MarTech Podcast ™ // Episode Summary: "Are Your Marketing Team Comms Broken?"

Introduction

In the March 17, 2025 episode of the MarTech Podcast™, host Benjamin Shapiro delves into the critical issue of internal communication within marketing teams. Titled "Are Your Marketing Team Comms Broken?", the episode features an insightful conversation with David Bernand, Chief Marketing and Communications Officer at Staffbase. Drawing from his extensive experience with global brands like Adidas, Sephora, and Rite Aid, David shares a comprehensive playbook on aligning marketing teams to enhance business growth through effective internal communications.

The Importance of Internal Marketing Communications

Understanding the Disconnect

Benjamin Shapiro opens the discussion by highlighting a common pitfall in many organizations: a significant portion of marketing budgets is allocated to external communications, while internal marketing communications often remain neglected. This misalignment can lead to fragmented messaging that confuses customers and hampers business growth. Shapiro cites Microsoft's Work Trend Index, noting that "60% of teams report feeling disconnected from their leadership and company decision making since moving to hybrid work" (01:15).

David Bernand’s Perspective

David Bernand emphasizes that successful internal communications hinge on two main factors:

1. Team Alignment and Role Clarity: "It's about ensuring within big companies as well that organizations are actually able to make best use of the output of marketing, that they have a good flow and accessibility of information" (05:13). Bernand underscores the necessity for each team member to understand their role in the broader strategic framework.

2. Communicating the 'Why': Bernand highlights the importance of not just outlining what the marketing team is doing, but also why they are doing it. "Repetition, almost running it as a mini campaign within the organization to think about why are we doing the things we're doing, what are we trying to do and what does that mean for you as individuals" (06:10).

Adapting Communication Strategies Based on Company Size

Startups vs. Enterprises

Bernand explains that internal communication strategies must adapt based on organizational size and structure. In startups, where the team is small and roles are fluid, communication tends to be more direct and less formal. Conversely, in large enterprises like GE or Siemens, communication structures are more complex, often segmented by individual business units to cater to specific needs (07:43).

Case Study: Staffbase

At Staffbase, Bernand manages a diverse team of around 80 people, handling everything from communications and branding to digital customer success. He notes the importance of both central and regional structures to maintain consistency while allowing for localized initiatives (07:43).

Diagnosing Communication Effectiveness

Key Indicators of Effective Communication

When asked about diagnosing the effectiveness of internal communications, Bernand suggests four key areas:

1. Understanding the 'Why': Every team member should be able to articulate the purpose behind their tasks and how they contribute to the overall strategy (10:26).

2. Information Flow: Ensuring that information flows seamlessly within the organization to prevent bottlenecks and confusion (10:26).

3. Role Clarity and Decision-Making: Clear roles enable team members to make informed decisions without constant managerial intervention (10:26).

Measuring Communication Effectiveness

Bernand acknowledges that internal communicators have traditionally struggled with metrics. However, with advancements in technology, it's now possible to set up campaigns and micro-polling to gauge the effectiveness of communication strategies. "You can use that to understand is this working? And also to show business leadership" (11:35).

Tactics for Enhancing Internal Communications

Leveraging Managers as Communication Channels

One of Bernand's key tactics is to utilize managers as primary channels for disseminating information. According to the Edelman Trust Barometer, employees tend to trust information coming from their managers more than from top executives or external sources. "The more you can use your managers to act as transponders for all of the key things that you need to communicate... the individuals in the teams are more likely to read it because they trust the manager" (16:20).

Avoiding Information Bloat

To prevent overwhelming team members with excessive information, Bernand advises focusing on relevancy and clarity. "Avoid info bloat. So really think about what are the things that my team really needs to know and let's focus on those things and not send them other things. Unnecessary distractions" (14:04).

Authenticity in Communication

Authentic communication fosters trust and engagement. Bernand encourages avoiding overly corporate language and striving to connect on a personal level. "Try not to be super corporate in your delivery. Try and get that connection" (20:02).

