Involve management to build on solid foundations

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 got involved. Yet the initial momentum is not turning into a real communication culture. The message is not fully catching on.

Internal communication remains fragmented, not very clear for part of the employees, and the collective momentum is fading. Why? Because there is a lack of a clear and 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 updates. It is a structuring 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 approach the subject with management, the POSER method is a structuring guide.

P for Problem — an 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 the reality.

• Conduct a quick survey among employees:

  • Do they feel informed?

  • Do they understand the company's decisions?

  • Do they feel comfortable speaking up?

  • Do they use Steeple?

• Track Steeple usage indicators:

  • How many regular employees?

  • 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 collected data provide a solid basis for creating awareness.

Examples of possible analyses:

• An average read rate of 20%? → A realistic target: 60%, with better manager involvement.

• Few interactions? → This may reflect a lack of leadership by example.

• Field teams do not respond? → 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

• Conversion rate on hires doubled when job openings are relayed internally

S for Solution — repositioning Steeple 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 objectify the weak points

• Carry out an internal communication audit: who communicates, which channels are used, which messages are disseminated… or not

• Identify the competing tools still in use (WhatsApp, paper, intranet, emails) and show that they fragment information

Proposals to submit 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

• Monitor impact indicators to steer 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	Gives the momentum, mobilizes managers, validates the strategy
Steeple lead	Coordinates, raises alerts, measures, follows up
Contributors	HR, HSE, communication, employee representative body, field managers
Steeple team	Suggests, supports, trains, challenges

R for Reverse planning — rolling out a relaunch over 2 months

Step	When?	Objective
Diagnosis	Week 1	Launch the internal survey, collect the Steeple figures
Analysis & sharing	Week 2	Present the results to management, establish a finding
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 the progress

Conclusion

Steeple is installed, but everything is still to play for. It is not a fixed tool, but a lever to be reactivated regularly. To take a new 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.