It’s easy to play up the adversarial relationship between “Hacks” and “Flacks,” but the truth of this perennial love/hate relationship is that that we really do need one other. Although the value of PR professionals to journalists is often called into question, as this article points out, “the popularity of services like HARO and ProfNet should be proof enough that journalists have a need for PR professionals.”
That said, as PR professionals, our jobs are two-fold: Not only are we advocates for our clients, but we’re also here to make life easier on our journalist comrades. Between a non-stop news cycle, scary budget cuts and mounting competition for clicks, there’s a good chance they’re working in a pressure cooker environment, so the best thing we can do is to think from their perspective and assist rather than annoy. After all, it comes down to relationships, and there’s nothing worse than trying to work with someone who makes your job harder.
So, without further ado, here are our “Top 10 Yeas and Nays” for better PR practices. Although some may seem pretty obvious, those are often the ones that are first forgotten.
DON’T even think about…
- Not doing your research/reading a journalist’s articles before pitching. Know who you’re targeting, and only send something to them that you think would be of interest.
- Sending a pitch via email blast. The shotgun-spray approach is not appreciated; rather, think like a sniper.
- Asking if you can see and/or edit an article before it’s published. This is a huge no-no!
- Making up a response if you don’t know the answer. It’s perfectly acceptable to say, “I’m not sure. Let me check and get back to you.”
- Disregarding deadlines. Your journalist friend has theirs, so make sure you meet yours.
If you want to develop good working relationships, DO try…
- Respecting the journalist’s preferences. If they’re an email person, and you’re more comfortable on the phone, adapt. Work their way.
- Keeping pitches and releases short and to-the-point (and as buzz-free as possible). Repeat after me: Less is more.
- Thinking about how to streamline the process. Have assets and answers ready, and be available when the reporter is writing and may have a question. (Package the story beforehand as much as possible: angle, visual content, facts, references, spokespersons, etc.)
- Proofread, proofread, proofread. And when in doubt, hit spell check again before sending that pitch – perhaps even send to a colleague to review with fresh eyes before contacting the reporter.
- Focusing on relationships. I said it above, and I’ll say it again – it’s all about relationships. They make the job easier and a whole lot more fun! For example, interact with, read, comment on, share and praise a reporter’s work that you find of interest – not just when it’s a story about your company or client.
Here’s what scientists have found: A baby, viewing a videotape of the mother’s face becomes distraught; the baby needs to see the mother’s “real” face before it calms down. Eye contact, it seems, is not just important for conveying messages, it is the means by which two limbic systems come into contact and affect each other.
We know intuitively that Mr. Strasberg’s reasoning is sound, but leaders seldom apply it in the workplace. Instead, most workers report that they are singled out for notice only when there is a problem with their performance. Here is a question I often ask my audiences: If your boss told you that she noticed something about your performance and wanted you to come to her office to discuss it, would you assume that she had noticed an area of your special competence and wanted to bring it to your attention? Among the majority of audience members who respond with nervous laughter, only a few hands raise.
Bosses tend to notice and comment on weaknesses and mistakes more than they comment on talents and strengths. While continuous learning and self-improvement are valid concepts for future success, focusing solely on what is lacking leads to an unbalanced evaluation of employees’ worth and potential. It is no wonder then that most workers have problems taking risks and confronting uncertain situations.
Certainly, if you manage people or lead a team, a powerful change-management strategy is to help people focus on their strengths and find ways to build on them that is congruent with the direction the organization is taking. It’s the same thing in change communication. Approaches (such as Appreciate Inquiry) that look at what an organization already does well – and builds on those accomplishments to be even better – energizes and stimulates people to change because it is based on talents already possessed.
Carol Kinsey Goman, Ph.D. is the author of nine books including CREATIVITY IN BUSINESS and “THIS ISN’T THE COMPANY I JOINED” — How to Lead in a Business Turned Upside Down. She delivers keynote speeches and seminars to association and business audiences around the world. For more information or to book Carol as a speaker at one of your events, please call: 510-526-1727, email: CGoman@CKG.com, or visit her website: http://www.CKG.com.
Here are a few highlights from that presentation:
The Grapevine is the informal, but powerful communication medium in every organization. The grapevine is pervasive and, according to my research, highly persuasive.
We can’t stop the grapevine. And we can’t outrun it. Word spreads like wildfire from person to person. And now blogs have become the “grapevine on steroids.”
While formal communications are important and effective, informal channels should not be ignored. Understood and optimized, the grapevine can be a powerful vehicle to align the company around important messages.
There is a perception gap between senior and lower management. Lower managers are more likely to recognize the existence, the conditions under which the rumor mill accelerates, and the benefits of tapping into the grapevine.
* Some information that people can only get from the grapevine. “If you want to see what insurance coverage is offered, check the brochure or intranet. But if you want to know what it really takes to be successful around here, ask the grapevine.”
One study found that employees receive 70% of their information from informal networks vs. only 30% from formal communications. Yet, most employee communications programs (even those employing first-line supervisors) focus almost exclusively on the formal communications and hierarchy, ignoring informal interactions within networks. What would happen if we looked at the grapevine not as a problem, but as an additional communication channel to be optimized?
In any organization, there are a small number of people whose opinions are highly sought and respected. Identified in a number of ways, these “influencers” can be a communicator’s biggest asset.