The Role of Technology in Internal Communications

Micro vs. Macro Communication Platforms

Bernand differentiates between micro and macro communication platforms:

• Micro Communication: Tools like Slack, Teams, and Google Meet facilitate day-to-day interactions and collaborations (16:53).

• Macro Communication: Platforms such as Staffbase's modern intranet employee app handle broader, multi-channel communications, ensuring important messages don't get lost in the noise of daily updates (16:53).

Integrating Communication Channels

While integrating messages into existing channels like Slack and Teams can reinforce important information, Bernand stresses the importance of separate platforms to avoid information overload. "These are noisy platforms... much more effective to put it in people's pocket and send them a notification that is away from all of that other digital noise" (19:01).

Impact of Remote Work on Team Communications

Challenges of Remote Collaboration

In the lightning round, when asked if remote work has negatively impacted team communications, Bernand responds with a "Buy." He acknowledges that while remote work offers access to a larger talent pool, it requires more effort for effective communication and collaboration (23:19).

Balancing Remote and In-Office Work

Bernand discusses the complexities of transitioning back to office environments, noting that co-locating teams can enhance collaboration but requires time and strategic effort. "Unless you really force it, for a lot of organizations, it's going to take quite some time until they are able to get a whole team co located" (25:27).

Double Down or Diversify: Communication Tools Strategy

When prompted about whether to double down on existing communication tools or diversify into new platforms, Bernand advocates for doubling down. He highlights the issue of tool bloat and suggests that many existing platforms, when used correctly, are sufficient for effective communication. "There's too much bloat in terms of the number of tools... you've just got to choose the right platform" (26:08).

Marketing Mythbuster: Internal vs. External Communications

In a myth-busting segment, Bernand challenges the notion that external communications are twice as important as internal ones. He argues that for most marketing teams, effective internal communications are paramount, especially in economically challenging climates where efficiency is crucial. "Internal comms is actually, I would say for the majority of teams, for marketing effectiveness, probably more important right now" (27:47).

Easy-to-Implement Tactics for Marketing Leaders

Bernand outlines four actionable steps for marketing leaders aiming to improve internal communications:

1. Review Business Goals: Ensure a clear alignment between business objectives and marketing programs.

2. Build a Narrative Around the 'Why': Articulate not just what the company is doing, but why it's doing it within the marketing function.

3. Choose Appropriate Delivery Mechanisms: Select the right channels for different types of information to maintain clarity and prevent overload.

4. Be Authentic: Foster genuine connections with team members to enhance buy-in and engagement (20:02).

Conclusion and Final Thoughts

Benjamin Shapiro wraps up the episode by reinforcing the interconnectedness of internal and external communications. He emphasizes that cohesive internal teamwork translates into consistent and effective external messaging. "It's teamwork, it's camaraderie, it's communication. It's the left hand understanding what the right hand is doing that helps make your marketing better" (21:06).

David Bernand concurs, highlighting the marketer's responsibility to bridge team connections with organizational goals to drive customer-focused results.

Notable Quotes

• Benjamin Shapiro (01:15): "Marketing is like a team sport, but sometimes we're playing in different fields."

• David Bernand (05:13): "A brand doesn't just exist from what a marketing team does. It is the sum part of all of the experiences that any organization delivers."

• David Bernand (10:26): "If you can't explain it, they'll never know."

• David Bernand (20:02): "Try not to be super corporate in your delivery. Try and get that connection."

• David Bernand (27:47): "Internal comms is actually... probably more important right now."

Final Thoughts

This episode of the MarTech Podcast™ serves as a crucial reminder that the backbone of successful external marketing lies in robust internal communications. By fostering alignment, clarity, and authentic connections within marketing teams, organizations can ensure that their external messaging is coherent, impactful, and aligned with overarching business goals. David Bernand’s insights provide actionable strategies for marketing leaders aiming to enhance their internal communication frameworks, ultimately driving sustained business growth.

Timestamp Reference

For reference, key points and quotes are marked with timestamps correlating to the original transcript segments.