Training and Events

No such thing as BAU: how can internal communication professionals manage in changing times?

Earlier this year I was working with a Head of Communications in a government agency that has undergone significant structural transformation and operational change over the past two years.

She was working on deepening the engagement between leaders and employees in different areas and had asked for some advice on how to ensure communication was flowing two ways. I asked, “What business as usual channels do you rely on today?”

“We don’t use the term BAU any longer. Transformation is going to continue. Change is business as usual and we now adopt a continuous improvement approach” she said.

It was a moment of absolute clarity for me. How many of us think of ‘BAU’ communication as distinct from the projects and initiatives that come through the door, or into the inbox.

BAU is dead. What now?

As part of the IC Kollectif IC In 2017 Project, I had some thoughts at the start of the year about how communicators can work with other areas to learn, innovate and adapt. But this realisation, half way through the year, made me consider what communicators can do in times of perpetual change, not just to service their organisations, but to ready themselves for ‘no more BAU’.

Read my full response on the IC Kollectif IC In 2017 Project.

  • Strength in shared practices. Continue to talk about what works, not just with other communicators, but across disciplines. Ask the questions like “why did this work in this environment?” But don’t just ask communicators. Ask marketers, change managers, leaders and innovators.
  • Invest in development. Don’t wait for your company to value you. Skill up, both communication skills and non-traditional skills: design thinking, user experience and business acumen.
  • Change what you can. Look for the opportunities to add the value that our profession can deliver. Be brave.  
  • “It’s not me, it’s you.” Know when to stop pushing the rock uphill. There are amazing organisations that foster and grow innovation. If yours is not one of them, find one that is.
  • Keep the faith. As a communicator, a great day at the office or in the field is a humbling thing. Bank those experiences as a reminder of why great internal communication matters.

 

 

What does a great day in the office or the field look like?

When did your communication activity lead to an outcome that furthered the organisation, the employees and the leaders? Creating connection, improving performance, perhaps just a moment of insight quoted back to you. Share what your ‘great day in the office’ looks like below.

A Time Of Transition

#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!

commsbingo600

#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.

Get the foundations right for 2015

How many times have you heard “I can’t believe it is December already!” from colleagues or family lately?

The end of the calendar year provokes responses ranging from shock at the speed of time passing, through to satisfaction at the achievements of the year, to mild panic as people look to their plans for 2014 and realise what is missing.

For communicators, December is a time to be able to reflect on the achievements of the waning year, while setting up for success in 2015.

Capture knowledge from the year

  • Take time to capture the lessons, issues and achievements of the year. If you already have a reporting process, pull out the highlights.
  • If communication projects didn’t have a formal post-implementation review, take time to capture successes and the areas that needed improvement.
  • Consider an annual ‘communication report’ to key stakeholders.
  • Consider whether to seek recognition for quality work. The IABC Gold Quills are open for entries until 7 January.*

Plan for the year ahead

  • Understand the priorities for the businesses, teams and clients you support for 2015.
  • If they do not have clear plans yet, use the opportunity to schedule communication planning sessions with your key stakeholders.
  • Determine how to address any gaps or improvements from past communication projects.

Prepare yourself

  • Take time to assess your capabilities based on what was achieved and what will happen in the year ahead.
  • Plan development options such as participating in professional associations, seeking coaching or undertaking skills training to fill any gaps.

Keeping plans simple

The pace of change in organisations requires us to be adaptive. Plans change, often. Focus on tools and processes that enable flexibility, that are simple to use. Using a common approach across your organisation builds skill and consistency. The Shorter COMMS Plan is a simple methodology to support better outcomes from all types of communication; whether small projects, business planning or team management. A new one-day workshop designed to help apply the Shorter COMMS Plan is being held in Sydney on 4 February.

New Workshop to apply the Shorter COMMS Plan is now available.

New Workshop to apply the Shorter COMMS Plan is now available.

 

* Disclosure: I am Co-Chair of the Gold Quill Blue Ribbon Panel for Asia Pacific.

 

 

When to say no to Kotter-style change leadership

The Kotter model of change leadership is excellent for transformational change, but creates problems for communication in organisations when applied to mid-size change. In this extract from the recent webinar ‘The Art of Communication, the Business of Change‘ I explain why.

Audio courtesy of PRIA.

The changing world of change communication

Communication professionals are in the business of change. We design campaigns to understand perceptions and attitudes. At our best, we can contribute to shifting understanding, increasing awareness and influencing intentions.

Intent is key for internal communication. We communicate to create change.

Intent is key for internal communication. We communicate to create change.

And yet, when it comes to the processes of managing change within organisations, the world of communication and the world of change can seem like different planets.

Short-term versus long term

PR – particularly when not in-house- is frequently a short-cycle activity. Communicators get in, understand a problem, an issue or a stance, manage our campaign, and then get out again.

Three years ago, I was facilitating a discussion with communication professionals about the differences between internal communication and external communication, and why specialists in the two fields don’t always see eye to eye. One very experienced practioner summed up the challenge well. At the risk of making broad generalisations, he indicated that external comms practitioners are adept at short cycle communication, deep diving into an issue as required, working with the news cycle and then moving on to the next issue. By contrast, he felt that internal communicators may be used to longer time scales for achieving changes in culture or engagement, looking holistically at the interdependencies and ongoing employee experience.

Historically that may have been correct, but communicators need to be agile when communicating change internally and externally. This means being adaptable and responsive to circumstances that may be constantly evolving. It requires communicators to be active agents of change.

Change agents and Change Agents

Organisational development and transformational change, process change, operational change management: each are different varieties of change that rely on different communication methods and approaches.

There is more to managing (most types of) change than communication alone. Understanding the key steps in the change management process, the different types of organisational change, and the key roles for leadership, communication, training and even HR, helps create the partnerships that lead to effective change.

We explored these ideas and more in the  PRIA webinar, The Business of Change, The Art of Communication on 14 November. PRIA members will ion be able to access the webinar recording, and the slideshare is available.

In the session, we defined and aligned approaches to change communication for in-house practitioners working on major projects, PR and comms professionals who are part of an agency response to change, or even managing changes in your own business.