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This the second part of two-part series on the state of organizational communications in a digital age focusing the new workforce As we probe deeper, there is much to consider as we look to complete the intricate communications and engagement puzzle that creates a picture of organizational excellence. Social media is a facet of digital …

This the second part of two-part series on the state of organizational communications in a digital age focusing the new workforce

As we probe deeper, there is much to consider as we look to complete the intricate communications and engagement puzzle that creates a picture of organizational excellence. Social media is a facet of digital communication encouraging community and networks of interest to emerge and thrive both externally and internally.

Below is a continuation of the insights, thoughts, and trends identified in part 1:

12. False Positives Still Cloud Judgement – Digital is causing a passive loyalty among employees that clouds leadership’s thinking with regard engagement and motivation. People tend to tell employers what they want to hear especially in times of uncertainty and change protecting themselves and keeping their options open.  From a macro standpoint, if your organizational communications strategy and plan is not tied to the overall business strategy and plan it is worth little. Metrics in this regard should be designed to show a correlation and causality between communications and the stated business goals.  Such an approach keeps your efforts grounded in what needs to be accomplished.

13. Glassdoor Challenges EveryoneIt continues to astonish me that our interest in technology far outweighs our focus on achieving outcomes such as stronger relationships internally. I often see technology being used without regard for how it will lead to a better situation. Incorporating new ways of reaching and engaging people is critical to success but overcompensating on the tactical side only leads to complexity and obfuscation…For example, GlassDoor is another window into an organization and being used by job seekers and others to round out their perspective. It must be part of how a communicator assesses the overall perception of the company and result in more effective trust builders … leading to the next point:

14. Social/Digital Complements but Doesn’t Supplant F2F– The most effective communications method ever devised is Face-to-Face. Knowing that, every other method or approach should be designed to reflect or reinforce that truth.

15. Is Your CEO “Social?” – CEOs are migrating faster to social and digital outreach to get their message out and build support for their agenda.  But the reality is that most attempts still appear disingenuous and one-sided.  Being social means listening, debating, challenging, and respecting opinions.  To truly break through, CEOs need to give up control and let their personality be discovered.  Only then will their ideas and opinions be heard and possibly endorsed.

16. Centering “Advocacy” as the Means to Instill Confidence, Camaraderie – My strong belief is that this year is going to be a year in which Employee Advocacy as a meaningful customer attraction and retention lever will gain traction. The benefits are numerous: authentic voice for the company and its products/services with customers and consumers; catalyst for networking and relationship-building among employees throughout the enterprise; credible voice to balance arguments.

17. Multiple Platforms for Different Story Lines – The era of story line development internally is upon us. Instead of one message fits all – both content and channel – breaking down stories into pieces and placing them on different platforms allows employees to find the most meaningful subject line to relate to. Doing so adds to much richer content furthering enhancing people’s knowledge of the business.

18. Getting the Ds Right – It’s about dialogue, discussion, debate vs dissemination. If people aren’t talking about it, it doesn’t matter.

19. Print Ain’t Dead – Contrary to popular belief, print remains an important medium in reaching certain segments of employees – specifically manufacturing, sales, retirees, and employee families. In 2016, print will increase as part of an internal communications ecosystem in organizations looking to gain an edge with specific audiences.

20. Video Needs to Enhance Story Development – As mentioned above, the use of video and visual elements are being inculcated into how communicators are telling stories for employees.

21. Employee Engagement Starts at the Point of Hire – An emerging trend to watch involves organizations establishing expectations for employees in terms of engagement, involvement, information exchange, and communications right at the beginning of employment.

22. Social Collaboration is a Two-Way Street – In past years, the biggest knock on social collaboration platforms was that employees stayed away in droves. Those that did participate spent more time buying and selling home items than learning about the business or building new relationships with colleagues. For social collaboration to bring about the necessary benefits to organizational success such as knowledge sharing, constructive disagreement, relationship-building, discovering new ideas, and challenging entrenched beliefs, both leadership/management and the workforce at large must participate together and consistently. Doing so breaks down barriers and encourages interaction.

