ITS is one of the biggest problems facing ever-expanding PR and Marketing firms around the globe. Thank you for the very effective strategies for addressing this potentially damning issue! If we function on the assumption that real world communications tools should be utilized and mastered in-house FIRST, then we really have a firm foundation to help build businesses with. Now if you’ll excuse me, I’m off to invent an imaginary friend

As communicators this is stuff we should always have in our minds but it is very easy to get wrapped up in the business and forget! I love the idea of an imaginary friend and will introduce it in a friendly forum first and see how it goes!

You might be interested to know that I’ve often introduced an imaginary friend attending training and other workshops. Timothy is allowed to ask dumb questions, represents stakeholders and others not in the room (“okay, now if Timothy was here for X what would he think?”) and generally say the things real participants might not feel comfortable sharing. He’s a great ice-breaker. Obviously, his equally professional colleague Tamsin also gets to chip-in.

Meet you in the ward, won’t be able to shake hands due to the strait-jacket

There’s a lot of thought provoking video clips regarding complexity and how global problems become almost impossible to solve on a Facebook community page

http://www.facebook.com/thewatchmansrattle

Why do we have a tendency to fight one another when we know sharing results in the most optimum outcome for everyone? Why does our biology cause us to hurt the ones we love, hoard resources and compete with one another?

Heres the link to the video

http://www.facebook.com/video/video.php?v=1493017207106

Apparently, our biology determines how we react with the rest of society.

The individual is smart and insightful.

Humans in groups are dumb, act under peer pressure and towards social conformity.

Without great leadership, people in groups are stupid, violent, competitive and selfish. And only if those groups of people are listening to good advice from their leaders or role models.

I have 15 years of communication experience with the largest restaurant company in the world and i was lovin it everyday. Additionally, I’ve reported news for the third largest market in the U.S. and carry a bicultural background that provides a unique perspective on reaching people.

http://www.twitter.com/agandia

Thanks for your consideration.

Aldo

Paul Telling

Creative Communications Creator

Graphic Facilitator

http://www.paulteling.com.au

I live in Poland and I’m so far junior in IC. I’ve looked for all literature on employee communication and found your website. The books (A-Z..) is unavailable on Amazon.uk so is there a chance for me buying the book via this website and having it shipped to Poland?

regards

Justyna Kapusta

Do you think there is any value in senior internal communications professionals gsining an MBA?

Lee

A good and very timely post, thanks.

From my experience creating development programmes for various professions (including engineering, financial services and communications) there are three key factors that help avoid “resolution fade”.

The first is to have a mindset that development really is continuous. Sure, set piece courses can help but they are much more effective if done as part of a connected series of activities. So, maybe schedule the course to give time to do some networking and reading first on the topic, and have a project lined up directly afterwards that allows you to exercise your new skills.

Second is, as you say, to keep the actions practical. Typically, “a little and often” is better than a 5-day intensive blow out a few times a year.

Third, unless you have the self-motivation of someone like Chris Hoy, ask someone to help hold you to account. Avoid a very close friend or colleague as that can get in the way of your friendship. Better someone a little more distant – a networking contact, perhaps – who can “hold your feet to the fire”. Of course, you can provide the same check-and-balance for them.

And fourth (yes it’s the Spanish Inquisition!), professional development is a key part of your day job, not an optional extra. So, give the high priority and time it deserves.

This is an excellent distillation of the barriers and solutions to cross-selling – the biggest frustration for most large professional firms.

The simple, but elusive, core issue is the need for much better internal communications and contact-opportunities between teams and individuals. No-one will be persuaded to put their own client relationship at risk by introduding a colleague about whom they don’t know enough!

David

(PS I love the film festival idea, not sure if practically I could make it work in the business I am now supporting, but it’s something I am going to explore further)

1) Do any third party apps exist to measure Yammer’s effectiveness?

2) What other PDA’s (aside from Blackberries, iPhones) have Yammer interface?

HAPPY Birthday(belated)…TALKINGIC…..

Sad to hear that you’re leaving the chair but it sounds like you’re leaving the position in very capable hands.

My name is James Bennett, business journalist and managing online editor of Melcrum Publishing, who I’m sure you know very well. We haven’t met so I hope you don’t mind me getting in touch, but we have an employee engagement conference in London next week and I was wondering whether or not you were going, would be a good chance to meet you? If not would you be free for a coffee one of these days?

Also, on another note, I’m currently writing a piece on Twitter, why internal communicators should be looking to use it, the do’s and don’ts, its core principles and the value it can have to global internal comms teams when used correctly.

I was wondering if you had any time to speak on the phone, or if you could please drop me a line on email, or even on Twitter? My name is @Geskey. We also have a Melcrum feed that we regularly update.

