Showing posts with label IABC. Show all posts
Showing posts with label IABC. Show all posts
Thursday, July 30, 2009
And the Tweet goes on
I'm a little behind the times, but found Anu's comments 'Twitter may die...so what?' very interesting. Shame they didn't spark more debate.
Wednesday, December 12, 2007
Cybervetting and all that
I'm having an interesting dig in the digital dirt to put together a piece on NetReps, cyber-vetting and all that, and it has got me to thinking about my own cyber presence. I obviously blog, but my footprint's also all over my Facebook profile, My LinkedIn profile and, as of today, my ViaDeo profile (though I can't find it at the moment!).
I'm also listed on the CiB freelance directory, the CIoJ's directory and in one or two others that are only on paper. Somewhere in cyberspace, old versions of my cv are sitting on Monster, at the IABC and one one or two other sites - and all probably say slightly different things.
Now for me that's not a problem. I run my own business and I'm not looking for another job. but what if I was? Is my footprint consistent? Are there flaws in my NetRep that might exclude me from that perfect job or do the inconsistencies in my online presence raise any questions in recruiters' minds? On the other hand, is cyber-me so exciting that search specialists might just check me out to see if I'm interested in prospective roles?
Before today, I hadn't really given it much thought....perhaps now I should devote a few minutes to eliminating any prospective web-negativity.....or maybe not.
I'm also listed on the CiB freelance directory, the CIoJ's directory and in one or two others that are only on paper. Somewhere in cyberspace, old versions of my cv are sitting on Monster, at the IABC and one one or two other sites - and all probably say slightly different things.
Now for me that's not a problem. I run my own business and I'm not looking for another job. but what if I was? Is my footprint consistent? Are there flaws in my NetRep that might exclude me from that perfect job or do the inconsistencies in my online presence raise any questions in recruiters' minds? On the other hand, is cyber-me so exciting that search specialists might just check me out to see if I'm interested in prospective roles?
Before today, I hadn't really given it much thought....perhaps now I should devote a few minutes to eliminating any prospective web-negativity.....or maybe not.
Monday, December 03, 2007
Recognising business value - not the best use of a comma in a built-up area
Once again it's awards season and I'm frustrated as ever by the internal communications industry's abiding fascination with recognising publications - in whatever form they're produced - rather than their business impact.
Whether it's CiB, IABC or any of the other industry award bodies, we're too often judged in a beauty parade on the look and feel of our publications rather than on how they achieve business success and what value they bring to the organisation they represent. That's horribly skewed thinking.
External publications exist to generate sales and turn a nice profit. Therefore, they need to look good and read well to stand out from the competition. They need to understand their audience implicitly and appeal to whatever the instinct is that generates a purchasing decision.
Internal communication is different - for one thing, readers don't pay for that magazine or intranet - and many choose to ignore the content foisted on them. We can't judge these publications in the same terms.
Shouldn't we be looking instead at their objectives within a corporate business strategy and how well they've delivered on those objectives? Wouldn't it be great to be the communicator who could stand up and say 'My communication won an award because we could show how it contributed to my organisation's success.' It's absolutely about understanding the readership and connecting with them - but to a business end, and that's not all about looking sleek and glossy.
An award based on a measure of true, tangible and measurable business value would be far for powerful to me than simply to have picked up a fairly meaningless certificate in a beauty parade.
Whether it's CiB, IABC or any of the other industry award bodies, we're too often judged in a beauty parade on the look and feel of our publications rather than on how they achieve business success and what value they bring to the organisation they represent. That's horribly skewed thinking.
External publications exist to generate sales and turn a nice profit. Therefore, they need to look good and read well to stand out from the competition. They need to understand their audience implicitly and appeal to whatever the instinct is that generates a purchasing decision.
Internal communication is different - for one thing, readers don't pay for that magazine or intranet - and many choose to ignore the content foisted on them. We can't judge these publications in the same terms.
Shouldn't we be looking instead at their objectives within a corporate business strategy and how well they've delivered on those objectives? Wouldn't it be great to be the communicator who could stand up and say 'My communication won an award because we could show how it contributed to my organisation's success.' It's absolutely about understanding the readership and connecting with them - but to a business end, and that's not all about looking sleek and glossy.
An award based on a measure of true, tangible and measurable business value would be far for powerful to me than simply to have picked up a fairly meaningless certificate in a beauty parade.
Tuesday, March 06, 2007
Tips for the new corporate editor
A couple of weeks ago I asked through this blog, through the IABC's MemberSpeak and through CiB's freelance forum for tips for newbie editors that I could use in hand-outs for one of the bespoke courses I run.
Nothing came back via the blog! The IABC forum produced one response, but these were the tips that came in from my CiB colleagues:
Set clear objectives
Be absolutely clear about your objective (or the message originator's objective) for writing any article or message. What do you want people to do, think or feel in response? Then focus clearly and concisely on that when you write. Too often in big companies, the real message is hidden two paras from the bottom of a page of waffle - and beyond the point where many people have stopped reading.
