Being a Strategic Advisor Be more, do less Summary of Survey Results Liz Guthridge August 11, 2011.
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Transcript of Being a Strategic Advisor Be more, do less Summary of Survey Results Liz Guthridge August 11, 2011.
Being a Strategic AdvisorBe more, do less
Summary of Survey Results
Liz Guthridge
August 11, 2011
2 © Connect Consulting Group LLC. All Rights Reserved.
What we’re covering
What?– Being a Strategic Advisor survey
• The purpose• The results
So what?– Implications and insights
Now what? – Fall 2011 Strategic Action Group
For more info: [email protected]
3 © Connect Consulting Group LLC. All Rights Reserved.
Purpose of survey
Understand and start to close the gap
We want more
strategic
communication
counsel.
The support we get isn’t
that effective.. Strategic
Communication AdvisorsLeaders
Meet goalsBecome more valuedBuild a legacy
Provide valueBuild credibility and trustBecome indispensible
?
4 © Connect Consulting Group LLC. All Rights Reserved.
Gap: what leaders want vs. get
“The Authentic Enterprise” from Arthur W. Page Society, 2007
“You want your communications staff to be
stronger than you’ve been willing to deal
with in the past: more experienced, higher
quality thinking process, being able to see
around the corners, broader experience
base. All those things.”
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Gap: what leaders want vs. get
Effective delivery of internal communication
Importance of effective internal communication
22%
95%
Internal Communication
Deloitte & Touche Human Capital Survey of CEOs – which HR issues are important to the success of the business
6 © Connect Consulting Group LLC. All Rights Reserved.
Gap: what leaders want vs. get
“The Authentic Enterprise” from Arthur W. Page Society, 2007
“Obviously, if you have someone who is
relatively inexperienced in business and is
simply a communications / PR expert, that
doesn’t work.”
7 © Connect Consulting Group LLC. All Rights Reserved.
About the survey
What do strategic communication advisors say about themselves?
• Online survey conducted by Connect Consulting
• Survey administered July 8 – Aug. 4, 2011
• 113 respondents &39 partial responses with 929 visits
Questions: • 7 quantitative • 7 qualitative • 8 demographic
736 write-in comments
8 © Connect Consulting Group LLC. All Rights Reserved.
What strategic communication advisors say
About leaders:
• Don't know what they want or aren’t clear on what they want.
• Don’t make the time.
• Have competing priorities.
• Fail to communicate their needs.
• Unwilling to recognize their need for strategic communication advisors.
• Think they can do it on their own.
• Believe that communications is magic!
• (Senior leaders) are very status conscious and don't welcome challenge and advice from more junior communicators.
• Leaders egos/refusal to really listen to strategic counsel and survey results.
• Resist change, along with the organization.
• Don’t understand the ROI.
9 © Connect Consulting Group LLC. All Rights Reserved.
What strategic communication advisors say
About communication advisors:
• Fail to understand company goals.
• Not familiar with the business.
• Have poor consulting skills, business acumen and inadequate political skills.
• Don’t have strong dedicated communications leadership.
• Not willing to push back or offer alternative solutions.
• Have rigid, boilerplate thinking.
• Lack a systematic approach to advising.
• Don’t always understand what makes communication strategic versus tactical, so they're not equipped to give senior leaders what they want.
• (Inexperienced team members) focus on low hanging fruit and don’t challenge for improvement.
• Lack of time.
10 © Connect Consulting Group LLC. All Rights Reserved.
About the respondents
22%
32%19%
20%
7%
Number of years
20+ years 10-20 years 5 -10 years
2-5 years < 2 years
2% 6%10%
7%
12%21%
29%
14%
Percentage of time100% 75%-99% About 75%
51% - 74% About 50% 25% - 40%
11% - 24% Up to 10%
Advising leaders
11 © Connect Consulting Group LLC. All Rights Reserved.
