How to get your year-end comms priorities in place

As the end of the year approaches, it’s time to finish up projects that have slipped to the back burner, and put in the planning to make the beginning of next year a success.

For managers, the end of the year presents an opportunity to reflect on what’s worked over the past year and what can change for the better in the year ahead.  With the right reporting processes in place, managers can create an alignment that empowers their teams to start 2025 off right.

Looking both back and forward to set achievable goals

The past is one of the best teachers around, and that’s no exception in the workplace. Managers should take a detailed look at what worked for their team over the past year and seek to build upon those successes.

Alison Zurcher, director of internal communications at Seattle Children’s Hospital, suggested looking at the analytics behind your team’s projects from the year gone by to discuss them with your team.  Her team uses an engagement calculator not just to determine how messaging performs, but also what people are best for certain projects.

“Regular data analysis helps us understand where we’re providing the most value and where adjustments are needed in our communications,” she said. “We rely on data not just to look back at what worked but to make informed decisions on how to move forward effectively.”

Zurcher provided Ragan with a few other suggestions for managers as they work on year-end planning.

• Reassess team strengths and fits. Use the final weeks of the year to take a closer look at how you can get the most out of your team members, for both productivity and to help their reports grow. “Look closely at your team’s strengths and ensure people are in the right roles doing the right work, not trying to fit a square peg into a round hole,” said Zurcher.
• Get organized to help your team get their arms around projects. Zurcher added that creating “stretch projects” and deadlines to help reports get their work done on time while instilling confidence and skills necessary to grow in the new year. “Stretch projects and career development are crucial tools for building autonomy and confidence in team members,” she said.
• Provide feedback to reports — and ask for it back. The end of the year is the perfect time to touch base with your team, and a two-way feedback loop benefits both the manager and the report, especially heading into a new year. “Encourage your team to always come with recommendations and have a voice, rather than feeling they just have to say yes to everything,” Zurcher said.

Cross-functional connections help establish future successes

Your relationship with your immediate team is critically important, but it’s not the only relationship that needs tending to head into year-end planning.

Amanda Minto, executive director of internal communications supporting the technology, product and experience (TPX) organization at Comcast, urges managers to remember that each department serves the greater function of the business, and that touch points between them help attain overarching goals for the company.

“We create the framework, but it’s about listening to the needs of the leaders we support and tailoring our approach to help them achieve their objectives,” she said.

As the end of the year approaches, you can look for points of collaboration and how each function can bring fresh ideas to the table to improve performance for the whole of the company.

“For instance, if one of our goals is best practices around town halls, then it’s up to the individuals who support different areas to go back and ask themselves — what’s your town hall strategy?” offered Minto. “What do we want to keep, and what do we want to do differently for next year?”

If you think a partnership has fallen by the wayside in the hectic course of the year, work to reactivate it as you ramp up into the new year.

“We focus on the towers of businesses that we support,” Minto said. “It’s about understanding their strategies and building plans that complement them.”

How preparation empowers you to feel great heading into the new year

The beginning of a new year is an exciting time, a clean slate with endless possibilities. But the end of the year should also empower you to set the table for success.

Megan Weekes, global CMO and partner at Speekes told Ragan that you should plan year-end projects and communications about a month before they’re set to ensure that everyone is on the same page.

“Without preparation, a new year can feel chaotic with approvals and last-minute adjustments,” she said. “Give them little finish lines they can cross and be there with them as they wrap up their projects.

The most effective managers build a positive rapport by knowing through what channels and methods to share information. This can include a special group chat for year-end projects, an open door to the manager to discuss road bumps, and check-ins on deadlines. The more you communicate as a manager, the more effective the work will be and the more likely you are to have a happy team going into a new year.

“Loyalty is built when leaders are in the trenches with their teams during the busiest times,” offered Weekes. “People have choices in where they place their allegiance and loyalty — acknowledge that in your team messaging.”

“Clarity, gratitude, and brevity are the hallmarks of effective year-end communication.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and hosting trivia.