6. 21st Century Leadership
Communication –
The Blueprint for Credibility
Speaker:
Rod Cartwright, Global Partner
and Director, Global Corporate &
Public Affairs Practice, Ketchum
@RodCartwright
Facilitator:
Ruth Wyatt, Brand Editor,
PRWeek
@prweekeditor
10. The Ketchum Leadership Communication Monitor
This global study starts from the premise that effective leadership is essential to
achieving any of society’s goals – whether in politics, business, spirituality or communitybuilding. Against this background, it sets out:
1
2
3
To assess how today’s leaders – and their
communication – are judged
To rank the most important leadership attributes
and communication behaviors of effective leaders
To provide practical counsel on a path to more
effective leadership and leadership communication
As such, it will serve as a benchmark to track evolving
perceptions of leaders, what is expected of them and
the required response.
60. YouGov report into Public Trust in Banking
Generally provide good quality products
and services which are sold responsibly
16%
Banks are at best unprofessional or at
worst dishonest
Banks aren't doing enough to support
the economy
Bankers are greedy and get paid too
much
For this report, Public Trust in Banking, Stephan Shakespeare spoke with twenty leading
practitioners and YouGov conducted three surveys with nationally representative samples of UK
adults, totalling 11,089 individuals.
58%
83%
80%
61.
62. Barclays favourability verbatims
Good service/happy with them
Have an account with them
Have been with them for a long time
Never experienced any problems
Good past experience
Helpful staff
Good/good product
Friendly/polite staff
Other
2012 IPOS MORI - Base: All Customers (Additional responses under 5%)
63. Barclays unfavourability verbatims
Bad experience in the past
Poor service/inefficient
High charges/over charging
Bad press/publicity/reports
Unhelpful/rude/impolite staff
Dealings with South Africa
Bonus payments to directors
Don't like them
All banks are the same
Care only about making a profit/not…
Other
2012 IPOS MORI - Base: All Customers (Additional responses under 5%)
64.
65. Lessons learnt the hard way –
Part One
“O, wad some Power the giftie gie us
To see oursels as others see us!
It wad frae monie a blunder free us,
An' foolish notion.”
- Robert Burns
•
•
•
•
•
You can’t be what you are not
Try to understand why your audience thinks what they do
Understand what your corporate strategy is
Be prepared to change what you do – no pain, no gain
Be prepared to demand more from your bosses
66. Lessons learnt the hard way –
Part Two
• Avoid “group think”
• Understand how your stakeholders interact
• Have a clear, constant narrative
• Identify the iconic actions which will capture imagination
• Build an integrated plan
• Sustain your activity
• Be resolute – don’t be distracted or disheartened
70. Building a culture of motivation,
confidence and aspiration
Speaker:
Wendy Cartwright, Former HR Director
Olympic Delivery Authority
Taskforce Member
Engage for Success
@WendyHall2012
Facilitator:
James Harkness FCIPR
Partner, HarknessKennett
@HarknessKennett
71. Building a culture of motivation,
confidence and aspiration
Wendy Cartwright
Former HR Director, Olympic Delivery Authority
Taskforce Member, Engage for Success
@WendyHall2012
72. OLYMPIC DELIVERY AUTHORITY
Responsible for developing and constructing the venues and
infrastructure for the London 2012 Olympic and Paralympic Games on
time, on budget and in a manner that leaves a legacy for the UK
73. CRITICAL BUSINESS CHALLENGES
(FROM ODA PEOPLE STRATEGY)
The ODA faces the following critical business challenges:
•
Absolute necessity to hit dates and budget
•
Public accountability and scrutiny
•
Management of one of the largest and most complex
construction/infrastructure and transportation projects in the UK
•
Multiple and complex stakeholder management
•
Partnership working and leading into the supply chain
•
Managing successfully through distinct organisational phases to deliver the
Games and successfully hand over for legacy management
•
Delivering consistent high performance in a high-pressure environment
•
Need to maintain a strong London 2012 brand reputation
•
Need to attract and retain high calibre individuals for a finite period
The skills, energy and commitment of our people are key to
the success of London 2012 and its legacy.
