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  • 1. Ketchum Leadership Communication MonitorMarch 2012
  • 2. The Ketchum Leadership Communication Monitor:Background At a time of considerable uncertainty, Ketchum’s 2012 Leadership Communication Monitor study is a response to the global hunger for effective leadership – political, corporate, religious or community-based. The report was informed by the fact that even the best leadership is impotent if poorly communicated, but also flawed unless communication guides its development in the first place. The study found that effective leadership and effective communication are, indeed, inextricably linked. This study examines attitudes to today’s leadership around the world and explores the fundamental role of communication in informing and delivering that leadership.2 | 10.04.2012
  • 3. The Ketchum Leadership Communication Monitor: ObjectivesThis global study starts from the premise that effective leadership is essential toachieving any of society’s goals – whether in politics, business, spirituality or community-building. Against this background, it sets out: 1 To assess how today’s leaders – and their communication – are judged 2 To rank the most important leadership attributes and communication behaviors of effective leaders 3 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. 3 | 10.04.2012
  • 4. MethodologyKetchum Global Research & Analytics Markets: N=and IPSOS fielded a 10 minute online US 319survey of a representative general UK 308public sample of 3,759 totalrespondents in 12 markets from France 310December 14 2011 – January 10, Germany 3152012. The global margin of error is +/- Spain 3211.6%, local margin of error is +/-6%. Poland 309Final data for each market were China 327weighted by market specific Singapore 309demographic profiles including India 293gender, age, region, race and income, UAE 312where applicable. South Africa 320 Brazil 3164 | 10.04.2012
  • 5. EXECUTIVE SUMMARY: GLOBAL PERSPECTIVE5 | 10.04.2012
  • 6. Global Headline Findings – Leaders Are Falling Short1 A crisis in everyissense: Thebyhow they global economic crisis matched a crisis of confidence in leaders and 5 (Still) never trust a politician? Politicians rank among the worst performers on every measure, though expectations of their communicate – a vast gap remains ability to deliver effective leadership are between expectation and delivery. unmatched.2 6 An expectation of leadership ... and of Knowledge is power: Knowledge-led disappointment: The world is still looking industries, including technology, media and to leaders in difficult times, but the public telecommunications, top the leadership expects to be let down more in 2012 than table, with consumer goods bringing up the 2011. rear.3 7 Talk to me! Leaders across all categories A disillusioned West: Europeans and score nearly as badly on communication – Americans are more unhappy with their yet effective communication is seen as leaders than are respondents from critical to effective leadership and business emerging markets. success.4 Doing the business: Corporations come out on top as both leaders and as communicators, with bankers making the top-5. 6 | 10.04.2012
  • 7. Global Headline Findings –A Blueprint for Effective Leadership1 Close the say-do gap: The world wants more than just a story. Leading by example, making the tough decisions and showing grace under 5 The way to be seen as trustworthy is to be trustworthy: For companies, trustworthiness trumps even attributes such as quality of pressure are all vital attributes for great management, financial strength and innovation leaders. as representing the mark of true leadership.2 Strong, silent types need not apply: Clear, 6 transparent communication - including Let them look you in the eyes: Personal admitting mistakes - is imperative to presence and involvement in communication effective leadership. are key sources of leadership credibility.3 Dont sugar-coat it: People seek leaders who Traditional is traditional for a reason: Personal 7 are willing to be honest about the challenges ahead, rather than holding back to avoid presence through speech-making, broadcast sparking fear. media and print media prove more effective in establishing credible leadership than advertising, social media and digital channels.4 Listen, analyze and adjust: Having adaptable leadership and communication styles are viewed as critical elements for demonstrating true leadership.7 | 10.04.2012
  • 8. LEADERS ARE FALLING SHORT8 | 10.04.2012
