Braintrust

… if I were hiring a “Universal PR professional” to guide strategic communications, here are some of my best practice tips to shape that PR person’s role:

1. Be proactive and don’t wait to be asked. Today, we are looking for people who will raise their hands to get involved. For example, with the development of a social media policy, training initiatives and governance (new responsibilities that require PR to participate). You should never wait for someone to give you the assignment, especially if you identify an area in your department or company that needs support. Propose new ideas, do the research, and offer your assistance. The initiative you take will make you stand out among all the rest.

2. Start with good communication on the inside. Take the time to discover how to be more efficient and productive with your teams. Make suggestions beyond simply using email communication on how to finish your projects on time and under budget. Use social collaboration tools on the inside of your company for better internal communications and then take the time to educate your peers on new ways to work together to increase overall productivity.

3. Test technology … always. Don’t be behind the curve, instead stay ahead for advancement. Be ready to answer those leadership questions asking “why” and “how” your brand should participate in new social communities. Take the time to “Tech Test” in different areas including collaborative platforms, applications, monitoring software, influence tools, etc., which will make you a more valuable asset to your organization.

4. Listen to be heard and to be relevant. Gathering customer intelligence is the best way to internalize information and then use it to communicate with meaning, through offline and new media channels. Since I started in PR, I was always told to listen first to solve problems. This is much more apparent today, as a result of social media. By truly “listening,” we can help people and build stronger relationships with our constituents.

5. You are always on! Social media doesn’t sleep, so your organization’s readiness is key. Creating the social media crisis plan (integrated into an overall crisis plan) requires knowledge and skills. It’s imperative for you to build a system that catches negative sentiment early on before it escalates, and to put processes and people in place for different levels of escalation through new media

Read full article by Deirdre Breakenridge on PR 2.0 Strategies

With his team, Saku Tuominen, founder and creative director at the Idealist Group in Finland, interviewed and followed 1,500 workers at Finnish and global firms to study how people feel and respond to issues in the workplace. Tuominen’s findings are easy to understand — 40 percent of those surveyed said their inboxes are out of control, 60 percent noted that they attend too many meetings, and 70 percent don’t plan their weeks in advance. Overall, employees said they lacked a sense of meaning, control, and achievement in the workplace. Sound familiar?

Based on the study and the insights of Teresa Amabile, a professor at Harvard Business School, Tuominen recommends new approaches to changing our work processes that all tap into our unconscious:

• Think about one question/idea that needs insight and keep this thought in your subconscious mind.
• Clear your conscious mind by using this two-step system: move your thought(s) from your mind to a list and then clear your list when you have a short break (if your meeting is canceled, for instance, or your flight is delayed).
• Plan your week and month by listing three priorities you would like to accomplish.
• Make certain you have at least four consecutive, uninterrupted hours a day dedicated to the three priorities you identified.

This last point is key. Tuominen deduced that if you can schedule four hours with continuous flow and concentration, you could accomplish a lot and improve the quality of your thinking. As Tuominen aptly states, “you can’t manage people if you can’t manage yourself.”

In turbulent times, it’s hard enough to deal with external problems. But too often people and companies exacerbate their troubles by their own actions. Self-defeating behaviors can make any situation worse. Put these five on the what-not-to-do list.

Demanding a bigger share of a shrinking pie
Leaders defeat themselves when they seek gain when others suffer, for example, raising prices in a time of high unemployment when consumers have less to spend, to ensure profits when sales are down. McDonald’s raised prices three percent in early 2012 and by the third quarter,faced the first drop in same-store sales in nine years. The executive responsible for that strategy was replaced.

At bankrupt Hostess Brands, bakery workers refused to make concessions (though the Teamsters did), thereby forcing the company to liquidate, eliminating 18,000 jobs. By trying to grab too much, the bakery union could lose everything.

This happens to executives too. A manager in a retail company demanded a promotion during the recession, because he was “indispensable,” he said. The CEO, who had cut her own pay to save jobs, fired him instead. Greed makes a bad situation worse.

Getting angry
Anger and blame are unproductive emotions. Post-U.S. election, defeated Mitt Romney blamed his defeat on “gifts” that “bought” the votes of young people, women, African-Americans, and Latinos for President Obama. Losing the Presidency is a big defeat, but Romney further defeated future electoral prospects with public bitterness and insults. History might remember the bitterness, not his gracious concession speech.

