How to ensure that your internal communication works? Each week, get a different director to pen the all-company email news, says First Women Award winner Fay Sharpe.
It's worked for Fay Sharpe's business, Zibrant, which sources venues for clients and is heading for a £48m turnover this year. "If people don't feel part of something, they leave," says Sharpe.
Communication has been particularly important in her 230-person company, which has grown on the back of acquisition and is likely to bring further businesses to the group. "Our industry is consolidating and is full of opportunities to acquire. Our strategy is to continue to grow and acquire quality businesses."
"Each business we brought in had a different culture and different owners," she explains. Faced with the potential for conflicting messages, the solution was for each of her five directors to communicate on company strategy, their own areas of responsibility and more personal staff news – on an alternating weekly basis.
The system helps to engender the collaborative culture that's crucial in her service business. It's backed up by "directors' cascades" every quarter, which communicate consistent messages about corporate strategy and financials.
Fay Sharpe's is an inspirational story. Born to no great privileges, her father ran a sweetshop and died young. But, typically of many entrepreneurs, she had an inner determination that drove her on.
“I set myself the mission of becoming a millionaire by the time I was 30,” she says.
And, sure enough, the joint-winner of this year’s CBI/Real Business First Woman of Tourism & Leisure achieved it – on paper, at least. Now 43 and with acquisitive growth on her mind, she’s worth much more still.