ABSTRACT
This chapter focuses on the practice of internal communication (IC) and makes practical suggestions about planning and executing these communications. The demands on non-profit communications managers in relation to stakeholder segmentation and messaging are also identified and examined. Understanding of contractual dynamics in employment relationships is important. In some non-governmental organizations (NGOs), a large proportion of the workforce can be engaged as 'consultants' on short-term contracts. In NGOs, communicators face an additional challenge in that often staff and volunteers may feel that nothing can override their own investment in the cause. Workers' loyalties may be associated with the achievement of their own responsibilities and aims. In the modern world, a communicator has at their disposal an enormous array of channels. At the heart of good internal communication is the ability of colleagues to understand how a message is relevant to them and to be able to see what they need to do differently.
