Transcript Slide 1

The substance and qualities of the Communication Leader
Interactive workshop at the EACD’s Summit, Brussels, 1st of July 2011
Geraldine Davies, Ben Atfield, Peter van Minderhout
Introduction
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We will answer three key questions:
1. What skills are necessary to reach and remain at the top?
2. How does your CEO judge your quality?
3. What training and education is available and necessary?
What Skills are necessary to reach and
remain at the top?
The essential skills / competencies break down
into two groups:
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2.
The Tools: the key sub functional disciplines
The Content: external demands and issues
And then there is “Personality +”
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What Skills are necessary to reach and
remain at the top?
• The Tools: the key sub functional disciplines
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Investor Relations
Internal Communications
Media Relations
Public Affairs
CSR
Brand Management
Digital & Website
Association Management
ETC
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What Skills are necessary to reach and
remain at the top?
• The Content: The external (and internal) demands
and the Issues your teams have to engage
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Crisis Management
Issues Management
M&A communications
Profit Warnings
CEO & Key Management profiles
Product / Service support
ETC
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What skills are necessary to reach and
remain at the top?
“Personality+”?
• Intangible Style & Gravitas
• Zeitgeist & Your Voice
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How does your CEO judge your
qualities?
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Paul Adams Chief Executive, British American
Tobacco
Tom Albanese Chief Executive, Rio Tinto
Sir Win Bischoff Chairman, Lloyds Banking
Group
Donald Brydon CBE Chairman, Royal Mail
Group
Chairman, Smiths Group plc
Former Chairman, London Metal Exchange
Roger Carr Chairman, Centrica
Former Chairman of Cadbury’s
Ian Coull Chief Executive, Segro plc
Sir Christopher Gent Chairman, GSK
Former Chief Executive, Vodafone plc
Philip Green Chief Executive, United Utilities
Anthony Habgood Chairman, Reed Elsevier
Chairman, Whitbread
Steve Holliday Chief Executive, National Grid
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Dennis Holt Chairman, Liverpool Victoria
Friendly Society
Deputy Governor, Bank of Ireland
Dame Deirdre Hutton Chair, Civil Aviation
Authority
Former Chair, Food Standards Agency
Ian King Chief Executive, BAE Systems
Ian Livingston Chief Executive, BT Group
Trevor Matthews Chief Executive, Friends
Provident
Former Chief Executive, Standard Life
Assurance
Julian Roberts Group Chief Executive, Old
Mutual
Sir Stuart Rose Executive Chairman, Marks &
Spencer
Hector Sants Chief Executive, Financial Services
Authority
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How does your CEO judge your
qualities?
What do CEOs want from their Communications
Directors?
• Constructive criticism and challenge
– Absolute trust & loyalty
• They want to enjoy your company
– You will be spending a lot of time with them
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How does your CEO judge your
qualities?
More Seriously:
• CEOs want to use their Comms Directors as a sounding
board
• They want them to be the external conduit, providing
stakeholder feedback
• Most expect their Comms Directors to have a place at
the top table and have a say in the business’s strategy
• And of course, they should know how to communicate
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Why education & training?
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Education provides a safe environment to experiment with new behaviour and to test new
insights and/or ideas.
Faculty –if excellent- will provide you a broader vision to look at things in new light.
You can obtain valuable insights by interacting with your peers from a cross-section of
industries.
Quality education focuses on the most actual challenges, provides you with perspectives and
stimulates out-of-the- box thinking.
Coaching –as part of education- helps to transform from one role to another and to grow
your career.
More good reasons?
Growing demand for business skills unmet by current bench of
available talent
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Importance of business acumen in communications
Communications staff experience
Today versus three years ago
Average percentage of staff with experience in noted areas
n=94
Small pool of
business-skilled
communicators
offers little hope of
a hiring solution
Ideal communications staff profile, illustrative
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Media savvy
Journalism /
writing skills
Marketing skills
2011
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Source: Communications Executive Council
Credibility with
line managers
Business acumen
Consultative /
diagnostic skills
Leadership
Impact
Hunting unicorns
“They don’t teach business in communications programs and they
don’t teach communications in business schools. Where are we
supposed to find business-savvy communicators?”
VP, Corporate Communications
Medical Products Manufacturer
Challenges for communication professionals with the ambition to
grow their career
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Knowledge
Communication professionals must have business acumen
Skill
Communication professionals must have the ability to act as business partners
Leadership
Communication professionals must have a powerful and influential position
Attitude
Communication professionals must demonstrate confidence and professionalism
Change agent
Communication professionals must use the abilities above to change internal perceptions
and to be convincing to their peers and –eventually- in the Board Room
To address these challenges, ECCE™ Academy offers communication professionals an exciting
program containing a highly concentrated set of modules, executed by four top European
business schools.