74. ODA PEOPLE STRATEGY
Leaving the
organisation Workforce
Managing for
high
performance
Learning &
development
Recruit
Induct
Embed
collaborative working
PEOPLE
Equality &
inclusion
Reward
Organisational
& team
effectiveness
Leadership
vision &
values
Wellbeing &
engagement
75. Business
Drivers
Wellbeing and Engagement
– High performance needs to be sustained over
the life of the ODA and through times of intense
pressure and public scrutiny
– The ODA needs committed and engaged people
who are flexible and willingly go the extra mile
HR Principle
We create and sustain high levels of employee
engagement, motivation and commitment.
Strategies
To create a working environment where our people are resilient and engaged we will:
1. Be clear about what we expect from each person and how their contribution delivers our vision
2. Create effective communication channels where a high value is placed on face to face contact and
dialogue with people wherever possible
3. Build reliable and trusted communication channels through the line management structure
4. Create an open environment for people to share their views
5. Create a ‘healthy’ and high performing working environment that supports all employees through
periods of intense work pressure. This means that managers and their teams need to work together to
anticipate / identify support that may be needed to help people through pressure points, including
work/life balance options
6. Deliver a comprehensive health and wellbeing programme so that our employees are well supported
and able to perform at their best
7. Build strong relationships with stakeholders external to ODA so that we bring organisations and
communities with us.
8. Understand and aim to recognise the views and needs of partners and stakeholders in all that we do.
76. LONDON 2012 CONSTRUCTION PROGRAMME CULTURE
(FROM LEARNING LEGACY PAPER – IMPERIAL COLLEGE BUSINESS SCHOOL)
Beliefs
- Failure is not an option
- We can / will solve problems
Values
- Making a success of the programme is very
important
- All the major objectives (cost, time, quality
plus the priority themes) are important
Norms
-Bringing problems or issues to light is normal /
good
- Collaboration is normal / good
- working non hierarchically (such as
horizontally) where appropriate
“Within this culture, the cardinal sin was not running into
difficulties but not disclosing that the difficulties were there
and not working to find a solution”
79. Employee Engagement:
Statistics and Case Studies
PROFIT
Companies with
engagement
scores in the top
25% had twice the
annual net profit.
CUSTOMER
SATISFACTION
REVENUE
GROWTH
Organisations in the top
quartile of engagement scores
demonstrated revenue growth
2.5 times greater than those in
the bottom quartile.
Companies with top
quartile engagement
scores average
12% higher customer
advocacy.
80. Why is it Important?
70% 6% 20% 30%
Percentage of
employees
who do not
trust their
managers
The UK has 6%
lower average
engagement
levels than
other large
economies
(Kennexa, 2011)
Percentage
below G7
productivity
levels
(International
comparison of
productivity gap)
Percentage of
employees
actively
engaged
81. Imagine if 30% of our of lights didn’t work…
Imagine 30%computers didn’t work properly………………..
83. Enabler 1: strategic narrative
Strong, visible, empowering leadership provides a strong strategic narrative about the
organisation, where it’s come from and where it’s going.
The past
You are here
The future
This gives a line of sight between the job and the organisation’s vision.
The story is communicated clearly, consistently and constantly.
84. Enabler 2: engaging managers
focus their
people, offer
scope and enable
the job to get
done
treat their people
as individuals
coach and stretch
their people
85. Enabler 3: employee voice
There is employee voice throughout the organisation, for reinforcing and challenging
views; between functions & externally; employees are really seen as your key asset –
not the problem.
This voice is an informed one. Views are sought early and followed up; explanations are given if
ideas/views not adopted.
