by Caroline Leach | Mar 29, 2015 | Corporate Communications
What’s the best name for what we do as communications leaders?
As the shapers of corporate reputation, developers of corporate narrative and engager of employees, consumers, investors and communities?
Is it Communications? Corporate Communications? Corporate Affairs? Corporate Relations? Public Relations? Public Affairs?
Other corporate functions have simply translatable, one-word descriptors. Human Resources is about people. Marketing is about products. Finance is about money.
What is the one word that describes communications?
A look at the past, present and future may shed some light on it.
Looking at the past, “communication” comes from the Latin verb “to share.” And sharing certainly is at the heart of what happens in any communication. Yet there’s so much more.
Looking at the present, some of my colleagues in the field recently shared the names of their corporate functions. To my surprise, Corporate Affairs appeared twice as often as Communications.
Perhaps that has to do with the wide variety of functions captured under the corporate umbrella. They can include public relations, employee communications, investor relations, government relations, corporate events and trade shows, and corporate social responsibility, to give a few examples.
Looking at the future, one definition of corporate affairs that appeals to me is its focus on “future changes because they guide companies through industry trends.”
A future orientation is imperative in our rapidly changing world. And that requirement is mainly about our mindset.
The bigger determinant of a functional name is clarity. This takes on even more importance as humans are tasked to process more and more information in less and less time.
If “corporate affairs is essentially about communication,” as several sources stated, then the function should be called what it is. Communications.
One thing I find counterintuitive in the communications field is how much jargon can creep in. The Urban Dictionary defines jargon as “speech or writing having unusual or pretentious vocabulary, convoluted phrasing and vague meaning.”
How often to you come across jargon during your work day? Or in the space of one meting, email or conversation?
It reminds me of a teacher I had in elementary school. When we were learning about verbs, she would ask us to come to the front of the room to demonstrate the action of the verb – for example, crawl, walk or run. If we couldn’t physically show the verb’s action, she said, it probably wasn’t a verb.
That’s a good proof point for jargon. If you – or the speaker – can’t describe the action or the idea in simple, straightforward words, there isn’t enough concrete substance.
Hypothesizing that Corporate Affairs could fall into the jargon category, I conducted a one-day experiment. It had two questions. What do you think someone in Corporate Communications does? What do you think someone in Corporate Affairs does?
Who did I ask? A variety of college-educated people I came in contact with during one weekend day.
For Communications, I heard the words connect, network, brainstorm, innovate and deliver a message. Not bad for people who don’t work in the field.
For Corporate Affairs, I heard silence. I got puzzled looks.
I heard responses like, “I don’t know exactly what the functions are,” and “maybe it has to do with promoting a company’s interests and doing things that help the company behind the scenes.”
So I would advocate calling the function what it is – Communications. Or Corporate Communications.
And what defines the Communications function?
In a word: reputation.
A reputation for being a great place to work. A reputation for providing desirable products and services. A reputation for being an attractive investment. A reputation for being socially and environmentally responsible.
And that reputation must be backed by reality. The organization has to deliver on its promise – on its consumer brand about what the product or service delivers and on its employer brand about what the work experience delivers.
And those brands must be mutually reinforcing. One of the reasons an employer brand will attract the kind of top talent an organization needs is because of the strength and desirability of the consumer brand. And employees are the people who will deliver on the promise of the consumer brand.
These were the powerful learnings in creating an employer brand a few years ago, in partnership with Mark Schumann, author of two books on employer branding, and Michael Ambrozewicz, a communications leader on my team.
Our work led to the creation of an employer brand statement, an underlying strategy and a book that outlined its use for talent acquisition and employee communications.
Today it’s woven through the fabric of our organization and informs everything we do, as we entertain the future.
by Caroline Leach | Feb 28, 2015 | Corporate Communications, Learning, Social Media
1,030 tweets ago, I joined Twitter.
It was April 2012, the same month we launched a social collaboration platform at my employer.
In addition to a leadership blog I started on the platform to figure out what I was doing, it seemed like the right time to join Twitter too.
It wasn’t until just over a year ago that I really engaged with it, though. Dorie Clark inspired me with her Forbes article on how to dramatically increase your Twitter following.