Brian Johnson, Communications Contractor
Think impact – and not just in the words
Involve your the designer at an early stage. You must present an holistic approach for a communication to be effective. Designers think visually and will bring a new dimension to your work.
Phil Steed.......not surprisingly, a designer
Two for the price of one
Don't try and be too clever. Too many of us think that we are being witty, urbane and ironic, when we are not. Keep it simple. And ignore anyone who tells you that you cannot ever start a sentence with And or But. This is something that too many people dimly remember from their long lost schooldays as not acceptable. If it's good enough for The Economist or The New Yorker, it's good enough for your newsletter.
Mike Thompson, communications specialist
Set deadlines – and stick to them
Set your deadline a day or two before the point where you really need to be ready in order to give yourself enough time/some flexibility. Ensure everyone in the approvals loop understand that it is up to them to come back to you by the deadline, not up to you to endlessly keep chasing all of them. Warn them clearly of the deadline and tell them that if they do not come back by the deadline, you will assume they are happy for the articles to appear unchanged.
Tell them that the deadline given really is the real deadline, not just an initial one that can be ignored for a few days pending the final one. Say at the outset that it will be respected. It is not a movable feast. f someone in the approval loop will be on leave they must make alternative arrangements for someone to sign-off on their behalf.
Lilian El-Doufani, writer & PR consultant
Check your facts
The three most important attributes of a story are: 1) Accuracy. 2) Accuracy. 3) Accuracy. If you get someone's name wrong it's the only thing about your beautifully written story anyone will remember.
Louise Birkett, Consultant, Leapfrog Associate........and law specialist
It’s all about meaning.........so when you’ve drafted some copy:
Get another person to read your copy aloud to back to you. The difference between what you think you've communicated, and what others perceive can be amazing.
Carol Harris, writer and pig breeder
Stamp of approval
When the newsletter goes on the approvals round, state up front that those approving it can only make changes where there are factual inaccuracies. It stops everyone putting their stamp and personal style on the text for the sake of it.
Carole Seawert, Copywriter
Be prepared
Make sure you have some stories and features in reserve for the times when somebody pulls a story or feature at the last minute.
Sue Williams, Editor and co-ordinator
Nothing came back via the blog! The IABC forum produced one response, but these were the tips that came in from my CiB colleagues:
Set clear objectives
Be absolutely clear about your objective (or the message originator's objective) for writing any article or message. What do you want people to do, think or feel in response? Then focus clearly and concisely on that when you write. Too often in big companies, the real message is hidden two paras from the bottom of a page of waffle - and beyond the point where many people have stopped reading.
Brian Johnson, Communications Contractor
Think impact – and not just in the words
Involve your the designer at an early stage. You must present an holistic approach for a communication to be effective. Designers think visually and will bring a new dimension to your work.
Phil Steed.......not surprisingly, a designer
Two for the price of one
Don't try and be too clever. Too many of us think that we are being witty, urbane and ironic, when we are not. Keep it simple. And ignore anyone who tells you that you cannot ever start a sentence with And or But. This is something that too many people dimly remember from their long lost schooldays as not acceptable. If it's good enough for The Economist or The New Yorker, it's good enough for your newsletter.
Mike Thompson, communications specialist
Set deadlines – and stick to them
Set your deadline a day or two before the point where you really need to be ready in order to give yourself enough time/some flexibility. Ensure everyone in the approvals loop understand that it is up to them to come back to you by the deadline, not up to you to endlessly keep chasing all of them. Warn them clearly of the deadline and tell them that if they do not come back by the deadline, you will assume they are happy for the articles to appear unchanged.
Tell them that the deadline given really is the real deadline, not just an initial one that can be ignored for a few days pending the final one. Say at the outset that it will be respected. It is not a movable feast. f someone in the approval loop will be on leave they must make alternative arrangements for someone to sign-off on their behalf.
Lilian El-Doufani, writer & PR consultant
Check your facts
The three most important attributes of a story are: 1) Accuracy. 2) Accuracy. 3) Accuracy. If you get someone's name wrong it's the only thing about your beautifully written story anyone will remember.
Louise Birkett, Consultant, Leapfrog Associate........and law specialist
It’s all about meaning.........so when you’ve drafted some copy:
Get another person to read your copy aloud to back to you. The difference between what you think you've communicated, and what others perceive can be amazing.
Carol Harris, writer and pig breeder
Stamp of approval
When the newsletter goes on the approvals round, state up front that those approving it can only make changes where there are factual inaccuracies. It stops everyone putting their stamp and personal style on the text for the sake of it.
Carole Seawert, Copywriter
Be prepared
Make sure you have some stories and features in reserve for the times when somebody pulls a story or feature at the last minute.
Sue Williams, Editor and co-ordinator
All of these are freely shared....especially with the person who felt I was taking people's good ideas for my personal gain.......!