Anger hurts companies too, especially if misplaced. Years after a tragic explosion on an oil platform in the Gulf of Mexico in April 2010 in which 11 people lost their lives, BP was back in the news with a record fine and criminal charges. Former CEO Tony Hayward defeated himself and damaged the company in the public mind by issuing bitter statements about how unfair this was.

Angry words leave a long trail. An employee in another company who threw a temper tantrum over a denied proposal was surprised that this episode was still recalled two years later, overwhelming his accomplishments. He was the first terminated in a reorganization. Bitterness turns everything sour.

Giving in to mission creep
Sometimes self-perpetuated decline occurs more slowly, through taking core strengths for granted while chasing the greener grass. I can’t say that this is happening to Google, a company I admire, but I do see potholes ahead — although driverless cars are an extension of mapping software close to Google’s core strength in search. But should Google expand its territory to be a device maker and communications network provider, building a fiber-optics and mobile network? This could be mission creep. Perhaps Google should focus on improving Googling.

Read full article via Harvard Business Review

“The leaders we need are already here.” These magic words come from Margaret Wheatley, co-founder of the Berkana Institute (www.berkana.org). The Institute is a worldwide community of people who recognize the need for change in communities, organizations and nations and who offer their leadership to help resolve the most pressing local problems.

Of leaders, she says, “We define a leader as anyone who wants to help, who is willing to step forward to make a difference in the world. We know that the world is blessed with an abundance of these leaders.”

These are good words to live by in our own organizations too. In yesterday’s model, leaders were singular and appointed. Leaders were at the top of the heap by virtue of title. Others were deemed followers. Leaders were expected to know all the answers and by force of will to get followers somewhere. By virtue of this model leaders held power and followers did what they were told.

Today’s leaders can emerge from any part of an organization. Rather than being given the title, leaders choose for themselves to make a difference and take action to do so. They see themselves not as experts but as learners. Rather than focusing on heroism and control they focus on enabling others to succeed. 

This brings us back to Margaret Wheatley. About 15 years ago she began writing about the connection between living organisms and organizations. “Every living thing seeks to create a world in which it can thrive. It does this by creating systems of relationships where all members of the system benefit from their connections,” she wrote. “As the system develops, new capacities emerge from … working together. Looking at what a self-organizing system creates leads to the realization that the system can do for itself what leaders have felt was necessary to do to the systems they control.”

Wheatley urges leaders in self-organizing systems – and, by the way, all organizations are self-organizing — to abandon the fear-based practice of command and control. “We have to ask ourselves, “How much trust do I really have in the people who work here?”

And what is the reward for embracing a more participative approach? “Those leaders…tell of their astonishment,” she says. “They are overwhelmed by the capacity, energy, creativity, commitment and even love that they receive from the people in their organization.”

It sounds like Utopia. Trusting leaders can bring about an astonishing array of positive results. And anyone can be a leader. If, as Wheatley says, “the leaders we need are already here,” what are the attributes of today’s leaders? How can we prepare ourselves to become a leader? How do we step forward and nominate ourselves for the job? Stay tuned.

By Elise Roaf

The number one thing great communicators have in common is they possess a heightened sense of situational and contextual awareness. The best communicators are great listeners and astute in their observations. Great communicators are skilled a reading a person/group by sensing the moods, dynamics, attitudes, values and concerns of those being communicated with. Not only do they read they environment well, but they possess the uncanny ability to adapt their messaging to said environment without missing a beat. The message is not about the messenger; it has nothing to do with messenger; it is however 100% about meeting the needs and the expectations of those you’re communicating with.

So, how do you know when your skills have matured to the point that you’ve become an excellent communicator? The answer is you’ll have reached the point where your interactions with others consistently use the following ten principles:

1. Speak not with a forked tongue: In most cases, people just won’t open up those they don’t trust. When people have a sense a leader is worthy of their trust they will invest time and take risks in ways they would not if their leader had a reputation built upon poor character or lack of integrity. While you can attempt to demand trust, it rarely works. Trust is best created by earning it with right acting, thinking, and decisioning. Keep in mind that people will forgive many things where trust exists, but will rarely forgive anything where trust is absent.

2. Get personal: There is great truth in the axiom that states: “people don’t care how much you know until they know how much you care.” Classic business theory tells leaders to stay at arms length. I say stay at arms length if you want to remain in the dark receiving only highly sanitized versions of the truth. If you don’t develop meaningful relationships with people you’ll never know what’s really on their mind until it’s too late to do anything about it.

