The Public Relations Show - Stream One - Organisational Strategy and Culture


Published on

Published in: Business, Education
1 Comment
1 Like
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

The Public Relations Show - Stream One - Organisational Strategy and Culture

  1. 1. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  2. 2. Stream one: Organisational strategy and culture ♯ PRSHOW13
  3. 3. Thank you to our Sponsors and Partners ♯ PRSHOW13
  4. 4. Stream one: Organisational strategy and culture ♯ PRSHOW13
  5. 5. 21st Century Leadership Communication – The Blueprint for Credibility Speaker: Rod Cartwright, Global Partner and Director, Global Corporate & Public Affairs Practice, Ketchum @RodCartwright Facilitator: Ruth Wyatt, Brand Editor, PRWeek @prweekeditor
  6. 6. 21st Century Leadership Communication – The Blueprint for Credibility 26th November 2013 7
  7. 7. The Ketchum Leadership Communication Monitor This global study starts from the premise that effective leadership is essential to achieving any of society’s goals – whether in politics, business, spirituality or communitybuilding. Against this background, it sets out: 1 2 3 To assess how today’s leaders – and their communication – are judged To rank the most important leadership attributes and communication behaviors of effective leaders To provide practical counsel on a path to more effective leadership and leadership communication As such, it will serve as a benchmark to track evolving perceptions of leaders, what is expected of them and the required response.
  8. 8. Current views of leaders
  9. 9. The global leadership crisis
  10. 10. A gap between expectation and delivery
  11. 11. Anticipation of disappointment
  12. 12. The buck stops here
  13. 13. It’s about the wood, not the trees
  14. 14. You don’t call, you don’t write…
  15. 15. Effective leadership communication in action
  16. 16. Poor leadership hits sales hard
  17. 17. Business comes out on top
  18. 18. Never trust a politician
  19. 19. Take it from the techies
  20. 20. The emergence of optimism A disillusioned West
  21. 21. Chicken or egg? Egg or chicken?
  22. 22. Death to the say-do gap
  23. 23. Strong silent types need not apply
  24. 24. Let them look you in the eyes
  25. 25. Traditional is traditional for a reason
  26. 26. Don’t spin me – talk to me
  27. 27. Listen, analyse & adjust
  28. 28. The way to be seen as trustworthy is to be trustworthy
  29. 29. At your service ...
  30. 30. Trust your team and people trust you
  31. 31. There’s no ‘I’ in team (sorry!)
  32. 32. Over to you, hot stuff
  33. 33. Expectations of leaders in crises
  34. 34. Critical importance of defining the problem
  35. 35. Visible planning is key
  36. 36. The limits of empathy
  37. 37. Dialogue within reason
  38. 38. The Good Leader Formula
  39. 39. So, what next?
  40. 40. Opportunity from crisis
  41. 41. Stand back, I have it covered!
  42. 42. Decisions, decisions
  43. 43. Monologue Corporation Reputation Brand Reputation Dialogue
  44. 44. Monologue Leadership Corporation Reputation Brand Reputation Communication Dialogue
  45. 45. Monologue Leadership K-Street, Main Street Corporation Reputation Brand Reputation Wall Street Communication Dialogue
  46. 46. Monologue Paid, Earned Offense Issues Long-term Leadership K-Street, Main Street Internal Risk Corporation Reputation Brand Reputation Opportunity External Wall Street Communication Immediate Culture Defense Shared, Owned Dialogue
  47. 47. Helping Clients Achieve Leadership Advantage Monologue Paid, Earned Offense Issues Long-term Leadership K-Street, Main Street Internal Corporation Reputation Risk Ketchum Corporate & Public Affairs Brand Reputation Opportunity External Wall Street Communication Immediate Culture Defense Shared, Owned Dialogue
  48. 48. Creating followers: Leadership lessons from a dancing guy
  49. 49. 21st Century Leadership Communication – The Blueprint for Credibility 26th November 2013 54
  50. 50. Thank you Questions?