Trade unions/staff representatives are part of the engagement architecture – collective voice matters
86. Enabler 4: integrity
There is organisational integrity – the values on the wall are reflected in day
to day behaviours.
These expected behaviours are
explicit and bought into by staff.
Keep it real – staff see through
corporate spin quicker than
customers or the public.
Integrity enables trust: no
engagement without trust
87. PERSONAL LESSONS
•
•
•
•
•
•
•
•
•
•
•
Create a sense of real purpose across the organisation
Devolve decision making to the lowest possible level
Focus on key priorities and deliver - don’t tinker too much
Project management is a great discipline
Be highly adaptive and flexible
Focus relentlessly on solutions and problem-solving
HR, Comms and Finance add considerably more value when they
work closely together
Leadership + culture is vital to drive performance
Recruit well
Face to face communications are vital
Have high expectations + be confident + courageous
92. Don't risk litigation: Know your
social media law
Speakers:
Hanna Basha & Magnus Boyd
Legal Directors, Hill Dickinson LLP
@hannabasha / @magnusboyd
Facilitator:
Simon McVicker MCIPR
Director of Policy and Public Affairs
PCG
@SimonMcVicker
95. THE RISE OF THE
CHURNALIST
Too few reporters with too little
training chasing too many stories.
“Papers, radio and TV active 24 hours
a day, deadlines and regional borders
effectively gone, news and comment
largely fused, trends accelerated by
social media which did not exist when
I left Downing Street, let alone when I
started.”
Alastair Campbell
“The problem is that news is determined
not by its importance but by its
availability”
Jeremy Paxman
96. BLOGOSPHERE
250,000 new words are added every
minute to the blogs on Blogger.com
Today's news is no longer
tomorrow's fish'n'chip paper - Blogs
lengthen the tail of a story
Do Bloggers behave responsibly?
There are calls for defamatory
interactive chat to be treated as
slander rather than libel requiring
proof of actual damage before you
can sue
97. DIGITAL
WHISTLE
BLOWING
Large organisations leak gossip
and rumour via texts, tweets and
email.
Unlawful disclosure no longer
needs a third party to reach a
global audience.
The digital whistle blower gets his
message out via personal blog,
Facebook or You Tube video or by
posting sensitive corporate
documents on Wikileaks.
98. CITIZEN JOURNALIST
OR
CITIZEN PAPPARAZZI?
When was participation elevated to
journalism?
User-generated content accounts
for an increasing amount of content
in the traditional media often
without caveats or labelling.
In 2010 BBC news journalists were
told to use social media as a primary
source of information by the then new
director of BBC Global News. He said
it was important for editorial staff to
make better use of social media and
become more collaborative in
producing stories.
The line between what is in the
public interest and what is
interesting to the public is being
obliterated.
99. INVESTIGATIVE
JOURNALISM
GOES GLOBAL
the Internet has facilitated a
burgeoning number of not-for-profit
international groups set up to carry
out investigative journalism.
They group together reporters who
can be working all over the world to
collaborate on different projects.
More than 50 international
investigative journalism networks
are now in existence, and more
than half of these have been
created since 2000
100. CORPORATE
MISSION CREEP
Many companies commit to a host
of social, health and environmental
responsibilities that outstrip the
simple goal of increasing profits.
Determining where corporate social
responsibility stops is getting more
difficult.
Many corporate social responsibility
programmes are attracting
increased media scrutiny and
expose a company to attacks on its
reputation
101. DAVID BECOMES
GOLIATH
Large companies used to be able to
out resource opposition
The costs of campaigning are
cheaper online and the web has
provided efficient ways of raising
revenue
As a result NGOs are increasingly
flexing their financial muscle in
campaigns to turn public and media
sentiment against targeted
companies.
In terms of money and influence,
the balance of power is shifting.
102. RATING WEBSITES
In some areas, noticeably in the
travel, medical and education
spheres ratings websites are
encouraged to promote ‘customer
feedback’.
