Colleagues,
committees,
Council and
community:
How strong is
your ‘internal’
communication?
Eric Alex, Cheam First Nation
Trina Wamboldt, Urban Systems Ltd.
CHEAM FIRST NATION
session purpose
 good communication starts at home
 this session has been designed for First Nations
who are interested in enhancing communication
and engagement within their own community
 effective internal communication will support
effective external communication which is
becoming increasingly important with LNG
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our goals today
 develop our understanding of what creates
healthy ‘internal’ communication
 share ideas and learn from each other
 leave with some practical tips that you can
apply when you return home
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four main topics
1. what is ‘internal’ communication?
2. why is it important?
3. what gets in the way?
4. how can we get better?
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but first, let’s get acquainted
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where are you from?
1. Northern BC
2. Central Interior
3. Okanagan
4. South Coast
5. Kootenays
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where are you from?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
0%
0%
0%
0%
0%
Northern BC
Central
Interior
Okanagan
South Coast
Kootenays
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what is the total population of your
First Nation community?
1.
2.
3.
4.
5.
Less than 100 members
100-300 members
300-500 members
500-1000 members
1000+ members
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what is the total population of your
First Nation community?
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
0%
0%
Less than 100 100-300
members
members
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0%
0%
0%
300-500
members
500-1000
members
1000+
members
how many members live locally?
1.
2.
3.
4.
5.
Less than 100 members
100 – 300 members
300 – 500 members
500 – 1000 members
1000+ members
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what type of work do you do?
1.
2.
3.
4.
5.
Chief or Council
Administration
Local or Provincial Government
Industry
Consultant
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how would you rate communication
in your community?
1.
2.
3.
4.
5.
great
pretty good
don’t know
not so great
bad
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100%
80%
60%
40%
20%
0%
0%
0%
0%
0%
0%
how are your communication skills?
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some definitions to help focus our
discussion
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‘com.mu.ni.ca.tion’
noun
1. the imparting or exchanging of
information or news
2. means of connection between people or
places, in particular
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communication vs. engagement
 “communication” implies an exchange of
ideas or information (often one way)
 “engagement” implies active participation
in problem solving or decision making
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“internal” communication
(for today’s purposes)
the exchange of ideas and information and
active engagement between community
members
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community members
(for today’s purposes)
Chief and
Council
special groups
or committees
administration
staff
local
community
total
community
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what would the impact be?
 you found out your best friend was talking
badly about you behind your back?
 your spouse bought an expensive new car
without discussing it with you?
 you were left out of a special social event?
 your mother forgot your birthday?
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what if it kept on happening?
TRUST
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trust is built through relationships –
people to people over time
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respect
honesty
transparency
openness
reliability
inclusivity
Integrity
other?
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can there be effective
communication without trust?
1. yes
2. no
100%
80%
60%
40%
20%
0%
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0%
0%
yes
no
can there be trust without effective
communication?
1. Yes
2. No
100%
80%
60%
40%
20%
0%
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0%
0%
Yes
No
mutually reinforcing
communication
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trust
what are the barriers to effective
communication in your community?
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“The greatest problem in communication is the
illusion that it has been accomplished”
- Daniel W. Davenport
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always answer the 5 W’s
 WHO: who is affected? who is championing? who
is watching? who cares?
 WHAT: what impact will it have on me? what will I
have to do differently?
 WHERE: where can I ask for help? where can I
get more information?
 WHEN: when will I hear more? when will these
changes happen?
 WHY: why is this necessary? rewards and
consequences
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avoid the landmines
 understand the interests and concerns of the
community
 know and respect peoples’ communication styles –
find creative ways to engage all styles
 welcome constructive discontent/diverse opinions
 acknowledge feelings to diffuse outrage
 focus on what you can influence (recognize
passive aggressive behaviour)
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“What you do speaks so loudly that I cannot
hear what you say” Ralph Waldo Emerson
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build enthusiasm - light up the
moccasin line
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10 tips for leaders

Tip # 1 - 60% of people prefer visual communication
Use interactive visuals whenever possible. A picture paints a thousand words.

Tip # 2 - The power of small groups
Smaller face to face communication, such as brown bag lunches offer a more personalized
and engaging format for leadership communication.

Tip # 3 Customize communications for different target audiences

Tip # 4 - Expand awareness
A servant leader has the ability to “speak their language” when talking with employees.
That language allows employees to make a connection between a verbal concept and their
own experience.
Make sure employees understand how the work they do contributes to the overall success
of the organization. Expand their awareness beyond their own performance and extend it
out into their team.

Tip # 5 - Encourage and help senior managers share ideas with their staff
Connect staff to the great ideas. Awareness creates discussion and can lead to action.
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10 tips for leaders

Tip # 6 – Not communicating or communicating late can damage trust
Hearing about an important update from media, colleagues or family and friends can have
a negative impact on employee engagement. Ensure employees hear these messages
from the business as soon as possible.

Tip # 7 - Catch dissatisfaction early
Make it easy to regularly gather feedback from staff and to catch dissatisfaction early - to
understand what’s really going on.

Tip # 8 - Show how feedback is being used

Tip # 9 - Actively promote organizational effectiveness, reputation and ethics
Never miss an opportunity to build credibility and trust by demonstrating that you’ve heard
and considered the feedback that’s been provided.
Employees want to feel good about their leaders, where they work and the reputation of
their company.

Tip # 10 - If the rank-and-file employee doesn't get it, it won't work
If you aren’t speaking the language of your employees you are not creating clarity or
enabling them to act.
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consider developing an internal
communication strategy
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communication goals and objectives
situational context
audiences
interests and sensitivities
key messages
policies and procedures
roles and responsibilities
communication methods
action plan
success measures
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benefits of good communication
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BUY IN
cohesion
synergy
cooperation
greater efficiency
community progress
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what can be done to strengthen
communication in YOUR community?
Chief and
Council
special groups
or committees
administration
staff
local
community
total
community
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thank you!
 Eric Alex, Cheam First Nation: 604.794.7924
ext.105 eric.alex@cheamband.com
 Trina Wamboldt, Urban Systems: 250.374.8311
twamboldt@urbansystems.ca
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