Elevate: Women Transforming Employee Experience
Discover the real stories behind workplace transformation. Elevate features inspiring conversations with women who are reshaping employee experience through empathy, courage, and impact. From navigating challenges to leading meaningful change, each episode offers honest insights, practical advice, and powerful moments of leadership. Whether you're new to leadership or a seasoned pro, tune in for motivation to lead with heart and make your workplace better.
Elevate: Women Transforming Employee Experience
S02 EP13. Know, Feel, Do: Why Trust Is The Real Infrastructure of Internal Comms
Use Left/Right to seek, Home/End to jump to start or end. Hold shift to jump forward or backward.
Great internal communication isn't measured by how many messages you send. It's measured by how much people trust them.
In this episode of Elevate, host Joy Fajardo sits down with Mahsa Joyce, Senior Internal Communications Manager at TextNow, to explore why trust, not technique, is the real infrastructure behind every message that lands.
Mahsa brings a builder's perspective to this conversation. She built TextNow's internal comms function from scratch, connecting HR, marketing, and leadership into one voice for 250 people scattered across time zones, at a company whose actual product is communication. That firsthand experience of starting with nothing but trust and building from there shapes everything she shares here.
Together, Joy and Mahsa explore the "know, feel, do" framework Mahsa uses to communicate through layoffs and reorgs, why she treats managers as the most underused channel in the company, how a single employee survey reshaped TextNow's financial transparency and cut its town halls down to size, and why AI can speed up her drafts but will never replace the gut check the job actually runs on.
If you're building trust from scratch, trying to get leadership to actually invest in internal comms, or just tired of watching your announcements land flat, this episode will leave you with something real to take back to work tomorrow.
__________________________
Want to understand how your own employee experience stacks up?
Book Your FREE Personalized EX Assessment
STAY CONNECTED!
LinkedIn: https://www.linkedin.com/company/linezero/
Website: https://www.linezero.com/resources/podcast
=============================
Music: Ramaramaray by Aiyo | Get Up on That Horse by spring gang
Via Epidemic Sound
© 2026 LineZero
Welcome to Elevate, a podcast where we sit down with the women shaping workplace culture at some of the biggest names in the business. These are the leaders navigating change, putting people first, and keeping things connected and engaged every single day. Elevate is brought to you by Line Zero, a global employee experienced consultancy firm that partners with organizations to create connected workplaces. Tune in to learn how today's leaders are breaking barriers and building cultures where employees truly thrive.
SPEAKER_01I am your host, Joy Fajardo. Welcome back to Elevate. Most people in internal communications will tell you they didn't plan for it. It found them. But what I find most interesting about Massa Joyce is what she did once it found her. Because she didn't just do the job, she built the whole philosophy around it. Massa is the senior internal communications manager at TechSnow, a Canadian tech company on a mission to make phone service free for the people who need it most.
SPEAKER_03Thank you, Joey. What an intro. I love that. Thank you. So glad to be here.
SPEAKER_01Of course. It is our pleasure to have you. Let's get right into it because I know that our audience are just so excited to hear from you. My first question How does someone actually end up in internal communications? Because you know, when looking back when we are young, it's not really something that you'll circle in a career quiz that you want to be an internal communications person. So what happened? What's the real version of how you got here?
SPEAKER_03Yeah, very, very good point. It did find me for sure. My career actually started out in communications and PR. My vision was that I would be a Persian Samantha Jones from Sex and the City. You know, you're young and that's what that's all I knew. I didn't know about internal comms. Organically, my career went into marketing communications, then digital marketing, then B2B marketing. And then somehow through consulting, I came back to internal comms. I was working for a global consultancy and we had a lot of clients across North America helping them with their internal comms. And then now I'm an intern senior internal comms manager at TexNow. So it really did evolve organically. But one thing, when I look back at my entire career, I realized, you know what? Everywhere I went, I was trying to insert myself into the culture and try to understand like, how are people connecting? Do they understand what leadership is saying to them? Do they understand the mission? Whenever there was an employee event or anything like that, I wanted to participate and be involved. And I knew there was some part of me that wanted to make an impact on culture. And so naturally, internal comms was a great way to bridge the gap between the people and the leadership. And I was always in the middle there trying to build those relationships.