You’ve no doubt seen them tromping through the halls of your company, or at least hiding in the corner of the room. Elephants. These elephants have two characteristics: They’re something big that your organization knows is there and finds impossible to ignore. They’re also something no one talks about—because nobody knows what to do about them.
Some companies have lots of elephants; others have fairly few. But there’s one elephant that resides in nearly every organization (and that communicators should be helping to hunt down)—e-mail overload.
Why is e-mail overload an elephant? For one thing, the costs are huge. A couple of years ago, the CFO of a professional services firm shared a startling factoid with his organization. If everyone spent an hour a day less managing e-mail, it would add $2 million a year to the bottom line. And that’s for just 500 people!
That amount strikes me as quite conservative: By my calculations, if you work in a 500-person organization where employees average $50 an hour, you can free up $2 million in productivity in a year by eliminating just 20 minutes of wasted time per day. Consider the amount of time employees spend simply handling (or mishandling) the mechanics of e-mail, and 20 minutes a day seems like an easy target.
Too much e-mail can bury vital information. According to IDC, knowledge workers spend more time recreating existing information than they do turning out new information. Why can’t they locate the existing stuff? My theory: A lot of it was shared via e-mail. Then it got deleted to make room for more messages, or buried in folders with subject lines that didn’t do the job. IDC says chasing existing info can cost untold millions in a single knowledge company.
How about your IQ? What’s that worth to your company? Research by Hewlett Packard and the University of London shows that the IQ of an average employee falls 10 points when interrupted repeatedly by incoming e-mail – more than twice the four-point drop experienced by marijuana smokers. HP is striving to reduce “always on” communications among its own employees, and has created a “Guide to Info Mania” to help others.
Most organizations, however, aren’t sure what to do about the e-mail elephant. There’s no shortage of software, books, courses and other tools to help tackle the problem. The challenge—as countless communicators have discovered—is that no one offers an off-the-shelf solution that will address e-mail overload comprehensively.
So we have assembled a toolbox for you that will enable to you combat information overload on three fronts within your organization: Better tools for in-box management, changing sender behavior, and alternative technologies.
Try any or all of them and see what they do for your organization. Just as important, please let us know which ideas worked well for you—and which didn’t.
Use tools for in-box management
1. A good system—including self-discipline
There are many places you can turn for advice on how to deal with the 2,785 e-mails awaiting your attention. Which system you choose is not nearly as important as having a system of some kind.
Productivity consultant and executive coach Sally McGhee teaches courses on the Microsoft campus on how to get the most from Outlook. You may want to consider something similar for your organization.
Like many e-mail gurus, McGhee prefers an empty inbox. She recommends that you start at the top, tackling e-mails one at a time, and do one of four things with each:
- Delete it—you can do this with about half your e-mail
- Do it—if you can accomplish that in two minutes or less
- Delegate it—this should take no more than two minutes
- Defer it—this should be about 10 percent of your e-mail
McGhee says power e-mail processors can go through about 100 messages an hour. She also recommends you build a simple e-mail reference system. Read McGhee’s article at http://www.microsoft.com/atwork/manageinfo/e-mail.mspx
Consultant Bill Jensen, author of several books on simplifying communications, advises you to delete 75 percent of your e-mails. “They bring the noisy, unfiltered, unfocused, and undesired world to you!” he says. “You need to get disciplined about closing your virtual door.”
In The Simplicity Survival Handbook, Jensen says the first step in eliminating most of the noise coming at us is admitting that we own part of the problem. Advises Jensen: “If BOTH the Subject and the Sender fail to create this reaction – I have to read or at least scan this today – DO NOT open or scan the message. Hit Delete immediately.”
Then, he says, scan the remaining e-mails for two bits of information: Action you must take, and date or deadline for that action. “If the messages do not contain an action and a short-term date, delete them.”
Other e-mail experts advise you to touch every message only once. The success of any system will depend on balance – the balance between dealing with e-mail regularly enough to keep it under control, but not so often that you “live” in your inbox.
2. Teach employees to use more descriptive subject lines
When it comes to being able to handle e-mail, better subject lines are one of the most promising “quick hits” available. Sally McGhee advises her clients to include three elements: An objective or project name (which lets you know what the e-mail relates to), a requested action, and a due date. “Taking the time to create clear subject lines makes e-mail communication more effective and increases the chance that your e-mail will be responded to,” says McGhee.
Another little-considered subject line is the one attached to meeting requests. Instead of “SETI Project meeting,” how about “SETI Project: Responding to e-mail from aliens”?
You might also include one other category of useful info – who’s supposed to attend. Unfortunately, Microsoft Outlook’s calendar entries include where a meeting will take place, but not who’s invited. Add Your name, Invitee 1, and Invitee 2 to the subject line – and you’ve undoubtedly saved time for all three people. (No, this won’t work with 10 people – but how many of your meetings include 10 people?)
3. Create a priortization code for subject lines
There’s yet another element to subject lines that—if widely used—could help everyone filter their messages more effectively. One of the problems with e-mails is that they seldom clearly indicate what you’re supposed to do with them.
“Imagine,” says McGhee, “if you could sort your Subject lines by action – Action Requested (AR), Response Requested (RR), and Read Only (RO) – or if you could sort them by objectives or due dates.”
