More on Identity

Over at Shades of Gray, David Murray has an post about a new film, Helvetica which has started an interesting discussion in the comments about the craft of communication and the relationship of various commenters to "management" and "strategy." It's a great conversation because you can see some of the tensions in identity that a move into management puts creative people through, right there in people's comments.

There's also an interesting tangent in the comments about "measurement" which I will talk about more in my next post.

 

 

Technorati Tags: business case , corporate communicators , identity , management , narrative , training

Corporate Communicators, Management and Identity

As part of my travels this week I was privileged to get a small insight into a recent (not yet published study) of corporate communications managers that examined their actions in unexpected crisis situations. I won't identify any people or situations too closely because it would be unfair to preempt the study too much, but it did include managers at the top of the corporate communications tree in a number of prominent businesses, many in the FTSE100.

The fascinating part for me was a pattern of "regression under fire" where people who are very definitely managers, whose position is far above "copywriter" or "PR representative" slipped away from strategic thinking into what might be termed "chasing the message cycle." Of course, the message cycle shouldn't be ignored in a crisis, but presumably these people have whole departments to help them with that. Surely, their role is to think in a strategic manner and help the board look for opportunities to address the underlying issues, rather than engage unduly with day by day press and communications tasks.

I don't say this as a criticism, I think we've all turned in bad performances in a crisis at some point. If you haven't, then you probably haven't been in that many crises or you're failing to admit that someone else saved your bacon at one point. Rather, I see is as saying something about the state of the corporate and internal communications field. There's a deep seated insecurity about the value of the discipline and it seems to me that combines with the relative newness of these professions to leave some uncertainty of identity. In a crisis, we have a tendency to fall back on "what we're good at" which is, reasonably enough for people from that background the basics of crafting and disseminating a message.

However, these people are at the top of a management tree, they have been managers for a long time. Is it really appropriate that they react as craftsmen and craftswomen? And what does it say about "management" in the field?

It's perhaps unfair to overgeneralise from an unpublished study, but I think there are some important issues here. One is the question of how well communicators are relating to strategic, rather than tactical concerns. There are narratives of "communications strategy" alive and well within the profession, but it seems that we don't really have full confidence in them as yet. Another issue is the question of management. Communications is very definitely "knowledge work" and as such doesn't fit easily into the industrial traditions that shape a lot of "managment." All the same, it sometimes feels that there isn't a clear sense of what it means to be a manager in a communications function and certainly I think there are opportunities to improve the training and development of people who ascend into these communications management positions.

 

Technorati Tags: business case , corporate communicators , identity , management , narrative , training

IABC "Speedexperiencing" Event - Tues 9th Oct

Just a few words about my first IABC event. Everyone was very friendly and the setup was interesting, with the opportunity to take part in three of five discussion groups.

I wanted to be in all five, but ended up choosing the group on engagement run by Kevin Keohane first. It was nice to meet someone in person that I've only had "blog contact" with in the past. He had some pointed questions to ask about the alignment of the "employee brand" with the aspirations of current and potential employees, but I won't attempt to reproduce his nifty diagram here. I felt this discussion was just getting going as the hooter went to move us on to the next one. I hope we at least laid some groundwork for the next group.

Nick Grant asked us "Can internal and external communication ever be aligned?" Again, time caught up with us, but (being the IABC) there was of course some consensus that they two perspectives have to be aligned overall, otherwise the mixed messages can cause serious problems.

Alas, I cannot recall the name of the final discussion leader, but the topic of "Can change be managed?" and the notion that it rather had to be "led," than "managed" made me think today once again about our approach to internal communications.

In particular, one idea in the "change leadership" discussion was that most people are most likely to change for a direct manager who they know and trust. It's largely only someone who they work with regularly, who understands their working life who has the credibility/trust to ask someone to undertake radical working change.

For me, there was a strong parallel with how internal communications "should" work. Statements from the top, or even just far flung regions of the company are unlikely to have as much credibility or trust as those from direct supervisors and colleagues. We instinctively know this, I think, but often give up on it because it's very hard to make practical use of. Rather, many people view "middle management" as the "big sponge" that soaks up all the information, but never passes it along.

As a result, we've invested in circumventing the traditional channels of communication. That has some exciting possibilities, especially in connection with new "social media," but at the same time (hobby horse alert!) I feel it has pushed "internal communications" into a "mass communications" or "marketing/advertising" mould, where the purpose and expertise of internal communicators is to create communications strategies and implement them.

What I see is that there is an important role for "internal communications" in helping people communicate, helping "the sponge" of middle management actually pass more information along. In effect, doing less communication and spending more time on helping people communicate, both by innovating technology/processes and the hard work of teaching people extra skills. Why? Because in the end, they will tend to have credibility that a distant communicator will struggle to have. Social media allows a narrowing of that kind of distance, but even there I think that "social business communication" is going to need a lot of experience and even training to get the best out of it and existing trust relationships will continue to dominate.

 

Technorati Tags: change management , IABC , internal communications , lateral communications , marketing the strategy , top down , training , trust