I work for a large public service provider that needs to
A focus more on the market and is receiving increasingly less government funding. I want to involve people within the organization more in this development in my communications, because we need to communicate more clearly telegram data who we are and what we do. However, it's difficult to get them on board; they're used to things going their way and tend to be rather bureaucratic. How do I get them on board with my approach?
A difficult task. Because many of your colleagues
consider communication a necessary evil – and sometimes management secretly feels the same way. They're all very busy with their jobs: making, selling, or improving the things that justify your organization's existence. These could be products or, as in this case, public services. For them, communication seems like a kind of derivative, a secondary concern. Everyone's concerned with the well-being of the organization and the quality of the service itself. The communication about that – that's up to you.
Not everyone has to be enthusiastic
Not everyone has to be enthusiastic about your work or even interested in it. That's perfectly fine. You might not have much of an affinity for IT or administration, even though those are essential to the club. That's perfectly fine. You can't be everything to everyone.