Innovation is one of those buzzwords that gets used so much by businesses it can be at risk of losing its meaning. BRW’s Innovation issue (June 15 – 21) has been out for a couple of weeks. It cites an IBM Global Business Consulting 2006 CEO Survey that 35% of chief executives cite failure to create an “innovation culture” as their biggest obstacle.

While overcoming the barriers to an innovation culture may require financial, procedural or structural change, collaborative communication can chip away at those brick walls and provide fuel to the fires of corporate creativity. Drawing on the experience and insights of the whole workforce – the diversity within an organisation – can lead to real breakthroughs in product development, business process or customer service.

Does your communication culture support innovation?
Ideas can be suggested from anywhere in the organisation

• Employees at all levels know how to raise an idea
• Managers know what to do with ideas once they are raised

Collaboration is built in to communication practices

• Team events include time for working on real business challenges
• Collaborative technologies are used (databases, discussion boards, wikis, blogs)
• Knowledge sharing occurs across functions or business units

Innovation is valued

• Leaders tell true stories about innovation within the company that led to business success
• Formal communication (intranet, newsletters) includes ‘idea-trigger’ content from diverse fields and other industries

Links
BRW (Subscription only)
http://www.brw.com.au
IBM CEO Study
http://www-306.ibm.com/e-business/ondemand/us/pointofview/enterprise/mar27/ceo_study.html

June 30. It is a symbolic date as it marks the end of the financial year. The date also presents an opportunity for leaders to communicate with their employees about the achievements and challenges of the past year, and the priorities for the year ahead. It is a chance for the human voice of the leader to reward and recognise, or to call for new effort.

There are many ways to communicate performance and plans to employees. The size, location and nature of an organisation mean that recommending a ‘one-size-fits-all’ approach is not possible. In one company, a CEO email might be just the ticket, while in another organisation a walk-around visit might be what is called for.

A leader’s personal message is an opportunity to show genuine commitment to the company and the people who work there. Good communication at this time can build support and create momentum. Poor communication can reduce commitment and damage morale. Leaders should consider what impact the message would have on them if they were the receiver.

Regardless of how leaders choose to deliver their personal message, here are some considerations:

1. Link results to the longer term company vision, values and strategy.
2. Provide specific examples of success.
3. Frame results realistically. If the result was good but not great it is appropriate to focus on the good, while acknowledging room for growth.
4. If it has been a successful year, focus on the achievements and specific activities that contributed to the success.
5. Thank individuals and teams. 
6. Give credit for good results, and take accountability for poor performance.
7. If performance has been poor, provide clear but realistic expectations as to what is required in the future.
8. Provide an opportunity for feedback.

 

Quick quiz. Pod-casting is:

A. The practice of throwing snow peas
B. The archaic practice of fishing for marine mammals
C. Broadcasting multimedia content via the internet

If you answered A or B, you may want to check out the recent SMH Icon article – a good entry-level overview of podcasting.

If you answered C, you are a master-caster.

Beyond giving a voice to frustrated radio personalities via the world wide web, podcasting is a powerful communication technology within organisations. Companies with a remote or mobile workforce have access to an economical engaging medium that is packaged in a convenient form. The ability to listen to a podcast while travelling or on the road via a laptop, PDA or mobile phone means that there is flexibility for the listener.

A few rules apply to podcasting within organisations:

• Be interesting! Consider the kind of radio that engages you as a listener.
  
• If the CEO is not a great speaker, don’t make them the main voice – use a professional interviewer or ‘host’ and incorporate other speakers as interviewees.
• Break up content into shorter sections, and limit the number of different segments.
• Don’t use podcasting for detailed information or instructions.

Links
SMH Icon Article
http://www.smh.com.au/news/home-audio/the-voice-of-pod/2006/06/21/1150845243193.html
IABC NSW podcast on podcasting
http://www.corpcoms.com/db/IABC.shtml
Wikipedia on podcasting
http://en.wikipedia.org/wiki/Podcasting

For communicators to get a seat at the table in businesses, they must understand the expectations of business.

This was the key theme of the IABC Think Tank session presented by Australian communication consultant Rodney Gray (www.employee-communication.com.au) to the IABC Vancouver conference. He summarises research into what CEOs want from the communication function in their organisations. Rodney also covers leading communication practitioners’ views on what is expected of the communication function.

Links
Rodney’s IABC Think Tank paper: http://www.iabc.com/education/pdf/RodneyGray_ThinkTank3.pdf
Rodney’s site: www.employee-communication.com.au