Why internal comms should hit like a marketing campaign
Most companies pour time, money and creativity into their marketing campaigns. But when it’s time to communicate something internally? Suddenly it’s fine to fire off a flat email. Maybe drop a link in the chat. Toss in a stock photo if someone’s feeling fancy.
Here’s the thing: Your employees are your most important audience. If you want a message to stick — whether it’s a new strategy, a shift in direction or a cultural change — you need to sell it. Just like you would with a customer.
1. You’re selling, whether you like it or not.
Every internal message is trying to get people to believe something, do something or care about something. That’s selling. And when it’s done with zero strategy or intention, people can feel it — and they tune out.
Would you launch a product or service without thinking about your message, your audience and how you’ll build momentum? Hopefully not. So don’t “launch” a new process or announce a major change without that same level of care. If it matters to the business, it deserves more than a last-minute memo.
2. Engagement is earned, not guaranteed.
Just because you send something doesn’t mean people will read it. And just because they read it doesn’t mean they’ll remember, trust or act on it. Your employees are busy, distracted and flooded with messages all day long.
If you want your comms to cut through the noise, it needs to feel relevant. Timely. Clear. And above all, worth their attention. That takes more than an “FYI.” It takes intentional, human-centered communication.
Let’s say…
You’re switching to a new internal software platform. Big change. New workflows. Lots of potential confusion.
Now imagine it was a tech product you were launching to customers. Would you just push it live and say, “Have fun!”?
Of course not. You would:
Build anticipation with previews or demos
Share clear, engaging tutorials
Offer visuals, FAQs and support channels
Collect user feedback and make improvements over time
So why do so many companies skip all of that internally?
If you want employees to engage with a new tool — or any kind of change — you need to treat them with the same thoughtfulness and follow-through you’d give your customers. That means thorough rollout plans, helpful resources and space for questions or feedback. Otherwise, don’t be surprised when adoption lags and frustration builds.
3. Your delivery makes or breaks the message.
The best message in the world will fall flat if it’s delivered in the wrong way. A big cultural shift shared in a three-sentence email? Nope. An exciting initiative buried in a dense slide deck? Pass.
Things like tone, timing and format matter. Is it complex? Break it down. Is it sensitive? Make it personal. Is it good news? Let it feel that way.
Big, small, great or grim — think it through.
Content: Use plain, human language that sounds like it came from a real person (because it should’ve).
Tone: Read the room, bring the right energy and always consider how you make others feel.
Timing: Send it when people can actually absorb it — not in the middle of chaos or at 4:58 on a Friday.
Format: Choose the channel that fits the message, not just what’s easiest for you.
Length: Keep it as short as possible, but not so short that it’s unclear or incomplete.
Design: Break it up. Use headers, bullets, checklists and visuals. Feature what matters most.
Voice: Make sure it sounds like your organization — not every other one.
Context: Why this? Why now? Lead with it. End with it. Never lose sight of it.
4. Belief turns into behavior.
Internal comms isn’t just about alignment — it’s about activation. When employees believe in what you’re saying, they don’t just repeat the message. They make decisions based on it. They lead teams through it. They model it in meetings, with clients, and in hallway conversations.
It’s no different from marketing: Awareness is nice, but belief is what drives action. You’re not just informing people. You’re moving them. If the message doesn’t feel relevant or real, it won’t land, and it definitely won’t stick.
If your people are unclear or unconvinced, you’ll feel it. In resistance. In stalled momentum. In the “Wait, what are we doing again?” energy that derails even the best strategies. Belief takes more than a message — it takes intention, trust and follow-through.
5. Nail the internal launch, and the rest follows.
You can’t build brand trust on the outside if your people don’t believe in it on the inside. Whether you’re rolling out a new strategy, launching an initiative, or trying to shift your reputation, the real momentum starts with your employees.
When they understand it, believe it and feel part of it, they’ll carry it forward. But if they’re unclear, unsure or unconvinced? That message dies before it ever leaves the building.
Get in the marketing mindset.
Good marketing isn’t just flashy — it’s audience-first. It starts with empathy: understanding who you’re speaking to, what they care about and how they’re feeling. Internal communication should do the same.
Ask yourself:
What do employees already know? Don’t condescend.
What might they be unsure, skeptical or stressed about? Cue FAQs and reassurance.
What will this change or message mean to them? Be crystal clear about the impact.
Then build your internal campaign with that in mind:
Know your audience. Segment if needed.
Pick the right channels and formats. Email isn’t the only option.
Use simple language, strong visuals and human voices.
Create a drumbeat — not a one-and-done.
And don’t be afraid to repeat yourself. That’s how belief gets built.
Internal comms is marketing. So act like it.
Internal comms isn’t an afterthought or a checkbox. It’s a campaign — and your people are the audience that matters most. When you approach it with strategy, empathy and creativity, you don’t just inform. You inspire. You build belief. And when your employees believe? That’s when real change takes hold.
