KC/IABC Lunch July 18, 2013 - Building Internal Partnerships - Dave Seifert
1. Building internal partnerships
OR ... Getting leaders to listen!
Kansas City/IABC July 18, 2013
David P. Seifert, ABC
SEIFERT COMMUNICATION
writing • editing • internal communication consulting
2. Our agenda
Internal communication ... what it IS ...
and ISN’T ... with expert opinions
Top 5 principles of building
successful internal partnerships
Audience participation ...
cases/examples
Questions
The tale of a Pufferfish
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3. Internal communication
What it is ... and is not
◦ Yes: Engaging employees on behalf of
business objectives
◦ No: Internal PR/marketing; employee
relations
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4. The internal communication
cycle
Information distributor: send out stuff
Internal PR: babies, birthdays, bowling scores
Business partner: influence behavior to create results
Where are you? Where do you want to
be?
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5. To be a business partner ...
Takes more than sending out
better/more stuff
It’s about building relationships and
trust ... partners, not “internal clients”
Not INSTEAD of electronic
communication/technology but
“both and”
People still matter
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6. Jim Shaffer:
◦ “In the old days when internal
communication managed
formal communication
channels, practitioners could do most of
their work sitting at their desks.”
◦ “Today it's essential that internal
communication people know the business
of the business. That can't happen
without solid partnerships throughout
the enterprise.”
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7. Carol Kinsey Goman:
◦ “Because relationships are the key
to innovation, organizations are
using architecture to create
physical environments that stimulate
both arranged and chance encounters.”
◦ “The success of any collaborative effort
is dependent upon well-developed
personal relationships among participants.
And nothing builds relationships better
than face-to-face encounters.”
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8. 5. LISTEN AND LEARN
Listen ... before you talk
Ask questions
Learn ... about the leader’s business
and what keeps him/her awake at
night
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9. 4. COACH AND
ENCOURAGE
Talk to the leader about
his/her communication role
Call out their successes
What about training?
Check for progress
(measure the right things)
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10. 3. BE REALISTIC
Tailor a solution to the situation
(not “off the shelf”)
Communication can’t solve world
hunger
You can’t save them from themselves
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11. 2. TELL THE TRUTH
You may be the ONLY one willing to
deliver bad news
Mark Schumann:
“Our commitment to truth as
communicators, and our diligence at
strengthening
the competencies to enable us
to communicate with truth, is at the heart
of what it takes to be
an „ageless‟ communicator.”
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12. 1. BUILD TRUST
Remember: It’s about the
business, not just the information or
the technology
The strength and breadth of your
relationships will determine your
success
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13. CASE #1
A leader is trying to communicate
business priorities and progress
His primary method is a monthly
managers’ meeting where he shares
information to be used by those
managers
But the information isn’t getting
through to the front lines
WHAT’S YOUR SOLUTION?
14. CASE #2
A major change management initiative
is breaking down in Phase 2 even
though the leadership team is focused
on the right priorities
The grapevine is running rampant with
(incorrect) information; leaders want to
solve the problem and move forward
WHAT’S YOUR SOLUTION?
15. CASE #3
A business unit has developed a new
marketplace strategy and wants to
communicate to its customers
But employees aren’t yet aware of the
strategy ... and there’s no established
process to talk to them
WHAT’S YOUR SOLUTION?
16. CASE #4
Middle managers in a small to medium
business are working simultaneously
on multiple initiatives for growth
The initiatives are being pursued
separately and, as a result, there are
duplications, re-work, delays, etc.
WHAT’S YOUR SOLUTION?
17. CASE #5
Employees in a small sales unit
(~15 people in a single location)
say there’s no communication in the
unit ... even though they’re sending
each other lots of emails
WHAT’S YOUR SOLUTION?
