Making the Business Case forComms to Trustees and Senior   Management Seminar      08 December 2011           www.charityc...
The ‘Get Heard’ report
The big questions• Is communications valued  in the sector?• If it is, why?• If it isn’t, does it matter?• And what can be...
Are you heard?     32% all the time     56% some of the time     12% not at all• Indicators     Involvement in strategic d...
Feeling valued• 40% said comms is not valued    Skills and knowledge given little credit    Lack of cooperation between de...
Impact on individuals• Feeling powerless• Doubting their abilities• Considering leaving
Sometimes I’ve felt the need to bring itto a head, but I’ve found it very difficultto work around it as I recognise things...
Impact on organisations•   Confusion•   Inconsistency•   Missed opportunities•   Reputational risks•   Difficult to attrac...
I tried to explain how important it wasto achieve credibility amongstinfluencers and potential funders.However, the organi...
The big issue• 83% who don’t feel heard say it’s because  the CEO doesn’t understand comms• 78% who feel heard attribute i...
Comms is recognised as invaluable –even more so in the current situation.We need to maintain our profile interms of campai...
What works•   Prove value through specific campaign•   Push for acknowledgement & respect•   Communicate internally and ex...
There is an increasing need for us todemonstrate the value of comms,which is as it should be.We must respond with context ...
Sources of support• Informal networks of friends in similar roles• Sharing examples from other charities• Support from sec...
The most important thing is networking.Although the sector is definitelyimproving, I don’t think people within itare as us...
Conclusion• Two main barriers:    Attitude of the CEO    Resources to demonstrate value• Achieving recognition:    Work at...
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Comms as a strategic driver

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Comms as a strategic driver

  1. 1. Making the Business Case forComms to Trustees and Senior Management Seminar 08 December 2011 www.charitycomms.org.uk www.twitter.com/CharityComms www.facebook.com/CharityComms
  2. 2. The ‘Get Heard’ report
  3. 3. The big questions• Is communications valued in the sector?• If it is, why?• If it isn’t, does it matter?• And what can be done about it?
  4. 4. Are you heard? 32% all the time 56% some of the time 12% not at all• Indicators Involvement in strategic decisions Inclusion in senior management meetings Whether or not senior staff are on-message
  5. 5. Feeling valued• 40% said comms is not valued Skills and knowledge given little credit Lack of cooperation between departments Senior managers don’t understand comms We have to work very hard to get senior team buy-in…
  6. 6. Impact on individuals• Feeling powerless• Doubting their abilities• Considering leaving
  7. 7. Sometimes I’ve felt the need to bring itto a head, but I’ve found it very difficultto work around it as I recognise thingsaren’t going to change.I have focused on my exit strategyinstead.
  8. 8. Impact on organisations• Confusion• Inconsistency• Missed opportunities• Reputational risks• Difficult to attract donations
  9. 9. I tried to explain how important it wasto achieve credibility amongstinfluencers and potential funders.However, the organisation isfundamentally prejudiced towards theoutside world which it thinks wouldn’tunderstand its work, and is thereforeunwilling to engage with it.
  10. 10. The big issue• 83% who don’t feel heard say it’s because the CEO doesn’t understand comms• 78% who feel heard attribute it to CEO understanding importance of comms
  11. 11. Comms is recognised as invaluable –even more so in the current situation.We need to maintain our profile interms of campaigning and fundraising,to keep the supporters we have and tobring in new supporters.
  12. 12. What works• Prove value through specific campaign• Push for acknowledgement & respect• Communicate internally and explain• Show interest in other teams• Demonstrate how you support their work
  13. 13. There is an increasing need for us todemonstrate the value of comms,which is as it should be.We must respond with context andexplanation, not excuses.
  14. 14. Sources of support• Informal networks of friends in similar roles• Sharing examples from other charities• Support from sector organisations
  15. 15. The most important thing is networking.Although the sector is definitelyimproving, I don’t think people within itare as used to networking with strategicand measurable outcomes in mind as inthe commercial sector.
  16. 16. Conclusion• Two main barriers: Attitude of the CEO Resources to demonstrate value• Achieving recognition: Work at regular communication Demonstrate relevance Don’t expect instant results Build professional networks

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