These sites open to abuse and
highlight the problem that it is both
commercially and legally
advantageous for websites not to
moderate content before its posted
Some Regulators such as the GMC
have refused to rule out use of
anonymous patient comments on
ratings websites as evidence in Fitness
to Practice Hearings
103. PRIVACY
AND
SOCIAL NETWORKING
SITES
A 2009 survey found that 45% of
employers used social network
sites to research job candidates
and that Facebook was their site of
choice.
Some 35% of the employers
surveyed said they had found
content on the sites that had
influenced them to reject a
candidate. Examples included
inappropriate photographs,
information about the applicants'
drinking or drug use, or bad
mouthing of previous employers,
co-workers or clients.
A survey by Velocity Digital found
that 25% of Facebook users don’t
bother with privacy settings.
104. JOURNALISTS’ USE
OF
SOCIAL NETWORKING
SITES
92% of journalists use the web for
investigating and researching stories.
(We don’t believe the other 8%).
‘It is valid to report - or at the very
least engage with - this non-validated
stuff because it is already a part of the
communications around a story. It is
more than just a rumour. It is informal
narrative of the story: online images
and conversations produced by the
public.”
Charlie Beckett
“it can be acceptable in some
circumstances for the press to publish
information taken from social
networking websites, even when the
material is originally intended for a
small group of acquaintances and not
publicly accessible. However, this will
generally be only in cases where the
public interest overrides the
individual's right to privacy.”
105. WHO TO SUE?
Mixed messages from the Courts
ISP
Liability appears to depend on 'actual
knowledge' and some sort of 'positive
step' in the technical process of
publication.
Website
Author
Search
Engine
106. JURISDICTION
Information published on the Internet
is deemed to be published in Britain
(and so subject to British law) if an
Internet user can access it from Britain,
even if the publisher and servers are
located overseas.
The person wishing to sue in Britain
needs to show that he/she has a
reputation in Britain and any damages
awarded will relate only to the harm
caused to the reputation in this
jurisdiction.
Problems arise when you try to
enforce a British Court Order in some
other Jurisdictions, most notably the
US.
Many sites refuse to volunteer
identification data unless compelled by
a Court Order
107. “News travels faster
than the speed of
thought…”
In October 2012 Facebook had a billion
users worldwide who exchange 30 billion
pieces of content per month.
Twitter has 231.7 million active users
worldwide and100 million of them log
onto the service daily.
5,700 tweets every second.
Search Engines
Broadcast News
News Website
Facebook
3 million websites integrate with Twitter
37% of U.S. Internet users have
contributed to the creation of news,
commentary about it, or dissemination of
news by social media sites such as
Facebook or Twitter: 25% have
commented on a news story; 17% have
posted a link on a social networking Site;
9% have created original news stories or
opinion pieces
Tweet
108.
109.
110.
111.
112.
113.
114.
115.
116.
117.
118.
119.
120. CAIRNS v MODI
•
Allegations of Match Fixing
•
Tweeted to 65 followers, further
potential publication of around 1,000
•
Damages of £90,000
•
£1,385 per tweet in libel damages.
“we recognise that as a consequence of
modern technology and communication
systems any such stories will have the
capacity to “go viral” more widely and more
quickly than ever before. Indeed it is obvious
that today, with the ready availability of the
world wide web and of social networking
sites, the scale of this problem has been
immeasurably enhanced, especially for libel
claimants.... In our judgment… this
percolation phenomenon is a legitimate
factor to be taken into account in the
assessment of damages. “
121. CRUDDAS v ADAMS
•
Publication via 9 blogs and 12
tweets
•
Damages of £45,000
•
Equivalent of £2,000 per
publication
123. McAlpine v Bercow
Sally Bercow tweets:
“Why is Lord McAlpine trending?
Court found this meant:
Lord McAlpine “was a paedophile who
was guilty of sexually abusing boys living
in care”.