Pregnant mothers are being pooled to place ads on their round, shiny stomachs as part of “tummy branding.” Some argue that this is how news is created. To some, this is “desperate branding” in action. Welcome to “guaranteed-to-fail branding,” a process that ensures a top spot on the list of branding failures. These projects are sometimes called “reality branding.” There is no limit to these weird processes.

Roy Disney said, “You need branding when your product has nothing to offer.” Roy’s uncle, Walt, invented Mickey Mouse and created the Disney empire. At the time, the word “branding” was reserved only for cowboys branding herds of cattle by the fiery iron.

The word “branding” is dangerously overused. Many people use branding as a cure for all kinds of problems in all kinds of businesses. To lay claim to a deeper understanding of this elementary word, branding agencies all over the world have developed some cute variations of it, from “emotional branding” to “primal,” “sensory,” “musical,” “internal,” “external,” “holistic,” “vertical,” “abstract,” “nervous” and all the way to “invisible” branding. However, to see these distinctions, you will need special 3D spectacles.

The list of branding types is almost like the three MIT wizards who took an academic conference for a ride by submitting a paper in all fake jargon: “Rooter: A Methodology for the Typical Unification of Access Points and Redundancy.” Their paper was accepted.

Haphazard Branding

There are hundreds of such branding terms pointing to the same thing. Let’s analyze and see how this historical process of branding ownership marks on animals got transformed into a word circus, bending the state of mind among corporations, institutions and many governments.

Branding is often presented as a culturally, emotional or lifestyle crazy, sugarcoated packaging process. Sometimes it is like rap music, with spinning colors or psychedelic pastel overtones accompanied with hip-hop idea drivers. Other times it comes with esoteric concepts to camouflage the products or services just long enough to get the customers’ attention. Most of the time, it comes as juicy ideas under some new blanket term of branding that is designed to create a safe and secure feeling for the corporation while waiting for the thunder from the charge of anxious customers.

For some reason, if the highly anticipated traffic doesn’t show up, then the term is changed immediately to the likes of “primal branding,” with a twist or a new style dance added to the circus. The same single promotional process is re-named repeatedly.

The idea is that when share prices fall, call the branding team and let it apply its “fiscal branding” to mail fancy brochures to shareholders. When products fail, let the “visual branding” make logos makeover, and when elevators don’t work, give it to the “yo-yo branding” unit, as they are real experts in north and south mobility. Floor please.

Today, branding is a mixed bag of basic, traditional advertising tools, simply waxed and packaged to appear as intellectual advice with an expensive price tag. It is targeted to fit any hungry frame of mind, and is designed to make corporations feel ever so comfortable with terms like “verbal,” “digital,” “audio,” “smelly,” “silent” or “loud” branding, as all these terms are designed to offer great safety and invisible lifelines to sinking ships. But does it work?

Just Promotional Tools

At times it does, as corporations do need solid and real branding. However, it most often fails, frequently due to lack of substance, quality, intelligence and experience. What is now being offered in the name of branding includes perfumed stationery at the banks, as sensory tickles, jingles and chimes for the funeral parlor — just raw promotional tricks.

These approaches fail because they are just basic promotional tools and skills and because they are trendy quick fixes. Branding has been defined so many times by so many experts that it is almost useless to redefine it. Like beauty, it is in the eye of the beholder.

The presentation of fancy fireworks at a huge marina as a big branding exercise might be merely ordinary to some other company. Hundreds of hired people walking on a busy street with their foreheads painted with the names of products might be kinky, tacky or too smart, all depending on the culture and mental level of the client.

Pregnant mothers are being pooled to place ads on their round, shiny stomachs as part of “tummy branding.” Some argue that this is how news is created. To some, this is “desperate branding” in action, to others it is getting the word out at any cost.

Welcome to “guaranteed-to-fail branding,” a process that ensures a top spot on the list of branding failures. These projects are sometimes called “reality branding.” There is no limit to these weird processes.

Most of the time, the creative powers overtake the process, and fancy jargon becomes the Band-Aid while the Laws of Global Corporate Image, Rules of Corporate Nomenclature and Name Identities, Cyber Domain Management, Principals of Marketing and Global Branding are all completely ignored as being too rigid, too serious and too formal.

Solid Training, Thorough Skills

Let’s face it, these branding rules are very hard to learn and very difficult to apply because they require solid training and thorough skills. Simple, raw promotional skills backed by big budget fireworks are only “accidental branding” at play, where everyone becomes happy as long as there is some noise. In the recent past, this is how “high volume” or “intense” branding got the center stage. Today, in this budgetless environment, it is only a dream for most agencies to get such mega breaks.