  51. 51. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  52. 52. Stream one: Organisational strategy and culture ♯ PRSHOW13
  53. 53. Aligning PR with corporate strategy Speaker: Alistair Smith Managing Director Corporate Communications Barclays Group @Alistair61 Facilitator: Caroline Cecil FCIPR Director, Caroline Cecil Associates @ccecil
  54. 54. Grounding Communications in the Corporate Strategy 26 November 2013 Alistair Smith ♯ PRSHOW13
  55. 55. YouGov report into Public Trust in Banking Generally provide good quality products and services which are sold responsibly 16% Banks are at best unprofessional or at worst dishonest Banks aren't doing enough to support the economy Bankers are greedy and get paid too much For this report, Public Trust in Banking, Stephan Shakespeare spoke with twenty leading practitioners and YouGov conducted three surveys with nationally representative samples of UK adults, totalling 11,089 individuals. 58% 83% 80%
  56. 56. Barclays favourability verbatims Good service/happy with them Have an account with them Have been with them for a long time Never experienced any problems Good past experience Helpful staff Good/good product Friendly/polite staff Other 2012 IPOS MORI - Base: All Customers (Additional responses under 5%)
  57. 57. Barclays unfavourability verbatims Bad experience in the past Poor service/inefficient High charges/over charging Bad press/publicity/reports Unhelpful/rude/impolite staff Dealings with South Africa Bonus payments to directors Don't like them All banks are the same Care only about making a profit/not… Other 2012 IPOS MORI - Base: All Customers (Additional responses under 5%)
  58. 58. Lessons learnt the hard way – Part One “O, wad some Power the giftie gie us To see oursels as others see us! It wad frae monie a blunder free us, An' foolish notion.” - Robert Burns • • • • • You can’t be what you are not Try to understand why your audience thinks what they do Understand what your corporate strategy is Be prepared to change what you do – no pain, no gain Be prepared to demand more from your bosses
  59. 59. Lessons learnt the hard way – Part Two • Avoid “group think” • Understand how your stakeholders interact • Have a clear, constant narrative • Identify the iconic actions which will capture imagination • Build an integrated plan • Sustain your activity • Be resolute – don’t be distracted or disheartened
  60. 60. Thank you Questions?
  61. 61. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  62. 62. Stream one: Organisational strategy and culture ♯ PRSHOW13
  63. 63. Building a culture of motivation, confidence and aspiration Speaker: Wendy Cartwright, Former HR Director Olympic Delivery Authority Taskforce Member Engage for Success @WendyHall2012 Facilitator: James Harkness FCIPR Partner, HarknessKennett @HarknessKennett
  64. 64. Building a culture of motivation, confidence and aspiration Wendy Cartwright Former HR Director, Olympic Delivery Authority Taskforce Member, Engage for Success @WendyHall2012
  65. 65. OLYMPIC DELIVERY AUTHORITY Responsible for developing and constructing the venues and infrastructure for the London 2012 Olympic and Paralympic Games on time, on budget and in a manner that leaves a legacy for the UK
  66. 66. CRITICAL BUSINESS CHALLENGES (FROM ODA PEOPLE STRATEGY) The ODA faces the following critical business challenges: • Absolute necessity to hit dates and budget • Public accountability and scrutiny • Management of one of the largest and most complex construction/infrastructure and transportation projects in the UK • Multiple and complex stakeholder management • Partnership working and leading into the supply chain • Managing successfully through distinct organisational phases to deliver the Games and successfully hand over for legacy management • Delivering consistent high performance in a high-pressure environment • Need to maintain a strong London 2012 brand reputation • Need to attract and retain high calibre individuals for a finite period The skills, energy and commitment of our people are key to the success of London 2012 and its legacy.