I believe this system would work even better with unique four-letter indicators (I call them “O-Marks,” for Outlook):
URGT: Urgent – respond or act ASAP
ACTN: Action required
RSPN: Response requested
UN2K: You need to know
FYIN: Read at your convenience
Other categories could include:
MTNG: Pre- or post-meeting communication
BUSN: Strategic business information
EMPY: Information for employees – benefits, job postings, HR
TRNG: Training-related communications
And, for your team or department, make up your own. Create O-Marks for projects, team updates, whatever your particular group is working on. Adding O-Marks at the front of your subject line can make e-mails – at least from your teammates – easier to process quickly. Just sort your in-box alphabetically to group like categories – or send each type of e-mail to its own folder.
Change sender behavior
4. Write some corporate e-mail rules
Most companies have rules—ranging from a few guidelines to thick manuals – on how to use the Web. Almost no one has rules surrounding e-mail (apart from the usual boilerplate about how We The Company can read every word of it – and if you violate one of the 50 rules, you’re history).
Why shouldn’t the rules include how to use e-mail effectively? E-mail is a business tool, and companies have the right to decide how it will be used to conduct business. That could mean, for instance, limitations on use of the “cc” line. Companies are very quick to identify the cost of producing communications – but they too seldom calculate the cost of consuming them. A low-value e-mail sent to 20 top managers can be very expensive, indeed.
The rules might evolve into a comprehensive guide to how to use all the company’s electronic channels. Technology consultant Shel Holtz says too often, the launch of technology is left to IT:
“Most IT departments do a great job at what they’re supposed to do: get the technology working. It’s not—and shouldn’t be—IT’s job to establish policies for the use of technologies, to market the tool, or to drive a cultural change around how the tool should be used in a business context. Whenever IT is the only department involved in the launch of a new technology, technology is all employees get. ‘Here you go everybody. We’ve installed e-mail for you. Godspeed.’
“As a result, employees figure out how to use the technology based on personal preferences rather than a companywide imperative.” Holtz envisions a joint effort between HR and Employee Communications – which he calls “Message Mission Control” – to set and communicate policies on the use of all messaging channels, from interoffice mail to SMS.
Holtz says this effort must include promoting behavior change through rewards and recognition. “Part of the culture change,” he says, “is knowing when NOT to use e-mail, but rather the phone, fax, IM, face-to-face or other channels.”
Part II of Taming the e-mail elephant
By Bill Boyd, ABC
Communications Integrator + Principal, Outsource Marketing
This article originally appeared in the May/June 2006 issue of the Journal of Employee Communication Management (JECM) magazine, published by Lawrence Ragan Communications, Inc. (http://www.ragan.com). It is shared with members of the Communitelligence portal with the kind permission of JECM’s editor, David R. Murray.
Not likely.
Elephants are those forbidden subjects and hard questions that lurk in the back of everyone’s mind – and which senior management hopes will go unnoticed.
Every organization has its own elephants. But if you listed them, you’d be surprised at how the same themes exist in company after company. Here are some verbatim examples from email surveys and focus groups at various organizations I’ve worked with.
* Senior leadership paints a picture of Utopia. What world are they in?
* I’ve met with the mayor of this city more times than I’ve met with our company leaders.
* We have managers, not leaders.
* How can our executives say “we’re all in this together” when they get all the benefits and we get all the cuts?
* Our best people are leaving and the “dead wood” is staying.
* No one cares how hard we work.
* Loyalty is a one-way street here.
* They talk about collaboration, but we don’t get rewarded for it.
* The wrong people get promoted into leadership positions.
* Leaders don’t tell us the whole story.
What if, at the next all-hands meeting, leaders talked about the elephants in the room? What if they used that opportunity to set a tone of transparency and candor? How do you think employees would react?
Well, in my experience, a well-planned session around these unspeakable issues builds employee engagement better than all the “rah-rah” motivational speeches ever could. It breaks down barriers, creates equity between leadership and workers, and jolts people out of their usually complacent or skeptical mindsets.
Here’s how I’d design it:
1. Use email and focus groups to uncover key issues. Capture exact words and phrases.
2. Create a “Top 10 Elephants” list.
3. Prepare executives for the process, but don’t let them see the list beforehand.
4. Bring in an outside moderator to ask pointed questions and push for real answers.
Sound risky? Sure. But how risky is it to think employees can focus on work while surrounded by a herd of elephants?
I have been intrigued by the subject of leadership for a long time. Like most of us I’ve worked with leaders good, bad and mediocre, inspired by some and bored by others.
Early in my communication career I found myself drawn to exploring the nature of business and that led me to discover more about the leaders who so profoundly affect organizational life. I was an absolute sponge for the stuff. Looking back, I realize my early interest probably had more to do with wanting to change the leaders I worked for. How successful do you think I was at that? It took a while but I came to understand the inevitable: When it comes to leadership, I could only change myself. Hmmm. Back to square one.
So now that we’re at square one where to begin? There are numerous great books on leadership to be read and inspired by. Here are just a few of my favorites:
Michael Fullan, Leading in a Culture of Change
Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership: Realizing the Power of Emotional Intelligence
John P. Kotter on What Leaders Really Do
James Kouzes and Barry Posner, The Leadership Challenge
I have also learned from the writings of William Bridges, Margaret Wheatley, Peter Senge, Dave Ulrich and others whose perspectives have further enriched my understanding. One thing is certain. There are more books on leadership than there is time to read them. That’s why recommendations from others go a long way to making the best of our reading time.
