March 2017
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Mar, 29 2017 10:00 AM
Heather West |
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The way you communicate at the start of a change initiative will either build or break trust and can have a significant impact on stakeholder engagement, contribution, and collaboration throughout the process.
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The following article was written by Fresh Communications for the March 2017 issue of the Change Management Institute’s newsletter. It is the first in a series about communicating change.
The way you communicate at the start of a change initiative will either build or break trust and can have a significant impact on stakeholder engagement, contribution, and collaboration throughout the process.
I have overseen communications for corporate restructurings, IT change projects, rebranding initiatives and the amalgamation of organizations, and I have found that the following steps go a long way toward building a strong foundation for change. They aren’t new or revolutionary, but sometimes, in the push to get projects started and adhere to accelerated timelines, they are overlooked or undervalued.
Demonstrate leadership commitment
When a significant announcement is being made, employees want to hear from leaders. Leaders play an important role in setting the tone and communicating the value of the initiative to the organization. They should be involved at the outset and at key points in the process. Their interactions with employees should weave the “golden thread” that connects the work of teams and individuals to the bigger picture.
Talk to managers first
When managers feel blindsided or disadvantaged by a lack of information, they can seriously, and understandably, derail an initiative. Without the opportunity to absorb the information and understand the decisions themselves, they won’t feel equipped to support their teams. Managers should be informed first, so they have the opportunity to ask questions, understand their role in the process, and find out how they will be supported throughout the project.
Communicate early and often and be inclusive
It’s important to announce the change to the entire organization. Even employees who aren’t affected should be aware of what’s going on around them. Not only to address their concerns and questions but also so they can support others who will be affected. Be straightforward. Address the questions that you can and acknowledge the ones that you can’t answer. Tell employees when you will provide the answers and how you will keep them updated. Explain that information will be shared based on specific needs and level of involvement in the project. And, keep your promises.
There is no foolproof way to ensure everyone will feel equally happy about and open to every change that is made. However, taking the time to think about the people involved, what they need to hear, how they need to hear it and from whom, at the earliest stages of the project, will go a long way toward building trust, easing fears and creating a sense of inclusion and engagement.
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December 2016
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Dec, 5 2016 3:24 PM
Heather West |
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Readers don't want to pour over your annual report to find the information they need. Here are three reasons why it's time to think about taking a different approach.
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Is it important for your organization to produce an annual report? Are people reading it?
I’m sure many answered the first question with an emphatic “yes!” And the second question with a little less certainty.
If you’re burdening readers with a document that runs 10, 20, or 30 pages long, there’s a good chance it isn’t being read. But that doesn’t mean you don’t have important information to share.
If you’re not obligated to produce a traditional annual report, why not make it easier for time-starved readers to digest the information they need and want to know about your organization?
Here are three reasons to consider a new approach.
Serve the reader
In your copy, you’re likely talking to stakeholders and customers about how you are committed to meeting their needs. But are you fulfilling this commitment when you produce such a lengthy document? Not really. People don’t have time to pour over lengthy narrative.
Save time and money
Annual reports are expensive to produce. Consider what you invest in researching, writing, revising and proofreading, let alone print and production. And most likely, you’re using expensive stock. All of this adds up; you’re spending a lot of money that could be going into more impactful marketing activities.
Expand distribution
When done well, annual reports build trust and credibility, attract new supporters, and inspire existing customers and stakeholders to continue working with you. However, most are printed in limited supply because production is so expensive. A shorter report can be shared with more people and can become an effective marketing tool.
In a recent webinar delivered by Nonprofit Marketing Guide, presenter Kivi Leroux Miller talked about the value of producing short reports. She also shared a few samples and tips for shortening content, including:
- Focus on three accomplishments and distill them down to short bites of information that explain why each one matters to the reader
- Share financial highlights in the printed report and provide the full statement on your website
- Drop the standard CEO and Chair messages and deliver a more personal message in a short video on your website
- Eliminate donor or volunteer lists printed in microscopic font and honour supporters in more meaningful ways
I’ve written and overseen the production of annual reports for more than 20 years. I believe its time to take a new approach. How about you? Contact me today to get started on your short report hwest@freshcomms.ca or call 416-884-5741.
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September 2016
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Sep, 22 2016 10:27 AM
Heather West |
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If thought leadership is part of your growth strategy, you may want to consider adding white papers to your marketing/communications mix. In its report B2B Marketing Trends: 2016 Benchmarks, Budgets, and Trends—North America , the Content Marketing Institute found that 71% of respondents include white papers in their content marketing...
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If thought leadership is part of your growth strategy, you may want to consider adding white papers to your marketing/communications mix.
In its report B2B Marketing Trends: 2016 Benchmarks, Budgets, and Trends—North America, the Content Marketing Institute found that 71% of respondents include white papers in their content marketing strategy. And, 63% rate them among the top five tactics they employ.
It used to be that mention of a white paper conjured up the image of a heavy research or technical document. However, that’s no longer the case. Today, businesses are using white papers to help customers understand and address issues, make decisions and learn about new concepts and solutions.
When done well, they can support your growth strategy and position your organization as a thought leader on topics of interest to your customers.
Some white papers are just a few pages long, and others dive deeper into a topic. No matter what format you choose, there are best practices that should be followed. On his website, Gordon Graham, known as “That White Paper Guy” and author of White Papers for Dummies, notes that a white paper should be:
- A document containing narrative text
- At least 5-6 pages long, in portrait format
- Educational, practical and useful, NOT a sales pitch
- Used BEFORE a sale, not AFTER a sale
- Provide facts, NOT just opinion
- Include an introduction or executive summary
Over the last couple of years, Fresh Communications has co-written a series of white papers for the CEO Health + Safety Leadership Network—a group of CEOs who are working together to create a culture of health and safety in Ontario. The Network has published papers on health and safety governance, mindfulness, and mental health.