127. Marketing communication: An
integrated approach
Speakers:
Anne Godfrey, Chief Executive
Chartered Institute of Marketing
@weegieexpat
Michael Dick, Commercial and Marketing
Director, Chartered Institute of Marketing
Facilitator:
Claire Wheatcroft MCIPR
Chair of CIPR Marcomms Group
135. “COKE ANNOUNCES NEW MARKETING CONCEPT”
“Where each advertisement appears it will bear
a strong family resemblance to the other. Yet
each will be varied to the requirements of the
individual medium. The whole of the campaign
becomes far greater than the individual parts.”
150. Think differently about how
brand connects with consumers
“People build brands the way
birds build nests. Through the
straws and scraps they chance
upon."
Jeremy Bullmore
163. Talk to the people who are hosting
a party for your customers
164. Agency Partners
“I began revolution with 82 men. If I had to do it
again, I’d do it with 10 or 15 and absolute faith. It
does not matter how small you are if you have faith
and plan of action.”
Fidel Castro
171. How to survive and thrive in a crisis
Speakers:
Dominic Cockram MCIPR, Founder and
Managing Director, Steelhenge Consulting
@Dominiccockram
Andrew Griffin, Chief Executive
Regester Larkin
Facilitator:
Sarah Pinch FCIPR
Founder
Pinch Point Communications
@ms_organised
172. How to survive and thrive in a crisis
Dominic Cockram
Managing Director
Steelhenge Consulting
173. Introduction
Steelhenge
Strategic crisis management consultancy
Planning, training and exercising
Corporate and government experience
Today’s discussion
Overview of the sector and themes
Introduction to the Standards
Key issues in crisis management & trends
174. The World of Resilience
Business
Continuity
(ISO 22301)
Crisis
Management
(BS 11200)
Resilience
(BS
65000)
Infosec
(BS 27001)
Risk
(BS 31000)
175. Its about survival and thriving
•
•
•
•
•
•
•
Redundancy
Reliability
Anticipation
Preparedness
Flexibility
Adaptive Capacity
Learning Capacity
spare capacity
continuing to function under stress
horizon scanning to anticipate
plans in place
distributed skills and expertise
use change to fuel new developments
learn from errors, lapses and mistakes
176. Why is a crisis chaos? Does it
need to be?
Uncertain
Complex
Dynamic
Time pressure
Lack of
information
High risk and
stakes
Multiple impacts
177. Key aspirations
• Responding quickly
• Appearing to be in control
• Knowing what is happening
• Communicating well
• Demonstrating leadership
• Providing effective direction
• Minimising impacts – operations, staff, reputation
• Living up to and maintaining your values
179. Situational Awareness
•
•
•
•
•
•
Understand the situation – past, present & future
Understand the risks
Understand time
Know the priorities and actions
Identify the decisions
Direction, responsibility and parameters of time
184. Questions
View the draft standard
online at
http://drafts.bsigroup.com/Home/
Details/52021
Dominic Cockram
dc@steelhenge.co.uk
www.steelhenge.co.uk
185. How to survive and thrive in a crisis
Andrew Griffin
Chief Executive
Regester Larkin Ltd
186. Regester Larkin
•
Reputation strategy and crisis management consultancy
•
Crisis management – where reputation is under acute threat and scrutiny
and pressure are high
•
Comms and beyond – crisis management is a strategic capability;
functional and operational responses support
187. Crisis management matters
•
A crisis threatens strategic objectives,
reputation and the very existence of an
organisation
•
Every year, reputations are destroyed,
commercial and financial interests hit, careers
of senior leaders lost
•
Mistakes often have their origins in poor
preparedness: those companies that are
prepared for the worst are better at dealing
with it
188. A poor media response lives with you…
“What the hell did we do to deserve this?"
- Tony Hayward, New York Times, 29 April
“The Gulf of Mexico is a very big ocean. The amount of
volume of oil and dispersant we are putting into it is tiny
in relation to the total water volume.”