SPEAKER_01Not just a communicator, but also a connector. I love that. Putting words to what we are seeing is really a talent. Making that connection, I feel like it's an art of its own. Now, you do internal communication at TechSoup. It is a company that exists to make communications accessible to everyone. The product is literally communication. Does that add a kind of pressure to your work? Is there an unspoken bar, for example?
SPEAKER_03That's a good question. I didn't think about that, but you know what? There must be, there is an unspoken bar of we are helping people communicate. We better be doing a good job ourselves internally. But I think the bar that's set for me is that I work with very intelligent and busy people. And that's the bar I have to hit and the the sort of cut through the noise with. I started the uh internal comms function at TexNow from the ground up. And I think um there was no bar really. They've done a great job communicating, but it was all in different pieces with handled by different teams. There was the people and culture team, there was marketing. And I came in and kind of put a process in place and brought everyone together and just really made sure that the people are connecting to the mission and they understand what leadership's vision is. So I think that's the bar is that these people are intelligent, they're very busy. How do I get to them? How do I help them connect to the mission?
SPEAKER_01When I think about it, it's actually like being a chef who has to cook for other stuff. So you cannot just throw something together. Maybe a bit of an advantage there is that everyone is already on board. The communication matters. So you don't have to sell the idea. But either way, you clearly make it work. And I want to talk about something specific that you've built because that's the part of this job that nobody usually sees, right? Can you tell me about something you've built throughout your career that you're genuinely proud of? And I don't mean the thing that you know got the most visibility. I mean the thing where you knew, quietly or not, that it really made a real difference to how people felt inside the company. What's your story there?
SPEAKER_03So I love that question because I was thinking about it and I was like, what campaign can I talk about? What tool can I share? But really, the thing that I've built is relationships and trust. And that is, I think, the foundation for internal calms. If you don't have that, you will not make a difference. And it's it's so important. And I find people can come to me and either vent to me or tell me, give me feedback on messaging. I've really built that trust with people where it's an open door. Please come tell me. Like, how do you think that messaging went? How do you think uh the last town hall went? Did you have a good time at the All Hands or Company retreat? Like, come and tell me these things. And I feel, like I said earlier, I'm really that tie between leadership and the people. And I've developed and built those relationships slowly over time. It's not something that you can just jump in and be everybody's best friend, but really building that trust, then they know that okay, if I go to MASA and I tell her this, there will be something done with it. Like there is a follow-up, there is an action. And a good example of that is I recently sent out an internal comm survey at TextNow just to say, like, are you finding the information you need? Do you understand what the company's priorities are? It was sort of a sort of a pulse check. And 77% of the people responded. And I got such good feedback. And from that, I actually, in our intranet, I'm creating a whole section for our finances and where can they find all this information around financial updates? And in addition to that, one of the pieces of feedback was our town halls are too long. So I'm actually cutting down the town halls and I relate it back to them or what's changing. Thank you for your response. So you build those relationships, they can come to you, talk to you, but there's that trust that what they come tell you, you will follow up on action. So I think that's the thing I'm most proud of, is what I've built, is those relationships.
SPEAKER_01And honestly, those are priceless. Those are the things that you built over time. It's not something that because you are the manager, because you are the EP, you automatically get trust and relationship. No, it's actually sometimes harder where when you're already in the leadership to build those relationships and trust. And for you to have those honest feedback that, you know, it's too long, it's boring. It's actually those honest feedback that they are only open to really saying out loud if they know that it's a safe space, if they know that they can trust you. And you following that up builds that trust even more. So I really love that. Building something that actually lands across 250 people who are working in completely different ways, different departments, different time zones, that's genuinely hard than it sounds, right? So, as someone in internal cons, that is both a gift and kind of a puzzle. You can't just hang a poster in the break room, right? How do you make a culture and connection feel real when everyone is showing up so differently?