What about you? What books on leadership are at the top of your list? What would you recommend to this community?
by Elise Roaf
Your workplace is filled with liars! How do I know?
I’ve got this straight from one of the foremost authorities on body language in business, Carol Kinsey Goman, Ph.D. Carol conducted an extensive survey to research her new book, The Truth About Lies in the Workplace (Berrett-Koehler).
Here are a few of the startling facts she uncovered:
- · 67% of workers don’t trust senior leadership
- · 53% said their immediate supervisor regularly lied to them
- · 51% believe their co-workers regularly lied
- · 53% admitted lying themselves
Lies and deception are running rampant in the workplace. Fortunately, Carol’s terrific new book explains in easy to understand language:
- · How to spot a liar and what to do about it
- · How men and women lie differently
- · How to deal with liars whether the liar is above, below, or on the same level as you
- · The one lie you better not tell your manager
- · How to NOT look like a liar when you’re telling the truth
- · Ways to foster candor and decrease deception in your organization
Carol’s advice applies whether the liar is a co-worker, boss, customer, prospect or board member. Her tips will help you defend yourself and your company from backstabbers, credit taking colleagues, lying bosses, gossips, and cheating job applicants.
I recommend that you read The Truth About Lies in the Workplace. When you order your copy now, you will also receive over $500 worth of career-building bonus gifts from Carol’s friends (including Communitelligence). And that’s no lie.
P.S. If you think you are too sharp to be taken in by a con man like Bernie Madoff, you had better read Chapter 3: Why We Believe Liars and How We Play Into Their Hands twice. Get your copy now.
Carol Kinsey Goman, Ph.D. is the author of nine books including CREATIVITY IN BUSINESS and “THIS ISN’T THE COMPANY I JOINED” — How to Lead in a Business Turned Upside Down. She delivers keynote speeches and seminars to association and business audiences around the world. For more information or to book Carol as a speaker at one of your events, please call: 510-526-1727, email: CGoman@CKG.com, or visit her website: http://www.CKG.com.
Regardless of your particular discipline, I believe that there’s much about communications – applicable to today – that we can learn from Mr. Lincoln:
1. Getting to the point – The Gettysburg Address is one of the most famous speeches ever delivered. It consisted of 10 sentences and took a little more than two minutes to deliver (by way of comparison, President Obama’s recent State of the Union address lasted well over an hour including the applause breaks). In the time he spoke, Lincoln invoked the principles of human equality as set forth by the Declaration of Independence and redefined the Civil War as a struggle not merely for the Union, but as “a new birth of freedom” that would bring true equality to all of its citizens, and that would also create a unified nation.
All of President Lincoln’s hopes to end the Civil War and the entire future of his presidency and, for that matter, the entire nation, rested on his shoulders at that moment. Yet he did not allow the importance of the moment to complicate his message, and that speaks volumes about Lincoln’s gift as a communicator.
By now, it is widely known that Mr. Lincoln labored mightily with this speech as opposed to the commonly-held belief that it was hurriedly written on the back of envelop in ten minutes. In choosing his words carefully, Mr. Lincoln delivered his messages cogently and succinctly (and, of course, without the aid of PowerPoint).
2. Listening – How often do we forget that listening is an important part of the communications process? Clearly Mr. Lincoln was a listener and this trait informed his opinions and shaped his understanding of the people he was elected to govern. He spent hours sitting and talking with people, asking questions and getting to know others. He talked with soldiers, widows of fallen soldiers, common people and more. Although known as a great storyteller, he was also known to take the time to hear complaints from people and listen to their stories. It’s hard for leaders of significant importance to take the time to slow down and listen, but it’s critically important.
3. Crisis communications – Given that Mr. Lincoln presided over a war torn country, he came to be an expert at crisis communications. More than telling the American public why the war was worth fighting, he gave them a sense of hope during a time when hundreds of thousands were dying in the Civil War. And he gave Americans a sense of purpose, that it was their duty to honor the dead by ensuring government “of the people, by the people, for the people, shall not perish from the earth.”
Read full article by Gene Marback at ThereforeIAM
Seek first to understand, then be understood is habit five of Steven Covey’s 7 Habits of Highly Effective People. “What training have you had that enables you to listen so you really, deeply understand another human being? Probably none, right?”
Lolly Daskal, author of the Lead from Within blog and hostess of a Twitter chat with the same name, touched on this concept this week in her post, The Art of Listening.
Most people listen with the goal of responding, but listening is really about silence, Lolly wrote.
I often find myself wanting to respond. I have to remind myself to be silent.
Lolly also reminded her readers that listening means not judging, questioning or attempting to fix.
Listening, and truly understanding, is a difficult skill learned only through active practice. It’s also a skill that’s critical for journalists to master.
The essence of listening is in silence:
- Do not judge
- Do not question
- Do not fix
As an entrepreneur, you may find navigating large networking events overwhelming and even unproductive if you aren’t prepared.
