Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Become a Strategic Communicator


Published on

Presented at the 2016 Summit of the Society for Technical Communication in Anaheim, CA.
Presented on January 18, 2017 to the STC Philadelphia Metro Chapter via webinar.

Published in: Education
  • Be the first to comment

Become a Strategic Communicator

  1. 1. Become a Strategic Communicator David L. Caruso, MAPW
  2. 2. Intro and overview •Why are we here? •Strategic thinking – what is it and why should you care. •“Hoot…hoot” #STC16 @DCCD
  3. 3. #STC16 @DCCD Can you see the big picture? leaders engineers
  4. 4. Your story •How do you feel at work? •How do your coworkers view your role? •“I feel underappreciated.” •“If I could only find a project where I could shine…” #STC16 @DCCD
  5. 5. Your goal internal monologue should be… “I solve problems” “I add value” “I improve quality” “I make my role critical” #STC16 @DCCD
  6. 6. VPN NOT THIS… #STC16 @DCCD
  7. 7. VPN Value Worth, useful, helpful, advantage Priority Primary, most important (may not be most urgent) Nexus Connection, convergence #STC16 @DCCD
  8. 8. #STC16 @DCCD Spark The Role of Strategic Thinking in Business Planning
  9. 9.
  10. 10. What is Strategic Thinking? Strategic Thinking is a planning process that applies innovation, strategic planning and operational planning to develop business strategies that have a greater chance for success. #STC16 @DCCD
  11. 11. What is Strategic Thinking? a process innovation, strategic planning and operational planning success. #STC16 @DCCD
  13. 13. #STC16 @DCCD Why is Strategic Thinking Important? •Organizational need •Location, location, location •It fits squarely within the communicator’s zone
  14. 14. #STC16 @DCCD First step…Research Who/what are your current research inputs? •Internal = employees •External = customers and the competition •How do you get the information you need?
  15. 15. Benchmarking
  16. 16. C B inputs – how do your customers tell you what they need? B C outputs – how do you tell your customers what you are offering them? C  C ? – You do know your customers could be talking to each other about you, right?
  17. 17. E  B inputs – how do your employees tell you what they need? B E outputs – how does your org tell their employees what they need to know? E  E ? – You do know employees gossip about the company, right?
  18. 18. Benchmarking Who are the market leaders in your sector? What is your source for industry best practices? Who do you compare your outputs to/with?
  19. 19. Innovation/Change Benchmarking Customer Employee
  20. 20. #STC16 @DCCD Innovation • Change happens • What is the change management plan? • What will the new normal look like? • How can you help?
  21. 21. Strategic Planning •Mission •Vision •Goals •S.W.O.T •Gaps #STC16 @DCCD
  22. 22. Mission •Mission Statement – highest level of this process, should happen for organization and for “mission critical” sub-units (branches, teams, centers etc.) •May be a good first step but revisit at the end to make sure it is still relevant #STC16 @DCCD
  23. 23. #STC16 @DCCD Vision = “We believe…” A vision statement should answer the question “What do we believe?”
  24. 24. #STC16 @DCCD Vision Statement Example - Apple Apple’s current (2015) vision statement was introduced by CEO Tim Cook, who stated: “We believe that we are on the face of the earth to make great products and that’s not changing…We believe in the simple not the complex. We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us… vision-statement
  25. 25. #STC16 @DCCD Wait, what did he say? = VPN “We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us…”
  26. 26. #STC16 @DCCD Goals • SMART in construction • Should fit within the context of higher levels and written in the same style (mission and vision)
  27. 27. S.W.O.T •Strengths •Weaknesses •Opportunities •Threats #STC16 @DCCD
  28. 28. #STC16 @DCCD Gaps • Funding and Staffing are the usual suspects • Try to dig deeper…what is in the way of making the goals happen? • Are there admin or engineering approaches to closing these gaps? NOT THIS…
  29. 29. Innovation Strategic Planning Operational Planning
  30. 30. •Action plans – how are you going to do the things you said you wanted to do in your goals? •Measure/Evaluate • How will you know when you’ve achieved your goals? If so…[what]? If not…[what]? Operationalization* #STC16 @DCCD *This may top my list for most hated business jargon!
  31. 31. Benchmarking
  32. 32. VPN MAYBE THIS… #STC16 @DCCD
  34. 34. #STC16 @DCCD Is this role right for you? •Investment •Deep Commitment •Institutional Knowledge •Support •Supervisory •Mentor
  35. 35. Pathways •On the job training •Mentor/Mentee •Back to school •Network #STC16 @DCCD
  36. 36. QUESTIONS
  37. 37. #STC16 @DCCD Resources • Initial spark article • Covey’s Time Management Quadrants • Randy Pausch’s Time Management Lecture to UVA • Linchpin: Are You Indispensable? By Seth Godin • Developing Your Organizational Power and Influence – Andrea Ames LavaCon Keynote 2015