  • 9. Globally, Perceptions of Effective Leadership Lacking • Across the globe and categories of leaders, leadership is lacking. • With one-third stating they demonstrate effective leadership, business leaders are perceived as the most effective leaders. Demonstrate Effective Leadership: Poor Excellent Types of Leaders Net B3B (0-2) T3B (8-10) Business 9% 36% +27% Non-profit organizations 10% 26% +16% Political 21% 25% +4% Religious 18% 25% +7% Sports 16% 23% +7% Local community 12% 22% +10% Celebrities 22% 19% -3%Q1. To what extent does each of the following categories of leader demonstrate effective leadership? 9 | 10.04.2012
  • 10. Leaders Underperform on Expected Behaviors • A global unifying trend is a large gap between the importance of these behaviors and actual performance by leaders – all are below expectations. • On average, there is a 28 percentage point gap between the expectation and the ability of leaders to meet that expectation. Expectation Business Political Top3Box Religious Non-profit Local Community (8-10 rating) Sports Celebrities 80% Expectation of 70% performance 60% 50% 40% Perceived 30% performance 20% 10% 0%Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it comes to being an effective leader, how important is it to demonstrate eachof the following characteristics or behaviors? Please use a scale where 0 is not at all important and 10 is extremely important. How does each leader type perform on attributes? 10 | 10.04.2012
  • 11. Many Find Leaders Failed in 2011 In the past year, business figures demonstrated the most effective leadership. • One-fifth of the global population think no leaders demonstrated effective leadership in the past year. • Insignificant difference between ratings of domestic and international leaders 50% 44% 40% Most Effective Leadership 40% 32% International 30% 28% 27% 30% Domestic 25% 25% 22% 20% 20% 19% 20% 20% 20% 18% 18% 10% 0% Business Political Non-profit Sports Local Religious Celebrities None community Type of LeaderQ13. Looking back at 2011, which three categories of leader best demonstrated Q14. Looking back at 2011, which three categories of leader best demonstrated effective leadershipeffective leadership internationally over the past year? Select up to 3. domestically over the past year? Select up to 3. 11 | 10.04.2012
  • 12. Leaders Don’t Consistently Exhibit Leadership Behaviors • Business leaders are rated highest on leadership performance, especially on Top three leadership behaviors concerning action. • Religious leaders are considered the best at communicating about their behaviors that leader organization. • Even at their best, celebrities, politicians and community leaders are lagging categories exhibit: in their ability to act as effective leaders. Type of Leader Non- LocalDemonstrates well (8-10) Business Political Religious Celebs Sports profit communityMaking tough decisions 49% 34% - - - - -Demonstrating an ability to show results 48% - - - - 28% 42%Providing a clear overall, long-term vision 45% - - - - - -Handling controversial issues calmly and confidently - 33% - - 33% - -Using inspirational rhetoric - 33% 40% - - - -Telling a compelling story about organization - - 39% - - 27% -Bringing out the best in others - - 37% 43% - - 34%Leading by example - - - 44% 34% - 38%Communicating in an open and transparent way - - - 43% - - -Ability to work with different personality styles - - - - 33% 32% -Q4. Now, thinking about those same characteristics, please tell us you how well you feel each of the following demonstrates each characteristic or behavior.Please use a scale where 0 is does not demonstrate at all and 10 is demonstrates completely. 12 | 10.04.2012
  • 13. Increased Confidence in Business Leaders Over Past Year, Drastic Lack of Confidence in Politicos One-third of the globe has more confidence in business leaders now than they did a year ago while almost half have less confidence in political leaders. Level of Confidence in Leaders Now Compared to 2011: Types of International Less More Leaders Confidence Confidence Net Business 25% 35% +10% Non-profit 20% 32% +12% Local community 28% 29% +1% Sports 29% 24% -5% Religious 33% 24% -9% Political 47% 23% -24% Celebrity 33% 22% -10%Q17. Do you have more, less or the same confidence today as you did a year ago in the ability of the following categories of leader to navigate theworld through difficult economic times internationally? 13 | 10.04.2012
