Putting it into Action: Leadership in Corporate Communication
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Transcript of Putting it into Action: Leadership in Corporate Communication
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Putting it into Action: Leadership in Corporate Communication
Professor Anne GregoryCentre for Public Relations Studies
Leeds Metropolitan University
Chair Elect Global Alliance
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A starter for 10….
The elevator test.
What is your role as a strategic communicator?
3 minutes only!!
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Leadership in corporate communication
Strategic Role
Operational focus
Personal Presentation
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Strategic role
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Recent research on manager roles
Monitor and evaluator
Key policy & strategy adviser
Trouble-shooter/Problem-solver
Issues management expert
(Everett and Steyn, 2009)
And does some high level ‘technician’ work
Strategist Manager Technician
(Moss, Newman and DeSanto, 2005)
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A point of strategic inflection
a new way of operating that has communications at its heart…. the key is authenticity
Digital commons
Myriad, empowered stakeholders
Global economy
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Roles & responsibilities• Collaborate with stakeholders; create &
influence an ‘ecosystem’ of advocates• Shape strategic direction and brand• Clarify and disseminate values, shape
culture & behaviours • Empower employees as communicators• Deal in organisation focused measurement
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Four new priorities and skills for which the ChiefCommunications Officer must now assume aleadership role in:
• Defining and instilling values
• Building and managing multi stakeholder relationships
• Enabling the enterprise with “new media” skills and tools
• Building and managing trust, in all its dimensions.
The ‘Authentic Enterprise’ report
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How strategy is formed
• the first step in strategy formulation process• collect/interpret information on stakeholders• details of issues and events that are occurring• anticipation of trends• consider threats & opportunities
the lynch pin between the organisation and the stakeholder environment
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How CEOs make decisions
• a collaborative decision-making framework• strategic thinking is conversation-based• the CEO’s and their senior colleagues…• …and specialist experts outside the inner
circle• such talent is highly valued by CEOs
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So…
“Strategy is essentially concerned with a process of managing the interaction between an
organisation and its external environment so as to ensure a best fit between the two. From
this perspective it can be argued that boundary-spanning functions can play a key
role in the process of managing such environmental interaction.”
(Moss and Warnaby, 2003)
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Those involved in decision-making
Decision-makers
Proposers
Experts
Decision-analysts
Facilitators
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So what do CEOs think about?
Your CEO’s obsessions
The top five
Five minutes!
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Lesson one
Attach yourself to the C Suite agenda
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Operational focus
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How do you spend your time?
• administration and finance• doing operational comms• analysing and campaign
planning• working with other staff• developing own
skills/knowledge• other activities
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Our work?
Just do it (60%)
Thinking (30%)
Strategy (10%)
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CEO’s expect
• Forward intelligence• Externally and internally
connected• Problem-solvers• Coaches and advisors• A narrative• Technically competent
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Comms and strategic management
INTERNAL ENVIRONMENT EXTERNAL ENVIRONMENT
Corporate & business strategies
PoliciesInternal Issues
Identify key strategic issues
Identify implicationsof issues onstakeholders
Prioritise issues
Strategic communication plan
Media planEmployee
Comm plan
Stakeholderplan
Crisis comm plan
Specific communication plans/campaigns/programmes
What must be communicated
Synthesis
How must it be communicated Analysis
Steyn, 2008
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The strategic approach
Just do it (10%)
Thinking (30%)
Strategy (60%)
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Lesson two
Attach yourself to the C Suite agenda
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Personal positioning
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Paint a picture of your ‘ideal’ communication leader
• What do they do?
• How do they behave?
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The current context -crunch time!
When decisions about an organisation’s response to the environment become more novel and non-programmed,
communication practitioner roles change to become more strategic
(from technician to manager)
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Think like a consultant
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Why bother? Cynicism about consultants
“People who borrow your watch and tell you what time it is and then walk off with the
watch.”
Bob Stott, MD of Wm Morrisons
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You already are one?
If you need to build relationships with people in your organisation; understand their business requirements; influence and present business solutions…then you are operating in an internal consultancy role.
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A CONSULTANT’S TOOLKIT
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The consultant’s role
Reliability Empathy
Independence Credibility
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Key facets of the consultant
KnowledgeMindset
Process skills Competencies
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Mindset differences
Consultant Employee
Client Employer
Project Job
Proactive Reactive
Impact Activity
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Models of consultants
NurseUser-friendly;
establish procedures; hands on
TherapistDiagnosis of complex, ill-specified problems;
refers work on
PharmacistSupervision of low-cost delivery team;
established procedures; expert
input
Brain SurgeonInnovative solutions to one-off problems;Critical interventions
Customised Process Diagnosis
Standard Process“Doing”
High degree of client contact
Low degree of client contact
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Models of consultants
Brains requires leading edge profession/technical knowledge; innovation/creativity; provided by highly skilled practitioners; one off.“Hire us because we’re smart”
Grey hair degree of customisation but less innovation; requirement not unfamiliar; experience & judgement.“Hire us because we’ve done this before”
Procedure familiar requirement; client could do but out-sources for efficiency.“Hire us because we can do this effectively”
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Consultant roles
Brains Grey hair Procedure
Expertise Experience Efficiency
High intensity diagnosis
Highly customised
High client risk
Few qualified practitioners
High cost
High intensity implementatio
nFormulaic
Low client risk
Many qualified
practitionersCommodity pricing
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Attach a value to what you do ……doing what counts
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Value mappingWhat
you
value
What the organisation values
High
HighLow
Value winner
Value sleeperNo value
Value killer
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Lesson three
Attach yourself to the C Suite agenda
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This should be our time
when decisions about an organisation’s response to the environment become more novel and non-programmed, communication practitioner roles change to become more strategic…and important