From a workforce perspective, the one constant is Relevance.  If our narrative, messages, policies, and decisions connect with employees allowing them to adapt accordingly to the changing environment making the argument themselves then we’ve accomplished our mission.

And the business its goals.

The only problem is that communicators don’t determine Relevance.  Individuals do.

Relevance is the Holy Grail but Communicators Can’t Get There (Alone)

Getting as close to our audience as possible – employing analytics and research – to understand what resonates with people…words, visuals, stories.  The game is about connecting the business priorities to people’s reality including interests, connections, fears, passion, ideas.

When leaders and communicators recalibrate roles to and they become observer and target instead of seeing the workforce that way, Relevance is discovered.

What’s Ahead

While people can debate the nuances and intricacies of organizational effectiveness and communications in today’s digital reality, there is one thing we can all agree on – it should be an incredible journey!

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Since it was first published in 1998, the FORTUNE Best Places to Work list causes executives from around the globe to measure and mirror policies and programs in an attempt to replicate the “secret sauce” that results from such recognition: trust and admiration from employees. In reading the 2017 report and the individual company vignettes, one is both amazed and awash in …

Since it was first published in 1998, the FORTUNE Best Places to Work list causes executives from around the globe to measure and mirror policies and programs in an attempt to replicate the “secret sauce” that results from such recognition: trust and admiration from employees. In reading the 2017 report and the individual company vignettes, one is both amazed and awash in the progressive thinking (Salesforce’s gender-pay equality), novel benefits ($5 co-pays at BCG), cool perks (free birthday cakes at Wegmans) and unconventional values (Bairds’ “no-asshole” policy which mirrors W2O’s by the way!), that comprise the list.

The real insight, though, from these well-respected organizations, can be found in four key areas:

  1. Constantly Challenging People – From paid time off for training and development, to mentoring programs and incentive-laden goal-setting, employees are recognized, rewarded and encouraged to continue learning.
  2. Choose your Own Adventure – Business is not a one size fits all experience. Particularly in today’s digital world. These organizations respect the need for individualism in the workforce and incorporate communications systems, management models, and social purpose opportunities that allow for it to take place.
  3. Respect and Humane Treatment – At the very core all of the FORTUNE companies on the list exhibit a deep respect for how people live not just work. As such, everything from policies, programs, perks, and relationships between and among all level of the business.  
  4. Rock-solid Efficacy – Regardless of the business and sector, employees believe in the mission of the enterprise. From supporting children with catastrophic illnesses (St. Jude Children’s Hospital) to selling “happiness” at Build-A-Bear Workshop, capturing the ultimate reason for being at each of these companies and allowing it to permeate their work and inspire their performance.

Establishing your organization as best place to work is not a random journey. It’s truly a conscious choice to involve, engage, and respect people and to be true to the ideals of the business.

Finally, there is no mystery surrounding this coveted list. Rather, it’s a pragmatic understanding of human behavior and the systematizing of information, strategy, policy, purpose, and culture to deliver a meaningful and sustainable experience.

Gary

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Never was a truer sentence spoken. The world changes whether we like it or not, and for many of us, unless we have to change, we don’t. Most people are only too aware of what they don’t know, and the last thing they need is for you to rub it in. Bob Pearson points to …

Never was a truer sentence spoken.

The world changes whether we like it or not, and for many of us, unless we have to change, we don’t. Most people are only too aware of what they don’t know, and the last thing they need is for you to rub it in.

Bob Pearson points to the conundrum in his book Storytizing. “Even when we face reality as it is, we tend to see the world in today’s terms. We rarely push ourselves enough to truly look around the corner and open our minds to how reality will change before our eyes.”