U.S. businesses are still very much overdosed with over-branding. Massive turnover in the advertising and branding industry, compounded by the Internet , e-commerce and outsourcing has created a large glut of branding consultants with too many faceless, nameless consulting services and Web sites.

The market is simply glutted. Western branding agencies are losing their grip by not producing world-class standards and are becoming a laughing stock by adopting, in a panic, monkey-see-monkey-do campaigns.

In reality, you definitely need proper branding today; the type is not the issue. However, first you must have something very good to offer. You also need highly specific and proven branding with highly tactical positioning skills, under proper corporate and brand name identity and image laws, rather than raw graphic and promotional tools.

‘Useless Branding?’

Empty concepts and poorly designed and beaten up products and services can’t be resurrected with some abstract branding terms along with some flashy campaigns. Big money spending will not buy big image anymore. It worked in the past, but times have changed. Today, the latest cyber-branding techniques are in big play. Corporations are opening up to a debate on this subject among senior management and ignoring the old, traditional branding methodologies.

As e-commerce matures by the minute, the masses of customers have successfully ignored the expensive blitzes and pretended to have some type of an early Alzheimer’s condition to justify their memory loss. Nothing sticks in mind any longer.

The blasted, useless messages are instantly forgotten. The 15-minute fame suggested by Andy Warhol is now only a 15-second blip on the global e-commerce landscape. What was previously shoved on 24-7 ad campaigns and lasted at least a year is now completely forgotten the very next day.

Should we now re-define branding all over again? Should this word be re-invented? How about “useless branding?” No, not yet.

 – Naseem Javed

– 7-27-05

If you’re the head of your company, you have to be able to define not just what your company does, but why it does it.

Having difficulty? That’s normal. You can blame it on the way your brain works. The part of the brain that contains decision-making and behavior doesn’t control language, so when you’re asked questions about why you do what you do, it’s natural to get tongue-tied.

That’s where great leadership comes in. Leaders are required to put in to words what a group does; they’re required to cross over between the decision-making and behavior sphere and the language sphere. Leaders are great because they’re good at putting feelings into words that we can act upon.

So it’s up to you, as company leader, to define your “why.” Here are four reasons you should, if you want to survive as a company.

1. Your company’s “why” generates loyalty.

Apple can sell phones not simply because they have the smarts to make phones; every single one of their competitors can make phones too. What gives Apple permission to sell products beyond computers is the fact that it doesn’t define themselves as a computer company; rather, it is a company that stands for something. It represents an ideal: Down with “the man”; attack the status quo; champion the individual.

As long as Apple’s products are consistent with its cause, the company has the freedom to do things other companies cannot. Those who identify with Apple’s cause, in turn, will say they “love” Apple–even if they think it’s because of the products.

2. Organizational success (or failure) often dates from inception.

Most great companies were founded by a person or small group of people who personally suffered a problem, went through an difficult experience, or had someone close to them face a tricky challenge–and then came up with a solution or alternative. That original solution to that original problem is what they formed their company around; it’s why they do what they do.

Organizations that just look to capture some market opportunity, or are born out of some market research, often fail (or else need endless pools of money to keep going). No one has passion for a problem revealed in market research. People have passion to solve their own problems or to help those they care about.

Fortunately, it’s easy to build trust in a business relationship. Here are the rules, based on a conversation with a true expert in trust-building Jerry Acuff, author of The Relationship Edge: The Key to Strategic Influence and Selling Success.

1. Be yourself.

Everybody on the planet has had unpleasant experiences with salespeople, and many have walked away from a sales situation feeling manipulated. So, rather than acting or sounding like a salesperson, simply act the way you would when meeting with a colleague.

2. Value the relationship.

If you want people around you to value having a relationship with you, you must truly believe that relationship building is important. You must also believe that you honestly have something of value to offer to the relationship.

3. Be curious about people.

People are drawn to those who show true interest in them. Curiosity about people is thus a crucial element of relationship building. Having an abiding fascination in others give you the opportunity to learn new things and make new connections.

4. Be consistent.

A customer’s ability to trust you is dependent upon showing the customer that your behavior is consistent and persistent over time. When a customer can predict your behavior, that customer is more likely to trust you.

5. Seek the truth.

Trust emerges when you approach selling as a way of helping the customer–so make it your quest to discover the real areas where the you can work together. Never be afraid to point out that your product or company may not be the right fit.