  67. 67. ODA PEOPLE STRATEGY Leaving the organisation Workforce Managing for high performance Learning & development Recruit Induct Embed collaborative working PEOPLE Equality & inclusion Reward Organisational & team effectiveness Leadership vision & values Wellbeing & engagement
  68. 68. Business Drivers Wellbeing and Engagement – High performance needs to be sustained over the life of the ODA and through times of intense pressure and public scrutiny – The ODA needs committed and engaged people who are flexible and willingly go the extra mile HR Principle We create and sustain high levels of employee engagement, motivation and commitment. Strategies To create a working environment where our people are resilient and engaged we will: 1. Be clear about what we expect from each person and how their contribution delivers our vision 2. Create effective communication channels where a high value is placed on face to face contact and dialogue with people wherever possible 3. Build reliable and trusted communication channels through the line management structure 4. Create an open environment for people to share their views 5. Create a ‘healthy’ and high performing working environment that supports all employees through periods of intense work pressure. This means that managers and their teams need to work together to anticipate / identify support that may be needed to help people through pressure points, including work/life balance options 6. Deliver a comprehensive health and wellbeing programme so that our employees are well supported and able to perform at their best 7. Build strong relationships with stakeholders external to ODA so that we bring organisations and communities with us. 8. Understand and aim to recognise the views and needs of partners and stakeholders in all that we do.
  69. 69. LONDON 2012 CONSTRUCTION PROGRAMME CULTURE (FROM LEARNING LEGACY PAPER – IMPERIAL COLLEGE BUSINESS SCHOOL) Beliefs - Failure is not an option - We can / will solve problems Values - Making a success of the programme is very important - All the major objectives (cost, time, quality plus the priority themes) are important Norms -Bringing problems or issues to light is normal / good - Collaboration is normal / good - working non hierarchically (such as horizontally) where appropriate “Within this culture, the cardinal sin was not running into difficulties but not disclosing that the difficulties were there and not working to find a solution”
  70. 70. Linkages to Employee Engagement
  71. 71. Employee Engagement: Statistics and Case Studies PROFIT Companies with engagement scores in the top 25% had twice the annual net profit. CUSTOMER SATISFACTION REVENUE GROWTH Organisations in the top quartile of engagement scores demonstrated revenue growth 2.5 times greater than those in the bottom quartile. Companies with top quartile engagement scores average 12% higher customer advocacy.
  72. 72. Why is it Important? 70% 6% 20% 30% Percentage of employees who do not trust their managers The UK has 6% lower average engagement levels than other large economies (Kennexa, 2011) Percentage below G7 productivity levels (International comparison of productivity gap) Percentage of employees actively engaged
  73. 73. Imagine if 30% of our of lights didn’t work… Imagine 30%computers didn’t work properly………………..
  74. 74. Alignment – knowing what to do Engagement – wanting to do it
  75. 75. Enabler 1: strategic narrative Strong, visible, empowering leadership provides a strong strategic narrative about the organisation, where it’s come from and where it’s going. The past You are here The future This gives a line of sight between the job and the organisation’s vision. The story is communicated clearly, consistently and constantly.
  76. 76. Enabler 2: engaging managers focus their people, offer scope and enable the job to get done treat their people as individuals coach and stretch their people
  77. 77. Enabler 3: employee voice There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem. This voice is an informed one. Views are sought early and followed up; explanations are given if ideas/views not adopted. Trade unions/staff representatives are part of the engagement architecture – collective voice matters
  78. 78. Enabler 4: integrity There is organisational integrity – the values on the wall are reflected in day to day behaviours. These expected behaviours are explicit and bought into by staff. Keep it real – staff see through corporate spin quicker than customers or the public. Integrity enables trust: no engagement without trust
  79. 79. PERSONAL LESSONS • • • • • • • • • • • Create a sense of real purpose across the organisation Devolve decision making to the lowest possible level Focus on key priorities and deliver - don’t tinker too much Project management is a great discipline Be highly adaptive and flexible Focus relentlessly on solutions and problem-solving HR, Comms and Finance add considerably more value when they work closely together Leadership + culture is vital to drive performance Recruit well Face to face communications are vital Have high expectations + be confident + courageous
  80. 80. ENGAGE FOR SUCCESS @engage4success
  81. 81. Thank you Questions?