“Will we embrace the revolution in digital communications and marketing and use it to our advantage—perhaps even guiding the change at times—or will we make the leap to what’s new only when we have no other choice?”

What’s the best way to adapt, learn and grow in a dynamic marketplace?

The answer is ironically obvious: look outside! Most of us stay within our industry sphere to help us become better at what we do. To truly think differently, though, we need to step away from our desks, get outside our sphere of influencers and learn something different. If we see and learn how others solve problems, we can rejuvenate our thinking.

W2O Group recently concluded W2O at SXSW, its annual lineup of events around SXSW that center on thought leadership and innovation—and what’s next. This same spirit of learning and innovation continues at the National Summit on Strategic Communications on May 9-10, 2017 in Arlington, Virginia.

The Strategic Summit—now in its eighth year—is, by design, different. The Summit attracts a unique mix of senior corporate communications and agency executives, military public affairs officers and government relations executives along with experts at NGOs and leading universities.

Innovation is the thread that runs through all Summit content. The Summit is global in scope, attracting leaders from at least a dozen countries. Says Summit Director Robert Grupp, “You meet leaders at this Summit who you normally would not meet anywhere else. This is where learning takes place.”

Great leaders see opportunities. They never see barriers; they visualize solutions. And they know how to unlock their personal innovation. Jim Weiss, CEO and Founder of W20 Group, will deliver a plenary “Summit Snapshot” on being “Future Ready” and harnessing:

  • Curiosity – Always looking for the why and what’s next
  • Embracing technology – Seeing new solutions and benefits
  • Utilizing data and insight into planning – Becoming savvy about analytics in uncovering opportunities
  • Innovating fast and frequently – Seeking out new approaches and methodologies and learning quickly.

W2O Group is excited to participate as “Summit Co-Chair,” extending the learning from W2O at SXSW, encouraging colleagues to think differently and equipping professionals with sophisticated new tools to better understand how brand messages proliferate and who helps shape them.

Other Summits highlights include:

BRAND STORIES: The disruption being experienced in all sectors means we have to pay even greater attention to the customer experience with our brand message across every channel on which it appears. Case studies by Chief Communications Officers from Bechtel, FedEx and The Hershey Company will reveal strategies to ensure that a brand story is well-told wherever the customer finds it.

DATA DOESN’T LIE: But we’re only as good as the analysts are at telling us how to make data actionable and change behaviors. Brad Parscale, former Digital Director for the 2016 Trump Presidential Campaign, will explain how the data operation ran everything from TV buys to the ground operation, revealing “persuadable targets” and virtually everything the campaign needed to know to win.

GLOBAL MINDSETS: For global organizations, sensitivity to cultural differences enables employees to overcome inevitable challenges in diverse global teams. W2O Group’s Gary Grates will moderate a discussion among CCOs from multi-national’s including Johnson Controls and Takeda Pharmaceutical Company on how to develop a distinct completive advantage by developing employees who are adept at working across borders.

PREDICTIVE ANALYTICS: Many voices have claimed that pollsters lost Brexit and the U.S. election because their predictions were so off the mark. We can’t predict the future, but we can identify patterns in peoples’ behaviors. W2O Chief Innovation Officer Bob Pearson joins Politico’s Director of Audience Insights Rebecca Haller to explore how to optimize your marketing spend with reliable predictive analytics.

THE CIRCUS: Debuting last year on Showtime, this was a highly rated docu-series that took viewers through the weekly madness of the 2016 presidential race. Now back for a second seasons and subtitled “Inside the Biggest Story on Earth,” the Strategic Summit welcomes co-producer Mark McKinnon, who will pull back the curtain and show the story behind the headlines and the human drama of what goes on in political work and in the Trump Presidency.

“We encourage every Summit speaker and panelist to push the boundaries of today’s practices and identify and anticipate what skills will be required and what techniques and tools will be used tomorrow,” says Summit Director Bob Grupp. “It’s a challenge for people to talk only about what’s coming next—versus what’s happening right now—but that’s where ‘aha moments’ occur, when the solutions to problems suddenly become crystal clear.”