About the respondents
12%
22%
28%
25%
8%
6%
Number of leaders supported
>10 6 to 10 4 to 52 to 3 1 Other
Organization
• 46% publicly-held companies
• 15% privately-held
• <10% all other types
Department/area
• 35% corporate communications
• 25% internal communications
• < 10% all other
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About the respondents
48%
31%
20%2%
Feelings about role
Love it Like it Neutral Dislike it
Part o
f job
Respo
nded
Becam
e "g
o-to
"
Consc
ient
ious
cho
iceOth
er
67%
25% 29% 28%
15%
How got into role
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About the respondents: Profiles
48%
“I love my role!” 50%+ time in role career choice
28%33%
Absolute advisors
?%Accidental advisors
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What respondents do
All
50% or more time
Career choice
"Love my role!"
49%
68%
58%
54%
30%
27%
29%
33%
11%
2%
13%
10%
10%
3%
3%
Active Supporting Marginal Don't Support
Advising top leaders
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What respondents do
All
50% or more time
Career choice
"Love my role!"
64%
73%
74%
69%
29%
19%
19%
23%
4%
1%
3%
6%
2%
3%
2%
Active Supporting Marginal Don't Support
Advising business unit heads/functional leaders
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What respondents do
All
50% or more time
Career choice
"Love my role!"
44%
49%
61%
46%
41%
41%
23%
44%
13%
10%
3%
6%
2%
6%
4%
Active Supporting Marginal Don't Support
Advising all other people leaders
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What respondents do
Serving as change agent
Educating
Coaching
Serving as strategist
Providing support
63%
65%
71%
81%
86%
Top 5 types of communication supportNo notable differences by advisor profile
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What respondents do
Helping build rela-tionships
Serving as sounding board
Enabling 2-way
Identifying issues
Developing messages
70%
72%
74%
75%
84%
Top 5 tasks Absolute advisors do more:
1. Help build credibility and trust
2. Anticipate needs
3. Measure leadership communication effectiveness
4. Facilitate meetings
5. Help find authentic voice
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What respondents do
Don't measure
Other
360 degree
Performance goals
Measurement of particular projects
Performance results
Surveys
Informal feedback
8%
5%
16%
40%
47%
50%
59%
Measurement techniques
60% by “Love my role!” advisors
23% by “Career” advisors
70% by “50%+ time” advisors
Absolute advisors measure their work more81%
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No barriers
Other
Leaders use of other advisors
Advisors' inexperience
Gatekeepers limit access
Advisors' lack of time
Leaders' lack of interest
Leaders' lack of time
7%
14%
16%
17%
28%
38%
44%
65%
0.1
0.06
0.16
0.29
What barriers respondents encounter
Barriers
16% by “Career!” advisors“Career” advisors break through barriers better in 4 areas
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Biggest obstacles & challenges faced
Lack of time– Time pressures– Lack of time due to non-value added work and
conflicting deadlines.
Lack of focus on part of senior leaders on strategic communication.
Lack of respect for the value of strategic communication.
The patients don't always know they're sick, and if they do, they take advice from quacks.
Sample from 50%+
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Biggest obstacles & challenges faced
Aligning leadership to one communication strategy and one voice.
Balance between coaching/counseling and tactical delivery.
Volume of work because of change management responsibilities.
Prioritizing while drinking from a fire hose.
Sample from 50%+
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Rating of professional development
Very effective Ineffective Not doing
On the job training (30%) Coaching from your manager (14%)
Coaching (65%)
Mentoring (26%) Mentoring (8%) Teleclasses (62%)
Informal networking (29%)
On-the-job training (6%) Online courses (51%)
Self-study (23%) Professional associations (7%)
Classroom/seminar instruction (51%)
Mastermind groups (21%)
Webinars (5%) Mastermind groups (50%)
24 © Connect Consulting Group LLC. All Rights Reserved.
Professional development: differences
Mastermind groups
Coaching
Mentoring
21%
15%
26%
25%
13%
20%
26%
19%
29%
34%
26%
37%
50%+"Love it"CareerAll
25 © Connect Consulting Group LLC. All Rights Reserved.
Professional development: differences
On-the-job training
Informal networking
Self-study
30%
29%
23%
31%
33%
31%
36%
42%
30%
46%
50%
30%
50%+"Love it"CareerAll
26 © Connect Consulting Group LLC. All Rights Reserved.