  82. 82. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  83. 83. Stream one: Organisational strategy and culture ♯ PRSHOW13
  84. 84. Don't risk litigation: Know your social media law Speakers: Hanna Basha & Magnus Boyd Legal Directors, Hill Dickinson LLP @hannabasha / @magnusboyd Facilitator: Simon McVicker MCIPR Director of Policy and Public Affairs PCG @SimonMcVicker
  85. 85. DON’T RISK LITIGATION Know your social media law Hanna Basha & Magnus Boyd Hill Dickinson LLP
  86. 86. OVERVIEW News Gathering Social Networking Editorial Search Engines
  87. 87. THE RISE OF THE CHURNALIST Too few reporters with too little training chasing too many stories. “Papers, radio and TV active 24 hours a day, deadlines and regional borders effectively gone, news and comment largely fused, trends accelerated by social media which did not exist when I left Downing Street, let alone when I started.” Alastair Campbell “The problem is that news is determined not by its importance but by its availability” Jeremy Paxman
  88. 88. BLOGOSPHERE 250,000 new words are added every minute to the blogs on Today's news is no longer tomorrow's fish'n'chip paper - Blogs lengthen the tail of a story Do Bloggers behave responsibly? There are calls for defamatory interactive chat to be treated as slander rather than libel requiring proof of actual damage before you can sue
  89. 89. DIGITAL WHISTLE BLOWING Large organisations leak gossip and rumour via texts, tweets and email. Unlawful disclosure no longer needs a third party to reach a global audience. The digital whistle blower gets his message out via personal blog, Facebook or You Tube video or by posting sensitive corporate documents on Wikileaks.
  90. 90. CITIZEN JOURNALIST OR CITIZEN PAPPARAZZI? When was participation elevated to journalism? User-generated content accounts for an increasing amount of content in the traditional media often without caveats or labelling. In 2010 BBC news journalists were told to use social media as a primary source of information by the then new director of BBC Global News. He said it was important for editorial staff to make better use of social media and become more collaborative in producing stories. The line between what is in the public interest and what is interesting to the public is being obliterated.
  91. 91. INVESTIGATIVE JOURNALISM GOES GLOBAL the Internet has facilitated a burgeoning number of not-for-profit international groups set up to carry out investigative journalism. They group together reporters who can be working all over the world to collaborate on different projects. More than 50 international investigative journalism networks are now in existence, and more than half of these have been created since 2000
  92. 92. CORPORATE MISSION CREEP Many companies commit to a host of social, health and environmental responsibilities that outstrip the simple goal of increasing profits. Determining where corporate social responsibility stops is getting more difficult. Many corporate social responsibility programmes are attracting increased media scrutiny and expose a company to attacks on its reputation
  93. 93. DAVID BECOMES GOLIATH Large companies used to be able to out resource opposition The costs of campaigning are cheaper online and the web has provided efficient ways of raising revenue As a result NGOs are increasingly flexing their financial muscle in campaigns to turn public and media sentiment against targeted companies. In terms of money and influence, the balance of power is shifting.
  94. 94. RATING WEBSITES In some areas, noticeably in the travel, medical and education spheres ratings websites are encouraged to promote ‘customer feedback’. These sites open to abuse and highlight the problem that it is both commercially and legally advantageous for websites not to moderate content before its posted Some Regulators such as the GMC have refused to rule out use of anonymous patient comments on ratings websites as evidence in Fitness to Practice Hearings
  95. 95. PRIVACY AND SOCIAL NETWORKING SITES A 2009 survey found that 45% of employers used social network sites to research job candidates and that Facebook was their site of choice. Some 35% of the employers surveyed said they had found content on the sites that had influenced them to reject a candidate. Examples included inappropriate photographs, information about the applicants' drinking or drug use, or bad mouthing of previous employers, co-workers or clients. A survey by Velocity Digital found that 25% of Facebook users don’t bother with privacy settings.
  96. 96. JOURNALISTS’ USE OF SOCIAL NETWORKING SITES 92% of journalists use the web for investigating and researching stories. (We don’t believe the other 8%). ‘It is valid to report - or at the very least engage with - this non-validated stuff because it is already a part of the communications around a story. It is more than just a rumour. It is informal narrative of the story: online images and conversations produced by the public.” Charlie Beckett “it can be acceptable in some circumstances for the press to publish information taken from social networking websites, even when the material is originally intended for a small group of acquaintances and not publicly accessible. However, this will generally be only in cases where the public interest overrides the individual's right to privacy.”