SPEAKER_03Yeah, I think we do a great job of it at TechsNow because we are remote. I don't think the poster thing ever worked to begin with, anyway. Um, so which is good because we had to find different ways to connect with people. But for us, we have many different Slack channels. So you could start there. We have Slack channels for sharing photos of your pets, sharing recipes, just another way for people to connect. We have this thing we call donut chats where you're just randomly paired up with someone and you can just have a coffee chat and talk about life, get to know them. And I really took advantage of those in the beginning. I think I was rated number one in the company for amount of donut chats completed. I was like, I'm gonna make a difference. So, really, like in those ways, just to get face-to-face time with people, there are people who never read an email, never open a Slack, never respond to anything. You just have to find out who the different people are and how you can reach them. So if they're not on Slack, if they're not checking emails, if their camera is off during a town hall, you can see them in person when you're at your company retreat. You can talk to them through their manager. I think the manager is such a huge channel and tool that people forget about. It's like this person is talking to their manager every day. Make sure their manager knows what information to relay to them. Even if they want to kind of hide and turn their camera off and not be seen, there's so many ways to get to them. It's about opening up those channels that they can participate in. And if they're not, then use their manager and get to them. So really just building that culture. We're kind of this huge ecosystem, if you think about it, right? And so within that, if you have all these tinier networks and find their little network that they're part of and feed the information to that network, and then it'll get to them. So yeah, there's many ways you can reach out to them and make sure they're they feel part of the culture and they feel connected.
SPEAKER_01And that's really what a true communicator is. It's not just about the message, but it is more about the people receiving the message. You have to be able to reach them in a way that will resonate. May that be on the channel, the little group chats that they are in, or just how you say the messaging also matters. People sometimes like it to be more formal, some people it will resonate with them. It's more about numbers. Again, different ways on how we can uh get through people. Another thing I think there is quite a tension between respecting people's flexibility of working remote and also still making them feel like they belong to something together. And I don't think most companies have figured that out yet. I'm curious if it actually pushed you to experiment with formats and channels because the default just isn't cut it anymore, right?
SPEAKER_02Yeah.
SPEAKER_01Have you have you tried to experiment on different tools?
SPEAKER_03We did. We've done different sorts of things. Let's try infographics, let's try short form video, let's try long form video so they can watch on their own time. Let's try a simpler email, let's try just a quick Slack update with three bullet points. Um, and I'm constantly watching to see who what type of people are opening my emails. So when we do send our newsletter, I can track it. We use MailChimp so I can see who's opening it, what are they engaging with on Slack? You could see they click through to my link to the internet. Did they watch the whole video? That sort of thing. Really looking at the metrics is important to figure out, okay, maybe the engineers respond to this message better. But then the finance team loves a long email. It's really understanding and learning your audience and experimenting with different things. But uh, everybody loves a quick short form video that's always been great with us as well. But yeah, just try all your channels and then again talk to people and get their feedback because sometimes they might react to something they didn't read the message and it didn't process. So make sure you're following up. And I think consistency is key. Don't just put something out there and say, oh, we already communicated, they know we're done. No, repetition, consistency, it's very important.
SPEAKER_01Cool. Now, every internal comms person I've ever taught has a version of the problem that you just mentioned. There are employees who never opened the all-company email. They skip all hands, they still don't know about the policy that was announced or separate times.
unknownIt's true.
SPEAKER_01Yeah, we're mentioned about using different tools, but is there any tips that you can leave our audience with? How do you think they can reach those people? Anything that you'd like to add that we haven't discussed yet?