Emails are key to communication in the office. Yet, as a rule, they are badly written. So by consistently sending sharp, well-composed electronic messages, you will make yourself stand out from the crowd. Take careful note of the following:

1. Hone your subject line
Try to be more specific. Instead of giving your email the name ‘Byrne project’, call it ‘Byrne project: new deadline for phase 2’. Your email is already more interesting than most.

2. Don’t bury the lead
If you want to annoy people, make them read three paragraphs before you get to the point. If you want to rise in the company, state your purpose in the first sentence or two and then get to the why and how of the matter.

3. Request further action
End emails with a suggestion or a request for action. An example would be: ‘I will call you on Monday at 10am to discuss this’ or ‘When can we get this done?’. Otherwise, nothing is likely to happen.

PLUS: 10 Best One-Liners

4. Be human
People who would never dream of being cold and abrupt in person, often come across that way in their emails. Being businesslike doesn’t mean being impersonal. Try to remember that the recipient, like you, is a human being.

5. Proof your email
Just one misspelling, grammatical error or typo can make a sender look careless and disrespectful. Sending ‘clean’ emails lifts you above the sloppy crowd.

Face it every writer has days when they sit down to write and the words just don’t flow onto the page. You write one sentence and check how many words you just added in hopes it will miraculously be sufficient. The problem writers have is, when their heart isn’t in their writing, it shows. (Here’s how to overcome your writing demons).

To help you get your writing on track, here are twenty-one tips to prevent you from getting to the point where you have what I affectionately call blank-screen-syndrome.

1. Create a list of articles you want to write but don’t have the time. I find that it’s easy to get inspired to write pieces about other topics when the pressure’s on to write a specific topic. There’s nothing like a deadline to make anything else seem exciting.
2. Feed your mind. Read a book and/or other sources of insight such as blogs and news sites to get ideas. This isn’t an excuse to get a snack or other indulgence.
3. Develop a story around a trending topic, even if it’s not in your area of focus. The objective is to stretch yourself to find a way to write about the hot topics. This can be useful for bloggers and company content where you need to keep your content relevant.
4. Keep a swipe file. Sign up for a wide range of newsletters focused on your main topics to see what other writers and bloggers are covering. Save those articles that provide new insights or a different format for inspiration. This doesn’t mean you should simply copy someone else’s ideas or articles.
5. Collect relevant questions you and others have on your main subject area.Think like you’re writing an endless FAQ. A list of questions gives you a hook to build your content around. This is particularly useful for blogs and company content.
6. Get a jump before you quit. Before you quit a writing session, write down the ideas you have for the next session; form them into an outline added to the current document to make it easy to pick up where you left off.
7. Close your digital door to remove distractions. This means close your social media sites, chat and email. To this end, it’s useful to have a dedicated space for writing.
8. Make an appointment to write. Set your timer or alarm for a specific time and that’s when you have to start writing.
9. Change writing environments. If you always write at your kitchen table, and you’re now stuck for new ideas, try writing at a coffee shop or local library.
10. Seek inspiration. Do something that provides you with a muse. Go to a play, or museum.

First, you need to identify your audience. There are several methods to identify your audience, such as determining keywords that are bringing users to your website, creating user personae and more. Once you’ve identified your audience, you should create content that speaks to each user persona. Do not stray from this concept, because you will lose readers or followers. Readers are finicky at the beginning of any article or post. If you don’t capture their attention with the title, the remainder of the content might as well be in a language they don’t understand.

For example, let’s say you operate a blog about the exam for certified public accounts. Who is your audience? There are a few user personae we can identify without doing much detailed analysis. You can easily create personae for your audience in the same manner.

• Students: those in their early 20s who are working on an accounting bachelor’s or master’s degree, with the intent of taking the CPA exam eventually.
• Entry-level professionals: early- to mid-20s professionals working full time at a public accounting firm, after attaining a bachelor’s or master’s degree. This group is most likely to be actively involved in accounting practices or preparing to become a CPA.
• Career changers: adults looking to change careers or re-enter the workforce.
• Educators: accounting professors who might need to discuss CPA exam content with their students.
• Professionals: licensed CPAs who are concerned about the future of the profession.

