There’s a big difference between saying “who’s got some stories for this month’s team brief?” and asking “what’s the most important challenge for our organization this month? How can we use the team-briefing time to address it?” Resolve to ask your internal customers what their most pressing business goal is for 2012. Next, ask what employees need to know, feel and do differently to help meet that goal. Then, work out what you as a communicator can do to help increase people’s knowledge or understanding, influence their opinions and motivate them to take action.

The big takeaway here is asking what employees need to know. Typically a lot of companies will determine this for employee instead of hearing from employees.
Be a better business person
Find out more about your industry, your organization’s plan for the coming year and the opportunities and challenges that may lie ahead. Get to know the most important performance measures and make sure you’re up to date on the results. Increase your business knowledge and you’ll enhance your credibility too.

Simple things like understanding a balance sheet, income statement, productivity reports, etc. can help improve your street cred with your bosses.
Choose tactics that’ll actually work 
Think about the last time you changed your opinion about something. Or a recent occasion when you were motivated to take action. Were you prompted by reading a web article? Or were you influenced perhaps by conversations with trusted friends or colleagues? Perhaps you heard a personal story that made you think? Next time you choose the tactics for a communication plan, don’t just fall into your usual habits. Think about what you can do that has some chance of impacting attitudes or behaviors.

This is what I call the "how about" conversations. Stop doing the status quo and determine what will work best. Or better yet, create your own solution.
Get to know employees better
This year, resolve to spend less time at your desk and more time out there understanding what employees care about, who and what they listen to and trust, what’s getting in the way of them doing their jobs and how you can help. Ask their advice when you’re choosing communication tactics. Test out approaches before you put them into action. And get to know when a one-size-fits-all approach isn’t good enough.

See #1.
Speak like real people
Please let this year be the one where we stop spouting meaningless corporate jargon. Talking about “streamlining operational propositions” or “moving forward with world class efficiencies” will only serve to drive a bigger gap between leaders and employees. Be the person who asks the stupid questions about what things really mean. And be aware when you really are becoming a spin doctor, in danger of fudging the facts and trying to put a positive slant on events, when the right thing would be to tell it as it is.

We all know better than to speak in corporate lingo, but we still get sucked in. This year, don't get sucked in. Avoid using the word "paradigm."
Measure something that matters
So employees like your newsletter and you know what the hit rates were on your last intranet article. What difference does it make? Go back to the business goal you were trying to achieve. What actions were you trying to influence people to take to move the organization nearer to the goal? In what way were you inviting them to reconsider their attitudes? Where were you aiming to increase their knowledge? Find out whether you succeeded and how much of a difference you made. Measure activities that actually have an impact on business results.

This is one of those "easier said than done" situations. Measuring internal communications is important but also very tricky. Work closely with your managers and leadership to define "what matters." Get their buy-in.
Ask what you can do differently to increase your influence
Next time you find yourself complaining your leader isn’t listening to you or won’t do what you want, don’t focus on that list of 10 things you wish they’d do differently. Ask yourself what you’re doing that’s contributing to the situation. Find at least one thing you could do differently to improve it. Start by looking at things from their perspective. If you were them, why would you be behaving this way? What would be leading you to think as you do? And what could that person in the internal communication team do to help make things easier?

Having executive support is important. If you don't have it, go get it. The right leader can be a trail blazer for you.
Make this year count 
Probably the biggest thing I’ve learnt over the years is that there’s a difference between “being busy” and using communication to achieve a result and actually getting a result for your organization and the people in it. If your leaders question whether you’re adding value, to be honest, there’s probably a reason for it. Make this the year you can say you made a positive difference.

Now's the time to start over with a clean slate. If you want to do things differently, no better time to start than now.