Given our experience, below are five tips to make sure you are getting the most out of your time (as well as the time of the people you meet):
- Do your homework. Utilize all the resources at your disposal to determine which events are relevant and interesting to you, given the topic as well as the people attending. After determining which event to attend, map out a plan to make the most of your time there. Leverage existing relationships for introductions to individuals who are attending whom you’d like to meet. Let your social networks on Twitter or LinkedIn know in advance that you’ll be attending–it’s a great way to turn online relationships into real-life connections. 2. Allow for spontaneity. Though it’s important to plan ahead, it’s also wise to leave room for meeting people you might not otherwise connect with or learning things you didn’t know. Maintaining an open mind–and an open schedule–has led to significant opportunities for our firm that we might not have even had on our radar a couple of years ago. 3. Get your elevator speech down. It may seem obvious, but being able to clearly articulate what you are trying to accomplish or what you have to offer is an extremely important part of the networking process. The key is to make every introduction memorable to ensure you’re not forgotten the minute you walk away. 4. Ask the right questions. You can gain a better understanding of each person’s needs and motivations by practicing active listening and asking relevant questions. By consistently looking to collaborate and create win-win situations, you might be able to help in ways you hadn’t planned. We often find that making introductions across your existing network to set up the right people is one of the greatest networking tools available.
Even the most eloquent of public and private speakers could always stand to tweak their communication skills just a little bit. After all, the ability to convey feelings and facts stands as essential to keeping the human species rolling along. Both the Internet and bookshelves sport advice a-go-go on how to get points across as clearly as possible, and the venerable open source lecture series TED does not disappoint in this regard. Its best offerings regarding human connectivity encourage essentials not always discussed in manuals and textbooks, so give them some consideration and use them to launch more exploration into how to grow into an effective, evocative communicator.
Elizabeth Lesser: Take “the Other” to lunch:
If communications with people on opposite sides of political, cultural, religious and other common divides so often proves extremely problematic, try Elizabeth Lesser’s simple-but-effective approach. Rather than arguing, go out for a nice lunch and analyze similarities and gently debate departures to nurture a greater understanding.
Julia Bacha: Pay attention to nonviolence:
Global and personal perspectives alike can benefit from sharpening those reframing skills, as this provocative TED Talk on international relations attests. Julia Bacha encourages listeners to look at stories from multiple angles, using peaceful Palestinian protests that never make the evening news as an example of how things aren’t always as they appear.
Nancy Duarte: The secret structure of great talks:
Presentation expert Nancy Duarte, CEO of Duarte Design, analyzed hundreds of the world’s most powerful and potent speeches and noted that they tend to sport eerily similar structures. For anyone who hopes to communicate major ideas in a persuasive manner — either to a crowd or to whomever happens to be within shouting distance of the La-Z-Boy — such an observation might prove a particularly valuable advice nugget.
the attack was meant as a show of support for the Occupy Wall Street movement
Don’t mess up these 25 most egregious grammar goofs, thanks to copyblogger and BlueGlass:
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Bridging is the art of answering a tough or off-target question (or an easy question) and smoothly segueing into a positive answer. The secret is giving a short, honest answer to the question, and then either 1) ask another question—and answer with one of your key messages, or 2) move directly to the key message. If you can’t logically move to one of your key ideas, then give the short answer and stop. Bridging allows you to maintain a two-party dialog without giving up control. Here are some examples of bridge language:
- “I don’t know the answer to that question. What I do know is …”
- “It sounds as though what you’re really asking is …”
- “Yes. You also may be wondering …”
- “If you’re asking me …”
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Listing allows you to force your questioner to take in more information than he or she expected. You say you have three or four important points to make, and then make everyone listen without interrupting you. Make sure to number each. Only do this when you’ve got questions that need a lengthy answer. For example: “We do this in three ways. First, … Second, … Third, …”
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Hooking (no—not what you think!) means giving a little taste of an idea to encourage the kind of follow-up questions you want:
- “You’d be surprised at what our research indicates …” [What does your research indicate?]
- “We’ve got some other exciting new services that will be available soon …” [What are those new services?]
Use this technique carefully, though. It offers the least amount of control over the Q&A—because you have to hope your audience is following you closely enough to ask that right second question.
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Flagging allows you to use language and your voice to let the questioner know you’re about to share something very important. Use flagging to indicate this is a significant question and that your answer includes one or more key ideas:
- “The most important point to remember is …”
- “If you remember nothing else about what we’ve discussed today, remember this: …”
- “The real issue is …”
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Summarizing is an effective tactic to use after the final question has been asked. The presentation doesn’t end just because people have run out of questions. Circle back to those key messages you want people to remember—in addition to thanking them for their help and participation:
1. “In closing, let me leave you with these three ideas …
2. “Those were excellent questions. In summary …”
And don’t forget that call to action. Tell everyone what you want them to do now that they understand the compelling case you’ve made. Leave nothing to chance (because that increases the chances you won’t get what you want).
People remember what you said, not the question.
Your first step to doing this well is to determine your three key points before the Q&A. The second step is to be so familiar with those messages that you can use bridging, listing, hooking and flagging to work at least one of them in to each response. And then you can use summarizing to make sure your audience didn’t miss anything—and knows what to do next.
This approach increases the likelihood that people will remember—and do—what you want them to. Now you’ve capitalized on the true opportunity a Q&A offers.
