A Few Gardening Tips to Cultivate Your Internal Communication

Just as a gardener adjusts their care according to the seasons and the plants, internal communication requires constant attention and adaptation to the evolving needs of an organisation. As the communications officer for a network of 40 institutional and individual members spread across Switzerland and around the world, I face daily challenges: how do I convey a clear message, maintain members' engagement and motivation, while juggling linguistic diversity and the constraints of distance. Internal communication is a vast and complex field, widely studied through numerous articles and different approaches. This brief blog does not aim to cover all the dimensions of an internal communication strategy but rather offers a few simple tips. Like the attentive actions of a gardener, these steps can help communication within your team to flourish.

First of all, what is internal communication ?

Internal communication refers to all the information exchanges and communication processes that take place within an organisation. It aims to convey messages clearly and effectively, while encouraging collaboration between teams and aligning everyone with shared objectives and values.

This communication can take on various forms, such as emails, meetings, collaborative platforms and internal newsletters. By establishing strong channels of communication, organisations can ensure transparency, reduce misunderstandings and create an environment conducive to productivity and team cohesion. Effective internal communication is essential for keeping teams engaged and motivated, strengthening the overall functioning of the organisation. (source)

Water Regularly: Maintain a Consistent and Clear Message

For effective communication, always adapt your message according to the channel and your audience. The way you communicate—whether in writing or orally—is crucial. Simplicity is key: use clear language, be concise, and illustrate your points with examples to ensure your message is understood as intended.

Tips:

• Maintain an Authentic Tone: Adopt a tone that reflects your personal style and that of your organisation. For example, if you usually communicate in a light and warm manner, continue in that vein to stay true to your image. A sudden change in tone, such as excessive formality, can be perceived as artificial and unsettling.

• Crack a Joke: Humor can make information more memorable and lighten the atmosphere. Did you know? Studies show that humor can improve memory retention, but it must be appropriate to the context and content to be effective (source). Which explains why a good joke sticks — but the quarterly report doesn’t.

• Repeat Without Overloading: In a world saturated with information and with limited memory capacity, repetition is crucial. Repeat your message in different forms and channels to enhance retention while avoiding overwhelming recipients. For example, when introducing a new policy, organisations can use newsletters for written reference, workshops for interactive discussions, and additional one-on-one meetings for personalised attention. This approach accommodates diverse learning styles and reinforces understanding without causing information overload.

• Break Down Complex Information: To avoid overwhelming your recipients, break complex information into digestible pieces. Ask yourself: What do they need to know? Why does it matter to them? Can I conclude with a call to action?

• Avoid Unrealistic Promises: Don’t make promises that you’re not sure you can keep. It’s better to be cautious about deadlines. Announce a realistic timeline and provide information as soon as possible, rather than promising a deadline you might not be able to meet. Did you know? “Overpromising concept” (source) refers to the act of making commitments that exceed actual capabilities, often seen in marketing when companies make inflated claims about their products or services. While it may attract customers initially, it can lead to disappointment and damage reputation when expectations aren't met.

Harvest and Learn: Cultivating a Feedback Culture 

To assess the effectiveness of your internal communication efforts, it is essential to combine formal and informal methods. Formal tools, such as surveys, quantitative assessments, and digital indicators, provide a structured view of the impact of messages. However, informal methods, like spontaneous conversations or small talk, reveal more subtle perceptions and allow for a better understanding of the mindset of people within the organisation.

• Listen First: Before using formal tools, the first step in evaluating communication is often a simple conversation. The most helpful feedback I’ve received came from informal discussions with colleagues during an event or over coffee, uncovering frustrations, misunderstandings, or suggestions that were not expressed in surveys or group meetings.Did you know? The nomikai is a Japanese tradition where colleagues and superiors gather after work to drink together in an informal setting. This practice helps bypass the strict hierarchy and professional reserve often found in Japan, allowing for more sincere and honest feedback.

• Monitor Communication Effectiveness: Once these informal exchanges are established, supplement them with formal evaluations. Analyse open rates, engagement levels, and recipients’ feedback to assess both the distribution and impact of messages. If your newsletter open rate is lower than your houseplant’s survival rate, it might be time to rethink your subject lines. If you use platforms for mass email sending, make sure to regularly track the data from their analytics and statistics systems.