Finally, Bob Pearson will lead a popular, high-energy closing session—encouraging delegates to “think two years out”—a closing session that will succinctly identify major takeaways from the two-day Strategic Communications Summit.

“Most of us resist change at first,” Bob adds. “We’ll keep reading the same reports and secondary research our competitors have. We’ll do the same primary research using the same methodology we’ve employed for the past decade.”

But we can rejuvenate our thinking.

Join us at the 2017 National Summit on Strategic Communications (www.strategicsumit.com) and choose to learn differently. Evolve your models, and commit yourself to understanding how the marketplace is truly changing.

See you in Arlington on May 9-10!

# # #

NOTE: Register online at www.strategicsummit.com using discount code C881W20 and receive 15% off standard registration.

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Last week 33 of the best and brightest digital marketers and communicators participated in our 7th Annual PreCommerce Summit to discuss “What’s Next” in business, marketing and communications. We heard Bayer’s Ray Kerins talk about partnerships (beyond logos) and U.S. Department of State Haroon Ullah and Stratfor’s Reva Goujon debunk myths about extremism. And, my …

Last week 33 of the best and brightest digital marketers and communicators participated in our 7th Annual PreCommerce Summit to discuss “What’s Next” in business, marketing and communications. We heard Bayer’s Ray Kerins talk about partnerships (beyond logos) and U.S. Department of State Haroon Ullah and Stratfor’s Reva Goujon debunk myths about extremism. And, my favorite, we heard Judith Williams of Dropbox talk about unconscious bias.

With all this talk about “what’s next,” we’ve been asking this question of management:

What’s next in the art of managing people, products and services? 

For us, it’s about understanding what’s going on now, inside your organization, and how this experience reflects outwardly, to impact your customers’, partners’ and investors’ perception of you. This clarity puts leaders in the position to pinpoint organizational improvements, which in turn transfer externally and improve business results.

Doing this, however, hasn’t been easy, or precise.

Typically, people have taken an inside look at their organization’s people and processes through qualitative and quantitative research methods. While important, this step alone is like acting on data without context – it’s misleading. By only looking internally to answer how effective your employees and operations are neglects the opinion and perspective of audiences that tell the world if you matter – your customers, suppliers, partners, and investors.

That’s why we take an inside and outside approach to help leaders create a more responsive enterprise for employees, customers, partners, and investors.

We help leaders answer:

  • Is our enterprise aligned?
  • Are we valued?
  • How do these two impact each other?
  • Where can we make internal improvements that drive results (and how)?

Through our advanced digital analytics and organizational management expertise we’re helping Fortune 500 companies make internal adjustments that improve results. Not only do leaders get a snapshot of what productivity looks like across functions and how it is impacting performance, but also they get a roadmap to pragmatically make improvements from the inside out.

This convergence of employee productivity and external stakeholder confidence in the enterprise itself (reflected in strong business performance) is the new organizational effectiveness – it’s what’s next.

We’d love to talk with you about the work we’re doing across healthcare, consumer products and technology to help leaders remove internal friction and drive results, especially during times of change. For more information about what we’re up to and how it might help you, drop us a line.

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There’s nothing like gearing up for a major announcement only to find that one of your reporters broke embargo. Unfortunately, it can be quite common in the public relations (PR) industry. To prevent these unfortunate instances from happening, we often times have to ask ourselves certain questions: How secure is a press embargo? Can we …

There’s nothing like gearing up for a major announcement only to find that one of your reporters broke embargo. Unfortunately, it can be quite common in the public relations (PR) industry. To prevent these unfortunate instances from happening, we often times have to ask ourselves certain questions: How secure is a press embargo? Can we trust this particular reporter not to break the embargo? Are there steps to help ensure security? It’s up to us as PR professionals to consider these types of variables when strategizing media efforts.