  • 14. Still, Political Leaders Expected to Pave Way in 2012 Even though just 25% feel political leaders are effective, 63% say they are the ones whose navigation through difficult economic times will be very important, while 60% say business leaders, and 36% say local community leaders.Q16. How important will effective leadership from each of the following be in terms of navigating through difficult economic times? 14 | 10.04.2012
  • 15. Effective Communications at the Core of a Great Leader Unanimously around the globe, people agree: 48% 48% say 84% give effective of the globe says communication a Communication communication is 10-out-of-10, the important to great highest possible rating of importance = 10 / 10 84% say Communication leadership = 8-10 / 10Q8. Generally speaking, how important is effective communication to great leadership? 15 | 10.04.2012
  • 16. Business Leaders Most Effective Communicators • Global citizens judge leadership types as comparatively equally effective communicators – except for business leaders, who lead the pack. • “Fame and flash” does not equate to effective communication, as celebrities and athletes are seen as least effective communicators. Effective Communicators 48% 39% 39% 38% 35% 30% 29% Business Political Non-profit Religious Local Celebrities Sports community Type of LeaderQ9. Now, thinking about each of the following categories, how effective is each category of leader in communicating? 16 | 10.04.2012
  • 17. Business Leader Communication Closely Tied to Perceptions of Leadership (Global Data) Effective Communication Investing Intent • There is a distinct relationship 44% between a leader’s ability to Recommending Working at Company communicate and perceptions of 43% that leader’s effectiveness. Purchase Intent • Effective business leader 43% communication has the most The Benefit of the Doubt in a Time of Crisis impact on intent of investing in the 38% company. Strength of Correlation 0-.20 low 50% of effective leadership is linked to effective .21-.30 med-low .31-.40 medium communication. .41-.50 med-high .51-.60 highQ1. To what extent does each of the following categories of leader Q5. For business organizations, on a scale of 0 to 10, where 0 is not at all important, and 10 is extremelydemonstrate effective leadership? important, how important is your perception of company’s leader and leadership when it comes to … Q8. Generally speaking, how important is effective communication to great leadership? 17 | 10.04.2012
  • 18. Knowledge Industries Demonstrate Greatest Leadership Industries demonstrating very effective leadership: Technology Media Telecommunications Trust Summary Banks Distrust Summary Energy Financial services Automotive Entertainment Food & Beverage Pharmaceuticals Biotech Retail Transportation Insurance OTC healthcare Spirits 21% CPG 20%Q2. To what extent does each of the following industries demonstrate effective leadership? 18 | 10.04.2012
  • 19. Europe Unsatisfied with Leaders, US Less So, While China Has Few Complaints Eastern hemisphere finds 2011 a year of effective global leadership – West disagrees. • Almost a quarter of Europeans and Americans find that no international leaders demonstrated effective leadership in 2011. The same is true for only 6% of Chinese. • Europeans and Americans rate political and business leaders especially low on 2011 effectiveness, Chinese rate both much higher (political: 25% Europe; 32% US; 59% China; business: 52% China; 32% US; 35% Europe). Chinese hold all leaders in high regard – and are much more likely to say business and political leaders are effective than Americans and Europeans. • Compared to the US and Europe, Chinese find business figures very effective leaders (53%; 28% US; 27% Europe) – the same is true for political leaders (61%; 18% US; 20% Europe). • Europeans perceive most leaders as lacking effectiveness, especially political (20%; 18% US; 61% China) and religious leaders (16%; 46% China; 27% US). • Americans have more neutral perceptions of leaders – often finding leadership effectiveness sufficient but not excellent. • Compared to Europeans, however, Americans rate religious leaders as effective (27% US vs. 16% Europe).19 | 10.04.2012
  • 20. Americans Expect More from Leaders – But Have Less Confidence in Their Performance Americans have higher expectations of leadership than regional counterparts. • Compared to Europeans , Americans and Chinese heavily favor action-oriented leadership characteristics. Making tough decisions, leading by example and admitting mistakes are all extremely important to leadership. • Making tough decisions (79% US; 64% China; 66% Europe;) • Leading by example (76% US; 73% China; 63% Europe) • Admitting mistakes (74% US; 70% China; 61% Europe) Americans and Europeans have less confidence in leaders now than they did a year ago. • While 18% of Europeans and Americans have more confidence in domestic political leaders now than a year ago, almost triple the amount have less confidence (50% US; 54% Europe). • On the other hand, the majority of Chinese (46%) have more confidence in their political leaders. • The same is true for business leaders – one-third of Europeans (35%) and Americans (33%) now have less confidence (vs. 15% China).20 | 10.04.2012