It would be great to get your opinions on those points as well as a perhaps a more personal take on how you and your organisation use Twitter and have potentially used it to your advantage, to grow contacts and business and whether or not it has made a difference to the perception of the company or even to the bottom line?

My email is james.bennett@melcrum.com and phone number 07540 538 280 or 020 8600 4670.

Thanks

James

As one member of the new group so eloquently put it: “keep your passion for internal communications going by coming closer to the campfire at Melcrum”, or something…

L

All the best.

Lee

I’d add (these are more tactical):

* Communicator as software developer: able to design/write/troubleshoot HTML, master content management systems, edit and host images, set up and manage internal blogs, write/edit/format wiki pages….

* Communicator as internal journalist: attend and report from major events, turn around articles in hours, make news out of announcements and calls for action, be the live reporter on the scene for video news, conduct interviews, research….

* Communicator as video producer: write, shoot, edit, and distribute video reports and in-depth analyses of hot topics

* Communicator as editor: make diamonds out of coal, say No to 9 in 10 “everybody should know about this” requests,….

I’m sure I’m missing something, but overall, this is why I love this job. It’s never boring, and so far, I’m always learning. As long as I’m learning something new, I’m happy.

L

I’m always a bit nervous when I hear grand conclusions drawn from quite limited surveys. Whilst many of the findings coincide with my prejudices I do wonder how much salt you need to take with these things.

Liam

I wonder if Yammer’s, seemingly, growing popularity will make Twitter release a corporate version?

thanks for stopping by my blog; I came looking for your Twitter name, but haven’t found it yet.

I’m @Wedge

It certainly knows no function at present – and has no clear home. Maybe the issue of where it sits is largely irrelevant though? I have commented here before that the most important thing is that IC is influential, connected and plugged in to the right networks, not that it reports in to one function or another.

However, whilst I agree that there is a strength that comes with independence (that ability to ‘pop up’ where needed), I can’t help thinking that our profession would be stronger if there was more consensus on this matter. Maybe that’s the black and white, everything-in-its-place, virgo in me?!

I remain a purist at heart and I do think the external comms/PR/reputational/brand link has to be very, very strong. Though, granted, that’s not necessarily about functional home.

Basic point is that great comms has to be well orchestrated – or else you end up with a cacophony.

L

Yes, I’ve also noticed an increasing number of non-ic ic people coming through in senior roles over the last 12 months.

That’s an interesting one and, wearing a black hat, could suggest that we haven’t done enough to convince business leaders that ic is a serious profession which required distinct and well-hones skills, competencies and knowledge. Or that we can deliver the goods the business requires.

It also points towards a problem that’s dogged the profession for many years – a lack of general business knowledge and experience. Ic tends to attract people with a leaning towards creativity and the arts and, as a result, there aren’t that many practitioners who can see – let alone deliver – hard business value.

Sometimes I wonder whether we’ve made any real progress professionally over the last 5 years?!

Your observation that structure is ‘all over the place’ backs this up and highlights the confusion that remains around just what ic is and what it’s there to do, as well as where it should sit. I agree, however, that untimately it’s not about territories.

L

I’ve met at least three very senior people in the last year or so who seem to have been appointed because they understand their business very well and have the confidence of the top leaders in their organisation. They have the view that the IC techies can sit anywhere – it’s about business value rather than territories…

My problem is that I haven’t seen any convincing evidence from anywhere that shows that it’s going one way or another at the moment. People keep saying that HR is taking a more direct role, but the data I’ve been shown just doesn’t convince me that anything much is happening either way (apart from the usual cycle of centralise/decentralise then position in HR/move back to PR…that everyone knows and loves!).

Liam

Liam

L

Liam

The starting point, as you suggest, is to be crystal clear about the purpose of IC (or, to use marketing speak, the function’s value proposition) and to clearly identify the tangible business value the team/individual can deliver.

Names aside, the problem with many IC teams is that they have never done this and simply continue to do what they have always done (usually focused on pumping out stuff that’s of little value/consequence).

Engagement is a great team – if only everyone can agree what exactly it means/covers.

L

In some organisations there is the perception that communication might even be a little too passive and that ‘engagement’ is what we should really be up to. Too often vagueness of terms stems from a lack of clarity about the purpose and possible outcomes of internal communication. If it doesn’t impact business performance, it’s just another cost centre.

I am an internal communicator working for a Japanese company in Hungary. Altough, this company won’t use Twitter in the near future but they are plannig to do something, which based on that one. They are starting to recognise the importance of intenal communication and they try to be open.So soon some social media tools will be introduced. One of them is staff directory and in that there will be a Twitter-like application also. I do not have any concrete information about it – I only wanted to mention it now.

TTFN,

Csaba

I really appreciate you were able to find some value in the post.