• Encourage a Culture of Continuous Feedback: Create an environment where constructive feedback is valued. A culture of active listening contributes to building relevant and effective communication measures over time. To encourage feedback, you can leave space for comments in surveys, as well as repeating that suggestions and criticisms are welcome during meetings and events.

• Avoid Overloading: Finally, do not overwhelm your team with constant assessments; keep in mind that they have other priorities. Also, accept that it is not possible or necessary to have all the data. 

Respect Natural Cycles: Cultivate Digital Mindfulness

We can no longer escape the digital world; our teams collaborate on various digital tools that improve productivity but can become problematic as we remain connected and reachable even after work hours. The constant engagement required by digital platforms can lead to stress and anxiety, just as an excess of fertiliser can harm a garden.

Just as a gardener respects natural cycles and avoids harmful chemicals, we must respect the natural rhythms of our teams in our digital work environment. In a constantly connected world, digital awareness is essential for maintaining mental health. By cultivating digital mindfulness, we create a healthier and more productive work environment, the way a gardener creates a balanced ecosystem in their garden. 

Value each person's time and mental well-being. This commitment not only helps reduce stress and burnout but also enhances collaboration and creativity, leading to a more engaged and productive team. Just as you would let a plot of land rest, know when to disconnect:

• Establish clear rules, such as not sending work-related information or contacting employees outside working hours.

• Encourage regular breaks away from screens.

• Organise direct and informal meetings and discussions. 

  
  

Did you know? It has been proven that remote workers perform better after meeting in person (source). If you have a remote team, organise face-to-face meetings, at least once a year. Informal moments of connection are often the most important. 

Like any garden, internal communication takes time to grow and develop. Be patient and persevere in your efforts to cultivate a healthy and thriving communication environment within the organisation. Remember that employees are your organisation’s strongest advocates who can significantly enhance its profile. When team members feel heard and are given clear information at the right time, they are more likely to become passionate ambassadors for your organisation.

Leadership and Decision Taking: Courage in the Midst of Uncertainty

Some time ago, I accompanied a non-profit organisation through the development of a new strategy. The mandate was clear: to support the board and leadership team in shaping a vision and priorities for the coming years. What followed, however, was anything but clear. Instead of progress, we found ourselves circling. Instead of clarity, confusion. Instead of shared direction, frustration.

The reason was not a lack of expertise. The team was motivated, the board committed, and there was no shortage of ideas. The real obstacle was leadership, or, more precisely, the absence of it.

The director was unable to take decisions. Or rather: he/she was

unable to stand by them. Even when a small next step was agreed, he/she would come back days later to revise or undo it, and he/she insisted that I, too, was not allowed to further pursue the direction agreed earlier. This person’s fear of taking the “wrong” decision paralysed the organisation, as well as the strategy process. We all ended up wobbling between topics, timelines, and tasks, without a clear sense of what should be discussed, decided, or pursued. The process lost its meaning.

This experience has stayed with me. It highlighted, in a very tangible way, what leadership is—and what it is not.

Leadership requires courage

At some point, a leader has to decide. Waiting for everyone to agree, or for perfect certainty, is not leadership. It is avoidance. And postponement breeds confusion.

A good decision does not mean that every voice is satisfied. In fact, disagreement is normal and healthy. What matters is that the leader communicates the decision transparently: what reflections led to it, what arguments were weighed, and which perspectives were not adopted, while still acknowledging their validity. This kind of honesty does not eliminate disappointment, but it builds trust. It shows that the process was real, that different positions were heard, and that the leader is ready to take responsibility.

Leadership requires flexibility

Decisions are not forever. Sometimes new information shows that a course of action was misguided. Sometimes circumstances change. Then, the ability to change direction becomes just as important as the ability to set one.

Flexibility, however, is not the same as indecision. It is not about constantly reopening questions out of fear. Flexibility is the willingness to say: “We thought this was the best path. We now know better. Here is why we are changing direction, and here is where we will go from here.” Again, communication and honesty are essential. People can accept a change of course, if they understand it.

Why decisions are never purely rational

We often like to believe that leadership decisions can be purely rational, based on analysis and evidence. But that is an illusion.

Decisions about the future are, by definition, decisions about something that does not exist. They are projections, informed by data and reasoning, yes—but also by values, intuition, and emotion. This is not a weakness. It is the very nature of decision taking. Neuroscience shows us that no decision is ever made without emotion: it is part of how our brain functions. Pretending otherwise only leads to frustration.