SPEAKER_03Well, we kind of touched on this, but I really think them their manager is such an important channel that we can't forget about. Like, don't just put it out there and hope they saw the message. Really explain it to the manager, provide them with talking points. At TechsNow we have a program called PPLC. So their people point of contact, and that's our HR team actually meets with leadership and then they'll have one-on-ones with them and they, you know, help managers guide them with talking points for their teams. And I usually make sure I'm in those meetings to that and to ensure that they have the correct messages for managers and we're not missing anything. So I'll say, Oh, I sent out this new announcement last week. Please make sure they saw it. Please make sure they're explaining it to their team. So it's really following up, not just sending your message. Use the manager as another voice and be especially with those people who aren't checking email, they're busy, like I said. Um, and it's not intentional, they're not trying to ignore your messaging, but there's a lot coming at them, right? And they're they're super busy people. So their manager can cut through that noise for you and will say, Hey, Jim, did you see that email? Did you know you can find all our financial updates now on the internet? So yeah, that's very important. Use them as a tool for sure.
SPEAKER_01Underneath all of this that we just discussed, you know, the work, the strategy, the channels. I bet there's something more personal about what you've learned about people. So my next question is I really want to hear your take. What do you know now about people, about what makes someone feel connected, sneak, like they're actually belonging to this group that you didn't know when you started doing this work? What did you have to figure out the hard way?
SPEAKER_03So there's two parts. One part is when I was in a in a town hall or a meeting and I noticed someone was speaking up, but they were kind of like negative about something or wanted to change something, I was like, I need to sit down with this person and talk to them. So I usually set up meetings to follow up and say, tell me about it. What are the pain points? What are you not understanding? Where are you frustrated? And like, how can I help you get the messaging you need or change something? So really sitting down with them. And I think that helps them feel hard, like, oh my God, someone is actually someone actually cares. But then on the other side of that, just because one person is complaining about it doesn't mean a lot of people feel that way. So I think that was the hard thing for me to learn is like I would quickly jump to action and say, let's have a meeting and I'm gonna make a change. I'm gonna implement this for you. But then sometimes you have to think like, is this just this person's pain point or is this relevant to a big larger group of people? Because you don't want to just waste your time and you don't want to spend effort on something that isn't going to impact a majority of people. So I think that was the hard thing to learn is that oh, okay, maybe one person speaking up isn't the voice for the majority. So finding that balance is very key.
SPEAKER_01I think a lot of leaders need to hear that because as humans, we want to solve it straight away. Yeah, when in reality, one person's opinion doesn't really represent the entire group.
SPEAKER_03And you can collect the proof points. So if something, a certain trend comes up over and over, then you know, okay, this is a problem. I've heard it from different people. When if it's one person that brought it up one time, use their judgment. You don't have to jump to solve this problem for them. But it's good, that's another way for people to feel heard. Just set up some time and chat. Okay.
SPEAKER_01Quite related to where we are talking about like all those issues and concerns that are being raised. What does actually an internal communication look like when things are hard? You know, of course, all hands most likely it's celebrating wins. But how about, you know, those moments where you have to communicate a layoff, for example, a leadership change, something that actually changes how people feel about the company. How do you approach that? And what does getting it right look like?
SPEAKER_03Yeah, I approach it very honestly, and you have to be fast. So if a change happened, immediately informing managers if they weren't already, arming them with talking points, FAQs, because the longer you let something sit, the more rumors will start. They're not hearing directly from leaderships. Timing is very important. So immediately dealing with it. I also like to think of it from a change management perspective. And I use a change management framework of know, feel, and do. So, what do we need people to know? What are the facts? What do we want them to feel? Like they're going to feel nervous, anxious. How do we want them to feel after they receive this messaging? And then what do we want them to do after? So talk to you, talk to your manager for support. Come to the town hall with questions, go to this resource to read more. So, whatever it is that we want them to do. So I think that really helps guide my messaging and how quickly I act. And then they also communicate that to leadership and I'll say, well, what do we need people to know? Put an announcement out. If there were layoffs, why were they laid off? What changed? What do we do next? What support's available? Um, are we anticipating any more layoffs? You know, so really asking them those questions and then immediately relaying it to the company. So usually I'll do Slack and an email, and then we'll have a meeting or a town hall to follow up to answer any questions. And it's very transparency is key and immediate timing of communication is very key.
SPEAKER_01I think the instinct for a lot of organization is actually to go legal vote, right? So whenever things are tough, they all go legal vote. Very careful, very vague, very protect the company. What's your take on that? Like how do you balance, I guess?