First Off, What is a Press Embargo?

A news embargo or press embargo is a gentleman’s agreement between a reporter and a source to hold a specific piece of news confidential until a pre-established date and time or until certain conditions have been met. Typically, reporters know that if you’ve set a press embargo, you’re likely pitching the story to multiple journalists. If your embargo and the wire time for the press release are the same, the reporter who’s reviewing your news in advance is in competition with the wire service to be first with the news.

How to Prevent Reporters from Breaking Your Embargo

Establishing the date and time of your embargo and including that on all correspondences with media is key. Heather, a member of Pure’s media team, strongly suggests confirming time zones and specifying A.M. versus P.M. What does “tomorrow” mean? To reporters, this could mean 12:01am – give them a time frame for when they can post if an exact time is not available. What may seem like minor details can actually make all the difference in the world, she says.

In addition, ask the reporter for his/her agreement to the embargo before sharing the news verbally or via email. If given a verbal confirmation, it never hurts to follow up with the reporter to have the confirmation in writing as well. A good PR person never assumes that a reporter or blogger will agree to or follow an embargo. Lastly, be consistent in the embargo details you share with reporters. If you decide to allow someone to break the embargo early, think through the consequences to ensure that you’re giving priority to the journalists who are cooperating with you.

A Reporter’s Favorite Kind of Embargo

Who doesn’t like a good ol’ unsolicited e-mail from a PR person sending embargoed news without asking first if the reporter agrees to the embargo? Every reporter does. The best line of defense? Always confirm a solidified date/time that the reporter agrees to prior to sharing any announcement details.

If you follow these vital steps to ensure security for your clients, embargoes can be a great tool for generating media coverage. For the reporter, agreeing to an embargo allows them more time than their competitors to prepare a well thought-out story. For the client, it’s beneficial to be able to count on a reporter to develop that thought-out story and deliver it to audiences for a different perspective on their announcement. Ultimately, embargoed information can help a reporter craft a great story, and a great story is what drives increased news coverage.

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Addressing these reasons can save time, heartache, wasted effort while accelerating confidence and connectivity It’s still early, but for many corporate communications leaders and managers, organizational or internal communications approaches and programming are already headed for less than anticipated results. So, what is it that diminishes promise into anxiety?   Below is a brief summary of …

Addressing these reasons can save time, heartache, wasted effort while accelerating confidence and connectivity

It’s still early, but for many corporate communications leaders and managers, organizational or internal communications approaches and programming are already headed for less than anticipated results.

So, what is it that diminishes promise into anxiety?   Below is a brief summary of what we’re finding as to reasons for such an untenable future:

No ‘Uber’ Business Goal (Tactical vs. Strategic)

The key omission for internal communications is the lack of an overall business goal.   This can take the form of many different types of priorities related to strategy.  Does the organization want to reposition itself in the marketplace?  Is it looking to increase retention of talent?  Is it looking to recruit more effectively?  Is the company moving from a product to customer strategy? Is it looking to rebrand?  Is clarity of strategy and direction (or lack thereof) getting in the way of progress? Organizing and implementing internal communications against a strategic business goal catalyzes thinking and provides a pathway for conducting and measuring communications in support of the business and not for communications sake.

No Overarching Story Line 

A major miss for communicators in developing internal communications centers around a Narrative.  When we assess effectiveness, one of the first things we look for is a consistent, coherent story line.  What do all the elements add up or lead to?  Without a central theme or narrative, communications is often rambling, incoherent and ultimately meaningless to improving employee confidence.  Note: a story line or narrative is different than just telling stories – see below.  It is the core teachable point of view from which the workforce derives purpose.

Worried About the Wrong Things

In instance after instance, we are finding communications execs fixated on assessing their performance in internal communications against artificial objectives vs. peer benchmarks. Or, chasing quantity over quality. Or, Awareness over Dialogue, Discussion, debate. Or, still relying heavily on e-mail for interactions and information dissemination.