Setting goals. One of the challenging things about Twitter is figuring out why you’re there and what you want to accomplish. At first I couldn’t articulate any clear goals, other than trying it out.
Then I realized with my voracious reading habit, it could be a way to share great content, without becoming a near spammer by emailing too many articles to friends and colleagues.
My goal became to share content related to my professional interests – corporate communications, change, leadership, human resources and corporate social responsibility.
And it’s an opportunity to promote my employer, with an emphasis on community involvement @DIRECTVSchools and talent development @DIRECTVCareers.
As always, it’s important to disclose my affiliation and be clear that opinions expressed are mine. And I follow the light, bright and polite mantra from How to Be Social.
Getting started. After opening your account comes setting up a 160-character bio. This is a chance to be interesting and use #hashtags, @mentions and links. Upload a photo. And update the bio from time to time as you and your interests evolve. Work Smarter with Twitter and HootSuite by Alexandra Samuel is a great Harvard Business Review e-book to jumpstart involvement.
Finding people and organizations to follow. Just like being social in LinkedIn, you can connect with your existing contacts to invite people you already now. Every time you meet someone new, see if they’re on Twitter and follow them. If there’s someone you want to know more about, follow them. I also follow the media outlets in my News Rituals of a Communicator.
Following people back. Early in my career, I read John Maxwell‘s book, Becoming a Person of Influence. What stuck with me was his premise that people are open to influence from those who are open to influence from them. John Maxwell was one of the first people I followed on Twitter. And I was gleefully surprised when he (or whoever manages his account) followed me back.
That influenced my thinking about who I’ll follow back. I’ll follow back people and organizations who seem professional and legitimate. Accounts that offer Twitter followers for sale or have inappropriate content? No thanks; not interested.
Tweeting compelling content. My daily news ritual as a communicator also allows me to find tweetable content to share. There’s @WSJ and @nytimes. And @latimes since I’m in Southern California. Also love @HarvardBiz, @TheAtlantic and @PsychToday. As often as possible, I look up the reporter’s Twitter handle and add it to the retweet.
Lots of favorite people – @AmyJCuddy, @AdamMGrant, @LVanderkam, @PenelopeTrunk, @MartyNemko, @brainpicker and too many more to list.
Being visual. Tweets with images get 150% more interaction than those without, so include a photo or video with as many tweets as possible. @TheAtlantic now includes an images with nearly every tweet. This is highly engaging, with an Instagram feel. Perhaps that’s one reason why Instagram seems to be neck and neck with Twitter with the number of users.
Reciprocating. Retweet great content that fits with your area of interest. Give it your personal spin by tapping “quote tweet,” and adding a few personal words, followed by “RT” and the original tweet. (If that puts the tweet over 140 characters, you can do an MT – modified tweet – by making minor changes such as “&” for “and” or deleting extraneous words like “that” to save characters).
If I like a tweet that isn’t fully relevant to my subject areas, from one of our local schools for example, I’ll favorite it rather than retweet it.
Growing followers. According to Dorie Clark, the more often you tweet, the more followers you’ll attract. At a minimum, I tweet at least once a day. Three to five tweets are better, spaced throughout the day. And try a message to new followers to say thanks and engage on a topic of interest.
Fitting it into daily life. Plan a tweet first thing in the morning, at mid day and at the end of the day. If you’re the super organized type, create an editorial calendar. Research says the best times to tweet are Mondays through Thursdays between 9 am and 3 pm. Of course, you have to factor in your own geographic location, who you’re trying to engage with and where they’re located.
Finding adjunct uses. There many ways to use Twitter beyond connecting with people on the platform–
- Researching people I’ll soon be meeting
- Assessing a job candidate I’m about to interview
- Vetting a speaker I’m considering for a leadership conference
- Getting quick, authoritative info in real-time a crisis situation (the 2013 LAX shooting being one example)
- Engaging with compelling content and colleagues at conferences, by sharing valuable sound bites and images. Speaking in larger venues highlighted for me the importance of preparing your speech to be shared via social media in short, tweetable statements.