SPEAKER_03Yeah. I think there's things that you cannot say, right? There are things that obviously leadership decided. Maybe we don't have all the full information, but it's really help giving people space and time to process what just happened, communicating as best and as clearly as you can, opening up space to let them ask their questions, and then really just giving them time to process. People are going to be, if it's a layoff, people are going to be grieving, they're going to be upset, they're going to be scared. Like give them that opportunity to settle. We don't have to, they're humans at the end of the day. We're not dealing with robots here. So they have to process those emotions and then that consistent communication and follow-up. And, you know, this is what's happening now. This is what it looks like for your team and the re-org. Um, so really more information and communication you can provide, the better.
SPEAKER_01Between the no feel and do, yeah, do you have one that is like you feel like is more important than another? If there's one of the no feel do that you should really nail down, which one is it gonna be?
SPEAKER_03That's a great question. I think okay, so the no is obviously important, but then they could just say, okay, thanks. I already, these are just talking point. But the feel is so important because I think a lot of people forget about, like, oh yeah, how is this messaging going to come across? Is it gonna raise more questions and more anxiety? And do we have the support in place to, you know, help these people? So I think the feel is very important, but then the do is also, I would say feel, and then do is next because what you want them to do is important. Like, if I have questions, who do I go to? If I don't know who I go to, that's gonna make me go to my neighbor, and then we both don't have the answer, and that's how rumors will start. So, really having a clear here's what you can do next. If you have questions, concerns, this is where you can find more information, this is who you can talk to. That's very important.
SPEAKER_01I really love that because to me, I feel like culture doesn't end after the layoff. Yeah, it's like the layoff itself, how people feel, they will forever remember how we communicated such a hard thing. And that I think is part of the culture that shapes the trust in a way that you know any other culture initiative, it's hard to fix when it when that thing is broken, right?
SPEAKER_03So I really like that you mentioned it yield is also the more important one because I was thinking, I think it's like I think that's good, good instincts, but I think it's also telling them that. So in a town hall, even saying we know this change is hard. Like even saying that, it's like, oh, okay, good. Like they're not completely devoid of feelings. They know this is hard on me. They know I'm going to be anxious now. So yeah, just acknowledging that we know how you feel and it's okay to feel how you're feeling right now is so powerful.
SPEAKER_01All right. So I'm gonna shift a bit. Let's talk about the actual tools that support all of this, because of course an infrastructure matters as much as the strategy. Let's get into the actual tools. How do you keep employees connected and informed in a remote world across various time zones? And when you're evaluating internal cons or any type of employee experience technology, uh, do you have any tips for our listeners? What should they be actually looking for? What makes you say yes, for example, for a specific tool?
SPEAKER_03Yeah, so for the first part, like I mentioned, we use Slack, we have email, we have a newsletter, we have our intranet. We also heavily use Confluence. It's a big tool for um engineers. So we have various different ways for people to access information. And I make sure they're all cross-linked as well. So if I go in through Slack, I can get to the intranet. If I go from the internet, I can get to Confluence and it's all sort of connected and I won't get lost or I won't be confused where I need to go. Having a clear infrastructure and a clear layout and helping, like with a menu, helping people see where they need to go for the various resources is super important. I was actually looking at some new tools for an intranet, and I find a lot of them are shiny and interesting and big, but you have to look at your audience. Do they want to learn something new? If I introduce this, is it going to cause friction or is it going to be easy to adopt for everyone? Can I connect it to Claude and um Arrow or other AI tools that we're using? So you have to look at the entire ecosystem of your tools. You can't just say, oh, look at this bright, shiny new thing that you need to learn and you need to, right? So um a lot of times, sometimes you just have to say that's a very great tool and it might work somewhere else. But for me and my audience and my people, I know that they don't need another tool to adopt. So really looking at it with a critical eye and understanding do we need this or is it just going to be another pain point for people?