Chasing Content vs. Audience (Relevance)

If you’re paying attention, Content is the new buzzword in communications.  For internal communicators, content is often discussed (and debated) as it relates to relevance.   How can we ensure what’ s being communicated is relevant to the workforce?  The truth, though, is that today’s workforce is not a homogenous group. Rather, it is an amalgam of different generational groups, interest, attitudes, experiences, and beliefs.  Relevance can’t be in the hands of the communicator.  Relevance is owned by the audience segment.  In that vein, internal communications is quickly moving to an “on-demand” model where content is cultivated, shaped and shared by community allowing employees to choose their own adventure aka experience.

Holding Onto Methods That Don’t Work – Overcompensating the Social/Digital Solution

From intranets that aren’t being used, to newsletters no longer being read, to social collaboration forums selling furniture not ideas or collaboration, communicators can’t seem to part with things that no longer hold value.  People, regardless of generation, still prefer face-to-face communication especially for major announcements and sensitive issues.  However, many organizations communications systems ignore this approach favoring informal digital and social channels.  Think about it, there’s a reason Yammer is not being utilized as envisioned.

Not Connected to Important Parts of the Business – Decision-makers

A very subtle, yet powerful, driver for effective internal communications is how connected the communications team is to various parts of the organization from the C-Suite to Business Units and Operating Functions.  A lack of connectivity to any one of these areas often minimizes the role and importance of internal communications.

Worse, it separates communications form the inner workings of the enterprise robbing it of important knowledge and information needed to ensure alignment of communications with the future state of the business.

Metrics That Don’t Accelerate Business Priorities

Even now we still see metrics that track awareness or attendance and not engagement.   Analytics have enveloped the entire profession and none more profound than inside the company.   Do employees share or amplify information internally and externally?  Are they raising or continuing discussions on important topics with colleagues or peers?  Are they recommending talent to join or stay?

Broadcast vs. Conversation Model

When all is said and done, internal communications strategies and plans still boil down to the traditional “broadcast” model – pushing information across channels irrespective of intent, interest, or efficacy.  In a social and digital world, the workplace is demanding conversation or the ability to process, discuss, share, comment, debate and challenge everything from strategy to products, from promotions to investments.  It’s all about belonging to the organization in a personal way.  In this model, social channels and digital platforms complement face-to-face resulting in a conversational loop.

Intuition Based vs. Data Driven

Where is the data?  Where are you most vulnerable to employee flight?  Union representation or labor unrest?  Who is most interested in strategy?  Who uses your portal? When? For what? What stories get the most attention?  All of this and more can be assessed, analyzed, measured, and probed for deeper meaning and insight.

Cheerleading or Provocative?

In reviewing content, messaging, and events, we tend to find an overly positive tone that belies the reality employees are experiencing in their daily work.   Studies show that being provocative in tone and context not only breaks through but also improves trust as people appreciate being treated as professionals.

You’re Not Telling Stories or Using Visuals

We relate to a story.  We expect a backdrop and context setting to truly grasp meaning.  And, over 70% of us are visual learners according to research.  So, why are internal communications often dry, filled with corporate speak, lacking context and one-dimensional?  Time to be story-tellers and artists.

As a large number of organizations grapple with the changing dynamics of a shifting marketplace – global, complex, multi-faceted – engaging employees as integral to decision-making as well as being advocates for the business and its value is central to maintaining competitiveness and ensuring relevance.

From an organizational communications standpoint, avoiding the pitfalls cited above, can reduce risk achieving the right balance of performance and engagement.

Here’s hoping your internal communications in 2017 exceed expectations!