ECCE Academy: perfect mix of business and communications
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Program 2012
Personal Impact
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14 – 18 March
New insights into
Corporate Communication
20 – 24 June
Leadership Excellence
& Success
5 – 9 September
Business Strategy
14 – 18 November
Ashridge
London
University of St Gallen
Switzerland
INSEAD
Fontainebleau
IESE
Barcelona
Each module features an opening session on Wednesday evening, two sessions on Thursday, Friday and
Saturday and a closing session Sunday morning
A maximum of 25 participants per program, to guarantee an optimal blend of personal attention, group
interactivity and learning
ECCE Academy: excellent faculty of top business schools
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Fiona Dent MSc, MA, Chartered FCIPD, FHEA
Miriam Meckel, PhD
Director of Executive Education
Professor of Corporate Communcation
Michael Jarrett, PhD
Bruno Cassiman, PhD
Professor of Organisational Behavior
Professor of Strategic Management
Low marks reflect communications’ questionable impact on firm
performance
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Communications’ attribute effectiveness
Communications’ economic impact on the company
Despite
communicators’
efforts, business
partners give tepid
marks for service
provision…
… and rate more
substantive support
even lower.
Neither
effective
nor
ineffective
Source: Communications Executive Council
Somewhat
effective
Effective
Highly
effective
n=2,383 Business partners;
384 Communications staff
Head of Communications Assessment, 2010
Preponderance of
communications’
activities have
medium to low
impact on company
performance.
About Ellwood & Atfield
• The executive search and selection consultancy dedicated to the
recruitment of communications and public affairs professionals
worldwide.
• From offices in London and Brussels our recruitment relationships
covers the EU and a global reach.
• Ben Atfield and Geraldine Davies
• The specialists in Corporate Communications
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About ECCE Academy
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ECCE Academy is an initiative of 4 senior business executives.
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In 2009 they started to share their ideas with an international group comprising both
communication directors and senior members of a number of leading European business
schools in a series of extensive interviews. The immediate and positive reactions they
received led to the decision to establish the ECCE Academy.
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The foremost objective of the ECCE Academy is to offer an innovative, international platform
for communication professionals to enhance their knowledge and experience as
professionals, in order to raise the profile and importance of the communication role in
driving business processes, as well as defining its position as trusted advisor to the company
CEO and the Board of Management.
Ashridge program overview
14 – 18 March 2012
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Wednesday
Welcome & scene
setting
Thursday
Skills & self
awareness
• My learning
objectives
• Key skills for
effective
influencing
Morning
Friday
Style & other’s
awareness
Saturday
Tools & strategies
Influencing style
Influencing tools &
techniques
Experiential exercise:
influencing
colleagues
Practical work on
own issues
Group work
Group work
Lunch
Afternoon
Registration
Impact & impression
management
Red thread review
Evening
Welcome & brief
introductions
Social event
Sunday
The way ahead
Feedback, action
planning & briefing
for module II
University of St. Gallen program overview
20 – 24 June 2012
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Wednesday
Welcome
Thursday
Trust and reputation
Rules of the Game
• Mastering
communication in a
changing media
landscape
Morning
Friday
Strategy and Change
Saturday
Social media
Strategy and
communication
• Shaping corporate
culture and engaging
the organization for
change
Social Media Journalism
• Understanding the
challenges of new
online constituencies
Most effective internal
communications (newest
insights)
• Using storytelling and
cascades to align,
engage and implement
organizational change
Social Media marketing
• Addressing stakeholders
through new, social
media channels
Best and next practices;
input by guests
Interaction & debate
Social event
Lunch
Afternoon
Registration
Trust Management
• Building, maintaining
and monitoring trust
and reputation on- and
offline
Red thread review
Evening
Introduction of faculty
Setting the Scene
Best and next practices;
input by guests
Interaction & debate
Sunday
Bringing it all together
Social Media Literacy
• Coping with increasing
work load and
technological change.
• Application of learnings
• Planning next module
INSEAD program overview
5 – 9 September 2012
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Wednesday
Welcome & scene
setting
Thursday
Skills & self awareness
• High performance
leadership
• Conflict management
and dialogue
Morning
Friday
Style & other
awareness
Saturday
Tools & strategies
Sunday
The way ahead
• Role of secure base &
high performance
• Leading self and leading
others at the edge
• The leadership brain
• Leadership in Action II:
deliberate practice and
role playing
Feedback, action planning
with coaches, closing
remarks & wrap-up
• Creating influence
through the power of
the spoken word
• Analyzing leadership
failure stories
• Leaders leading leaders
• Leaders as coach
Life line exercise:
understanding the inner
mindmap of the leader
Social event
Lunch
Afternoon
Registration
• The science of peak
performance
• Leadership in action I:
deliberate practice and
ole playing
• Intro to leadership
stories
Red thread review
Evening
Leading from the
mind’s eye
Analyzing leadership
success stories
IESE Barcelona program overview
14 – 18 November 2012
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Wednesday
Thursday
Business context and
the building blocks of
strategy
Breaking the Frame
Morning
Cracking a case:
economics, marketing
Friday
Understanding and
influencing company
strategy
Saturday
Becoming the
champions of strategy
Corporate strategy and
business models
The CCO in the board
room
Strategy formulation
The 1,000 days of a
manager
Peer activity: My
company’s business
model and how I fit in.
Group work
Lunch
Afternoon
Registration
Cracking a case:
finance, operations
Red thread review
Evening
Setting the scene
Social event
Sunday
Putting it all together
Developing action plan:
moving forward & the
learning blog (“elevator
speeches”)