Trying to determine the best way to correspond with one another can be a struggle, especially if you're unsure of how to communicate in a clear and receptive way. We've laid out a series of questions for you to consider before you take the leap.

Before you put together a communications strategy, think through why you’re communicating. This will help set a strong foundation for the plan, identify key messages, and get ahead of potential concerns.

Why should the audience care about this announcement? A few questions that can help with this are: 

• What's in it for the reader?

• What's in it for Red Hat as a company? How does it align with Red Hat's strategy, goals, or mission?

• What does the audience already know about this topic?

Consider your desired state and what you want your audience to think, feel, and do as a result of this communication.

Sometimes your audience will be all of Red Hat. But often, it will be a smaller subset of associates. The better you know your audience, the more effective your communications will be. Having a clear understanding of who your audience is will help you determine the best way to reach them. Here are some questions you can ask yourself to develop that understanding:

Who needs to know this information? Who will be affected?

• Individual contributors or managers?

• Specific department(s)?

• Whole teams, or individuals?

Where is your audience located?

• What time zone are they in?

• What's their primary language? Consider translating your message as a coutesy, or providing a "Summary (TD;LR)" in the local language. TL;DR is an industry term that stands for "too long; didn't read" and is a helpful tool for associates to decide if it is important for them to translate the rest of the message.

• Do they work remotely?

• Are there cultural differences you should consider?

• Are there any closures or holidays you should be aware of?

When do they need to know about it?

• Think through the phases of communicating for the message. For example, if it's an action that associates need to take, maybe you should preview the message to managers first as a heads up.

• Is there a deadline for that action? If so, make aure you give Red Hatters enough time to take action.

• Don't send on a Friday: Many assocates are out of the office, and some offices may be closed altogether.

Your audience is not the only group of people to think about. Here's how to engage stakeholders in the development of your communications:

Who do you need to include in reviewing the communication, and when should they review it?

• Make sure key stakeholders are aligned on the goals of the communication early on.

• Get feedback from a smaller group of the audience before finalizing your message. Seek different and underrepresented perspectives.

Who will this communication come from? The sender matters-people often determine whether to engage with a message based on who it's from.

• Identify champions across the organization: Messages from people who have influence within your audience are particularly well-received. This could mean a manager, executive, or associate who is well-known and respected among your audience.

• Function-specific communications (especially from managers) are also well received.

What is your message?

Now that you've figured out why you're communicating and who your audience is, you're in a better position to develop your message. Here are some essential items you should consider as you do so:

What is the call to action?

• If you are asking your audience to do something, make this clear from the start-and don't forget to mention deadlines (if there are any).​​

  • Consider how you read your own email-if you're like most people, you probably read the first few lines then skim the rest. So if you want feedback on something you created or need people to fill out a form, tell them where they'll actually see it: at the top.

Is something changing? If so, why?

• Be clear about why the change is happening. Provide as much context as you are able. And if it's a complex issue, consider a formal frequently asked questions (FAQ) document.

• Additionally, if it's a significant change for your audience, consider using the Open Decision Tool.

What are the potential concerns? How do you anticipate people will respond?

• Get ahead: From the beginning, think about how to frame your message to address potential reactions and misunderstandings.

• If you sense your audience may resist your message, consider making it more persuasive by appealing to what motivates them.

  • We’ve all seen communication go awry. Considering the response will likely help you avoid a similar fate.

How? (Channels + Culture)

Think about how your message will resonate in our open culture, and the best channels for reaching your audience where they are (spoiler: email is not your only option!). The way we communicate at Red Hat is the ultimate reflection of our open organization. 

Thinking through these questions will ensure that your communications are company ready.

What channel are you going to use to communicate?

• Inbox Full? So is everybody else's. Consider other internal platforms you can use to get your message out, such as:

  • The employee intranet

  • Large group meetings: Town halls, company meetings, and other large group meetings are a good way to communicate your message to a captive audience.

  • Digital signage in offices

• Timing is important: Keep in mind major annual moments across the enterprise that may make it more difficult to get your message to your audience during those times (e.g., end of quarter).

• Is our messaging inclusive and audience-centric?

As you're writing, be careful not to introduce artificial barriers between you and your audience. Here's how to make your communications as inclusive as possible:

• ​Seek out different and underrepresented perspectives when you're developing your communications.

• Avoid acronyms: When you use acronyms, you put the work on the reader to interpret what you are communicating.

• Use words and phrases like: Partnering, collaborating, dialogue, All Red Hatters, every Red Hatter, each of us as Red Hatters.

• Avoid phrases like:

  • Our project team.

  • Absolutes like you must, you will, etc.

  • The ambiguous "we" to describe the sender. Who is the "we" being referred to?

  • "You" when it's losing sight of the fact that the sender is also a Red Hatter. When you want to convey the idea of "all of you," use "all of us Red Hatters" or "every Red Hatter" instead.

• Technical content:

  • If a message with technical content is going to a mixed audience (people with a technical background as well as those without one) make sure that it is written in a way that will make sense to both audiences:

    • Avoid jargon and acronyms that the audience may not be familiar with.

    • Include enough context that someone who is not familiar with the technology will be able to understand the importance or impact of the message.