Gary

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It’s a new year!   For leaders, it’s a time to reinvigorate the organization.  To inject passion, hope, and belief in the future.  For employees, it’s an opportunity to see something new, different.  To reorient thinking around what’s possible. For the entire workforce, it’s about choice.  What you will make time for?  Put effort into?  Monitor …

It’s a new year!   For leaders, it’s a time to reinvigorate the organization.  To inject passion, hope, and belief in the future.  For employees, it’s an opportunity to see something new, different.  To reorient thinking around what’s possible.

For the entire workforce, it’s about choice.  What you will make time for?  Put effort into?  Monitor and progress? Believe? Pursue?

But what can leaders do to ensure that the first few months of a new year are not squandered and that every behavior, action, communication, and decision helps people make sense of the world around them?  And, in doing so, allow them to reconcile the hypotheses they have about the business and the future.

The following proven techniques actually constitute a core competence that leaders should consider adopting to gain acceptance and engagement

1. Don’t assume people comprehend what happened in 2016

They don’t.  It’s important to capture the overarching story for the past year – successes and failures – so people can place in perspective.  CEOs and leaders possess the context to make sense of the past year and seize the opportunity to translate it into a storyline that provides lessons, solutions, and insights to improve organizational judgment going forward.

2. Identify markers for progress in 2017 but don’t complete the picture

The major flaw leaders and communicators make in attempting to motivate the workforce is to overcompensate on platitudes or worse, provide a solution to questions that have yet to be asked. Don’t predict the new year.  Spell out  and highlight the areas the company is focused on in the coming year and maintain a discussion going forward.  This keeps it real. Your workforce and the marketplace will ultimately determine the fate of the business.  Your role is to guide, shape and support where necessary.

3. Eliminate non-value habits

A new year opens up an incredible opportunity for organizations to discard non-value processes, systems, procedures, and behaviors.  It’s how internal cultures transform. So, what are they?  Talk about them throughout the enterprise.  Eliminate them from job descriptions and performance metrics.

4. Listen to your customers

So obvious yet often overlooked.  What are customers telling you via conversations and actions that directly impact your business? What did they tell you via their actions and behaviors in 2016?  What did they buy? Complain about?

5.  Know your interpreters 

Each year opens up new networks of influencers and interpreters – people who follow, comment, share, inform and interpret decisions and opinions about your brand, your business, your future, and your leadership.  Who are they? What are they talking about?  What are they doing?  How are you using digital intelligence to drive relevance and performance?

6.  Trust your people

There is no  better time to convey to employees how important and appreciated they are than the beginning of a new year.   One of the most effective methods is encouraging a discussion in January and February across the business on a specific subject.  Rather than empty rhetoric, engaging people on a real time basis via salient topics conveys trust.

Leaders have an incredible window at the outset of each year to fill the natural void in comprehending the previous 12 months – making sense of myriad activities – to better direct their work in the coming year. Helping people make the argument themselves results in a more confident workforce and a level of organizational clarity necessary to operate in today’s global marketplace.

7. It’s all Culture

Culture is a byproduct of organizational design, structure.  It directly reflects how leadership thinks, behaves, and what it deems important.  It is a blend of logic and feel.

What is your organization’s culture?  Spend time here and strategy becomes gets implemented more effectively.

Why should these become a core competence?

The traditional way leaders usher in a new year is with pro forma message cheerleading the troops to do more and achieve greater results touting all that went well.  The truth though is that people already formed hypotheses about what happened and its impact on them and their careers and work.

Applying the techniques above can improve organizational performance through clear, collaborative and connective communications encouraging people to challenge, react, and assimilate individual and collective growth while strengthening trust throughout the business.

In an age of enlightenment, facilitating peer-to-peer discussions at the start of each year based on a clear organizing principle is essential to opening up minds and freeing people from the baggage of the past year.

As CEO and leaders of the business, there is nothing more important for achieving sustained success.

Happy New Year!

