#internalcomms

What will 2017 bring for internal communication?

Internal Communication blog and movement IC Kollectif closed out 2016 by asking a number of experts around the world the following question:

What would be your greatest hope for the internal communication profession for the year 2017? 

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This year, I have had the fortune to work with some excellent communication practitioners. Through IABC and CEB I have also met IC leaders from a range of industries. Common to many of the conversations have been two opposing ideas: we need to manage new challenges facing the world of work, and we still need to improve our core practice.

I thought about how the past year has presented new challenges for communication.

Life in organisations requires us to continue to adapt. At the intersection of the technological, social, and geopolitical shifts of 2016 is a revolution in work. The World Economic Forum describe this as the Fourth Industrial Revolution. In the face of these factors, how do communicators look forward, when so much time is spent in the trenches where the battles of value creation, tactical execution, and the push for strategic influence are fought.

My hope for our profession in 2017 is that we develop our practices in ways that contribute: creating connections, cutting through complexity, and growing empathy.

The breadth of responses from communicators including Shel Holtz, Claire Watson, Jim Shaffer, Liam Fitzpatrick and Rachel Miller provides an optimistic take on how we tackle the big picture and the detail of our practice in the new year.

Read my full response, along with 25 others at ICKollectif.com

Story matters. Choose wisely.

Stories are how we sense-make our world.

 

 

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#commsbingo – Conference Edition

It’s comms conference season, and that means the internet will be abuzz with 140 character insights from a range of events.

There are exciting – and challenging – emerging trends and new insights. We will see that in abundance at the excellent #IABC16 this week as the worlds leading communication membership association gathers around the theme of innovating global communication.

When you have been fortunate to have attended, chaired, co-curated and presented at a fair range of communication conferences and events*, you do start to see patterns in terms of insights and learnings. These recurring insights form a kind of communicators BINGO!

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#commsbingo

If we are to judge the progress of our profession by the wisdom shared on twitter from many comms events, then it seems we are caught in a loop. Yes, communication events do attract emerging practitioners. But seeing foundation knowledge shared as revelations does raise some questions about how effectively we are preparing communicators for professional practice.

If we are to continue to develop, to grow our collective commons and body of knowledge, we need to keep pushing for deeper insights, evolve our discussions and move beyond the foundations through research, education and creating connection.

Oh, and if you have any other #commsbingo insights, please tweet them so we can collate the common knowledge.

Share well!

*I have been a past chair and co-curator of Melcrum Strategic Communication & Digital Communication Summits in Asia Pacific, presented at the 2014 IABC WC in Toronto, and have been involved in communication professional development since before twitter was invented. Learn more about the Shorter COMMS Plan in this free webinar.

Making CSR Communication Pop

Cutting through the noise and getting people to engage in your CSR program can be a challenge. Here’s six tips in two minutes for making your message have greater impact.

These tips and more form part of the next Shorter COMMS Plan workshop being held on 22 June. If you work in community engagement, at an NGO or charity, or simply want to improve your communication results, the workshop will provide you practical tools and tips.

 

Engage employees with better communication choice

Technology has changed the way we consume information outside organisations, and it is natural that we want the same choices within. Companies that incorporate channel choice in their communication mix will win the war for engagement.

Find out the seven ways you can improve the choices for employee communication channels in this presentation.

For more information, see the article Changing channels: why employees demand freedom of information choice on LinkedIn Pulse.

When the Kotter change model creates a disconnect for mid-size change

Applying the Kotter eight-step model indiscriminately to project-level initiatives and operational change leads to challenges.

Generating a ‘sense of urgency’ for mid-level changes creates unnecessary competition for share of mind.

In a typical large organisation undergoing transformation, there are likely to be dozens of project-level initiatives and concurrent operational change.

The paradox of change urgency (1)There is a paradox. Urgency at an organisational, strategic level provides momentum for the projects and initiatives that are necessary at the deeper levels of the structure. However, at an operational level, the sense of urgency translates into confusion and an inability to absorb the change impacts.

The underlying need for change at the project or operational level needs to be rolled up to the overall strategic imperative. Creating urgency around the detail of the change creates noise. This manifests itself as an increased request for project branding, change-specific communication channels.

Solutions include:

  • Ensure that the narrative of urgency remains at the enterprise level
  • ‘Bundle’ change impacts across programs
  • Implement at an operational or individual level as rapidly as possible based on the capacity for change

Institute change by designing for action

Consider the broader world beyond organisational life. As citizens and consumers, we conduct all kinds of complex behaviours and transactions ‘online’. The online environment changes constantly. Yet there is no change management plan for ‘the internet.’ Methodologies such at UX and User-Centered Design ensure that (successful) apps or sites or technologies are intuitive and based on making action easy to complete.

These disciplines do not apply only to online and technological change. The ability to design the ‘pointy end’ of change within organisations in a way that enables action at the right time without requiring substantial training or commitment becomes an opportunity for making continual concurrent change something that is easy to digest.

