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Building Pride, Overcoming Prejudice
A live case study on improving and leading communications
#Høstseminaret @ukgovcomms ...
Today – in a Tweet
The United Kingdom Government
England
Scotland
NI
Wales
The United Kingdom Government
24 Government Departments
330 Non-Departmental Government Organisations
395,000 people emplo...
2. Politics and Socioculture
Rt Hon
Lord Francis Maude
Rt Hon
Matt Hancock MP
Four Challenges Posed To Communications By The UK Government
Politics
Money
People
Rigour
Our Response
Politics
Money
People
Rigour
Do
Anything
Do Nothing
Do
Something
Do
Something
More
The Money Thing – Overall Comms Spend
87%**
160*263*3301150
*estimated
** potentially
Annual Spend £
1989*3270*410314200An...
The Money Thing – Communicators Employed
6600
4000
2500
The People …. Importance of Leadership
• Practise visible, face to face, listening leadership
• Provide easy access to tra...
HighMedium
Inconsistent or
incomplete performer
Likely to
progress
beyond
current
grade
Could
progress
beyond
current
grad...
HighMedium
Inconsistent or
incomplete performer
Likely to
progress
beyond
current
grade
Could
progress
beyond
current
grad...
Our top talent programme
in partnership with
Also:
Early Talent programme
Mentoring and Coaching
Leadership Training cours...
1. Focus on objectives, don’t put them in a drawer
2. Quarterly reporting matters!
3. Challenge complacency and middle man...
Training Resources (You Can Use These Too!)
https://gcs.civilservice.gov.uk/
Fully Accessible
To Anyone By
Internet
The Rigour
1. Practise excellent leadership and actively manage ‘talent’
2. Promote our success and recognise our people
3. Get relen...
Our premise
A stronger and
exemplary
profession
A stronger and
exemplary
profession
Better careers,
career paths and
caree...
Our journey Press officer
Rapid rebuttal, policy launch, email, web writer
Integrated Communicator
Data analyst, content d...
Data Based Insight
Conscience
Effective Challenge
Collaboration
To be an effective communications leader
You need ….
And w...
In and visible
Not invisible
And be….
Make it Easy for people to do something
(right channel and short process)
Make it an Attractive decision to make
(Make it ...
Seven Ambitions To 2020
1. Apply and exploit big data
2. Build our understanding of behavioural science
3. Develop a new r...
Building Pride, Overcoming Prejudice
A Case Study about improving communications. And leading.
@Høstseminaret @ukgovcomms
...
Russell Grossman: Storbritannias nye kommunikasjonsstrategi
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Russell Grossman: Storbritannias nye kommunikasjonsstrategi

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Russell Grossman forteller om arbeidet med ny kommunikasjonsstrategi. Han er kommunikasjonsdirektør i Nærings- og innovasjonsdepartementet (Department for Business, Innovation and Skills) i Storbritannia og har ansvar for å bygge og implementere en ny kommunikasjonsstrategi for det engelske statsapparatet. Russell er også leder for International Association of Business Communicators. Han har tidligere jobbet for BBC og den engelske skatteetaten som ansvarlig for internkommunikasjon.

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Russell Grossman: Storbritannias nye kommunikasjonsstrategi