Gary

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Believe it or not, 2016 is coming to a close. Q4 is a great time to reflect on the year’s accomplishments and look forward to the coming year. What’s on your list? One goal many of us integrated communications and marketing professionals can always strive for is to continue breaking down internal silos for the …

Believe it or not, 2016 is coming to a close. Q4 is a great time to reflect on the year’s accomplishments and look forward to the coming year. What’s on your list? One goal many of us integrated communications and marketing professionals can always strive for is to continue breaking down internal silos for the betterment of our teams and companies.

Working at an agency, I am continually impressed with how efficient and resourceful my colleagues are. We constantly ask ourselves, “What is the most valuable use of my time?”

Here are three tips for breaking down silos for a more valuable time spend:

#1: Put yourself out there

Place yourself in as many conversations and meetings as possible with colleagues outside of your discipline. Do it so often that it becomes a habit. I try to teach my direct reports this as soon as they come on board; in fact, I encourage them to add it to their professional goals. A 15-minute get-to-know-you coffee with a designer, data analyst, or operations manager can go a long way in making you a smarter and more well-rounded person. It will also inevitably help you learn about other teams’ initiatives and goals, and will offer you a fresh perspective when approaching a challenging situation. Figure out what motivates your colleague. What are they driven by? What are their pet peeves? You might be surprised to learn that their goals are not always the same as yours – but that there are little things that both sides can be doing to achieve together.

#2: Identify the right people who should be involved at each step in the process

Aaron Aders, co-founder and CSO of Relevance, poses three questions you should ask yourself to make sure you’re involving the right people at the right time.

  • Whose perspectives can significantly improve the project outcome? Identify the people and teams who know what’s happening in the market to ensure that the strategy of your initiative aligns with real market dynamics; this can include making sure marketing efforts are based on sales data, and that the issues being addressed are rooted in real customer service concerns.
  • Whose buy-in will help move the project forward and ease implementation? When you find yourself at the inflection point of a project, consider whose buy-in might help move the project forward. Are there one ore two stakeholders who should be on board with the project goals from the outset? To avoid having too many cooks in the kitchen, choose these stakeholders carefully and consider the timing of when they should be brought in.
  • Who is likely to sabotage the project? You can probably imagine these people now. Turns out there are often a couple of colleagues who you can expect to have a negative reaction ahead of time, and – usually – they bring up valid points that should be addressed. Bring these people in as early as possible so that they are involved every step of the way and feel as connected to the project’s success as you do.

#3: Measurement

How do you measure your success? Consider establishing benchmark metrics at the beginning of the year that can serve as a framework for success. But don’t just do this with your team in mind. Sit down with your colleagues from other teams and ask them to share the metrics they measure themselves against; you may find that you’ll want to add a few to your list – or even replace some of yours.

How can you expect to be innovative if you’re doing the same thing day in and day out? At BrewLife and W2O Group, we believe in breaking down silos to build better teams, products, and – ultimately – value.

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In today’s social/digital reality, Relevance has become the new reputation. This means that an organization must connect consistently and authentically on multiple levels with its key audiences — in areas that are both meaningful to the business- its core purpose and strategic direction – as well as areas that are meaningful to its audiences. What …

In today’s social/digital reality, Relevance has become the new reputation. This means that an organization must connect consistently and authentically on multiple levels with its key audiences — in areas that are both meaningful to the business- its core purpose and strategic direction – as well as areas that are meaningful to its audiences. What makes this different is the speed at which relevance forms and dissipates and the agility necessary to harness it for sustained growth and success.

In an age where information is ubiquitous and people move from one subject to another in a blink of eye, if your brand, product, service or company isn’t on their radar you don’t exist.

It’s all about connection.

In this issue of Common Sense for the C-Suite, we explore how organizations can drive growth and sustain efficacy in a crowded, distracted business environment.

Please click on the cover image to view the report.

commonsense-report



img_8514This blog post was co-authored by Rob Jekielek, Managing Director at W2O Group. He brings deep expertise building and leading multi-year corporate brand and reputation strategy relationships, working as an adviser to senior executives at some of the world’s largest and most influential organizations.

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