Resources filed under strategic communication
(11 articles found)
What's your point?
What if your colleagues read your work in the same way that they read a newspaper? - flicking through the headlines, ignoring great swathes. Are you giving them the right headlines?
Read this article "What's your point?"
Two essential steps for communicating change
Before a major change programme is introduced, senior teams have often had lengthy discussions to digest the changes - not so the rest of your organisation. Find out how to make your next message land better.
Read this article "Two essential steps for communicating change"
The real value of your people
If people are an organisation's greatest asset, are you doing enough to let them know? Employee motivation has taken a dramatic dip at a time when we need people to feel most valued.
Read this article "The real value of your people"
The six Cs of communication
In the face of having to communicate high concern messages, many managers handle it poorly or try to avoid it altogether. Find out how to use the six Cs of communication for your next conversation.
Read this article "The six Cs of communication"
Bringing politics back to work
Is it right to bring politics into the workplace? it brings a backdrop of uncertainty and has implications of the different party policies for our businesses. What your people need now is clear communication about priorities.
Read this article "Bringing politics back to work"Q: Several members of my team are technically excellent and deliver well, but lack gravitas particularly in larger meetings. I’m concerned that this affects how others perceive them. How can I help them have more impact?
A: Firstly, it is important that you do not fall in to the trap of simply assuming ‘shyness’ or a lack of confidence here. There are a number of things that you could do to help them become more aware of the impact they are having and what they can do to have more.Read this article "Several members of my team are technically excellent and deliver well, but lack gravitas particularly in larger meetings. I’m concerned that this affects how others perceive them. How can I help them have more impact?"
Q: As a senior manager I keep getting told I need to be more visible; I don’t see what more I can do. What do you suggest?
A: Firstly, who is telling you to be more visible? Visibility of senior managers , like communications are factors that surveys show are always in deficit in organisations. And usually they stand for something else. So ask yourself what is going on round here that makes people say they want to see more of me. Secondly, and perhaps inconveniently for you, face to face communication with your staff is essential. No-one has ever experienced motivating leadership from all staff emails and occasional ‘school assemblies’Read this article "As a senior manager I keep getting told I need to be more visible; I don’t see what more I can do. What do you suggest?"
Q: I've been given some feedback from colleagues that they don't feel I listen to them. I'm keen to develop my listening skills but don't know where to start. Can you help?
A: Listening can be hard to do and even harder to do well. A lot of us are not good listeners, even those who may think they are. Humans have an innate desire to be understood and so it's important to get this skill right (and great that you are prepared to work at it). By practising listening and by becoming aware of the different types of listening, you can work to become a better and more effective listener.Read this article "I've been given some feedback from colleagues that they don't feel I listen to them. I'm keen to develop my listening skills but don't know where to start. Can you help?"
Strike the right balance in 2010
It’s a new year, and most of us are glad to see the back of 2009. But as leaders, how do we communicate the right tone for the year ahead? We want to be truthful to our people, but we also want to shield them from the impact of the continued uncertainty.
Read this article "Strike the right balance in 2010"
Issue 10: meaningful engagement
Engagement is one of the most critical processes in a high performing organisation, yet it is often one that falls between the cracks in the organisation chart. Issue 10 includes client stories on AstraZeneca, NHS Live and the Environment Agency, and chapters on: Who leads on engagement?, How do you engage and empower the frontline? and Whose job is it anyway?
Read this book "Issue 10: meaningful engagement"
Issue 06: de-fogging
Many organisations are caught in the mists of obscure messages and conflicting signals. Strategic communication is about clearing away this obscurity and confusion – de-fogging – and replacing it with clarity to deliver your strategy. Issue 06 includes client stories on Procter & Gamble, The British Library and the Royal Marines, and chapters on who owns strategic communication?, change and reputation, and engaging people in strategy.
Read this book "Issue 06: de-fogging"