SPEAKER_01Yeah, I fully agree there. There's a big difference between, you know, a tool that looks incredible in a demo and the one that your employees actually use six months later, right? I think the one word that would describe what you just said earlier in the question is that it should form an ecosystem. Like it should talk to one another, it's not in silos. If there's a way for you to have kind of a front door, you open one door and it leads to all the different doors. Actually, the difference is if people need to go out of their way to just find this information, there is a chance information aren't going to be found. So we need to kind of weave it in in their day-to-day task.
SPEAKER_03Weave it in and remove any friction. Because if I have to get three clicks to get there, you've lost me, you know. So I'm not going digging for information.
SPEAKER_01Yes. And more so, most of the actual workers because communication is not part of their role. No. So I would be with that. Okay, so I've been saving this one because this is an elevate conversation, and I want to end here with you. My next question: you've built a career in a function that still has to fight for a seat at the table at a lot of organizations. You know, internal comms is often underfunded. It's treated like a nice-to-have sometimes. And you've done this work as a woman in a field that skews female, but where the leadership often doesn't. So I want to ask you two things. First, what has it actually felt like to build something real in a space that doesn't always see the value? And second, what do you want women who are earlier in this journey to know the thing that you wish someone had told you? Yeah.
SPEAKER_03I love this question and I was excited to answer it. So I think part one, companies that know the value of internal comms are going to do well. You know that your employees need to connect to your priorities, your mission. And if you don't have a clear way to communicate that to them and help them see the connection to your vision and align with it, you're going to pay. So companies who don't understand internal comms will pay the price. That's like the bottom line. Their morale goes up, productivity goes up, and at the end of the day, it impacts the bottom line for the business, right? You have happy employees who understand what they're working towards, they feel clear direction from leadership. Everybody's good. We're working hard towards a common goal. So I feel like companies who don't understand that yet, it's to their own detriment, unfortunately. And to prove your value, if you're sort of new and trying to prove the value of internal comms, show them the metrics, show them the KPI, show them engagement scores have gone up, show them attendance at town halls and readership of your newsletter or how many people are using the internet to gain access to information. There's so many metrics and KPIs available that you can really show the value if leadership doesn't believe in it, but really show the value to leadership and then to the business and its impact on the business's goals, which is so important. And a part two, my favorite, about if I was talking to women in the role, really, and I still tell people this do not be afraid to be visible. Tell people what you've achieved, share your wins. We have demo days, for example, at TextNow. Show up to a demo day and tell them what you've built, tell them what's happening in your department. Um, I think we have a tendency to say, oh, my manager knows what I'm working on, so I don't need to prove myself. No, get visible, get out there, be loud, um, join, speak up at meetings, ask questions. I think there's this fear of um not being cringe or not showing off. And really it's it's it's just you explaining in facts what you have achieved and accomplished and how it impacts the business. And I think women really just need to speak up, get loud, and yeah, show them your wins. I love it.
SPEAKER_01I think the theme of this is if there is a song, is the let's get loud, right? Jump. For sure. You know, there are so many women in internal comms, in HR, in employee experience. They're holding the entire company's culture together right now, but nobody's talking about them the way they deserve to be talked about. And a portion of that is, you know, visibility.
SPEAKER_02Yes.
SPEAKER_01So do not be afraid to be out there, to be visible. That's gonna do a lot of us, a lot of women favor by doing that too.
SPEAKER_03And I think a a a skill and a natural trait that women have is you build connections, you care, and you can communicate. And so those are such powerful tools in our toolbox, and you should use that and you should help elevate your position at the company, you should help elevate your career, make those connections. Yeah, don't be afraid of it.
SPEAKER_01Looking forward at because the world you've built your career in is changing so fast. Yeah, yeah. So, my last question is of course about AI. It's changing a lot about communication work, not just communication, but everything, right? But in terms of communication, you know, writing, channels, analytics, the whole function, everywhere you sit, what does that shift actually look like? Is it making the job easier? Is it scarier? It's just different. What does it mean for the people who are building careers in this space right now?