  • 21. A BLUEPRINT FOR EFFECTIVE LEADERSHIP21 | 10.04.2012
  • 22. Approach to Identifying Drivers of LeadershipTo identify the characteristics and behaviors that matter most to the public’s perceptionof leaders, we employed a statistical analysis to link overall perceptions of leaders andspecific leadership characteristics and behaviors. To determine what matters most, webucketed results four distinct categories described below. Hidden Drivers Key Drivers Things that people don’t explicitly state as being Things people say are important to effective important, but are highly correlated to perception leadership and are highly correlated to perception that a leader is effective. that a leader is effective. Table Stakes Relatively Unimportant Things people see as “must haves” for a an individual to even be considered an effective leader. These Benefits that are not important in shaping items are often considered table stakes, but do not people’s perception of effective leadership. drive perceptions of effective leadership. 22 | 10.04.2012
  • 23. Leaders Should Focus on Results-Driven Behaviors (Global Data) Numerous attributes are key drivers of leadership effectiveness. Behaviors considered especially important to leadership effectiveness concern keeping a level head in times of stress, such as making tough decisions and handling crises calmly and confidently. Key Drivers Hidden Drivers • Making tough decisions • Provide clear overall, long-term vision • Handling controversial issues or crises calmly • Ability to show results and confidently • Ability to delegate responsibility • Bringing out the best in others • Ability to work with different personality styles Table Stakes Relatively Unimportant • Leading by example • Inspirational rhetoric • Admitting mistakes • Telling a compelling story about their • Communicating in an open and organization transparent wayQ1. To what extent does each of the following categories of Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When itleader demonstrate effective leadership? comes to being an effective leader, how important is it to demonstrate each of the following characteristics or behaviors? Please use a scale where 0 is not at all important and 10 is extremely important. How does each leader type perform on attributes? 23 | 10.04.2012
  • 24. Leaders Underperform on Expected Behaviors • A global unifying trend is a large gap between the importance of these behaviors and actual performance by leaders – all are below expectations. • On average, there is a 28 percentage point gap between the expectation and the ability of leaders to meet that expectation. Expectation Business Political Religious Non-profit Local Community Top3Box Sports Celebrities (8-10 rating) 80% 70% Expectation of 60% performance 50% 40% Perceived 30% performance 20% 10% 0%Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it comes to being an effectiveleader, how important is it to demonstrate each of the following characteristics or behaviors? Please use a scale where 0 is not at allimportant and 10 is extremely important. How does each leader type perform on attributes? 24 | 10.04.2012
  • 25. Important for Business Leaders to Communicate in Times of Crisis and Concerning $$ BOTTOM LINE Crisis response Financial results Most important State of the business areas for STRUCTURE business Employee matters Governance policies leaders to Company structure personally communicate: INITIATIVES Marketing products/services Environmental mattersQ12. Which of the following areas of a company are most important for a business leader to be personally involved in communicating? 25 | 10.04.2012
