> For the complete documentation index, see [llms.txt](https://help.steeple.com/llms.txt). Markdown versions of documentation pages are available by appending `.md` to page URLs; this page is available as [Markdown](https://help.steeple.com/en/centre-d-accompagnement/impliquer-direction.md).

# Involving management to build on solid foundations

### Steeple has been launched, but the momentum is struggling to take off

The screens are installed, the first posts have been published, and a few contributors have gotten involved. Yet the initial momentum is not turning into a true communication culture. It's not fully catching on.

Internal communication remains fragmented, not very clear to some employees, and the collective momentum is fading. Why? Because what is missing is a **clear, shared strategy**.

And a strategy always starts with a strong commitment **at the highest level**.

Implementing Steeple is not just about installing screens or posting a few updates. It is a **foundational strategic choice** for the company, which means putting internal communication back at the heart of the collective project. This implies an **exclusive choice** of a central platform, clear governance, and lasting alignment among stakeholders.

**Without the explicit approval and active commitment of top management, Steeple's implementation will remain partial.**

To address the issue with management, the method **POSER** is a structuring framework.

### P for Problem — internal communication that is still fragile

The tool is in place. But without a real internal communication strategy, the results remain limited. The problem does not come from the tool or from the contributors, but from a lack of structure and alignment.

**First step: measure the reality.**

* Run a quick survey among employees:
  * Do they feel informed?
  * Do they understand the company's decisions?
  * Are they comfortable speaking up?
  * Are they using Steeple?
* Review Steeple usage indicators:
  * How many regular users?
  * How many posts per week?
  * What level of interaction?

> *"When it's argument versus argument, management wins. When it's data versus argument, data wins."*

### O for Opportunity — levers hidden in internal numbers

Once the diagnosis has been made, the collected data provide a solid basis for building awareness.

**Examples of possible analyses:**

* An average read rate of 20%? → A realistic target: 60%, with stronger managerial involvement.
* Few interactions? → This may reflect a lack of leadership by example.
* Field teams are not responding? → Were they directly targeted by the communications?

**What the most advanced customers show:**

* 25% less absenteeism when communication is led from the highest level
* +40% satisfaction in the well-being survey
* Conversion rate on hires doubled when job openings are shared internally

### S for Solution — putting Steeple back into an overall strategy

Steeple is already in place. It's not about starting over, but about structuring a new dynamic.

**Concrete actions to launch:**

* Present the survey results to management to objectively identify the weak points
* Carry out an internal communication audit: who communicates, which channels are used, which messages are being shared... or not
* Identify the competing tools still in use (WhatsApp, paper, intranet, emails) and show that they fragment information

**Proposals to put forward to management:**

* Send a clear signal by rallying teams around Steeple
* Approve a strategy to simplify communication channels
* Plan the gradual phase-out of competing tools
* Establish a shared editorial routine
* Track impact indicators to manage sustainably

The goal: make Steeple the central internal communication channel, recognized and used by everyone — including management.

### E for Team — set up collective engagement

The Steeple lead cannot drive this transformation alone. A collective dynamic is essential.

| Role         | Contribution                                                  |
| ------------ | ------------------------------------------------------------- |
| Management   | Sets the momentum, mobilizes managers, validates the strategy |
| Steeple lead | Coordinates, flags issues, measures, follows up               |
| Contributors | HR, QSE, communications, works council, field managers        |
| Steeple team | Proposes, supports, trains, challenges                        |

### R for Back-planning — carry out a relaunch over 2 months

| Step                  | When?     | Objective                                                    |
| --------------------- | --------- | ------------------------------------------------------------ |
| Diagnosis             | Week 1    | Launch the internal survey, collect Steeple figures          |
| Analysis & sharing    | Week 2    | Present the results to management, establish a finding       |
| Leadership commitment | Week 3    | Approve a channel simplification plan and mobilize the teams |
| Editorial plan        | Weeks 4–5 | Build a publishing routine with contributors                 |
| Monitoring & feedback | Weeks 6–8 | Measure the impact, adjust, showcase progress                |

### Conclusion

Steeple is in place, but everything is still to play for. It is not a fixed tool, but a lever to be reactivated regularly. To move to the next level, management involvement is essential — not to post, but to structure, drive, and streamline.

With the POSER method, the keys are in hand:

* let the numbers speak,
* mobilize a team,
* structure a plan,
* and make Steeple an essential pillar of internal communication.