> 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).

# Involve management to build on a solid foundation

### Steeple is 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 real communication culture. The magic isn’t quite sticking.

Internal communication remains fragmented, not very clear to some employees, and the collective momentum is fading. Why? Because there is a lack of 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 publishing a few news items. It is a **structuring strategic choice** for the company, which means putting internal communication back at the heart of the collective project. This implies a **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 approach the topic with management, the method **POSER** is a structuring guide.

### 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 is neither the tool nor the contributors, but a lack of structure and alignment.

**First step: measure reality.**

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

> *"Against argument, management wins. Against data, data wins."*

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

Once the diagnosis has been made, the data collected provides a solid basis for creating awareness.

**Examples of possible analyses:**

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

**What the most advanced clients show:**

* 25% less absenteeism when communication is embodied at the highest level
* +40% satisfaction on the well-being barometer
* Recruitment conversion rate doubled when job openings are shared internally

### S for Solution — placing Steeple back within an overall strategy

Steeple is already in place. The goal is not to start over, but to structure a new dynamic.

**Concrete actions to initiate:**

* Present the survey results to management to objectively identify 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

**Recommendations to present to management:**

* Send a clear signal by mobilizing teams around Steeple
* Validate a strategy to simplify communication channels
* Plan the gradual phasing out of competing tools
* Establish a shared editorial routine
* Track impact indicators to steer the effort 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 carry this transformation alone. A collective dynamic is essential.

| Role         | Contribution                                                          |
| ------------ | --------------------------------------------------------------------- |
| Management   | Provides the drive, mobilizes managers, validates the strategy        |
| Steeple lead | Coordinates, alerts, measures, relaunches                             |
| Contributors | HR, HSE, communications, employee representatives, frontline managers |
| Steeple team | Proposes, supports, trains, challenges                                |

### R for Retroplanning — rolling 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 findings   |
| Leadership commitment | Week 3    | Validate a plan to simplify channels and mobilize teams |
| Editorial plan        | Weeks 4–5 | Build a publishing routine with contributors            |
| Monitoring & feedback | Weeks 6–8 | Measure the effects, adjust, highlight progress         |

### Conclusion

Steeple is installed, but everything is still to play for. It is not a fixed tool, but a lever that must be reactivated regularly. To take the next step, management involvement is essential — not to publish, 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.


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