  1. 1. Building Pride, Overcoming Prejudice A live case study on improving and leading communications #Høstseminaret @ukgovcomms @russellgrossman Russell Grossman, ABC, DipPR, FRSA, FCIPR, FCIM russell.grossman@bis.gsi.gov.uk Group Director of Communications, UK Department for Business, Innovation & Skills A Director of the Government Communication Service Head of Internal Comms Discipline, UK Government www.gov.uk/bis Immediate Past International Chair, IABC www.iabc.com Director, Engage for Success www.engageforsuccess.org
  2. 2. Today – in a Tweet
  3. 3. The United Kingdom Government England Scotland NI Wales
  4. 4. The United Kingdom Government 24 Government Departments 330 Non-Departmental Government Organisations 395,000 people employed (was 515,000 in 2010) Of which…. 4,000 are communications specialists (was c6,000 in 2009)
  5. 5. 2. Politics and Socioculture Rt Hon Lord Francis Maude Rt Hon Matt Hancock MP
  6. 6. Four Challenges Posed To Communications By The UK Government Politics Money People Rigour
  7. 7. Our Response Politics Money People Rigour Do Anything Do Nothing Do Something Do Something More
  8. 8. The Money Thing – Overall Comms Spend 87%** 160*263*3301150 *estimated ** potentially Annual Spend £ 1989*3270*410314200Annual Spend NOK 77%*71%
  9. 9. The Money Thing – Communicators Employed 6600 4000 2500
  10. 10. The People …. Importance of Leadership • Practise visible, face to face, listening leadership • Provide easy access to training resources (especially free ones!) • Champion personal development (inc. yours!) – min 5 days a year • Assess and monitor progress rigorously and regularly • ‘Talent manage’ your people (and possibly other people’s people!) Agree it Do it Record it Share it
  11. 11. HighMedium Inconsistent or incomplete performer Likely to progress beyond current grade Could progress beyond current grade Best suited to current grade Capability Potential High Capability Fully effective Strong Early Promise High Potential Very strong contributor (Ready for promotion) Early Promise Potential Leader Growing Leader/Strong Contributor Developing Satisfactory Contributor Valued Contributor The Talent Grid We Use
  12. 12. HighMedium Inconsistent or incomplete performer Likely to progress beyond current grade Could progress beyond current grade Best suited to current grade Capability Potential High Capability Fully effective Strong Early Promise High Potential Very strong contributor (Ready for promotion) Potential Leader Growing Leader/Strong Contributor Valued Contributor The Talent Grid We Use
  13. 13. Our top talent programme in partnership with Also: Early Talent programme Mentoring and Coaching Leadership Training courses 360 feedback Aspire
  14. 14. 1. Focus on objectives, don’t put them in a drawer 2. Quarterly reporting matters! 3. Challenge complacency and middle management 4. Learn from your mistakes and show you do 5. Trust people, but verify that with evidence 6. Recognise your role as communicator-in-chief. People look to you for this. 7. Make progress by attacking unnecessary process 8. It is better to collaborate than to conflict 9. Make continuous improvement a professional creed 10. Know the day to day detail as well as the broad strategy More skilledMore skilledLess bureaucraticMore unifiedMore unified Ten Rigorous Principles For Comms Leadership
  15. 15. Training Resources (You Can Use These Too!) https://gcs.civilservice.gov.uk/ Fully Accessible To Anyone By Internet
  16. 16. The Rigour
  17. 17. 1. Practise excellent leadership and actively manage ‘talent’ 2. Promote our success and recognise our people 3. Get relentless stakeholder buy in 4. Have a single comms plan which all Government signs up to 5. Standardise campaigns : objectives, audience, strategy, implement, score (OASIS) 6. Make measurement core 7. Understand, practise and fully exploit ‘digital’ [“it’s a culture not a channel”] 8. Pay special attention to Internal Communications 9. Be open to new ideas (as well as old ones)– know future trends and tools 10. Continually reduce cost More skilledMore skilledLess bureaucraticMore unifiedMore unified Ten Rigorous Principles For Comms Practice
  18. 18. Our premise A stronger and exemplary profession A stronger and exemplary profession Better careers, career paths and career management Better careers, career paths and career management Better governance Better governance Strong, bold leadership Strong, bold leadership Greater accountability Higher and shared standards More collaboration More collaboration Secondments and mentoring More respect, inside and outside of government More respect, inside and outside of government Make the best, standard More skilledMore skilledLess bureaucraticMore unifiedMore unified
  19. 19. Our journey Press officer Rapid rebuttal, policy launch, email, web writer Integrated Communicator Data analyst, content designer, movement builder Media Handler Campaign delivery, blogger, tweeter 2009 2015 2020 The Death Of The Press Officer
  20. 20. Data Based Insight Conscience Effective Challenge Collaboration To be an effective communications leader You need …. And what you need to have…. Judgement, Resilience, Courage, Intuition, Tenacity, Good Grace and not infrequently, a sense of humour
  21. 21. In and visible Not invisible And be….
  22. 22. Make it Easy for people to do something (right channel and short process) Make it an Attractive decision to make (Make it personalised from “a source I trust”) Make it a Social thing to do (“other people do this”) Make the communications intervention is Timely (priming, framing, key moments) 23 EAST Campaign Design Principles
  23. 23. Seven Ambitions To 2020 1. Apply and exploit big data 2. Build our understanding of behavioural science 3. Develop a new relationship with our audiences 4. Create a structure and content of messages that builds trust 5. Build responsive media centres. Make algorithms your friend 6. Prioritise new technology, but be wary of fads 7. Identify, develop and retain talent
  24. 24. Building Pride, Overcoming Prejudice A Case Study about improving communications. And leading. @Høstseminaret @ukgovcomms Russell Grossman, ABC, DipPR, FRSA, FCIPR, FCIM russell.grossman@bis.gsi.gov.uk Group Director of Communications, UK Department for Business, Innovation & Skills Head of Internal Comms Discipline, UK Government www.gov.uk/bis Immediate Past International Chair, IABC www.iabc.com Director, Engage for Success www.engageforsuccess.org

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