SPEAKER_03I think it can be all of those things. It's a little scary because you're like, what does the future look like? But it's making for me, I'm I look at it as how can I use AI to help me move faster, help me brainstorm if I'm sending out a communication, put it into AI and say, what am I missing? What questions is this going to create? Like just use it as a partner, why not? And use it as that tool that is meant to be used as to help you be more efficient and work faster. So for me, like getting my first drafts done super quickly, thank you. I love that. So really uh working with AI is super important. Um and then sorry, you said what does it mean for the people who are building careers? I think if you're building your career in internal comms right now, don't forget that internal comms needs that human element. So sure, AI can write something faster for you. It can, you know, come up with a plan for you. But the strategy, the thinking behind it, the sense check, the gut check, a human needs to be able to do that. So I can give you a great example of this. I was at a company where they had just done a re-org and they were announcing the re-org. At the same time, the talent team wanted to release a new uh recruiting tool. So I was like, you just did this re-org. You cannot also announce this new recruiting tool. Like you need to give it some space. So you need someone there to look at strategy and messaging and to have that gut check and to be able to poke holes in things. And so that's not going away. You still need humans to be able to do that. And that's where our superpower is, right? That we can um look at things in a strategic way, understand the history of the company, understand how it will make people feel. And so I think that it's never gonna replace us, but it it's definitely a powerful tool that we can use to do our job better.
SPEAKER_01So, do you agree that I guess it's more of a statement, not really a question, but I've been hearing a lot that you know, AI won't replace the workers, but a worker who knows how to use AI might replace someone who doesn't. So it's a hundred percent a super powerful tool that will just make you automate things that can be automated, but there's always the human element that has to be taken care of by people. So I really like that.
SPEAKER_03And I'm right now actually building an AI skill in cloud for change management. So I was like, let's put this together so that leaders can use it, but I still need to come in and tell you is this correct? Is this what we should do? What's the you know, that little have the little sense check together? So sure, that'll make my life easier if you understand how change management should work and how we should communicate it. But I'm still going to be there to tell you, no, this is let's change this messaging, let's tweak this based on historical evidence. So yeah, use it. You it's it can be a very powerful tool for sure.
SPEAKER_01Amazing. I love that you're using Claude. I am quite a fan too.
SPEAKER_02Yeah.
SPEAKER_01And if you need later at the back end, if you need any uh tips or if you come across any concerns, just message me at the back end. I'll I'll try to help out. Masa, I came into this thinking that we'd talk about eternal comms, the strategy, the tools, the channels, and we did. But what I'm really walking away with is just something bigger than that, you know. It's the picture of what it looks like when a person decides to take invisible work seriously, decides to be very visible, you know, the work of making people feel connected, seen, like they belong somewhere, the work that holds the culture together from inside that nobody writes a headline about. But that's what you do every day. And this show exists to put a spotlight on exactly that. So before we close out, I just wanted to ask: is there anything that you'd want to live our listeners with that we haven't discussed yet? Or anything that you'd like to promote?
SPEAKER_03Um, not to promote, but I'd love to connect with comms, internal comms people always. So please find me on LinkedIn. Happy to chat. Um, yeah, let's talk about the future of internal comms and how we can shape it together.
SPEAKER_01Amazing. Thank you so much, MASA, for being here today. I really appreciate all the things that you have shared with us. I know that our audience will also enjoy listening to this podcast. Thank you, Joy. It was my pleasure. All right. So, to our listeners, if today's conversation got you thinking about how your organization connects with its people, how you communicate, how you build culture, and how you help employees do their best work. Line Zero, our organization, can help you figure out what's next. For all our podcast listeners, we offer a personalized employee experience assessment where our consultants will spend real time with you to understand your employee experience ecosystem and the specific challenges you're navigating. You can learn more at LineZero.com. The link is in our description. And as NASA mentioned, please give her a follow on LinkedIn. She's worth adding to your feed, I guarantee that. Of course, follow us on Spotify, full podcast, and YouTube and LinkedIn at LineZero for more conversations from the women who are transforming employee experience. Until then, keep elevating, keep inspiring, and let's keep building workplaces where people truly thrive.