All the best,

Rich

http://tinyurl.com/68wc2q

Not to shout about it we (IBM) have been doing this for a while now. We embraced social media and a major part of our role as communicators is enabling everyone to be a communicator. I blog internal too but as one person I’m just part of the mix but can give a personal view of things when say comments are made about our intranet and I think enough people trust me for my opinion to get through.

Social media will change our jobs fundamentally. Many companies are busy trying to stop the tide of Facebooks, LinkedIns and Twitters but it is a battle they shouldn’t be fighting.

In a large organisation like ours we need to be agile and social media gives us that in so many ways, not just internally but externally too. No longer a faceless corporation with a CEO leading the way, this is bringing personality and wisdom to the forefront of business from places we never knew it existed.

Show the light to small groups of people and they will become champions and supporters, spreading the word and spreading that virus. Just look at broken windows theory -

http://en.wikipedia.org/wiki/Fixing_Broken_Windows

Your screensaver example is a nice one Sarah -used in the right way i’m a big fan of ‘push’ channels like this.

Your comment about visual communications is absolutley on the mark. Have a look at :

http://www.snapcomms.com/util/swfview.aspx?swf=/snap/tools/examples/welcometosnap.swf&width=800&height=600&title=Screensaver example 2

For a great example of how one of our clients used a screensaver to launch a new technology service. Compare this to a boring email alternative.

The answer is in clarifying which types of communications need meetings and which are effective by other means.

How many other channels were looked at? Was it just intranet, magazines and email? If so, is the emphasis is wrong, any alternative could could good when compared to these channels.

Thanks for the link. Fraser is clearly a man after my own heart! The Melcrum stats I mentioned here are from 2006 – has the situation changed much since then?

Lee

http://www.internalcommshub.com/trial/professional/casestudies/internalcomms.shtml – here’s an extract:

“Internal communication at the beginning of the 21st century is about relationship building.

Where it technically resides is less important than that it builds solid working relationships with those responsible for each of the company’s stakeholders – be that with HR, PR, investor relations, government communication, or any other communication discipline. Various functions working sensibly to leverage the crossovers in their roles could include:

* joint policy development;

* strategic planning;

* initiatives on training and employee development;

* shared expertise on printing and writing; and

* shared expertise on web development.

Ultimately, however, the forecast is that communication will complete the journey from these working alliances to a single, integrated internal/external function. It’s the only way to really drive value – when they operate together, they can join forces, integrate and coordinate to act as strategic liaisons between employees, stakeholders and other organizational departments in order to help the organization achieve its goals.”

Thanks for keeping me on my toes! This week has, once again, started off rather busy – but all being well I should be able to post something by tomorrow night.

All the best.

Lee

I became a regular reader a few months ago. And I was sorry to see the slowdown in posting since July. (although I can’t blame you. I do the same thing with my blog … particularly when I’m traveling for business a lot.)

Now I’m thrilled to see you’ve returned to the blogosphere.

So when are we going to see the post on “the sometimes tricky relationship communicators can have with HR and marketing professionals”?

Look for the cost and time benefits on the site and your higher ups will probably listen. Good luck!

http://changeworksblog.com/?p=53

warm regards

sue tupling

BTW — do you have an RSS feed? Couldn’t find it.

To be clear, I agree with you that open nominations do seem to police themselves, but if you have any snappy lines for convincing corporate leaders of that, I’d be all ears!

Indy

I’ve heard the same concern voiced by leaders in organisations I’ve worked with in the past. Interestingly though, I’ve never come across a situation where a recognition programme has been routinely abused in this way. I guess the transparency element is key – if the nominations are visible to all then the system should ‘police’ itself. That’s the theory at least.

Lee

Whether that reflects a paranoia from HR professionals or a truth about the way the “social animal” will work to defend his/her friends at work, I’m not sure.

I recently finished working on a research report for Melcrum about viral communication, which included two interviews with Leandro (conducted by Kieron, hence the book review), and was lucky enough to meet him and hear him talk about his philosophy last week.

I haven’t read the book yet, but his ideas definitely give food for thought, and hearing him speak is an experience! A blend of infectious enthusiasm, inspiration and challenge, all delivered at with such energy and pace that my brain felt quite overloaded at some points. Apparently the new version of the book is out in a couple of weeks, so he told us to hold off and wait for that one. It will definitely be finding its way onto my bookshelves.

Sue

Sue

L

Good to meet you there. Some of my reflections on the conference are available here:

http://social-business.blogspot.com/2008/06/more-thoughts-on-employee-communication_06.html

Jon.

Liam

A company I worked for in California actually approached absenteeism from some of these angles and we had great results. Eventually, we moved to unlimited number of sick days (people didn’t abuse this), methods for covering peers if they were to call in sick or needed to arrive late, child care arrangements with local daycare facilities, rewards for people who had great attendance records (more vacation time, supplements to their benefits package, things of that nature). Worked for me…

Thank you both for your kind comments – it’s good to be back. St Lucia was great and, amazingly, I managed to resist the temptation of my BlackBerry for a whole two weeks! I thoroughly recommend it.