What are your best Twitter tips?
by Caroline Leach | Feb 3, 2015 | Corporate Communications, Social Media
An encouraging economic sign is the number of senior-level communications roles available at big companies.
It seems a week doesn’t go by without one or two CCO, SVP or VP level communications roles appearing in social media or email.
The position descriptions show how the reputation and impact of corporate communications have grown in recent years.
Common characteristics are “key member of the leadership team,” “contributing to competitive advantage” and “creating growth and sustainable shareholder value.”
One aspect that puzzles me, though, is the continuing demarcation between internal and external communications.
Position descriptions describe responsibilities such as “telling the strategic narrative of the company internally and externally,” “handling internal and external communications” and “focusing globally on all internal and external communications.”
Perhaps the intent is that there’s extensive integration between internal and external stakeholders – with employees on the internal side and customers, consumers, shareholders, government leaders, community members and more on the external side.
Yet it almost feels like a traditional church-and-state separation between employees and customers at a company or between editorial and advertising at a news outlet.
Oh sure, there are plenty of references to integrated communications among internal and external audiences, or stakeholders. And the lines are blurring between stakeholders, given the transparent and tech-enabled world we live in.
But I would argue that what’s internal is external. And what’s external is internal.
There is no longer any line, any barrier or any boundary separating them. There is no way to message only to a single stakeholder group.
All audiences must all be considered in developing an integrated communications plan. And while one audience may take precedence over another in any given sub-plan, they all must be assessed, considered and prioritized.
When a leader holds a town hall meeting with employees, it’s an internal communication, right? Well no, actually, if employees are tweeting content during the meeting or posting event photos on Instagram.
When a leader does an interview with a major news outlet, it’s an external communication, right? Well no, actually, because employees will be listening and reading too.
The natural reaction would be to focus on the negative implications in this.
What if an employee is tweeting sensitive company information during that town hall or posting inappropriate photos of it?
What if a leader is talking with a media outlet about business strategy that may come as an unsettling surprise to employees or customers?
And while those things could certainly happen, they can be and usually are mitigated by considering all stakeholders in those communications.
Beyond that, there’s a tremendous amount of upside potential in the convergence of stakeholder groups.
Employees can be the company’s greatest advocates and brand ambassadors outside the company.
They can attract new talent with their passion about why the company is an amazing place to work. They can share feedback on recruiting sites like Glassdoor, which posts an annual list of CEOs who are the most highly rated by their employees. And they can tell current and potential customers from firsthand experience what a great product or service the company provides.
Coverage in traditional media and social media can reach well beyond the primary audience too.
Employees are consumers of news and social media just like any other audience. They set Google alerts, watch news and form opinions from a variety of external sources. And they are content creators and reputation builders as well through their participation in social media. This can either help or hurt your company’s reputation and its ability to grow and create a competitive advantage.
One holiday season when consumer orders spiked and UPS had a hard time delivering packages on time, a driver posted a response to a customer complaint on Facebook. He talked about how hard he was working to get packages to people on time.
In the process he put a human face on the company and connected with customers in a compelling way. That humanization of the company is also apparent in its marketing – its wishes delivered campaign being one example
It can work in the opposite direction, showing the transparency with which we all work. Who doesn’t remember the infamous cable company call, when a customer recorded an employee’s egregious attempts to retain the his business?
This underscores the importance of building trust with all stakeholders over a long period of time, one interaction at a time. It speaks to the primary purpose of corporate communications to build a strong and positive corporate reputation, based on a balance of the best interests of those stakeholders.
It’s also important to remember that feedback can come from a variety of places – from practically anywhere these days.
Driving home from a family dinner this weekend, my daughter was checking out Yik Yak as we were near my office. Yik Yak is a geography-based social network, where you can see what people within a few miles of you are saying.
She read a comment from an employee at my company, who said they weren’t aware of a big external event the company was involved with.
It was a timely reminder to me to be thinking more broadly and more expansively, all the time, about what’s newsworthy from an employee perspective, and how we bring “external” messages to our “internal” audience.
Sure, staffing resources and such determine a certain priority to communications plans and messages. But by taking a fully integrated audience approach to planning and messaging, the positive impact of communications can by multiplied many times.
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