As Bill Quirke writes in Making the Connections, “Organisations are short changing themselves by not seeing communication through to the end – converting awareness into action. The real value of internal communication is to help business ends by enabling employees to turn strategy into action” (Quirke, 2008).

This is an excerpt from my chapter Kotter in context: is the classic change model damaging your mid-size change? in A Communicator’s Guide to Successful Change Management, edited by Craig Pearce.

Response to ‘Is it time to bin the idea of “Change Management”?’

Employees are human, and their response to change will be driven by that

Employees are human, and their response to change will be driven by that

One of the ironies of change management is that practitioners have the capacity to be resistant to change in their own field.

In this post from Stefan Norrvall from January 2015, there is an argument that it is time to say goodbye to attempting to manage change.

Many change management tools and frameworks seem to come from a view that all change is a top down imposed thing that has to be “sold” to employees or it needs “buy in” from key stakeholders. This just furthers the notion that stakeholder have little input into the change itself and need convincing or manipulation to get into agreement.

Entrenched positions present a problem for all participants in change. Should organisations try to continue to manage change formally, from the top down? The idea is repugnant to Norrval and the #responsiveorg tribe.

Yet we are still not at the stage in most organisations to take away the systems and structures of change that evolved to ensure a balance between participation and deliberative action toward the change outcomes a change program seeks to achieve.

I agree with much of Norrval’s position – change is designed poorly. In so many organisations, change is imposed rather than co-created. Poor strategy leads to poor change management. 

But in the revolution, we need to accept that whether they are the targets of change, or the architects, or the collaborative participants, employees and other organisational agents are human, and their response to the approach to change will be driven first by that.

  • If the context is not clear, people will resist.
  • If the systems and processes of change do not match the scale and nature of change, people will resist.
  • And large scale change (whether an aggregate of small change, or major impacts such as role, location, identity) does have the ability to trigger the human response to loss.

We as change practitioners need to make it simpler – not overly rely on systems and models. But in an effort to be more human in our approach to change we also need to ensure that in replacing ‘change systems’ we don’t simply fail to consider the degree of change required to make this approach a success.

Source: Is it time to bin the idea of “Change Management”?

What style of language do scientists really prefer?

The evidence is in: scientists prefer clarity in technical and scientific communication .

Stroppy Editor

“Our readers are intelligent, well-educated scientists. Why should we make our language dumbed-down, patronising and imprecise in the name of ‘readability’?”

It’s a fair question. Here’s the answer.

Never talk down to your readers. But never waste their time, either. And scientists, while intelligent and educated, are also busy. As well as their research, they may have teaching, management or clinical duties to perform, funding applications to write, presentations to plan, journals to keep up to date with… They don’t have time to wade through verbiage in search of facts.

If you’re writing about something complex, then of course you need to give all the necessary detail. If you’re writing for specialists, you can use their specialist terms. But you don’t need to add verbal complexity beyond that. Keep it clear and direct. This makes your writing more efficient and more likely to succeed in communicating your message. It’s also…

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How stories are told around the world

Sensemaking takes many forms.

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It’s said there isn’t anyone you couldn’t learn to love, once you’ve heard their story. Dave Isay knows that. The ability to honor every human by listening to what they have to say about themselves is central to StoryCorps, the nonprofit he founded in 2003.

The premise of StoryCorps is simple: One person interviews another and their conversation is recorded for posterity. It’s a strikingly straightforward proposition. But then, storytelling has always been less about glitz or gadgetry and more about connection and communication. No matter the tech, humans have invariably figured out a compelling way to tell each other stories.

That’s not to say we all tell stories the same way. Far from it. As Kay Turner, a folklorist and independent scholar who’s on the board of the New York Folklore Society, notes, “Even if a story is the same, each culture will tell it differently, because…

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How Not to Be ‘Manterrupted’ In Meetings

I once worked in an ASX 25 company where despite there being more women than men in the workforce, only one person in the ‘top 200’ senior manager group was female. Such a chronic lack of diversity changes the quality of communication, collaboration and leadership within a corporate culture.

Similarly, within the communication professions there are a higher number of women in internal and organisational communication roles (although senior roles as disproportionately held by males, as is the focus of research by IABC and Global Alliance). Too often, the biggest issue named by communicators is ‘getting heard’ by management.

At the risk of mansplaining – here are some ways communicators can ensure their voice is heard.

TIME

Manterrupting: Unnecessary interruption of a woman by a man.

Bropropriating: Taking a woman’s idea and taking credit for it

We all remember that moment back in 2009, when Kanye West lunged onto the stage at the MTV Video Music Awards, grabbed the microphone from Taylor Swift, and launched into a monologue. “I’m gonna let you finish,” he said as he interrupted Swift as she was accepting the award for best female video. “But Beyonce had one of the best videos of all time!”

It was perhaps the most public example of the “manterruption” – that is, a man interrupting a woman while she’s trying to speak (in this case, on stage, by herself, as an award honoree) and taking over the floor. At the VMAs it might have counted as entertainment, but ask any woman in the working world and we all recognize the phenomenon. We…

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