Lee

Best wishes from New York City,

Kelly

Les

Lee

In Australia our new PM, Kevin Rudd, has announced a 2020 think-tank for 200 of the countries brightest and best to come together and work out what we need to do to become a better place.

I only hope the lesson’s learnt from France is also on Kevin’s list…

I can’t agree more. And that is exactly why it’s so hard for a rather mid-layer company. There is big 4 in the insurance and banking industry as well, which are able to offer far of these factors than we as a smaller player can.

Nevertheless, we try to get them attached to the company by two different factors. First of all, we enroll them (a selected few that have great potential) into pilot projects that concern the strategy of the company, we give them the freedom to fill these projects i as they think is best. By this, they meet al lot of other young potentials, like-minded and they also get in contact with the higher levels of the company which makes them feel highly appreciated.

Secondly, we try to get all the young employees together in some sort of committee, that organizes sport events, info sessions, …

The result is still a question mark, since we’ve just started all of this. But I truly believe that both activities will make those young graduates think twice before they choose an other, mostly bigger company, only for the wage.

They get attached to the company since they are directly involved in it’s strategy, and the other young employees become friends.

Two reasons that make in harder to leave I think.

Liesbeth

That’s a very big question!

For me there is no ‘magic bullet’ approach to engaging ambitious young graduates – members of the much-discussed ‘Generation Y’.

If I think about my own experience as a senior communicator with one of the big 4 accountancy firms – a sector built around bringing in, upskilling and retaining top graduate talent – engagement comes when you get a huge mix of ingredients right. Sure comms is one of those ingredients, but there are many, many more.

There are the basics like pay and reward (graduates, particularly good ones, are much clearer about their value today than they were even a few years ago) and having good quality line managers. There’s the working environment; the organisation’s approach to corporate responsibility and the environment; working practices like the ability to ‘flex’ hours or work from home every now and again; a clear career path; exciting work; opportunities to make a real impact rather than play at the edges; a fun/celebratory culture; great team mates; a social life; options to travel the world and take career breaks from time to time; and so on.

And even if you get all these ingredients right, people will still leave. The challenge then, of course, is to win the good ones back at a later date. That’s where alumni programmes can be helpful.

Communication has a key role to play in unlocking discretionary effort and winning the hearts and minds of employees, but it requires a host of other factors to be in place too.

Lee

From my own perspective I would certainly agree with you. Gatehouse (www.gatehousegroup.co.uk), the agency Simon Wright and I founded only last year is growing at a phenomenal rate and we have been blown away by the level of interest out there. This definitely doesn’t feel like a recession or a profession decline.

Lee

Everywhere I look corporations are launching blogs, wikis and even social networks like MyRagan or Melcrum’s The Communicator’s Network.

In the past week, I fielded three calls from communicators interested in launching a Facebook-type site for their Intranet.

And a client at a non-profit in Dallas told me her association just allocated $1 million to launch social media within their organization, and they are now searching for a VP of Social Media.

Exciting times for internal comms.

We’re seeing an unprecedented interest in internal communications on this side of the Atlantic, despite some of the downbeat news in the Watson Wyatt study.

Our training division is literally booming, and is near as I can tell, so is Melcrum’s.

We have 633 communicators coming to Las Vegas for our social media event, and early signs indicate huge corporate registrations for our other Spring and summer programs.

To give you some context, I have not seen this kind of booming interest in training since the mid-1990′s.

Recession? What recession.

Mark

I did read most of the study report. Very clear conclusions.

There is one group of employees that I am missing but which are the most concerning group in the organization I work for: the ambitious career seekers. They are young professionals, mostly graduates or max 5 years working, talented and very likely to grow in the organization if they give it a chance. The are very committed to their job, but there engagement to the company is very low.

They start working, and plan in advance to do the job for two years, after which they move to an other company and move up on the ladder. Our company has a extremely flat hierarchy, which means that the opportunity for those young employees to grow fast are limited. Nevertheless, we do have lots of positions where we need specialist, knowing the core-business. These employees are equally necessary and equally rewarded in the company as some positions higher up. But… these young employees don’t seem to think so. Once they get they opportunity to go and work for bigger companies, in an position higher up, they are gone… Which happens a lot since the shortage on the market! This is a real problem we are faced with. We train our new employees into specialists, we invest in them. They love there job, regardless the company… How do you engage them?

Liesbeth

Our survey of past attendees to training courses and Hub members identified a number of skills gaps around core competencies such as advanced writing and coaching line managers to be better communicators to newer skillsets such as getting the most out of social media. You can read about the full survey findings at:

http://www.melcrumblog.com/2008/02/the-skills-gap.html

Robin.