  97. 97. WHO TO SUE? Mixed messages from the Courts ISP Liability appears to depend on 'actual knowledge' and some sort of 'positive step' in the technical process of publication. Website Author Search Engine
  98. 98. JURISDICTION Information published on the Internet is deemed to be published in Britain (and so subject to British law) if an Internet user can access it from Britain, even if the publisher and servers are located overseas. The person wishing to sue in Britain needs to show that he/she has a reputation in Britain and any damages awarded will relate only to the harm caused to the reputation in this jurisdiction. Problems arise when you try to enforce a British Court Order in some other Jurisdictions, most notably the US. Many sites refuse to volunteer identification data unless compelled by a Court Order
  99. 99. “News travels faster than the speed of thought…” In October 2012 Facebook had a billion users worldwide who exchange 30 billion pieces of content per month. Twitter has 231.7 million active users worldwide and100 million of them log onto the service daily. 5,700 tweets every second. Search Engines Broadcast News News Website Facebook 3 million websites integrate with Twitter 37% of U.S. Internet users have contributed to the creation of news, commentary about it, or dissemination of news by social media sites such as Facebook or Twitter: 25% have commented on a news story; 17% have posted a link on a social networking Site; 9% have created original news stories or opinion pieces Tweet
  100. 100. CAIRNS v MODI • Allegations of Match Fixing • Tweeted to 65 followers, further potential publication of around 1,000 • Damages of £90,000 • £1,385 per tweet in libel damages. “we recognise that as a consequence of modern technology and communication systems any such stories will have the capacity to “go viral” more widely and more quickly than ever before. Indeed it is obvious that today, with the ready availability of the world wide web and of social networking sites, the scale of this problem has been immeasurably enhanced, especially for libel claimants.... In our judgment… this percolation phenomenon is a legitimate factor to be taken into account in the assessment of damages. “
  101. 101. CRUDDAS v ADAMS • Publication via 9 blogs and 12 tweets • Damages of £45,000 • Equivalent of £2,000 per publication
  102. 102. TRACKSUITDAVE1 • Tweet to a dozen followers • Damages of £7,500 • £625 per follower
  103. 103. McAlpine v Bercow Sally Bercow tweets: “Why is Lord McAlpine trending? Court found this meant: Lord McAlpine “was a paedophile who was guilty of sexually abusing boys living in care”.
  104. 104. QUESTIONS
  105. 105. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  106. 106. Stream one: Organisational strategy and culture ♯ PRSHOW13
  107. 107. Marketing communication: An integrated approach Speakers: Anne Godfrey, Chief Executive Chartered Institute of Marketing @weegieexpat Michael Dick, Commercial and Marketing Director, Chartered Institute of Marketing Facilitator: Claire Wheatcroft MCIPR Chair of CIPR Marcomms Group
  108. 108. Marketing Communications: An integrated approach Anne Godfrey, Chief Executive, CIM Michael Dick, Commercial and Marketing Director, CIM
  109. 109. Marketing and PR Oil and water?
  110. 110. Fusion
  111. 111. Permission to speak
  112. 112. Talking out of school?
  113. 113. Perspective on the integration challenge?
  114. 114. “COKE ANNOUNCES NEW MARKETING CONCEPT” “Where each advertisement appears it will bear a strong family resemblance to the other. Yet each will be varied to the requirements of the individual medium. The whole of the campaign becomes far greater than the individual parts.”
  116. 116. Integrated?
  117. 117. Integrated?
  118. 118. Integrated?
  119. 119. Integrated?
  120. 120. Integrated?
  121. 121. 1999 90 %
  122. 122. “Think global act local”
  123. 123. 2003
  124. 124. 2003/04
  125. 125. 2010
  126. 126. 2010 <50 %
  127. 127. The building blocks: Frameworks and behaviours
  129. 129. Think differently about how brand connects with consumers “People build brands the way birds build nests. Through the straws and scraps they chance upon." Jeremy Bullmore
  130. 130. How many stories are yours?
  131. 131. Be social…in every sense
  132. 132. Change faster than the world around you?
