Internal brand communications: culture, teams, and alignment

I have always had the strong opinion that one of the biggest markers of a company that is strong on brand communications is the quality of its internal comms.

How do you see your people?  

Is there a chain of command of who is responsible for what?  

Do internal team members get to find out what’s happening to the company from tweets or conversations with other people in the ecosystem?  

Does the team trust the leadership to share relevant information about the state of the business when there is an issue?  

What is the internal culture around interaction vertically or horizontally in a company?

These questions are not trivial—they are the foundation of how a brand is perceived externally. A company’s culture is the soil from which its reputation grows. If employees don’t believe in the brand promise, no amount of marketing can convince customers otherwise. This is because they will build products that don’t reflect the promise. 

Internal communications shape external perception

I know that the world is turning on its own now. A lot of cultural norms are being rewritten in real time, with examples of people who may be winning without doing things the supposedly “right” way. But I still believe there is a sense of fulfilment that comes with having a team built on trust and a common set of values. And this is what a strong internal communications culture makes happen.

As a growing ecosystem, we have heard and seen many cases of fall-outs between teams and their leadership, or internal information leaking to the press or external stakeholders. Sometimes, there’s even an easy dichotomy of us vs. them when issues involving founders, operators, and team members arise. While this happens everywhere—even in developed economies—the dynamics of the African ecosystem demand a more unified front from startups trying to solve multidimensional problems.

Trust as the ultimate weapon

Let me put it this way: imagine a mission for a DEVGRU or CAG team. When so many factors threaten success, the most critical asset isn’t firepower or strategy—it’s trust. Operators must know that the person beside them will cover their blind spots. Because in the middle of uncertainty, the last thing you should be worried about is whether your teammate has your back. That kind of confidence only comes from clear communication and shared purpose.

You would have seen how important this is if you have watched any SEAL or Delta Force-themed movie. Many times, the mission succeeds not because the enemy is weak, but because the team is aligned

Hence, in a fight against systems, structures, and other startups for space, the last thing you should be doing is dealing with internal disconnection caused by a break in communication.

Internal communications must be so strong that external challenges become a fight between us (the team) against whatever it is—whether product, distribution, marketing, promotion, pricing, or other issues.

Let’s make it even more practical. 

Taking responsibility is not equal to working in silos. 

Knowledge-sharing sessions and stand-ups are not just for “doing sake” or just gathering people to talk. 

Off-site meetings are not just for parties.

And those one-on-one sessions with direct reports are not just for KPIs and OKRs. They are also for asking and answering questions about our why, how well we are doing, how far out we are, and what each person’s contribution will be to getting the team there.

Building the right internal communications setup

So, how can you build the kind of internal communications culture that strengthens trust, aligns teams, and ultimately shapes external perception?

Clarity of Purpose

Internal communications must always tie back to the company’s mission and values. When employees understand why the company exists and where it is going, they can connect their daily work to a bigger story. This clarity prevents confusion and ensures that even small updates feel meaningful. For example, if a fintech startup announces a new product feature, the communication should explain how it advances the mission of financial inclusion. That way, employees don’t just see a technical update—they see a step toward solving a larger societal problem. Purpose‑driven communication transforms routine updates into motivational touchpoints.

This was one thing Victor Fatanmi consistently emphasized at FourthCanvas. Every change or adjustment in core values came with a meeting, an article, and often an email explaining why it mattered to us as a team, and how it connected to where we were going. At first, I didn’t see the importance of this. But over time, I realized how those deliberate acts of communication helped us weather storms that could have broken many teams. Even today, most people who have left the company still feel connected to the mission in one way or another. That is the lasting power of clarity and purpose in internal communications.

Transparency from Leadership

Silence breeds mistrust. Employees are quick to notice when leadership only communicates during good times but goes quiet during challenges. I have once been in the middle of this to know how frustrating this can be. Transparency means sharing both wins and setbacks, and doing so in a timely, honest manner. For instance, if a funding round is delayed, a founder who openly explains the situation to the team is more likely to retain loyalty than one who lets rumors fill the gap. Transparency doesn’t mean oversharing every detail, but it does mean treating employees as trusted partners in the journey. This builds credibility and strengthens the bond between leadership and staff.

Two-Way Channels

Internal communications should never be a one-way broadcast. Employees need avenues to ask questions, share feedback, and challenge assumptions without fear of reprisal. This could take the form of open Slack channels, monthly town halls, or anonymous Q&A sessions. The goal is to democratize communication so that employees feel heard and valued.

When feedback loops are strong, leadership gains insights from the frontline, and employees feel empowered to contribute beyond their job descriptions. A culture of dialogue prevents disengagement and ensures that communication flows both ways. In practice, this means leaders don’t just talk at their teams—they listen, respond, and adapt based on what they hear.

Rituals That Reinforce Culture

Communication is not only about information—it’s about rhythm and ritual. Regular check-ins, off-sites, and demo days should be treated as cultural anchors, not box-ticking exercises. For example, a startup that holds weekly “demo days” for internal projects fosters pride, collaboration, and alignment. Off-sites should go beyond parties; they should be opportunities to revisit the company’s vision and strengthen interpersonal bonds. Rituals create predictability and shared experiences, which are essential for building trust. They remind employees that communication is continuous, not occasional. Create your own as a team. 

Empowering Middle Managers

Middle managers are often overlooked, yet they are the vital bridge between leadership vision and frontline execution. When they lack clarity or the right tools, communication fractures quickly, leaving teams confused and misaligned. Empowering them means more than delegating tasks—it requires equipping them with consistent messaging, training in communication skills, and access to platforms that allow information to cascade effectively.

For instance, a company might provide managers with “communication kits” that include talking points, FAQs, and context for major announcements. This ensures that employees across departments hear the same message, reducing the risk of misinterpretation and reinforcing alignment. It should be unusual—almost unacceptable—for critical information or changes to bypass direct reports and flow straight from founders or leadership to executors. Nothing erodes trust faster than finding out about an update after it has already been released, or stumbling across a tweet that should have been communicated internally first.

Strong middle management is not just an operational necessity; it is the backbone of effective internal communications. When managers are empowered, they become the glue that holds culture, clarity, and execution together.

Why this matters for the African tech ecosystem

In Africa’s fast-growing startup landscape, where founders are tackling multidimensional problems—from infrastructure gaps to regulatory hurdles—the margin for internal misalignment is razor-thin. A fractured team cannot withstand external shocks. And there will be many.

Internal communications become the invisible infrastructure that allows startups to scale sustainably. It is what transforms a group of talented individuals into a cohesive unit capable of solving problems bigger than themselves.

Strong internal brand communications are not a luxury; they are a survival strategy. They determine whether your team faces challenges as a united front or as fragmented silos.

When communication is clear, transparent, and values-driven, employees stop being passive participants and become active ambassadors. And in a world where perception is reality, that internal strength is what ultimately defines the external brand.