Key professional development topics
s
Top Middle Bottom
Influence (63%) Identifying and refining your personal brand (48%)
Confidence (35%)
Eliminating non-value add work (62%)
Speaking truth to power (47%)
Time management (31%)
Strategic thinking (59%) Adding value (43%) Facilitating (30%)
Improving impact and results (56%)
Coaching (42%) Presentation skills (30%)
Improving executive presence (52%)
Measurement (42%) Body language acumen (21%)
Building relationships (51%)
• Business acumen (41%)• Emotional intelligence (41%)
Meeting design (17%)
27 © Connect Consulting Group LLC. All Rights Reserved.
Key topics: differences
Coaching
Strategic thinking
Eliminating non-value add work
42%
59%
62%
42%
55%
65%
40%
56%
69%
47%
64%
69%
50%+"Love it"CareerAll
28 © Connect Consulting Group LLC. All Rights Reserved.
Key topics: differences
Business acumen
Measurement
41%
42%
52%
48%
46%
44%
39%
39%
50%+"Love it"CareerAll
29 © Connect Consulting Group LLC. All Rights Reserved.
Strategic advisors’ suggestions for others
Listen. Open your mind and roll up your sleeves. Get close to business.
Learn how to say no. Skip the non-value-add administrative work so you can focus on the strategic work that really matters.
Build a relationship with the executive. The better you know him/her (and vice versa), the more likely you will be able to offer honest coaching.
Be bold; don't be afraid to take risks.
Understand the disciplines (engineering, finance, manufacturing, operations) that power your organization and organize solutions that use the same kind of thinking and measurement.
30 © Connect Consulting Group LLC. All Rights Reserved.
Strategic advisors’ suggestions for others
Ensure everything you do has a well-crafted, strategic purpose and plan with measurable goals. And, be sure to measure and communicate results to the leaders!
Talk business rather than communication. Show how communication will help leaders achieve their business goals and be more successful.
Don't shy away from being a truth teller.
Put yourself in the executive’s shoes. Understand what they really need to be successful in their role.
Find a coach and/or mentor. Seek opportunities to learn with a small group of peers.
Talk less.
31 © Connect Consulting Group LLC. All Rights Reserved.
So what?
More measurement
More committed to personal learning &
development
More social1.Focusing on relationships. 2.Helping build credibility and
trust and find authentic voice.
3.Anticipating needs.4.Facilitating meetings.
3 differences in absolute advisors
32 © Connect Consulting Group LLC. All Rights Reserved.
Get over the table!
Time is a barrier, yet …
Think leverage!
Value of: • Clarity of distance• Data that drives
decisions• Impact of leaders
So what?
33 © Connect Consulting Group LLC. All Rights Reserved.
Now what? Strategic Action Group
Join a unique mastermind community
1. Network with peers
2. Get ideas, insights, suggestions
3. Experience being more, doing less
34 © Connect Consulting Group LLC. All Rights Reserved.
Now what? Strategic Action Group
• Small, selective group (12 people max with only 1 per organization)
• Virtual
Network
• Short lectures • Problem-solving
sessions with real issues
• Group discussion
Get • Learn and practice how to be more:• Influential• Strategic• Effective
Be
5 sessions by phone: Sept. 16, 30Oct. 14, 28
Nov. 11
35 © Connect Consulting Group LLC. All Rights Reserved.
Now what? Strategic Action Group
1. Private online discussion forum
2. What’s my style?
assessment
3. Tools, templates, exercises
4. Online archive, including
recordings of calls
5. 60-minute 1:1 coaching session
6. Personal action plan
6 Bonuses
+ 7th bonus another 60 minute 1:1 coaching if sign up by
8/16
36 © Connect Consulting Group LLC. All Rights Reserved.
Now what? Strategic Action Group
More information and to apply:http://connectconsultinggroup.com/strategicaction/
Background about Liz and Connect:http://connectconsultinggroup.com
Price: $875
“Communications has never been in a better position to make a positive impact on a company. We must be a business leader, not only a communications professional.
I report to the CEO which helps, but no matter where you are in the organization, be aggressive with respect and make a difference. When leaders see you doing that, they will flock to you.” –Survey respondent
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Now what?
Be bold… Be brief… Be indispensible
CuratorCoach
Red Booths by John Register, Modernism Gallery
Educator
Changing role: Be more, do less