Leaders who acknowledge this reality—who admit that decisions carry uncertainty, that they are a mix of facts and feelings—are not weak. They are courageous. Because they dare to step out of the illusion of complete control and calculability. They admit what is true for all of us: that leading is not about knowing everything in advance, but about navigating the unknown with responsibility.

A few recommendations for leaders

From this experience, my recommendations are simple, though not easy:

• Take decisions. Do not wait for perfect certainty or universal agreement.

• Communicate transparently. Share your reasoning, acknowledge other valid positions, and be honest about the uncertainties.

• Carry responsibility. Make it clear that you own the decision, not the group, not the process, not “the circumstances.”

• Adapt when necessary. If a decision proves wrong, change course with honesty, and explain the new direction clearly.

  
  

This is what leadership looks like: courage paired with flexibility, clarity paired with openness. It is not about pretending to control the future, but about helping others move into it with confidence, even when the path is not yet fully visible.

The organisation I worked with did not manage to get there at that point. But the lesson it taught me is one that I will carry forward: without courage to decide, there can be no leadership. And without honesty to adapt, there can be no trust.

When Letting Go Is the Right Thing to Do: Ending an important Mandate

The mandate

At the end of 2024, Roots to Rise was  invited to provide interim leadership for a national non

-profit network supporting a widely used helpline service. Following years of unresolved leadership issues and repeated vacancy in the directorate in 2024, our role extended beyond ensuring administrative continuity. We were tasked with initiating and implementing critical improvements in governance, structures, responsibilities, and organisational culture—creating the foundation for a fresh start with new executive leadership within one or two years.

A promising start - brought down unexpectedly

Together with the board and in consultation with all stakeholders, we developed a comprehensive change strategy, including a fundraising strategy to finance the process. It was unanimously adopted by the board as a sign of hope for the future. But soon, contradictions emerged between the agreed strategy and actual behaviour. A few but influential  key figures - members of the strategic leadership - did not follow the shared direction, despite their ostensible strong support for the strategy during the board meetings. Some decisions were actively undermined; others delayed or ignored. Combined with very limited resources for implementation - we were two Roots to Rise staff working part-time and covering both the ongoing management  and the complex change process - real progress became increasingly impossible.

The governance structure proved fragile and inefficient. The organisational culture did not fully reflect its stated values of trust and appreciation. In such an environment, our role risked devolving into something purely reactive and administrative - something that neither donors would appreciate, nor the population who rely on the service would ultimately benefit from.

It became clear that the necessary foundation for transformative work was absent, and resources were insufficient to build it. For that reason,  we made the difficult but necessary decision to end the mandate and hand over administrative responsibilities to a service provider specialising in administrative support. Several members of the board resigned, driven by these same concerns. 

The need for change remains - and will only increase 

The organisation remains an important and respected institution, with a long history and a meaningful mission. Yet its ability to modernise is constrained by the influence of a small group for whom dominance is more important than solidarity. Because of the organisation’s prominence, the pressure to change is generally low, and it seems to be more attractive to over-rely on legacy structures and processes than to make an extra effort to build resilience for  tougher times. However, as funding environments grow more difficult and social needs continue to rise, this kind of stagnation becomes increasingly risky, even for well-known organisations. We sincerely hope the organisation will soon find the clarity and commitment needed to drive the change it requires - especially for the many dedicated individuals who seek transformation and who, in our view, represent the silent majority.

Organisational change requires some key prerequisites

1. Professional change management, skillfully balancing the path from past to future in close consultation and with the involvement of the people concerned;

2. Constructive, purpose-driven leadership, willing and able to embrace challenging discussions and decisions;

3. Clarity and agreement on direction and mandate;

4. Adequate resources;

5. Trust, integrity and professionalism;

   
   

At Roots to Rise we bring our clients professional skills, knowledge,  experience and change leadership expertise to ensure diligent and successful implementation of complex organisational change processes. What we in turn require from our clients is committed leadership, adequate resources (time and money), and a climate of trust and integrity that allows for open discussion and the tackling of tough questions arising in such a process. If several of these prerequisites are missing, continuing the process would only waste valuable time and donor-funded resources.

Ending this highly engaging and meaningful mandate was not an easy decision for a small company like ours, where every project matters. But it was the right one - true to our values and sense of responsibility. Roots to Rise stands for meaningful, effective change. We work with organisations ready to evolve - and to turn vision into action with our support at their side.