- Tony Hayward, The Guardian, 14 May
“The environmental impact of this disaster is likely to be
very, very modest.”
- Tony Hayward, Sky News, 19 May
“There’s no one who wants this over more than I do. I
would like my life back.”
- Tony Hayward, Today Show, 30 May
189. Comms: more than media
•
“We are sure that you will
understand both the logistical
impossibility of
accommodating all of you on
the island, as well as the
desire for privacy expressed
by the families at this
sorrowful time”
190. The comms function in a crisis
• Crisis management is about substance, not spin but..
• The function needs to be prepared to play a key role in a crisis
• Communications is a ‘core’ rather than an optional CMT role
• Usually one of the most complex aspects of a response; a large number
of people performing many different roles
• Brings the outside in to the CMT and takes the inside out: a link between
the organisation and those that decide its reputation
• The communications lead should help get the response right as well as
help communicate it
191. Crisis communications
•
•
•
•
•
•
•
•
•
Leads on…
Supports on…
•
•
•
•
Communications strategy
Understanding reputational implications
Spokesperson coaching
Message development
Materials
Media response
Social media
Media monitoring
Internal communications
Scenario planning
Relative response
Stakeholder engagement
Investor relations
192. Communicating in a crisis
The challenge
Communicate actions
not platitudes. Do the
right thing and be seen
to do so
Own the story and
become the
authoritative source of
information
Prevent shock turning
into anger and
reputation/commercial
damage
Engage stakeholders –
internal and external –
and don’t be driven by
the media agenda
Maintain a long-term
reputational lens
Demonstrate care &
concern, control &
commitment
193. The media is changing…
Fragmented
audiences
Volume
Authority
Variety
Target audiences / tailor
messages
Direct
Communication
Speed
Diversion /
distraction
…but the key principles still apply
194. Not all bad news stories… Tesco and horsemeat
“We are investigating urgently how a
number of beef products on sale in the
UK and Republic of Ireland came to
contain some traces of horse and pig
DNA.”
200. Preparation is the key
•
Leadership
• Senior communications roles in a crisis understood/rehearsed
• Spokespeople
•
Structure
• Clarity of purpose within the wider crisis management structure
•
Procedures
• Clear roles and responsibilities, protocols, tools etc
• Alignment with the Crisis Management Plan and any operational plans
•
Competence
• Sufficient, flexible resource
• Trained professionals
•
Culture and relationships
• Focus on stakeholder engagement and ‘goodwill’ in peace time
• Credit in the reputation bank
203. How technology is changing
internal communication
Speakers:
Malcolm Cotterell, Employee Development and
Engagement Manager & Kate Barnes,
Employee Engagement Advisor
CrossCountry
Facilitator:
James Harkness FCIPR
Partner, HarknessKennett
@HarknessKennett
205. Rule No.1 (of 1)
• Talk in words and concepts that
matter to people, about what
they care about (which might not
be what you care about)
• “If you talk to a man in a
language he understands, that
goes to his head. If you talk to
him in his language, that goes
Engagin
to his heart”
CrossCountry
206. Hello. We’re
CrossCountry
• The most extensive passenger
train operator in Great Britain
• Franchise began in 2007
• 1700 employees. 13 locations
• Internal communication
essential, but tricky
Engagin
CrossCountry
208. Early days…
•
•
•
•
•
A weekly newsletter
A quarterly magazine
Open Forums
An intranet
An employee communications
survey showed we could do more …
and do better.
Engagin
CrossCountry
209. Employee
Engagement
• Focus on engagement from 2011
• Dedicated role created ; more
than just internal comms
• New shared vision and values
brought to life
• “Great Journeys” employee brand
born
Engagin
CrossCountry
210.
211. Connect
• Objective to improve engagement
• To give people a new way to get
information, have a voice and
communicate with each other
• A new way to engage…
Engagin
CrossCountry