Wednesday, February 14, 2007
Are these the core competencies of internal communication?
Liam Fitzpatrick and Sue Dewhurst have been conducting interviews recently through their company to identify the core competencies necessary to be a great internal communicator.
According to Liam, writing on the IABC website, there's a consensus that there are 12 core competencies for internal communicators - it's a sort of palette from which you can mix and match to create your ideal profile.
The competencies Liam and Sue have identified are:
*Innovation & Creativity - Looking for new ways of working, exploring best practice and delivering original and imaginative approaches to communication problems.
*Business Focus - Having a clear understanding of the business issues and using communication to help solve organisational problems and achieve organisational objectives.
*Vision and Standards - Defining or applying a consistent approach to communication and maintaining professional and ethical standards.
*Cross functional awareness - Understanding the different contributions from other disciplines and working with colleagues from across the organisation to achieve better results
* Developing other communicators - Helping other communicators build their communications competence and develop their career
* Building effective relationships - Developing and maintaining relationships that inspire trust and respect. - Building a network and being able to influence others to make things happen.
* Consulting and coaching - Recommending appropriate solutions to customers; helping others to make informed decisions; building people’s communications competence
* Planning - Planning communications programmes and operations, evaluating results.
* Craft skills - Using and developing the right mix of practical communication abilities to hold the confidence of peers and colleagues
* Specialist - Having specific subject matter expertise in a specialist area (this is meant to cover the work of people who are ultra specialist list the full-time conference organiser or the webs specialists who do nothing else)
* Listening - Conducting research and managing mechanisms for gathering feedback and employee reaction
* Making it happen - Turning plans into successfully implemented actions
Now there's nothing earth-shattering here, but it's interesting stuff and hard to argue with. It points to the fact that communicators need to be all-rounders - with the right mix of strategic knowledge and craft skills. That's not always possible in an individual, but their research has probably thrown up a blue print for creating an effective internal communication team.
I don't know if Liam's listed the competencies in order of priority - some of the hoary old dinosaurs I've worked with in the past would balk at craft skills emerging so low on the list - but he and Sue have come up with a list showing how far internal communications has moved even in the noughties. We have to be fully functional business managers to be effective in IC today - and anyone who thinks the role is corporate journalism is blind to probably four fifths of the role.
The only challenge I'd throw out to Sue and Liam is: 'Do we really want competent communicators? Competence sounds like 'just-good-enough' for me. If I was a client, I'd want great - and wouldn't settle for anything less than good. Competent sounds less than good.
So, from the little I've seen, great research and I'm sure it will bring them more work......I'd just question the name of the company!
According to Liam, writing on the IABC website, there's a consensus that there are 12 core competencies for internal communicators - it's a sort of palette from which you can mix and match to create your ideal profile.
The competencies Liam and Sue have identified are:
*Innovation & Creativity - Looking for new ways of working, exploring best practice and delivering original and imaginative approaches to communication problems.
*Business Focus - Having a clear understanding of the business issues and using communication to help solve organisational problems and achieve organisational objectives.
*Vision and Standards - Defining or applying a consistent approach to communication and maintaining professional and ethical standards.
*Cross functional awareness - Understanding the different contributions from other disciplines and working with colleagues from across the organisation to achieve better results
* Developing other communicators - Helping other communicators build their communications competence and develop their career
* Building effective relationships - Developing and maintaining relationships that inspire trust and respect. - Building a network and being able to influence others to make things happen.
* Consulting and coaching - Recommending appropriate solutions to customers; helping others to make informed decisions; building people’s communications competence
* Planning - Planning communications programmes and operations, evaluating results.
* Craft skills - Using and developing the right mix of practical communication abilities to hold the confidence of peers and colleagues
* Specialist - Having specific subject matter expertise in a specialist area (this is meant to cover the work of people who are ultra specialist list the full-time conference organiser or the webs specialists who do nothing else)
* Listening - Conducting research and managing mechanisms for gathering feedback and employee reaction
* Making it happen - Turning plans into successfully implemented actions
Now there's nothing earth-shattering here, but it's interesting stuff and hard to argue with. It points to the fact that communicators need to be all-rounders - with the right mix of strategic knowledge and craft skills. That's not always possible in an individual, but their research has probably thrown up a blue print for creating an effective internal communication team.
I don't know if Liam's listed the competencies in order of priority - some of the hoary old dinosaurs I've worked with in the past would balk at craft skills emerging so low on the list - but he and Sue have come up with a list showing how far internal communications has moved even in the noughties. We have to be fully functional business managers to be effective in IC today - and anyone who thinks the role is corporate journalism is blind to probably four fifths of the role.
The only challenge I'd throw out to Sue and Liam is: 'Do we really want competent communicators? Competence sounds like 'just-good-enough' for me. If I was a client, I'd want great - and wouldn't settle for anything less than good. Competent sounds less than good.
So, from the little I've seen, great research and I'm sure it will bring them more work......I'd just question the name of the company!
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