lceg - unconference part 2

10
Tuesday 20th March 2012 London Communicators and Engagement

Upload: londoncommunicators

Post on 20-Jun-2015

451 views

Category:

Business


0 download

DESCRIPTION

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

TRANSCRIPT

Page 1: LCEG - Unconference Part 2

 Tuesday 20th March 2012London Communicators and Engagement Group

Page 2: LCEG - Unconference Part 2
Page 3: LCEG - Unconference Part 2
Page 4: LCEG - Unconference Part 2

ISSUES...

• Not taken seriously• Not understood• Not sexy• Supportive• Legacy perceptions• Hard to measure• Vanity comms• Fear of losing control• Leadership role ill defined• Mismatch with biz

opportunities• Looking through the wrong

lens

• Top down/monologue• Controlling agenda• Professional credibility• Lack of confidence• Employees poor relation• Discretionary• Internal/external• Lack of professional status • Lack of perceived

consequences• innovation

Page 5: LCEG - Unconference Part 2

• Skills- consultants- business acumen

• Brand- case studies- relevant- create advocates

• Silo busters- facilitators- big picture

• Hold up a mirror- highlight issues and

solutions- business intelligence

• Create allies -make ‘em famous

• Build confidence -quick wins

• Strategy - insight led-commercial- brand- bigger picture

• Status -delivery- confidence- relationships/politics

SOLUTIONS...

Page 6: LCEG - Unconference Part 2

Professional status   

Discretionary

Soft stuff

Strategic CreativityInnovation Integrated

ChallengeCommercialBusiness acumen Hard measuresRisksEvidence based

Issues... 

Downstream Tactical Support function

Solutions...

Strategic Insights leadValue chain FacilitatorsTransformational

Page 7: LCEG - Unconference Part 2

ISSUES...

Soft skillsNo objectivityWhy does it matter?Difference between comms and

buisness commsInternal comms folk don’t

understand business dynamicsJust sanitisers – a tool of

managementIt would happen anywayAnyone can do it???Cannot be singled out

Its impact can’t be separated

from other business

management

Senior managers don’t

understand internal comms

and it’s value

Not enough info about where

the organisation is going

ROI is the wrong thing to

measure

Not knowing the KPI’s

What’s the point of

measurement?

Seen as broadcasting not

communicating

Page 8: LCEG - Unconference Part 2

SOLUTIONS...

Cost of doing badly v well

Not purely financial

Comparison to external agency fees

Correlation

Measure project success

Provision of valuable M.I.

New management approval ratings

Identify appropriate baselines

Employee speed of access to info and ability to use it effectively

ID on a day to day basis and feedback MI to senior management

Link to performance measures

Measure untapped potential to improve

Page 9: LCEG - Unconference Part 2

ISSUES... Do we know better than the

audience do? It’s beyond just I.C Long term vs short term It’s a new skill set? About

psychology – we need upskilling? Science vs art in communication Empathy based Self interest Evidence based Measurement- need even clearer

intentions Business more about culture, how

and why Cultural sensitivity Requires more collaboration

SOLUTIONS... Behaviour change training for

communication people Behaviour change strategy set Behaviour change about changing

culture Discipline about audiences Appoint a chief detail officer who is

looking for details that make the big difference

Needs role models Needs internal ambassadors and

shared beliefs to strive to live by IC role to frame and facilitate

concept in engaging way It needs to be integrated financially Requires individual reflection and

personal buy in

Page 10: LCEG - Unconference Part 2

ISSUES...

Aren’t they the same thing? Do differently?

Audience has to change Its not a choice in today’s

climate Why change? Personal

resistance. WIIFM People don’t understand what

behaviour change is? We are hired for our potential

not for what we are today We need the tools for I.C

teams to adapt It needs role models

SOLUTIONS... I.C needs to understand

organisational behaviour and psychology more

I.C enabler and a key part of wanting behaviour change

Evolution Both need senior leadership,

sponsorship and role modelling Work from the groundswell, peer

pressure and social norms key I.C is an output and input ,

Behaviour change is the outcome Be more at the strategic level –

part of the team Both need research and evidence

base