LCEG - Unconference Part 2

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A summary of the Unconference held at Hill and Knowlton on Tuesday 20th March 2012.

A summary of the Unconference held at Hill and Knowlton on Tuesday 20th March 2012.

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  • 1.  Tuesday 20th March 2012London Communicators and Engagement Group
  • 2. ISSUES...• Not taken seriously • Top down/monologue• Not understood • Controlling agenda• Not sexy • Professional credibility• Supportive • Lack of confidence• Legacy perceptions • Employees poor relation• Hard to measure • Discretionary• Vanity comms • Internal/external• Fear of losing control • Lack of professional status • Leadership role ill defined • Lack of perceived consequences• Mismatch with biz opportunities • innovation• Looking through the wrong lens
  • 3. SOLUTIONS...• Skills • Create allies - consultants     -make ‘em famous - business acumen • Build confidence• Brand         -quick wins -  case studies- relevant -  create advocates • Strategy - insight led• Silo busters -commercial - facilitators - brand - big picture - bigger picture• Hold up a mirror - highlight issues and solutions • Status -delivery - business intelligence - confidence - relationships/politics
  • 4. Issues... Solutions... Downstream Strategic Tactical Insights lead Support function Value chain Facilitators Transformational Strategic Creativity Professional status     Innovation Integrated Challenge Commercial Business acumen Discretionary Hard measures Soft stuff Risks Evidence based
  • 5. ISSUES...  Its impact can’t be separated from Soft skillsNo objectivity other business managementWhy does it matter?  Senior managers don’t understand Difference between comms and buisness  internal comms and it’s valuecomms  Not enough info about where the Internal comms folk don’t understand  organisation is goingbusiness dynamics  ROI is the wrong thing to measureJust sanitisers – a tool of managementIt would happen anyway  Not knowing the KPI’sAnyone can do it???  What’s the point of measurement?Cannot be singled out  Seen as broadcasting not  communicating
  • 6. SOLUTIONS... Cost of doing badly v well  Identify appropriate baselines Not purely financial  Employee speed of access to info  and ability to use it effectively Comparison to external agency fees  ID on a day to day basis and  Correlation  feedback MI to senior management Measure project success  Link to performance measures Provision of valuable M.I.  Measure untapped potential to  improve New management approval ratings
  • 7. ISSUES... SOLUTIONS... Do we know better than the   Behaviour change training for  audience do? communication people It’s beyond just I.C  Behaviour change strategy set Long term vs short term  Behaviour change about changing  It’s a new skill set? About  culture psychology – we need upskilling?  Discipline about audiences Science vs art in communication  Appoint a chief detail officer who is  Empathy based looking for details that make the big  Self interest  difference Evidence based  Needs role models Measurement- need even clearer   Needs internal ambassadors and  intentions shared beliefs to strive to live by Business more about culture, how   IC role to frame and facilitate  and why concept in engaging way Cultural sensitivity  It needs to be integrated financially Requires more collaboration  Requires individual reflection and  personal buy in
  • 8. ISSUES... SOLUTIONS...  I.C needs to understand  Aren’t they the same thing? Do  organisational behaviour and  differently? psychology more Audience has to change  I.C enabler and a key part of wanting  Its not a choice in today’s climate behaviour change Why change? Personal resistance.   Evolution WIIFM  Both need senior leadership,  People don’t understand what  sponsorship and role modelling behaviour change is?  Work from the groundswell, peer  We are hired for our potential not  pressure and social norms key for what we are today  I.C is an output and input , Behaviour  We need the tools for I.C teams to  change is the outcome adapt  Be more at the strategic level – part  It needs role models of the team  Both need research and evidence  base