  133. 133. Experiment & Learn
  134. 134. Codify
  135. 135. Budget allocation 70:20:10
  136. 136. New measurement frameworks
  137. 137. The building blocks: Structures
  138. 138. Buy-in from the top
  139. 139. Digital and PR capability …integrated
  140. 140. The building blocks: Partners
  141. 141. Talk to the people who are hosting a party for your customers
  142. 142. Agency Partners “I began revolution with 82 men. If I had to do it again, I’d do it with 10 or 15 and absolute faith. It does not matter how small you are if you have faith and plan of action.” Fidel Castro
  143. 143. Questions
  144. 144. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  145. 145. Stream one: Organisational strategy and culture ♯ PRSHOW13
  146. 146. How to survive and thrive in a crisis Speakers: Dominic Cockram MCIPR, Founder and Managing Director, Steelhenge Consulting @Dominiccockram Andrew Griffin, Chief Executive Regester Larkin Facilitator: Sarah Pinch FCIPR Founder Pinch Point Communications @ms_organised
  147. 147. How to survive and thrive in a crisis Dominic Cockram Managing Director Steelhenge Consulting
  148. 148. Introduction  Steelhenge  Strategic crisis management consultancy  Planning, training and exercising  Corporate and government experience  Today’s discussion  Overview of the sector and themes  Introduction to the Standards  Key issues in crisis management & trends
  149. 149. The World of Resilience Business Continuity (ISO 22301) Crisis Management (BS 11200) Resilience (BS 65000) Infosec (BS 27001) Risk (BS 31000)
  150. 150. Its about survival and thriving • • • • • • • Redundancy Reliability Anticipation Preparedness Flexibility Adaptive Capacity Learning Capacity spare capacity continuing to function under stress horizon scanning to anticipate plans in place distributed skills and expertise use change to fuel new developments learn from errors, lapses and mistakes
  151. 151. Why is a crisis chaos? Does it need to be?        Uncertain Complex Dynamic Time pressure Lack of information High risk and stakes Multiple impacts
  152. 152. Key aspirations • Responding quickly • Appearing to be in control • Knowing what is happening • Communicating well • Demonstrating leadership • Providing effective direction • Minimising impacts – operations, staff, reputation • Living up to and maintaining your values
  153. 153. Achieving Control Situational Awareness Priorities & Strategy Decisions Communication
  154. 154. Situational Awareness • • • • • • Understand the situation – past, present & future Understand the risks Understand time Know the priorities and actions Identify the decisions Direction, responsibility and parameters of time
  155. 155. Decision making
  156. 156. Leadership  Who  Where  How
  157. 157. Communications  xx
  158. 158. Conclusion      Frequently see organisations unprepared Often see Executives surprised by the pressures Planning Training Simulate the reality………and be prepared
  159. 159. Questions View the draft standard online at Details/52021 Dominic Cockram
  160. 160. How to survive and thrive in a crisis Andrew Griffin Chief Executive Regester Larkin Ltd
  161. 161. Regester Larkin • Reputation strategy and crisis management consultancy • Crisis management – where reputation is under acute threat and scrutiny and pressure are high • Comms and beyond – crisis management is a strategic capability; functional and operational responses support
  162. 162. Crisis management matters • A crisis threatens strategic objectives, reputation and the very existence of an organisation • Every year, reputations are destroyed, commercial and financial interests hit, careers of senior leaders lost • Mistakes often have their origins in poor preparedness: those companies that are prepared for the worst are better at dealing with it
  163. 163. A poor media response lives with you… “What the hell did we do to deserve this?" - Tony Hayward, New York Times, 29 April “The Gulf of Mexico is a very big ocean. The amount of volume of oil and dispersant we are putting into it is tiny in relation to the total water volume.” - Tony Hayward, The Guardian, 14 May “The environmental impact of this disaster is likely to be very, very modest.” - Tony Hayward, Sky News, 19 May “There’s no one who wants this over more than I do. I would like my life back.” - Tony Hayward, Today Show, 30 May
  164. 164. Comms: more than media • “We are sure that you will understand both the logistical impossibility of accommodating all of you on the island, as well as the desire for privacy expressed by the families at this sorrowful time”