Let’s say we want to target entry-level professionals, because this is likely the largest of the five personae we have identified. Many of these individuals have probably taken entry-level jobs as an accountant but have not yet sat for the CPA exam. One of the greater stresses about this exam is finding out one’s score for each section. Though the exam is largely computerized, it can take a few months for scores to be reported to the appropriate governing body. So “CPA exam score release” is a hot topic and sure to draw attention from entry-level professionals because this demographic would be interested in knowing exam scores.

This would be a perfect theme or title to create your content around. When reading this blog for the first time, readers will immediately be locked in because the content pertains to their situation — not their past, not their future, but what they are actively involved in at the moment. Most readers and discussion groups talk about what’s happening now. What’s buzzing? By focusing your title and content on “the now” of your target audience, you have a much better chance of each reader reading your article or post from beginning to end, which is the goal of any writer.

When selecting a topic, there are a few tips to keep in mind.

• Pick one that relates to at least one of your user personae. This drives at least one group of users to your content and is sure to relate to them.
• Topics should be useful or answer a question. This encourages social sharing, allowing your content to reach beyond its page.
• Pick a controversial or trendy topic. Readers usually show initial interest in current topics and trends compared with those of the past. That is, unless you are comparing a “now” topic with a past topic.
• Limit the sales and marketing aspect of your content. If you’re only trying to sell a product or service, you will probably fail. No one likes to feel as though he or she has been sold, but everyone likes to buy.

The story of reputation management in a crisis is fairly common: a businesses finds themselves in the center of a controversy spinning out of control on the web.
The  generally begins with an executive who happily fell asleep one night, only to awake the next morning with dozens of emails in the inbox and a team anxiously awaiting a “master plan” that will save them. The executive finds themselves wasting valuable time researching facts they should have known, trying to educate themselves on basic best practices, and hesitating to take action due to a fundamental lack of understanding.

This article takes a good look at why real reputation management is not just SEO, but an integrated and holistic communication strategy that ties into multiple parts of a business. By examining questions regarding reputation management to avoid a crisis elements, a business can have a healthy and positive online footprint that grows into a strong business asset.

REMEMBER, In a crisis, the simplest actions become the most important ones.

While this exercise is written for a larger organization, all of the questions leading towards a good reputation management plan are valid regardless of whether your company has $25k or $500m in revenue.

via barryhurd.com

When mistakes are made, fight the urge to defend and minimize. Spinning and shaping a message to look “positive,” only makes a leader look weak, evasive and less than honest.

Realize that no matter how hard your organization works, mistakes will be made. Most people understand this. You won’t get points for it, but you won’t be vilified if you communicate in a straight up fashion: “We screwed up. This never should have happened. We’ve got to get this right. The stakes are too high. We apologize to the American people.”

Final advice: “Go with your gut when communicating under pressure.

Ask yourself, “If I were on the other end of this message, would it seem credible to me? Would I believe the person saying it?”

If your answer is no, you can be confident your communication strategy is on a very dangerous path.”

Steve Adubato speaks and coaches on leadership and communication. He is the author of the book, “What Were They thinking? Crisis Communication: The Good, the Bad and the Totally Clueless.”

Sometimes questions are more important than answers. In a crisis situation, you need to know the questions to ask before you have answers to questions.

This starts with the many “What ifs” that need to be asked as you develop the crisis plan or plans for your company, institution or organization. Never rush in believing you have all of the answers. You may have overlooked some important questions that need to be asked.

Fred Thompson, former managing partner of the Earle Palmer Brown public relations firm, says when you think you are in a crisis you need to ask yourself three questions:

•  “Who has the most to gain or lose in this situation?” Prioritize the issues.
• “Is there a fundamental misunderstanding?” A basic misunderstanding might be resolved by an explanation or presentation of the facts.
• “Can this be ended with an apology, admission or wrongdoing or simply saying ‘we screwed up’?” This could create conflict with the legal counsel who may want to avoid any such admission or statement of regret.

Thompson believes answers to these questions will define the strategy to best deal with a situation before it turns into a crisis.

