Here's how you can effectively convey your vision and goals to employees as an executive.

First let them know what they're in for. Tell them how their acts together is gonna achieve the results. Make them realise they are contributing to a vision so big and better that they feel like that vision is now theirs too. When people work for something of theirs they do wonders.

To me, the starting point for this is to have a vision and goals. Having a vision isn’t easy! If you want people to understand your vision and your goals, write them down. Workshop it with your executive team or your board. Make it as robust as you can. Share it with trusted advisors and get their feedback. Revise what you’ve written. Strive to make it compelling, clear and specific. Avoid jargon and tropes. These fundamental questions of “why” and “how” are essential to then being able to go out and tell people about your vision and goals.

- Articulate vision and goals clearly - Align with company values - Use consistent communication channels - Involve employees in discussions - Provide actionable steps - Lead by example - Regularly reinforce through meetings and updates - Seek and incorporate feedback - Ensure alignment and engagement

If you really want to be clear, talk backwards. Try chunking out your information and start every chunk by anchoring it in your audience's perspective. Then you can move on to the organizational motivations and have a reasonable expectation that everyone will be able to follow your thinking. It's great to lay out the 30,000 ft view right off the bat, but front-line staff often get lost at that level and no one - especially not junior personnel - wants to be the one to put up their hand and say, "I don't get it." Start from where they're at and then help them climb to the high-level perspective.

Tactical engagement is not only great for communication, it's great for organizational strategy. Audience feedback and questions are great, but taking an extra step by elevating them to Subject Matter Experts in their respective roles is a massive leap. Asking them questions and actively seeking their inputs gives them ownership of the issues and agency in the dialogue. And the perspectives that arise from an open and energetic discussion can be revelatory. Remember that dialogue goes in both directions, and the necessary stratification of an organizational structure is often an impediment. Any opportunity to engage with personnel can be leveraged. Not every comment or suggestion needs to be acted upon; only heard and respected.

It's important to tailor the message to make it relevant to a specific audience - and it's equally important to tailor it so that audience sees you as both a human and an executive. Does this message allow you to appropriate share feelings and emotions related to what you're conveying. Are there appropriate personal or professional anecdotes you could share to help the audience better relate to you or the position you're taking. People want to know and understand their leaders as humans - flaws and all. So don't be afraid as a leader to show that humanity as part of your message - it's actually what people resonate with the most.

Als Führungskraft kommt es in der internen Kommunikation darauf an, Ziele konsequent und überzeugend zu vermitteln. Dafür ist es zunächst wichtig, die eigenen Ziele klar zu definieren und deren Bedeutung für das Unternehmen zu verstehen. Nur so können sie authentisch und glaubwürdig an die Mitarbeiter weitergegeben werden. In Besprechungen und Meetings sollten die Ziele regelmäßig thematisiert und deren Umsetzung besprochen werden. Dabei ist es entscheidend, die Mitarbeiter aktiv einzubinden und ihre Ideen und Vorschläge aufzunehmen. Nur so fühlen sie sich als Teil des Prozesses und tragen die Ziele aktiv mit. Darüber hinaus ist es wichtig, die Mitarbeiter über den aktuellen Stand der Zielerreichung zu informieren.