  165. 165. The comms function in a crisis • Crisis management is about substance, not spin but.. • The function needs to be prepared to play a key role in a crisis • Communications is a ‘core’ rather than an optional CMT role • Usually one of the most complex aspects of a response; a large number of people performing many different roles • Brings the outside in to the CMT and takes the inside out: a link between the organisation and those that decide its reputation • The communications lead should help get the response right as well as help communicate it
  166. 166. Crisis communications • • • • • • • • • Leads on… Supports on… • • • • Communications strategy Understanding reputational implications Spokesperson coaching Message development Materials Media response Social media Media monitoring Internal communications Scenario planning Relative response Stakeholder engagement Investor relations
  167. 167. Communicating in a crisis The challenge Communicate actions not platitudes. Do the right thing and be seen to do so Own the story and become the authoritative source of information Prevent shock turning into anger and reputation/commercial damage Engage stakeholders – internal and external – and don’t be driven by the media agenda Maintain a long-term reputational lens Demonstrate care & concern, control & commitment
  168. 168. The media is changing… Fragmented audiences Volume Authority Variety Target audiences / tailor messages Direct Communication Speed Diversion / distraction …but the key principles still apply
  169. 169. Not all bad news stories… Tesco and horsemeat “We are investigating urgently how a number of beef products on sale in the UK and Republic of Ireland came to contain some traces of horse and pig DNA.”
  170. 170. The challenge
  171. 171. Media engagement
  172. 172. Social media
  173. 173. Paid-for advertising
  174. 174. Substance not spin Real change, not platitudes 199
  175. 175. Preparation is the key • Leadership • Senior communications roles in a crisis understood/rehearsed • Spokespeople • Structure • Clarity of purpose within the wider crisis management structure • Procedures • Clear roles and responsibilities, protocols, tools etc • Alignment with the Crisis Management Plan and any operational plans • Competence • Sufficient, flexible resource • Trained professionals • Culture and relationships • Focus on stakeholder engagement and ‘goodwill’ in peace time • Credit in the reputation bank
  176. 176. Thank you Questions?
  177. 177. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio
  178. 178. How technology is changing internal communication Speakers: Malcolm Cotterell, Employee Development and Engagement Manager & Kate Barnes, Employee Engagement Advisor CrossCountry Facilitator: James Harkness FCIPR Partner, HarknessKennett @HarknessKennett
  179. 179. Engagin CrossCoun g try How technology is changing internal communication Kate Barnes Malcolm Cotterell
  180. 180. Rule No.1 (of 1) • Talk in words and concepts that matter to people, about what they care about (which might not be what you care about) • “If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes Engagin to his heart” CrossCountry
  181. 181. Hello. We’re CrossCountry • The most extensive passenger train operator in Great Britain • Franchise began in 2007 • 1700 employees. 13 locations • Internal communication essential, but tricky Engagin CrossCountry
  182. 182. Edinburgh Newcastle Manchester Leeds Derby Leicester Birmingham Cambridge Bristol Reading Plymout h Bournemouth Engagin CrossCountry
  183. 183. Early days… • • • • • A weekly newsletter A quarterly magazine Open Forums An intranet An employee communications survey showed we could do more … and do better. Engagin CrossCountry
  184. 184. Employee Engagement • Focus on engagement from 2011 • Dedicated role created ; more than just internal comms • New shared vision and values brought to life • “Great Journeys” employee brand born Engagin CrossCountry
  185. 185. Connect • Objective to improve engagement • To give people a new way to get information, have a voice and communicate with each other • A new way to engage… Engagin CrossCountry
  186. 186. Connecting People Blogs Profil e Posts Feedback Teams Announcements Local Wellbeing Social Discussions Suggestions News Directory Policies Calendars Work Processes Engagin CrossCountry
  187. 187. What’s next..? 1 Mobile app Variety of applications Engagin CrossCountry
  188. 188. Any Question s? Engagin CrossCountry
  189. 189. 26 NOVEMBER LONDON ♯ PRSHOW13 Sponsored by Vuelio