Andrew Stern, chair of Sunwest Communications, Dallas, believes in asking a number of questions before a crisis as part of being prepared. “If a crisis is ready to happen, you don’t have time to go through steps one through four. You must be prepared in advance. The plan should have a scenario so that when a potential crisis is ready to happen, every member of the team knows instinctively what to do,” says Stern. Here are some questions he asks:

• Does the situation stand the risk of escalating in intensity?
• How intensive can it become and how quickly?
• What can we endure?
• Does it present hazards to people off-site (away from the workplace)?
• To what extent will the situation be reported by the news media?
• To what extent will the media coverage be monitored by government agencies?
• Will local news media call to inquire?
• Will there be regional, national or international coverage?
• Does the organization typically report whatever kinds of incidents occur to local, state or federal government agencies or officials?
• Are injuries or deaths involved?
• Will the crisis interfere with operations?
• Will business be conducted as usual despite the situation?
• Will people be interrupted in doing their normal duties?
• Will work come to a halt?
• Will outside organizations be affected?
• Will this crisis affect the reputation and good image the company has with customers and the public?
• Will it affect the confidence people have in the institution?
• Will sales or products or services be impacted?
• Did the crisis happen because of anything the company did? Or did it just happen?
• Is the company the victim of external forces and events beyond its control?
• What extent could the company be injured financially? Politically? Sales and profits?”

Start making a list of questions you need to ask.

Note: Rene A. Henry is vice president-public relations for Innovative Communication Corporation, a privately owned telecom and media company with operations throughout the U.S. and British Virgin Islands, Belize, France, Sint Maarten, Saint-Martin, Guadeloupe and Martinique. He also is the author of six books including “You’d Better Have A Hose If You Want To Put Out the Fire – the complete guide to crisis and risk communications,” “Marketing Public Relations – the hows that make it work!” and “Offsides! – Fred Wyant’s provocative look inside the National Football League.”

by Rene A. Henry, Fellow PRSA, © 2001

6-14-5

You must decide – as an organization and as an individual team leader – what spirit you intend to convey with the participation of your employees in social media.

If your intention is for them to be simply mechanical amplification vehicles for a very carefully crafted marketing message, that can work. You’ll likely see some results in terms of absolute reach and volume of short-term message resonance. You will sacrifice a degree of credibility on behalf of your individual representatives and personality and genuineness on behalf of your brand in favor of a consistent, safe(-r) message. You will also likely sacrifice culturally, since your employees will realize they’re part of a marketing machine, not someone who is entrusted to help build and shape a brand.

If your intention is for employees to become individual voices for your organization and unique representatives of your company’s values, personality and diversity, that can work too. You’ll likely see results in terms of trust and affinity for your brand as well as better identification of your advocates, both internal and external. You will sacrifice a certain amount of stability and potential consistency of message in favor of communications that are more unique and individual. You’ll also sacrifice some predictability around outcomes and need to rely on strong education and culture initiatives to guide your teams and hone their own sense of good judgment.

The bottom line: governance and guidance is important. But it’s a means to more scalable social media, not the end.

We’ve said many times here — and will continue to — that social business transformation is far more cultural than it is operational. Getting your employees involved is no different, and your policies and guidelines need to consider not just what you don’t want to happen, but instead what values, vision and intent you want your teams’ social media participation to convey.

Read full article via sideraworks.com

Having worked in internal communication in a variety of organizations since 1997, I’ve seen and heard a lot of myths and aphorisms about “good communication” which, alas, are either untrue or deeply overstated.

Here are eight of the real doozies—I’m sure there are others; if you know of any, pile into the comments below:

Social Media is new

This one is an absolute classic—the idea that employees talk with each other informally and that those informal conversations are important is one that is as old as any organization.  The only thing that’s new about social media is the technology—and how it makes this process easier.  Word of mouth is timeless.

Treat employees like customers

One of the true “doh” ideas on employee communication, even if it did spawn the “internal marketing” industry in the ‘90s.

Workplace relationships are far richer than the ones employees have with their cereals and even their cars.  Workplaces are where employees hold most of their personal relationships, exert much of their personal efforts and energies, and are where they derive most of the resources for the other aspects of their lives.

Employees are much more like citizens than like customers.
Good communication is free

I remember seeing this howler recently on some HR blog somewhere.  It somehow places no value on the time involved with preparing, delivering and understanding any message—assuming that employees don’t work for free either.  And some good communication really does cost money too.

Employees can’t say no

One of the big myths of internal communication is the assumption that, at the end of the day, the employee is not free to disagree with or resist the messages he or she is being given.  I’ve found this particularly prevalent in American companies, who take a directive tone in their communication much more frequently than do European companies.  The downside of presenting something as fact to staff who disagree is that can act as a charter for sabotage or at least reinforce resistance. And, despite the best efforts of corporations, resistance has hardly been eliminated from corporate cultures.

Use the disembodied “we”

Nothing smells of bad communication—not to mention resistance to individual accountability—like the use of the disembodied “we” to communicate an organization’s policies, stances,  or changes in official behavior.  Such use of the “royal ‘We’” can also be highly disempowering  and even feed resentment among those who don’t see themselves as part of that “we”.  My core writing principle—no quote, no story.