Simona Mazat, Lead, CEO Programs, Events & Promotions at Workplace Safety & Prevention Services explains, “CEOs attend our events to share their experiences, insights and best practices with one another. The white papers we produce feature highlights of those conversations, as well as additional research and resources to support our readers. Our goal is to provide relevant and timely information, and ultimately, attract more CEOs to participate.”
Like any communication tactic, the decision to produce white papers should be based on the needs and interests of your customers, your organizational goals and objectives, and the nature of the content you have to share.
In the Content Marketing Institute’s research, 60% of respondents identified producing engaging content as their top challenge. If you’re in the same boat, why not contact Fresh? I can help.
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May 2016
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May, 24 2016 11:31 AM
Heather West |
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I was recently with a group of friends who were lamenting the many change initiatives they have gone through of late. As the only communications professional in the room, I asked how they were informed about these initiatives and they quickly responded that they aren’t given any information until the...
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I was recently with a group of friends who were lamenting the many change initiatives they have gone through of late. As the only communications professional in the room, I asked how they were informed about these initiatives and they quickly responded that they aren’t given any information until the ball is rolling and changes are happening.
Having led communications departments, I know it can be difficult to meet the needs of all employees. Some feel overwhelmed by the amount of information shared, and others feel there is never enough. However, what I took away from this conversation was that none of my friends seemed particularly engaged, nor did they seem to understand the purpose of the changes they’ve been experiencing.
CEOs and senior leaders have the opportunity, and reallythe obligation, to weave a golden thread for employees between their roles and the bigger picture. It is up to you to help them understand where the organization is going, how you are going to get there, and most importantly, how they fit into the equation.
In February this year, Stefan Sjöstrand president of IKEA Canada, was named the 2015 Communicator of the Year by the International Association of Business Communicators/Toronto. The award is given to leaders who inspire and engage internal and external audiences and clearly demonstrate the link between excellence in communications and an organization's success.
Maria Poonawala, a global management student at Toronto’s Ryerson University, recently had the opportunity to shadow Sjöstrand. In a Globe and Mail article about her experience, she said that one of her biggest takeaways was “How important it is for a leader to live and breathe the company’s vision. One of the biggest personality traits Stefan has, which is really unique, is that he has a very infectious, positive attitude and that trickles down to the rest of the company.”
Sjöstrand is part of a growing group of CEOs who understand that sharing their passion and vision through regular and strategic communication is critical to business success.
In PWC’s Annual Global CEO Survey, released in January this year, 48% of CEOs indicated they are making major changes to how they manage brand, marketing and communications. Respondents also rated organizational purpose and value, and business strategy as the top two of 10 strategic priorities they want to communicate better and said employees were the predominant stakeholders pushing them in this direction.
In the article, The Strategic Communication Imperative, authors Paul A. Argenti, Robert A. Howell, and Karen A. Beck, discuss the importance of aligning communication with overall strategy to enhance strategic positioning, and they highlight the role of the CEO in this effort. “It is clear from our interviews that the role of top leaders in communications actually has expanded in the past few years. Now, more than ever, the CEO is not only the thought leader but also the face and voice of the company, setting the tone for the executive team and the organization as a whole.”
Unfortunately, it doesn’t seem that the leaders at my friends’ organizations have made this connection yet. They don’t realize that keeping mum on business goals, changes and achievements isn’t just short-sighted; it’s risky business. It can make employees feel undervalued and disconnected, and when that happens, fear grows, momentum is lost and success hangs in the balance.
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May, 2 2016 3:20 PM
Heather West |
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Last week, I was asked to participate in the CEO Health + Safety Leadership Network Roundtable on mental health in the workplace. It was a sold out event. There were over 80 people in the room, which isn’t surprising given that mental health problems and illnesses are the number...
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Last week, I was asked to participate in the CEO Health + Safety Leadership Network Roundtable on mental health in the workplace. It was a sold out event. There were over 80 people in the room, which isn’t surprising given that mental health problems and illnesses are the number one cause of disability in Canada[1].
Minister of Labour Kevin Flynn kicked things off with an emotional tug about the need to bring mental health out of the shadows and provide support to those who have been suffering alone for too long. His message resonated. He was talking to a passionate and motivated group of leaders. The people in the room weren’t there because they want to check mental health training off of their “to do” lists; they understand this is a long-term investment. Many already have supports and training programs in place, but they want to do more.
At my table, leaders talked about many facets of mental health from employees learning how to support colleagues with various conditions, to people managing the care of children and parents, while balancing the demands of work, to tragic situations like suicide. They discussed the tricky position of managers who are learning how to support the people who report to them but may also be dealing with challenges of their own and fear being judged or rendered incompetent if they open up. They told stories of visiting employees in their homes, reaching out to family members to provide support, and lending additional financial assistance when existing employee programs don’t cover the full cost of medications.
It is a complex issue, and stigma still exists, but it was inspiring to hear what these leaders are doing, and how committed they are to moving the needle even further. Of course, I was most impressed with their openness to communicating with one another and their employees about mental health. They are, indeed, bringing it out of the shadows.
I’ll be writing a white paper about this event. I’m looking forward to talking with experts on the topic, and learning more about the actions that participants are taking to create psychologically healthy and safe workplaces. Watch for more information coming soon.
[1] Mental Health Commission of Canada, Changing Directions, Changing Lives, The Mental Health Strategy for Canada
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