Transcript Anne Gregory

The Leadership Challenge for
Corporate Communications:
or levels, DNA and competencies
Professor Anne Gregory
Centre for Public Relations Studies
Leeds Metropolitan University
Chair Elect Global Alliance
Driving factors in our world
• Time compression
• Complexity
• Interconnectivity of
issues
• Interdependence in
the global village
• Context
A new management understanding
…..organisations are
defined by communication
What CEOs expect
• Forward intelligence
• Externally and internally
connected
• Problem-solvers
• Coaches and advisors
• A narrative
• Technical competence
What is our biggest opportunity?
• New technology
• CEO fear/ignorance
• Communication
convergence
• Uncertainty
• Don’t know
Our opportunity…..
the ability to seize
the zeitgeist contextual
intelligence – is an
essential feature of
successful leaders
Synthesising the
present
Foreseeing
the future
Implications
• Senior practitioners are consultants
– Working at all levels
– Understanding and solving problems
• Senior practitioners need
– Advanced research skills
– Knowledge and skills in organisational
management and functioning
– Analytical abilities
– Appreciation of cultural influences
– Communication skills to solve problems
How equipped do you feel for
this?
•
•
•
•
•
Not at all
Somewhat
Adequately
Well
I’m on top of the
game
Levels, DNA and behaviour
Four levels of contribution
Society
Corporate
Stakeholder/Service
User
Functional
Steyn, 2007; Gregory and Willis 2009
At the societal level….
Purpose: Social
orientation
• What is our role in
society?
• What are our
obligations?
• What are the
implications for our
organisation?
Values based:
stakeholder oriented
Comms contribution
• Maintains legitimacy
• Assists strategy
development
• Puts performance into
perspective
• Builds brand identity
• Provides the
organisational antennae
The NHS Constitution
At corporate level….
Financial orientation
• What is the shape of
our business?
• How shall we deploy
our resources?
• Internally oriented:
resources and
capability oriented
Comms contribution
• Informed decisionmaking
• Coaching management
on their comms
responsibilities
• And most importantly…
Articulating comms as an asset
• Reputation
• Relationships
• Cultural alignment
Financial
Relational
Laurati, 2008
Reputational
ROI in comms
terms
Cultural
A ‘balanced
scorecard’?
Getting it wrong…?
Getting it right…!
The danger of getting it wrong
At stakeholder/value chain level….
Stakeholder and financial
orientation
• Who is or should be
part of the closer
stakeholder
community?
• Who is in our value
chain?
Relationship orientation
Comms contribution
• Identifying
customer/consumer
needs
• Negotiating
collaborations
• Upholding values
• Monitoring performance
• Managing multiplestakeholders
The company you keep….
At functional level….
Societal, organisational and
stakeholder/service user
focused
• What are the operational
imperatives?
• How do we implement
efficient and effective
programmes and
campaigns?
Operational competence
Comms Contribution
• Strategic programmes
• Using recognised
business planning
disciplines
• Reactive, proactive
and interactive
• Evaluated
The Four DNA Strands
What are the DNA stands of
your communication now?
• Core messages
• Core themes
• What the boss says on any
particular day
• As organisational competence
The four DNA strands
An excellent understanding of the brand
The four DNA strands
Leadership support
At the heart of change
management
Management is
communication
Culture, subsidiarity
and staff engagement
The four DNA strands
Communication as a core competence
We are all
communicators
now
The system speaks
Four DNA strands
Analysis
Aim
Objectives
Stakeholders
Content
Excellence in
planning,
managing and
evaluating
communication
Strategy
Tactics
Risk
Timescales
Resources
Evaluation
Review
Bringing it all together
Stakeholder/ value
chain
Functional
PLANNING
Corporate
CORE
COMPETENCE
LEADERSHIP
SUPPORT
BRAND
Society
Implications for roles
ORIENTER
societal
NAVIGATOR
corporate
CATALYST
stakeholder
/value chain
IMPLEMENTER
functional
Competencies
Behavioural repertoires or
sets of behaviours that
support the attainment of
organisational objectives.
How knowledge and skills are
used in performance.
How do you do yours?
• I’m always the same
person
• I have role models that
I follow
• I fit in with what others
in my organisation are
doing
• I’ve not really thought
about it
Findings – the 10
competency factors
• Strategy and action
• People skills
• Personal communication
• Personal characteristics
Shared competencies
Strategy and Action
Takes a strategic/long term view
• plans ahead, remains focused on organisational
objectives
• thinks beyond immediate issues and links to business
• has a vision of objectives and reviews them regularly
Makes decisions and acts
• willing to make tough, unpopular decisions based on
information
• suggests various solutions, decides on course of
action quickly and implements it
• makes things happen and acts with confidence
People skills
Understands others
• open-minded when considering others, interested,
empathic and sympathetic
• looks for win-win and mutual benefit
• shows respect, works to understand motivation of
others
Leads and supports
• provides direction, advice and coaching
• fosters openness and information sharing,
acknowledges contributions
• elevates insights to the board
Personal communication
Networks
• talks easily at all levels internally and externally
• builds strong, extended infrastructure across
functions
• builds relationships with gatekeepers and is visible
Communicates
• verbally and in writing, clearly, consistently and
convincingly
• supports arguments with facts and figures
• confronts senior people with difficult issues
Personal characteristics
Takes responsibility for high standards
• consistent with clear personal values aligned with
organisation
• sets high goals and standards, accepts responsibility
for them
• handles criticism well and learns from it
Maintains a positive outlook
• responds well to changes or setbacks, manages
pressure well
• aware of difference between setback and failure, uses
humour
• deals with ambiguity well, grasping the opportunity
Private sector
Prepares thoroughly
• spends time understanding tasks and objectives,
scenario plans
• involves team in planning
• constantly aware of arising issues
Investigates and analyses
• gathers, probes, tests information, analytical, gets to
heart of issue
• uses a wide variety of sources, grasps key facts
quickly
• analyses potential outcomes of situation
Public sector
Persuades and influences
• Guides conversations to desired endpoints
• Manages conflict sensitively and diplomatically
• Takes account of internal and external political
environment
• Influences the agendas of everyone
Consults and involves
• Listens to views of others
• Shows an awareness of diverse opinions
• Consults and involves to gain support
Not the same, but lots in common
PRIVATE
PUBLIC
Networking
Building Strong Relationships
Leading and supporting )
Understanding others )
Consulting and involving
Maintaining a positive outlook
Managing under pressure
Taking responsibility for high
standards
Upholding reputation of the
Service
Communicating
Presenting and communicating
Decision-making and acting
Taking action
Strategic/long term view
Understanding bigger picture
Investigating and analysing
Preparing thoroughly
Persuading and influencing
Formulating strategies and
concepts
Creating and innovating
Summary: a top communicator
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•
•
•
•
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Is strategic and plans
Is well informed
Challenges others
Makes hard choices
Is a consummate communicator
Understands people and relationships and
values them
And above all…understands their levels of
operating, their communication DNA and
the appropriate behaviours they must
enact.
How many people want their
apero NOW?
•Yes
•No