Lynn Franklin says she started Lynne Franklin Wordsmith 16 years ago because …”I was in danger of being made a partner at the world’s largest investor relations agency. Or because a tarot card reader told me to. Or because I wanted to prove my theory that wearing pantyhose didn’t make me more productive. All of those would be true.”
If you’ve been in communication for a while now, and you consider yourself an advisor rather than an order-taker, then right now your brow is furrowed. Why would I ask what the value of strategic communication is? Aren’t we passed this? Can’t we just assume that yes, strategic communication is valuable. More valuable than simple tactics such as newsletters and Town Halls?
First, let’s take a stab at defining “strategic communication.” Here’s a simple view (I am, as always, focused on internal communication):
Sound and measurable communication process that supports business goals, enables individuals and teams to contribute their best, and encourages dialog and recognition
These are the elements research shows us are fundamental to engagement in the workplace. These are the elements that make workplace change more successful, and according to the work of John P. Kotter, our organizations more financially sound.
Right about now, you’re wondering why I’m talking about this. Well, last month I facilitated a webinar for Communitelligence on moving execs and clients off a tactical focus and onto a more strategic thought process. One comment in the evaluation really sparked my attention. The attendee wanted more explanation of what made strategic communication better.
I talked this through with several others, including Communitelligence founder John Gerstner. We all wonder why we’re still talking about this. Isn’t it obvious that making a strategic difference to our organizations is better than just cranking out newsletters? Haven’t we proven this in our ROIs, measurement and business cases
Could it be that this was an entry level communicator who hasn’t yet discovered the value of strategy in his or her work? If so, this speaks to a void in our educational system that we professionals will have to fill as these newbies come into the work place.
Could it be that this was a mid-level communicator who hasn’t had the benefit of a mentor or working for a strategic-thinking organization? Likely – we see it all the time. This is what our associations are striving to do, along with those of us providing many different organizations counsel. But, it takes a long time to reach everyone, especially those who are not networking, not reaching out, not getting involved with other communicators.
Could it be that this was a senior level communicator who still hasn’t got the message about strategy, about serving as an advisor, about delivering value? I sure hope not. You’d have to have been working for decades in a vacuum.
I am always willing to educate other communicators on the value of strategy in our work. I wistfully look to the day when the presumption is that communication is strategic – there is no other option.
Stacy Wilson, ABC, is president of Eloquor Consulting, Inc., in Lakewood, Colorado.
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RE: What’s the value of strategic communication? |
Interesting topic, Stacy…I’ve been discussing this issue of “tactical vs. strategic” communication around a lot recently with colleagues and friends. I think what I’m missing in your definition is the word “change.” A great tactical communications plan will be measurable and support one or more business goals, but it focuses on a delivered result rather than on a delivered change. It’s really only when either individual behavior and/or organizational direction needs to be changed that a communications strategy is required. A planner asks the question “Are we doing things right?” while a strategist asks “Are we doing the right things?” A strategy is only valued where it is required — i.e. where change is well defined — otherwise, a really good plan will do perfectly fine, even at a high level in the organization. Remember the Cheshire Cat in Alice in Wonderland…When Alice asks the cat which fork in the road to take, the cat asks where she wants to go. When she says that it doesn’t really matter where she goes, then the cat says it doesn’t matter which road she chooses. When managers can’t really define the change they want to see, they aren’t likely to value communication strategy. |
Posted on Thursday, Jan 21, 2010 – 09:24:00 PM CST Peg |
RE: What’s the value of strategic communication? |
Mike, valid comments. However, in my original post, I noted that I’m willing to “educate.” I don’t think you can persuade someone to take up a strategic mindset and certainly did not imply that. But, education is required and it can be done without the big wow effort. Just yesterday I spoke with a young communicator about her communication plan. We walked through it step-by-step and addressed where her thinking needed to be more strategic. We talked about how she can use this thinking to reposition herself with her internal client and achieve more results with stakeholders. If we keep talking about this type of focus, even with the small stuff, eventually she embeds the thinking. We tackle her confidence level and position her to make a difference, even if it’s not in a shock and awe sort of way. It’s one person at a time. Changing the definition and the entry methods into the profession will wait for another day. |
Posted on Friday, Jan 15, 2010 – 03:04:00 PM CST stacywilson |
Are We Appropriately Recognized? |
The issue of whether the value of the communicator is appropriately recognized is an old, old chestnut. It persists, in my view for four main reasons: 1) There is no common definition for “communication” within and among businesses. One person’s job spec for a “communication lead” may involve strategy and messaging, another’s may involve effectively acting as a concierge for senior stakeholders. This problem is unlikely to disappear. 2) The barrier for entry into the world of communication is non-existent. Everyone–particularly many senior managers–fancies themself as a communication expert on some level. Many who end up as professional communicators do so by default or accident. Even with aggressive growth of professional accreditation, this is unlikely to change as well. 3) The above factors do little for the confidence of professional communicators (and particularly internal communicators) and the corresponding timidity produces work that is safer and more tactical than required. 4) The organization has yet to have a “shock and awe” moment when they realize something desired would not have been possible without the strategic communicator. I do think things will get better–not by trying to persuade people that we should be treated as strategic–but by seizing the opportunities for communication to make a difference in these turbulent times. Mike Klein–The Intersection http://intersectionblog.wordpress.com |
Posted on Friday, Jan 15, 2010 – 10:18:00 AM CST Leadershift |
Yesterday’s Communitelligence webinar was about getting executives and clients off the individual tactics and into strategic thinking and decision-making. As the facilitator, I talked about using questioning and even offered 15 specific questions people can use to pull a client or exec back to strategy.