  • 26. Honesty Most Important in Restoring Confidence • More than anything, and in line with the top leadership attribute of transparent communication, global citizens want their leaders to be honest about challenges ahead. • Clear visions for survival are also deemed essential to restoring confidence in 2012. Be open and honest about the nature and scale of the 56% challenge ahead Provide a clearer overall vision for how economies, 48% businesses and other organizations can survive Listen and consult more to help find elusive solutions 44% Seek collaborative solutions to challenges, rather than going it alone 43% Focus less on overall vision and rhetoric, and more on clear plans of action 41% Be cautious about spelling out challenges and worst cases, for fear of damaging already fragile confidence 17%Q15. What do you believe leaders need to do in 2012 to restore confidence during challenging economic times? Select up to 3. 26 | 10.04.2012
  • 27. Adaptability Is Optimal for Leadership Style The Director: One-way authority, where leader defines tasks and roles for others, but retains responsibility for outcomes. 12% The Situational Leader: Leader uses all of the above, adjusting the behavior to the best outcome for the 45% 19% The Listener: Leader gets input from situation. followers, then defines tasks and roles, retaining responsibility for outcomes. 11% 13% The Delegator: Leader works with followers to define tasks and The Partner: Leader and followers work roles, then delegates responsibility together to define roles and to assign to followers. responsibilities.Q6. Which option best describes the leadership style of an effective leader? 27 | 10.04.2012
  • 28. Situational Communication Style Optimal for Leaders Variety of messages according Uses all three communication to each audiences styles, adapting them to the demands, gaining their particular situational need commitment to the overall intended direction 18% 36% Central message to different 23% audiences, taking particular needs into account, allowing for 24% alignment of their Consistent clear situation to the message, giving central goal direction from the center to all audiencesQ7. Which option best describes the optimal communications style of an effective leader? 28 | 10.04.2012
  • 29. Trust and Quality in a Company Determines Leadership Rated among top five Most important Attributes most important attributes for a Trustworthy 46% Quality products/services 43% company to be A good place to work 35% described as a Customer service 35% Quality of management 34% leader: Financial strength 33% Ethical business practices 33% Innovative 29% Respect 28% Corporate social responsibility 28% Environmental responsibility 28% Customer-focused 27% Commitment to communities 18% Diversity 15% Philanthropic/Charitable 10%A19. Listed below are some attributes that might be used to describe a company. For a company to be considered a leader, how importantwould it be for it to demonstrate the following attributes? Select up to five (5). 29 | 10.04.2012
  • 30. Opinions of Credibility Formed by Hearing and Seeing Leaders Speak Sources View as credible Physical presence is key: In-person contact 50% Most credible communication Televised speech 43% sources include physically seeing a Broadcast media 41% leader speak; in-person contact, Print media 38% televised speech and broadcast Word-of-mouth 38% media. Press releases 37% Financial publications/analysts 34% Company website 25% Online media/blogs 20% Traditional communication tactics Facebook 16% like press releases and word-of- Advertising/Commercials 13% Other social media platforms 10% mouth are also viewed as credible Brochures 10% sources, more so than online Twitter 8% channels. Web chats 8%Q10. When forming your opinions about leaders and leadership, which of the below sources do you view as credible? Please select up to 5. 30 | 10.04.2012
  • 31. Although Effective Leadership Is Low, Trust in ManyLeaders Still High When Quoted in Media• Political figureheads face a large gap in trust when quoted in the media. • Business leaders are found to be very trustworthy, second only to non-profit leaders. Level of trust when quoted in media: Net Types of Leaders Distrust Summary Trust Summary Non-profit 27% 73% +46% Business 36% 64% +28% Sports 37% 63% +26% Local community 40% 60% +20% Religious 46% 54% +8% Celebrity 56% 44% -12% Political 69% 31% -38% 31 | 10.04.2012
  • 32. Moving Forward in 2012 and Beyond: Regionally While all regions principally demand openness about the nature and scale of the challenge in 2012, other actions differ by region:The US wants action – Europe and US want China wants a strongleaders to focus less on honesty – leaders to be direction – leaders tovision and rhetoric and open and honest about present a clear visionmore on clear plans of the nature and scale of for how economies andaction. challenges ahead. business can survive.(49%; 39% Europe; 37% China) (52%; 57% US; 43% China). (54%; 44% US; 41% Europe). 32 | 10.04.2012