Good communication is all about recognition
Recognition is important—sometimes even critical to employee retention and morale.  But that doesn’t necessarily mean that every bit of employee communication needs to be larded up with 25-year service awards for staff at far-away cafeterias.  An over-emphasis on recognition in internal communication can get in the way of urgent and strategic messaging.  Where possible, keep the recognition machine ring-fenced from more pressing communication activities.

It’s all about the bosses
One online conversation I saw recently discussed the extent to which an over-emphasis on quoting CEOs and senior executives was driving down readership for a certain tool—to the point where the editors stopped quoting senior management entirely.  I personally think there needs to be a balance—CEOs and senior executives are effective at setting parameters and policies, but stories from the field are far better at bringing those things to life.

Line Management Cascades are the best form of communication

To many in corporations, the only “real” form of internal communication is the line management cascade—the formal presentation of authorized corporate information by the line manager to his/her staff, to be repeated step by step until the presentation reaches the shop floor unscathed.

But while cascades do an excellent job of reminding people “who’s the boss”, cascades fail on many other grounds.  For one thing, they move with bovine velocity, with long gaps between delivery by a boss and by his/her direct reports, magnified over geography and hierarchy.

Secondly, the further they move, the more corrupted their tone and content become—particular when managers omit sections for time reasons (or perhaps, darker motives), or when they add in inappropriate inflections or gestures (air quotes for a new bit of terminology, for instance).  Third—while less prevalent perhaps most damning—they inevitably omit information or smooth over gaps or rationales, which then prompt a surge of back-channel communication to get clarifications or seek to clarify through the distribution of rumors.

While, as my colleague Liam Fitzpatrick would say, “internal communication is not rocket science”, I would also argue that it’s neither voodoo nor witchcraft either.  Being able to take on clients and bosses who seek to play “communication strategist” and overspecify tools and tactics is one way to help ensure your own effectiveness in these interesting times.

by Mike Klein—The Intersection, Brussels

The biggest challenge I find for managers responsible for the employer brand strategy is they don’t understand the science of branding and lack knowledge in branding principle and practices which have been informed by decades of research into how brands grow. I’m going to go over that here, and then get to what you can do to grow your company brand.

Common employer branding mistakes

Some of the most common mistakes I see made by companies include:

• Creating recruitment advertising that doesn’t build or refresh relevant memory structures or associations about what it is like to work for the company
• Viewing employer branding as merely a recruitment strategy or short-term recruitment advertising campaign
• Failing to conduct research with the internal and external audience to determine what makes their employer brand distinctive
• Paying premiums for low-reach media that is sold by money-hungry vendors as “reaching a niche audience”
• Relying on a ranking in “best places to work” surveys as the sole metric for the employer brand strategy

What is it that makes an intranet social and critical? Well this post, rather unsurprisingly called “10 things that make an intranet critical and social” outlines what in the authors opinion are the 10 elements that are critical to the success of an intranet.

1.  New style social intranets focus more on people then content. Although content is still relevant
2. Content is authored collaboratively by anyone and the emphasis is either knowledge sharing or documentation that is useful
3. Anyone can contribute and everyone is involved (from CEO to PA’s)
4. The intranet supports work processes and helps people get their work done more efficiently
5. Publishing workflows and approvals are kept to a minimum
6. The intranet has a mix of key social features: activity streams, authoring (wiki style), networking and  blogging

1. Assess

• Prioritize your business objectives by determining what it is you are trying to achieve: employee retention, boost collaboration, enhance executive visibility, increase speed to innovation or turn your employees into powerful brand ambassadors.
• Map your communication by analyzing  your current information flow and determining how employees engage your intranet or social media tools.
• Determine what your ideal social media ecosystem would look like. What cultural differentiators are you hoping to foster?

2. Align for Design

• Assess your perceived issues and actual limitations by balancing potential risks against projected gains in productivity, collaboration and innovation.
• Develop solid company guidelines for social media use and use metrics to measure how well your engagement
  tools are working.
• Align and train your leadership and get senior management buy-in to create a social networking mindset across business functions.

3. Implement

• Identify the most effective tools for your needs—from wikis and microblogs to robust knowledge-sharing and innovation platforms.
• Work closely with your IT teams to ensure your efforts are compliant with all internal rules, standards and architectures.