The document discusses strategies for turning employees into advocates by engaging 80% of employees who are not initially advocates. It recommends getting employees' attention through creative means, getting leaders more involved, bringing employees "in the loop", building bridges between internal and external communications, showing employees how their work matters, and getting input from employees. Specific tactics mentioned include executive videos, virtual employee feedback boards, and interactive campaigns like whiteboard messages or awards nominations. The overall goal is to make communications more engaging, two-way and relevant to employees' lives.

1. Turning Employees Into Advocates
IABC Minnesota
www.crescenzocomm.com
Steve Crescenzo

2. Turning Employees Into Advocates
It is an uphill climb . . .
to say the least

3. The 10‐10‐80 Rule
 10 Percent: Advocates already
 10 Percent: Never will be advocates
 80 Percent: This is who we need to reach,
engage, influence, educate, moJvate and
inspire and trust

5. What we must do:
 Get their aMenJon!
 Get leaders more involved . . . In a beMer way
 Bring people “in the loop” and treat them like
adults
 Build bridges between the internal and
external worlds
 Show them that what they do maMers to the
big picture
 Show them their ideas/opinions maMer

6. Get their aMenJon!
We can’t be boring!

7. We are nobody’s first priority!
 Priority #1: Family, hobbies, passions
 Priority #2: What do I need to know in order
to do my job?
 Priority #3: Cool stuff that sucks me in
 Priority #4: Everything else . . . Including our
stuff

8. COMPETITION
Blogs
You Tube
Magazines
24‐hour news cycle
Podcasts
Radio
Satellite Radio
iTunes
TwiMer
Facebook
Novels Email
Online Shopping
LinkedIn
ConversaJon
Tivo
Television
Satellite TV
Online Gaming
Phones
Hobbies
Family
Flickr
Sports
Drinking
Performing Arts
Exercise
Newspapers

11. PresentaJon of the Big Check

18. YouTube!

19. ExecuJve Videos!

22. “Corporate” Communication Is Dying
 Pudgy white men in suits spewing corporate
boilerplate
 Formulaic writing
 Jargon, buzzwords, platitudes
 Top-down information flow

23. Corporate vs. CreaJve
 Top down vs. interacJve and parJcipatory
 SJff and formal vs. conversaJonal
 Policies and programs vs. people
 Old vehicles vs. new vehicles
 Safe content vs. “risky” content
 Formulaic wriJng vs. great storytelling

31. Turn around boring topics
“We had a meeting!”

35. MassMutual MeeJng Videos
 Day One: Chat with CEO on the plane to Orlando;
conversaJons with the “advance team”
 Day Two: Talking with “rookies”
 Day Three: Talking with veterans
 Day Four: Talking with awards winners
 Day Five: Closing party; the “three things” the meeJng did for
people: mentoring, networking, learning

36. That dreaded “E” word!
Engagement

37. Engagement: Q12 QuesJons
 Do you know what is expected of
you at work?
 Do you have the materials and
equipment you need to do your
work right?
 At work, do you have the
opportunity to do what you do
best every day?
 In the last seven days, have you
received recogniJon or praise for
doing good work?
 Does your supervisor, or someone
at work, seem to care about you
as a person?
 Is there someone at work who
encourages your development?
 At work, do your opinions seem
to count?
 Does the mission/purpose of your
company make you feel your job
is important?
 Are your associates (fellow
employees) commiMed to doing
quality work?
 Do you have a best friend at
work?
 In the last six months, has
someone at work talked to you
about your progress?
 In the last year, have you had
opportuniJes at work to learn
and grow?

38. Engagement
 How many of those can we influence?
 Engagement involves the enJre organizaJon—
managers, HR, OD, top‐level execuJves
 What if you’re not in a posiJon to do that?
 What CAN you do?

39. Engagement: Q12 QuesJons
 Do you know what is expected of you at work?
 At work, do your opinions seem to count?
 Does the mission/purpose of your company make you feel your job is
important?
 Are your associates (fellow employees) commiMed to doing quality work?
 In the last year, have you had opportuniJes at work to learn and grow?

40. What we must do:
 Get their aMenJon!
 Get leaders more involved . . . In a beEer way
 Bring people “in the loop” and treat them like
adults
 Build bridges between the internal and
external worlds
 Show them what they do and say maMers
 Show them their opinions maMer
 Get our leaders more involved in engagement

44. Coach your execuJves

45. They will actually get beMer

53. What we must do:
 Get their aMenJon!
 Get leaders more involved . . . In a beMer way
 Bring people “in the loop” and treat them
like adults
 Build bridges between the internal and
external worlds
 Show them what they do maMers to the big
picture
 Show them their ideas/opinions maMer

69. Create a virtual editorial board
 Put an ad in one of your vehicles
 You want feedback
 Won’t be a lot of work
 No meeJngs . . .ever!
 100 percent voluntary
 Create a mailing list
 E‐mail when you want feedback

70. “The Water Cooler”

71. How does she use it?
 “Whenever we have a major announcement,
big news, state of the organizaJon message,
etc., we send out an e‐mail to the WCG aier
the fact to ask them if they heard it/read it/
saw it, understood it, have any quesJons,
heard any quesJons, need to know more,
want to know more, etc.”

72. How does she use it?
 “SomeJmes I used to wonder if anyone was
out there paying aMenJon. Now I have the
Water Cooler Gang.”

75. What we must do:
 Get their aMenJon!
 Get leaders more involved . . . In a beMer way
 Bring people “in the loop” and treat them like
adults
 Build bridges between the internal and
external worlds
 Show them what they do maMers to the big
picture
 Show them their ideas/opinions maMer

98. What we must do:
 Get their aMenJon!
 Get leaders more involved . . . In a beMer way
 Bring people “in the loop” and treat them like
adults
 Build bridges between the internal and
external worlds
 Show them what they do maEers to the big
picture
 Show them their ideas/opinions maMer

124. UPS Whiteboard Campaign

128. Crescenzo Communications,
Inc.
“Marker Madness”
During “March Madness”

129. UPS Marker Madness

131. Crescenzo Communications,
Inc.

132. What we must do:
 Get their aMenJon!
 Get leaders more involved . . . In a beMer way
 Bring people “in the loop” and treat them like
adults
 Build bridges between the internal and
external worlds
 Show them what they do maMers to the big
picture
 Show them their ideas/opinions maEer

137. “Philips Way” intro page

138. “Philips Way” nomition form

139. “Philips Way” nomination form (con’t.)

146. Contact Information
 Phone: 312-286-6696; 773-759-3756
 E-mail: steve@crescenzocomm.com
 Blog: www.corporatehallucinations.com
• Web Site: www.crescenzocomm.com
• Twitter: @crescenzo;
• FaceBook: Crescenzo Communications
• LinkedIn: Steve Crescenzo
• Skype: Steve Crescenzo