The Six-Triple-Eight: Lessons from WWII for internal communication

by Adesh Chetram:

I recently watched Tyler Perry’s latest film, The Six Triple Eight on Netflix, and I found myself moved by the story, not only for its historical significance and human triumph, but because I found that elements of the story carry through to the world of internal communications.

The film tells the remarkable true story of the 6888th Central Postal Directory Battalion, the first and only almost all-Black, all-female battalion, sent to Europe during World War II. These women were tasked with a near-impossible mission that threatened the morale of frontline American troops: to alleviate a six-month backlog of undelivered mail from the families of the soldiers – a staggering 17 million letters and packages.

Operating under the motto “No mail, low morale”, the assumption was that if these letters-from-home were received by the infantry, they would feel encouraged and therefore empowered to unite in combat. Feeling a sense of duty to their fellow American citizens and a kinship with those enlisted, the women exceeded expectations by clearing the backlog in half the estimated time, bolstering expected morale and uniting troops by establishing human connections, recognizing them as the veritable ‘secret weapon’ in the long-range artillery of the American forces.

How this relates to internal communications is rooted in the fact that as someone who has spent decades in internal communications, the essence of what the Six Triple Eight did to further their cause, we do, daily, to keep teams connected, motivated and aligned. While we are not necessarily sifting through and delivering mountains of letters, we ensure that lines of communication are open, clear, and impactful.

The 6888th Battalion’s motto, “No mail, low morale”, is a mantra that internal communicators can adopt in the background. Whether it is a soldier in the trenches awaiting a letter from home or an employee in a corporate setting wanting clarity and connection, communication can be a lifeline – without it, an organization may falter on the corporate battlefield.

The heartbeat of an organization

Over the years we have come to see that Internal communication has evolved beyond sharing updates or merely cascading information. We create and nurture a sense of purpose, as well as brand pride and belonging. When employees understand the why behind their work, they can be more engaged. When they feel seen and heard, they can be more motivated, and when they are kept in the loop, they are more likely to play as one unified team that can work toward realizing the battle strategy.

The truth of the matter is that we have seen that productivity can dip or morale may waver due to a lack of clear communication. Just like the 6888th Battalion’s mission to deliver mail, our mission is to deliver meaning. We ensure that every message, whether it is a company update, a CEO’s vision, or a team acknowledgment, lands with impact and inspires action.

Building morale and uniting teams

The women of the 6888th understood that their work went beyond sorting mail; it connected people to a greater cause. The same principle applies to internal communications. Our work builds bridges and goes beyond newsletters or town halls.

When employees feel connected to their organization’s mission, they can also become brand ambassadors. They embody the values of the company and carry that pride that infiltrates their every interaction, both inside and outside of the workplace. This is where we add value, not as a support function, but as a strategic driver of culture and engagement.

One of the most powerful ways to boost morale and encourage unity is through storytelling. Just as the letters delivered by the 6888th carried personal stories that lifted spirits, we should focus on sharing the stories of employees, teams and even customers. These narratives humanize the organisation and remind everyone of the real impact they are making on the frontline. It is also a great way to communicate more complex material and make it meaningful through familiar scenarios.

The diversity imperative

While what we do is about connection, it is also about inclusion. This brings me to another lesson from The Six Triple Eight: the importance of diversity. The battalion’s story is one of perseverance, breaking barriers, and proving that diversity is a strength.

As President of the Institute for Internal Communications Africa (IFICA), I am committed to championing diversity in our field. Internal communications must reflect the rich depth of the workforce it serves. Diverse voices bring fresh perspectives and authenticity to our work, and it ensures that no one feels excluded or overlooked.

In 2025 and beyond, IFICA will focus on creating opportunities to uplift and unearth talent across Africa. Through awards, accreditation programmes and other targeted initiatives, we will build a pipeline of diverse communicators who can drive meaningful change in their organisations. Our field is strongest when it mirrors the diversity of the audiences we serve.

Let us look at a few actionable steps. It is time to roll up our sleeves and rethink our playbook. Start by conducting listening sessions – real, honest conversations with employees at every level to understand their needs and frustrations. Implement pulse surveys, but don’t stop there; follow up with visible actions based on feedback. Close the loop for them. Then, create a real-time comms task force to address pressing updates quickly and authentically, cutting through red tape. Spotlight unsung heroes in your organization, just like the women of the 6888th Battalion, by telling their stories through employee newsletters, videos or internal social media. Map out your organization’s moments that matter. Look at key events in the employee journey and craft a communications plan that elevates each one. Don’t just communicate; create experiences. Be bold, be agile, and most importantly, be human. This is how you turn communication into connection, and connection into results.

What else…

• Create a comms radar: Establish weekly cross-functional syncs to identify upcoming priorities, risks and opportunities for proactive communication.
• Audit and refresh channels: Assess your existing comms channels. What is working, what is not working, and what is missing? Experiment with new formats like podcasts or live Q&As.
• Empower leaders as communicators: Train managers and executives to be authentic and relatable in their communications. Visibility and a genuine message from a leader can unify a team like nothing else.
• Personalize the message: Segment your audience and tailor communications to address specific needs and preferences. One-size-fits-all messaging is a thing of the past.
• Leverage employee advocacy: Identify comms champions across departments to help amplify messages and create buy-in.
• Celebrate progress, not just wins: Highlight incremental achievements regularly to keep teams motivated and focused and close the loop. Also, if you change direction, say so and say why.
• Gamify engagement: Turn routine updates or initiatives into interactive challenges with rewards to drive participation and excitement. Of course, not everything needs to be gamified, so do not be trigger-happy here.
• Keep feedback loops open: Set up mechanisms like virtual anonymous suggestion boxes or ‘Ask me Anything’ platforms to ensure two-way communication. And then, do something with the feedback. It should inform business actions, and your future comms.
• Think visual and bite-sized: Use infographics, memes or even short videos akin to Tik Toks to convey complex information in a digestible, engaging, and even viral way.
• Be a cultural architect: Use storytelling, events, and rituals to reinforce your organization’s values and purpose in every message you send.

A call to action for Internal Comm’rades

The story of the 6888th Battalion is a testament to the power of communication to motivate and unite. As internal communicators, we have a unique privilege and responsibility to play a similar role. We are the connectors, the storytellers, and the morale builders.

But with that privilege comes a challenge: to continuously innovate and advocate for the value of internal communications. Take a page from the 6888th’s book and rise to the occasion. Ensure that every message we send is purposeful, every initiative we launch is inclusive, and every employee we touch feels connected to something greater than themselves. After all, “No mail, low morale” is more than just a motto – it is a reminder of what is at stake when communication falters. And it is a call to action for all of us to do better, be better and communicate better.

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Adesh Chetram is the President of The Institute for Internal Communication Africa (IFICA) and a #WeLeadComms honoree. His two decades-plus experience, and executive-level leadership in communications at multinational companies, is accented by award-winning marketing and communications solutions, that reinforce strong foundations on the basics and drive innovation to co-create the future landscape of the discipline.