Things have changed. Robotics, QI initiatives and production workers' awareness that if they build shoddy cars they soon won't be building any cars have made big improvements in the quality of Detroit iron. But suspicions about the ones that roll off the line on Monday persist.

Because a friend who works at the factory is everybody's favorite source of information about a company and its products. And viral word-of-mouth beats a thirty-second spot or official web site any day. (And that's from us, people who spend a fair part of their work week creating thirty-second spots and official web sites.)

Companies have dozens, hundreds or maybe hundreds of thousands of spokespeople on the payroll. And the employees' friends, family members, neighbors, bowling buddies, lodge brothers and fellow congregants down at the church believe what those insiders say about their employers' products and services.

But too frequently,  there aren't special communications programs directed to employees. And when there are programs in place, they're often just printed or digital newsletters about the new health plan, employment anniversaries and the boss's latest pronouncement.

Nothing wrong with letting everyone know that Bernice in accounting had a seven-pound, three-ounce girl, appendectomies are no longer covered and the guy whose name is on the sign out front and the bottom right-hand corner of the paychecks thinks a strong work ethic and unwavering company loyalty are the keys to happiness and fulfillment. But internal communications programs should do a lot more than that.

They should motivate and equip employees to be a positive spokespeople and strong advocates for companies' products and services.

"Tell people to buy our products so we don't go out of business and you don't lose your job." isn't likely to get the job done. Oh, it's plenty motivational. But the communications that's likely to result is something on the order of  "Buy a Wilson Widget because if you don't the company will go broke and I'll be out of a job."

While that might be extremely effective with the brother-in-law the employee will move in with if there's a lay-off, most people will think that if the company is about to go under there's something wrong with the product and there won't be anybody there for parts and service after the sale.

Motivation more likely to turn employees into advocates might be based on reinforcing feelings of belonging and pride.

Newsletters and e-newsletters can do part of the job, but they have to be supplemented by actions and activities that include the employees, not just talk at them.

When a new widget stamping machine is installed, the first few days it's on the premises should be devoted to letting all employees see it, learn about it and stamp a widget or two with it.

Company heavy hitters should spend a bit of time in the break room in dialogue with employees about the company's philosophy and plans. (Not a Vapid "vision and values" lecture or an overwrought mission statement that some committee agonized over for weeks and no one ever looks at again.) Who knows? In addition to making employees feel like they're part of the team, not just cogs in the widget factory, the heavy hitter might actually learn something useful from the folks who actually make the widgets.

As David Mammano, CEO of Next Step Publishing says: "People are foaming at the mouth to be heard. They want to be able to make a difference in the place where they spend 40 hours each week. Listen to them. You probably won’t incorporate every one of their ideas, but in the end, I guarantee you’ll have a ton more ideas than you would have had on your own."

When everyone is included in the process and takes ownership in what's going on, they're receptive to messages about why the company's widgets are better.

Not ad-speak or mindless cheerleading, but detailed facts that support the product strategy and positioning. "The milspec stainless steel costs more, but we've never had one come back for repair." Or, "the folks in the machine shop can mill to tolerances of one-ten-thousandth of a millimeter. That's tighter than anyone else in the industry." Stuff that will reflect pride – and ring true – at the lodge, the lanes or the church basement.

Or online. IBM now provides employees with blogging tools and guidelines that offer simple, common-sense pointers, such as follow the IBM business code of conduct, respect copyright laws, and don’t reveal proprietary information. More than 2,200 IBM employees now have external blogs.

Employee spokespeople are massively important in word-of-mouth and on-line. As positive or negative spokespeople for companies. But they can also powerful in ads and commercials. A hospital campaign we did in which doctors and nurses told why they chose the hospital where they work for their own care or that of a spouse was extremely credible and persuasive. A campaign with pilot, flight attendant and ground-crew member testimonials helped build Southwest into a fast-growing, profitable powerhouse that reshaped the entire airline industry. And the CVS campaign in which their pharmacists talk about the extra efforts they've made to help patients positions them as more than a retail drug chain, and something akin to a public benefactor.

Whether they're talking to a neighbor, talking to the world through a blog or featured in a TV commercial or magazine ad, employees are among the most credible spokespeople a company can have. It's an absolute certainty that they're talking about their employers. It's vitally important to assure that what they're saying reinforces the companies' communications strategies.

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