The three steps needed to create internal mythbuster messaging

When there’s uncertainty in an organization, silence from internal communicators can feel deafening. If questions go unanswered, the rumor mill is going to churn out of control. But by creating mythbuster messages that address uncertainties head-on, internal communicators can set the record straight.

When people don’t have information, they’re going to try to make sense of things on their own — and that’s when you need comms to help fill in the gaps in understanding,” said Elizabeth Clements, vice president for university communication at DePaul University.

Here’s what internal communicators need to keep in mind to build messages that can help bust myths for employee audiences in a few steps.

1. Get all the facts before you write anything.

Clements said that whenever a communicator puts together mythbuster messaging, the first thing they need to do is get in touch with a colleague who can help answer three questions from the jump.

• What’s true (and can be shared)?
• What’s false?
• What’s unknown?

Without the needed clarity from these three simple prompts, mythbuster messaging can fail quickly and even unintentionally feed the rumor mill.

“You need to be able to quickly identify who knows about the topic inside and out, who can correct facts for you and just make sure everything you’re hearing is accurate,” Clements told Ragan. “So that’s usually a good place to start, just to get the basic facts pinned down.”

When the rumor mill is spinning, employees are going to want communication that they’re sure isn’t going to change. Having a subject matter expert on hand to help guide the core of the message can help avoid retractions and missteps down the line. For example, confirming whether a decision is being discussed or if it’s actually been approved can prevent language that unintentionally validates a rumor.

2. Determine who the message will be attributed to and match it to their voice.

Once the facts are determined with the subject matter expert, Clements next decides who will deliver the message. Having a human voice dispelling rumors and myths is critical because employees can sniff out inauthentic communication from a mile away.

Clements said that at DePaul, the university president is often the bearer of messages that dispel uncertainty because the role carries both authority and a sense of trust.

“He emphasizes that these sorts of messages really need to sound like they’re coming from a human being and have a personal touch to them to work,” she told Ragan. “People-first language helps messages land credibly even if the information the messages share is incomplete.”

Below you’ll find an example of a strong quote from a leader that’s steeped in humanity, and a weaker one that is stiff and corporate.

• Strong, human quote: “I want to be clear that nothing has changed yet, and if it does you’ll hear it from me first.”
• Weak, impersonal quote: “The organization is still working through its options and will share more information at a later time.”

Tone is much more than a finishing touch — it’s a signal of trust. Communicators need to keep that in mind when they’re writing mythbuster messaging, in addition to matching that tone to a given leader’s voice.

3. Format your messaging around employee questions.

Once you’ve got the facts and the tone of voice set, the drafting focus shifts to message structure. In the building process, internal communicators need to remember that rumors persist because specific questions aren’t being answered. If your messaging avoids certain questions, employees will fill in the gaps themselves.

By drafting around real employee questions gathered through meetings and on-the-job interactions, Clements said that she’s been able to create formats that help break down myths.

“A few years ago we created what we called the Budget Blueprint website, which is behind a firewall for security,” she said. “It answers everything you ever wanted to know about the university’s budget and endowment. It goes into a lot of detail. It’s got a ton of emphasis on transparency and FAQs.”

She added that one helpful thing about these question-and-answer formats is that they don’t have to be static — they can become living documents for employees.

“This last fall, as we were again navigating financial challenges, we revisited that site and added fresh FAQs,” Clements said. “We make sure again to share that with this top leadership group at the university, so that they can have conversations with all the faculty, staff and students in their area.”

By basing their messaging around real employee questions, comms pros can reduce speculation and make responses more relatable.

Mythbuster messaging works most effectively when it’s carefully constructed. For internal communicators, this practice can make the difference between toning down uncertainty or fueling it.

Sean Devlin is an editor at Ragan Communications.