This is the training course not graded course Kweli is very deliberate about the content, alignment, and timing of his organizational communication. He demonstrates how his division’s strategy and mission are linked to the overall corporate vision, which enables his team to understand how they individually and collectively contribute to the greater whole. He is also attuned to the timing of his communication, ensuring that it has a cadence that is in sync with the organization’s fiscal year and reporting dates. Let’s now turn to a different leader in a CEO role, Chris Young. When Intel Security spun out of Intel to become McAfee, Chris had to set the agenda for the new company as well as communicate that agenda both internally and externally. He had to explain why the company was separating from Intel and what the future would look like for the organization. Let’s begin with his internal communications. As we learned earlier, Chris held an MPower event for his employees where, upon entering the event, the brand colors and banners were all blue. But once the event ended—as employees were leaving—all the brand colors and banners switched to red. This symbolized the transition from Intel Security to McAfee. While symbolic gestures can be effective, they are not enough on their own and are often just the first step in the communication process. If you were an Intel Security employee that had just become a McAfee employee: 1) WHAT WOULD BE YOUR PAIN POINTS AND QUESTIONS? 2) WHAT WOULD YOU BE MOST WORRIED ABOUT? 3) WHAT WOULD YOU WANT CHRIS YOUNG TO SAY? 4) HOW WOULD YOU WANT CHRIS TO COMMUNICATE THIS TRANSITION TO YOU?
This is the training course not graded course
Kweli is very deliberate about the content, alignment, and timing of his organizational communication. He demonstrates how his division’s strategy and mission are linked to the overall corporate vision, which enables his team to understand how they individually and collectively contribute to the greater whole. He is also attuned to the timing of his communication, ensuring that it has a cadence that is in sync with the organization’s fiscal year and reporting dates.
Let’s now turn to a different leader in a CEO role, Chris Young.
When Intel Security spun out of Intel to become McAfee, Chris had to set the agenda for the new company as well as communicate that agenda both internally and externally. He had to explain why the company was separating from Intel and what the future would look like for the organization. Let’s begin with his internal communications.
As we learned earlier, Chris held an MPower event for his employees where, upon entering the event, the brand colors and banners were all blue. But once the event ended—as employees were leaving—all the brand colors and banners switched to red. This symbolized the transition from Intel Security to McAfee.
While symbolic gestures can be effective, they are not enough on their own and are often just the first step in the communication process.
If you were an Intel Security employee that had just become a McAfee employee:
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