 
Workplace journalism is what we do. We report on business issues that affect work forces everywhere – write stories that speak to the interests of every employee – and serve them with a twist that lets you custom-tailor each
story for your company.
We create supplements you can add to enhance and extend the stories’ meaning.
And by sharing the cost among our clients, we can price these strategic communication tools at a small fraction of what you’d pay to develop them yourself.
We’re The Story Board: founded
by employee communicators, for employee communicators. We’re here to help
you help your company win – and your employees feel like winners.
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The workplace issues we report on affect great numbers of employees in similar ways. But they don’t become actionable until work teams and individuals throughout your company understand their unique, specific roles. And that happens only when teams and their leaders start talking – asking, what does this mean for us, here, now?
Imagine the content of your publication or intranet as the centerpiece of those conversations. It can happen. Publish one of our stories, then send every manager the meeting guide we design for that topic (check out this sample from our story, "Work Buddies").
The article becomes advance reading. The guide reframes its key points as a lively discussion agenda for managers to lead. Isn’t that the impact you really want your communications to have?
 A story from The Story Board makes an impact all by itself. But to make a lasting difference for your company, consider these finishing touches.
Costs? See our price list.
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Who speaks for employees?
Apparently not us anymore
— excerpt from an article for the May 2008 issue of
Ragan’s Journal of Employee Communication Management
Quick: Think of something in a typical company’s operating environment that regularly gets its managers to see the enterprise from an employee perspective. Something that puts on executive radar the “little,” nonstrategic problems that complicate life in the trenches.
At most companies it doesn’t happen. And employees know it. They also know their employers think nothing of asking average workers to know the strategy, live the brand, embrace worrisome change and cheerfully do more with less. They know they’re expected to think about business issues, just like managers.
The assumption behind this one-way flow of expectations is that the interests of corporations and their employees are intertwined. Yet anyone who’s lived the corporate life knows there are times when those interests collide instead of blending—and when they do, there’s little doubt whose “good” will be served first.
Fact is, these days there’s rarely a serious argument. Today’s practitioners of human resources and employee communication certainly aren’t putting up much of a fight...
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