- Creating your own questions
- Facilitating a flexible planning session
- Recapturing a hi-jacked session
One of the individuals who sent in the evaluation after the webinar had this to say: “Perhaps more specific, rather than general, examples.” Ok, I can accept that a few specific stories illustrating how to use all the intellectual capital we just gave away would have been good adds. I’ll do that next time.
But, as my colleague just said, “they want you to do it for them.” He’s right. So many of the communicators I run into in conference and workshop sessions want someone to give them step-by-step instruction. “Just tell me what to say in that difficult conversation with my exec – give me a script.”
John Gerstner, president of Communitelligence, commented to me that even best practices don’t always make sense because you need a solution that speaks to your particular organization. So, it’s about taking the tools and figuring it out for your situation or organization. Requires some critical thinking, a skill that all of us in communication should continue to hone.
This depends on my ability to recognize a bunch of valuable tools when I see them. I think some are looking so hard for the script that they miss the tools right in front of them. And it means being able to think through how to use the tools once I’ve recognized them. Takes work. Takes effort, focus and dedication. Sometimes courage.
I’m all about tools. Those who’ve worked with me know this. But, not tools that simply tell “how” to do something or tell precisely “what” to do. No, I value tools that prompt my strategic thinking and that of my client. I want tools that push me to be practical, direct, honest with myself and my client, focused on the right stuff. That’s what a good communication tool should do.
When we took a bunch of our custom tools and made them available online at http://www.eloquor.com, this was our focus. Help communicators think more strategically, even when putting out fires. Part of that is about helping communication teams conduct their strategic business more consistently. Ultimately, it all comes down to positioning communication as a strategic function that serves as a valuable asset and trusted advisor to the business. Put in less “corporate speak”: communication matters to the business and communicators offer the business value.
But, communicators have to be willing to hone their critical thinking skills, to use strategic thinking tools and to master the ability to find great and appropriate solutions. It’s our future.
Stacy Wilson, ABC, is president of Eloquor Consulting, Inc., in Lakewood, Colorado.
Maybe it’s the first time you’re standing in the doorway to a room of people you don’t know—swallowing hard because there’s no saliva in your mouth, and clutching your business cards in a sweaty hand. Or maybe you’ve been in that doorway many times (but chances are, you’re still exhibiting a milder form of both symptoms).
They don’t call it “NetWORKING” for nothing!
Looking for a new take on this standard business tactic, I attended “The Wonders of Intentional Networking” at the Wright Business Institute in Chicago (http://www.wrightexcellence.com). Here are three of my lessons learned—and some new tactics you and I should both be using.
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Trick #1: Walk In with a Goal. It probably shouldn’t be one of these: 1) the number of business cards you give out or get, 2) finding a new client or employer, or 3) closing a sale. This is tough. Most of the time we (force ourselves to) network because we’ve got a business need and we want to create an opportunity.
Experience taught me this kind of desperation leaks out your pores—turning off any chance of a meaningful exchange with someone who could be interested. And I’ve also walked into plenty of rooms with no real notion why I’m there (besides I should be) and come away disappointed.
So set a realistic goal. If you’re a new networker or shy, that could be speaking with at least two new people (rather than finding a friend or one person you meet and attaching yourself to him or her all night). If you’re a regular networker, your goal could be to locate someone you’d like to add to your “life team”—people you can cultivate and count on for good advice and support.
It’s that law of attraction: going in knowing what you want increases the chances that you’ll get it. Take an extra minute to do this before you arrive.
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Trick #2: Be Unselfish. Having cut my teeth in networking at Business Networking International (BNI), I’m a true believer in the “givers gain” philosophy. Enter a room ready to make connections to help the people you meet. This means you have to listen. It also requires you to ask non-directional questions: letting the person talk about what he or she wants—rather than what you want.
This is hard for me. I interview people for a living. My tendency is to “gather information.” Often my questions are targeted at learning about something that speaks to me. Now I’m trying out a new tack. More often, my questions and comments will include these: “How’s it going? Tell me more about that. Go on. That’s interesting. How so?”
Let the other person talk about what interests her or him. This actually leads to a deeper level of conversation, where you can learn more about a person’s issues or needs. And if you can connect the person to someone else who can help—or provide the help yourself—you’ve done a service that will be remembered.
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Trick #3: Be Selfish. There’s one person who comes to every networking event. Verbally and in body language, she screams “me-Me-ME!” She only wishes to speak about herself, her business, her family, her activities. She hands you her card before she asks your name. If she takes your card, you’ll find she’s left it on the table after departing—or has enrolled you in her e-newsletter the next day without having asked your permission.
When faced with her, remember your goal for this networking event. If listening to and assisting her will help reach your goal, then stay in the conversation. If it won’t (which usually is the case), then find a polite way to disengage (“Thanks for telling me about what you do. I’m sure there are other people you want to meet, too, and I hope you enjoy the rest of your evening.”). Then shake hands and move on. Trick #2’s being unselfish doesn’t mean being a doormat—so watch out for yourself.
