𝗧𝗼𝗼 𝗟𝗮𝘁𝗲 𝘁𝗼 𝗟𝗲𝗮𝗱: 𝗪𝗵𝗲𝗻 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗖𝗼𝗺𝗺𝘀 𝗜𝘀 𝗕𝗿𝗼𝘂𝗴𝗵𝘁 𝗜𝗻 𝗔𝗳𝘁𝗲𝗿 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝗔𝗿𝗲 𝗠𝗮𝗱𝗲

In our recent HR + Internal Communication survey, we asked: When is Internal Comms typically brought in?

The top response? 

👉 𝘔𝘪𝘥𝘸𝘢𝘺 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘱𝘭𝘢𝘯𝘯𝘪𝘯𝘨 𝘰𝘳 𝘳𝘰𝘭𝘭𝘰𝘶𝘵

Followed by:

👉 𝘈𝘵 𝘵𝘩𝘦 𝘦𝘯𝘥—𝘫𝘶𝘴𝘵 𝘣𝘦𝘧𝘰𝘳𝘦 𝘭𝘢𝘶𝘯𝘤𝘩

That timing gap matters more than you might think. 

When internal comms is brought in late, clarity, context, and connection suffer. 

Here's how it usually goes:

 • Decisions get made. Plans get finalized

 • Then the stakeholder says, “Now it’s time to tell people.”

 • And comms is asked to package the announcement, maybe even build a campaign, talking points, or training.

At that point, messaging becomes reactive. 

The "why" gets watered down. The "how" gets rushed. 

And execution takes a hit.

Here's what gets lost when comms comes in late:

 • A polished message might look good, but if employees don’t see themselves in the message, don’t trust it, or don’t know how to act, it won’t land.

 • Early involvement means comms can surface sentiment, flag friction, and shape the story before it’s locked.

 • Employee voice.

Comms often knows what employees are hearing, fearing, and needing. Without that lens, trust and adoption lag. 

Brought in late, comms becomes distribution. Brought in early, it becomes meaning-making and a multiplier. 

Even leaders who value comms don't always recognize when comms is most valuable.

It's up to communicators to show that comms is more than pushing out content. It's about translating strategy into stories people can understand, believe, and act on.