Think about it: your best networking experiences happen when you have meaningful conversations on subjects people care about. And when you find ways to help others get to their goals, they’ll want to do the same for you. Then it becomes “Networking.”
Lynn Franklin says she started Lynne Franklin Wordsmith 16 years ago because …”I was in danger of being made a partner at the world’s largest investor relations agency. Or because a tarot card reader told me to. Or because I wanted to prove my theory that wearing pantyhose didn’t make me more productive. All of those would be true.”
Letter from Executive Director Terry A. Scrogum to Illinois Arts Council grant applicants, sent August 17, 2009:
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Dear Applicant:
At the end of July, Chairman Madigan emailed you about the status of the Illinois Arts Council’s FY2010 budget. This email will further update you and it is not good news.
Unfortunately, our budget has been reduced more than originally expected and the total Council budget of state dollars is now $7.8 million. We have lost over 60% of our budget in just three years. This drop will be very negative for the individuals and organizations that receive funding from the Council.
As we have struggled with the devastating reality of this enormous cut, we have had to make some very tough decisions. We are suspending many programs and greatly reducing others both in number and amount of grants. In times when funds for the arts are more available (because they are never plentiful), it is less difficult to make decisions about allocations. When times are harsh and funds are scarce, every decision has negative and potentially far-reaching results.
Our process for making choices incorporated feedback we received during our strategic planning process of 2006, one in which many of you participated. As we traveled around the state and studied the results of surveys and other information gathering tools, it was very clear that you valued the operating grants as key to the health of the arts community in Illinois. We also recognize that artists are obviously the keystone to the creation of art.
With this in mind, we have suspended the following programs for FY2010: Artstour, Literary Awards, Ethnic and Folk Arts Master/Apprentice, and Youth Employment in the Arts. All open deadline programs which include Arts-in- Literacy, Governor’s International Arts Exchange, Short Term Artists Residency, and Special Assistance Grants, have been suspended or greatly reduced. We use the term “suspended” advisedly – we remain hopeful that Council funding will be restored in the future and we can once again fund a broader array of grant opportunities. Our commitment to the importance of individual artists remains steadfast — we will continue to provide direct support to individual artists in some form although the Artists Fellowship program for FY2010 has been suspended.
In addition to updating you, I wanted to prepare potential FY2010 Program Grants, Partners in Excellence, and Community Arts Access awardees for the shock that is coming when award letters are opened. The grant reductions were considerable after the Blagojevich administration slashed our program budget by 30% in FY2008. But those reductions are minor when compared to what is coming as a result of an additional 50% cut in our programs by the legislature plus another 8% reduction in funds imposed by the Governor.
This year is bleak and next year, as Chairman Madigan stated, will be bleaker still without additional revenues. This year’s state budget has benefitted from one-time federal stimulus money – new dollars that will not be available in FY2011. Arts people both by nature and necessity are optimists, and while I remain optimistic that the future of states arts funding will improve, I feel I must tell it like it is.
Tough times like these only reinforce the IAC’s resolve to do everything in our power to support you in what you do for the people of the state. We will not give up in our commitment to see the arts recognized for the key role they play in a healthy and productive state, one that has the arts as a central priority. And we thank you for the incredible work you do and for the unwavering commitment you have to the arts in Illinois. We will be in contact about future developments.
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How many times have you tried to have a strategic conversation with an executive or client only to have him or her immediately revert to a tactical focus? Sometimes, the same happens with other members of our own teams. It’s hard to stay focused on strategy. When you’re putting out a fire, it’s hard not to just focus on tactics – deliver the order.
The best way to regain that strategic focus is to ask the right questions. Whether you are just asking them of yourself, or of a client, executive, or colleague, you can use questions to prompt people’s strategic thinking. First, be sure you craft the right questions:
- Questions should demand details, not a yes or no response
- Questions should use keywords straight from your organizational or departmental strategy
- Seek to clarify assumptions or complexity
- Use supportive language
- Ask questions that value the other person’s opinion, validating the importance of the tactic
Here’s a story that serves as a great example. I was working with a client on a survey and she wanted to add a question to the survey. It was a bad question that wasn’t actionable and wouldn’t contribute to her strategic use of the results. I asked “What will you do with the results? What will you improve based on the results from that question?”
Stopped her dead in her tracks. She decided not to include the question.
Here’s another example. I had a conversation with a client about the company’s intranet. The client doesn’t believe the intranet has any strategic importance at all. He views it as a distraction on his plate of more pressing issues. Here is the series of questions I asked him:
- How important is innovation for your business? (He said it is their most important goal.)
- What is required of a company to be truly innovative? (After some prompting, he agreed that conversation, dialog and idea sharing were crucial.)
- What role might your intranet play in enabling more conversation, dialog and idea sharing?
He stared briefly at me in a stunned silence. He had his answer. He answered his own cynicism with his own answers to my questions.
One more story. After a facilitated series of Q&A and planning, my client and her team realized they can no longer be order takers and still deliver truly strategic communication solutions. Instead, they must enable others to be great communicators and serve the organization in a whole new way. At the end of the day I asked her what she thought about the planning we’d done.
“I just hadn’t ever thought about it this way. No one had asked me those questions.”
Stacy Wilson, ABC, is president of Eloquor Consulting, Inc., in Lakewood, Colorado