biz communication

Corporate Communication Executive SummitKleivstua

A report by Centre for Corporate Communication

Contact:Peggy Simcic Brø[email protected]

+47 46 41 06 70

Centre for Corporate CommunicationHandelshøyskolen BI

Nydalsveien 370442 Oslo

www.bi.edu/CCC

BI Centre for Corporate Communication

Leadership Communication / Communicating for Leadership

September 2013

Senter for virksomhetskommunikasjon inviterer til det 4. Corporate Communication Summit på Kleivstua den 19.-20. september 2013.Konferansen blir en god mulighet til å lære av anerkjente internasjonale akademikere, og utveksle erfaringer med andre kommunikasjonsledere.

Kleivstua ligger kun en kort kjøretur fra Oslo i rolige naturskjønne omgivelser. Kongens utsikt ligger like ved, og det faglige programmet etterfølges av gåtur til utsiktspunktet og mat fra Kleivstuas fantastiske kjøkken.

Pris for deltakelse er kroner 7500,- inkl. mva.Prisen dekker konferansedeltakelse med overnatting, lunsj, fireretters gourmetmiddag med vin og avec, og frokost påfølgende dag.

Vennligst gi beskjed om du ikke ønsker å overnatte. Pris er den samme uten overnatting.

Påmelding til konferansen gjøres til Peggy Simcic Brønn på [email protected] innen 15. august.

Invitasjonen går til senterets partnere og et utvalg kommunikasjonsledere. Corporate Communication Summit 2013 vil ha et øvre tak på 40 deltakere, med prioritet til senterets partnere ved overtegning.

Velkommen!

Corporate Communication Summit 2013Kleivstua 19.-20. september

mailto:[email protected]

mailto:[email protected]

ProgramTorsdag 19. september ! ! Ankomst Kleivstua (bagasje leveres i resepsjonen) Kaffe og frukt i konferansesalen

10.00 Velkommen til Corporate Communication Summit 2013 Peggy Simcic Brønn

Effective leadership communication: the language of leaders! Kevin Murray

Putting effective leadership communication into practiceDiskusjon / workshop ledet av Kevin Murray

Lunsj

Leading strategic corporate communication in a digital age Ansgar Zerfass

Fellesdiskusjon / Q&A

Pause med kaffe og kake, innsjekking på rom

Thought Leadership – examples of insight-driven engagement Dennis Larsen

Interactive worksop on leadership communication Theatre intervention group Splint

16.45-17.00 Oppsummering Peggy Simcic Brønn

17.30 Fottur til Kongens Utsikt med lett servering (Husk å ta med regn-/turklær og godt fottøy)

19.30 Apéritif i hagen eller foran peisen (Været avgjør)

20.00 Gourmetmiddag

Dagens temaer oppsummeres Theatre Intervention Group Splint

Fredag 14. september 07.30-09.00 Frokost

10.00 – Utsjekk og avreise

Senter for virksomhetskommunikasjon takker sine partnere

Reprinted from October 30 2011

The supply of the material by The Publisher does not constitute or imply any endorsement or sponsorship of any product, service, company or organisation. Material may not beedited, altered, photocopied, electronically scanned or otherwise dealt in without the written permission of The Publisher. Times Newspaper , 1 Pennington Street, London E1 9XNtel: 0207 711 7888 email: [email protected]. Reprinted with permission by The Reprint and Licensing Centre. (www.rl-centre.com / 0207 501 1085)

DATE:

The radical transparency of a fast changing digital world means there has never been a

more critical time for business leaders to be more inspiring communicators. This is the

only way they can build intangible assets such as relationships and trust, now so crucial to

success.

This is the key finding of a new book on leadership, The Language of Leaders, by Kevin

Murray, published in November by Kogan Page.

Drawing on interviews with over 60 CEOs and chairmen of globally recognised

organisations and companies, the book examines how leaders must now communicate in

order to inspire, influence and achieve results.

”Leaders are under more scrutiny than ever in this transparent world and building trust

and engaging employees are key drivers of success,” says Murray, chairman of the UK’s

biggest public relations agency, Bell Pottinger.

“Few leaders are taught the critical communication skills that enable them to be inspiring,

yet the difference between competent communication and inspiring communication can

be the difference between poor performance and outstanding results.

“The time is right to recognise that great communication is just not a ‘nice to have’ skill

for leaders but an absolute ‘must have’ skill. The traditional model for what constitutes a

good leader is changing and CEOs and HR professionals now believe the ability to

motivate, understand and inspire others is the characteristic that is most important when

recruiting people to leadership positions.”

With input from leading executives, including Paul Polman, CEO of Unilever, Sir Stuart

Rose, former Chairman of Marks & Spencer, Sir Christopher Gent, chairman of GSK, Kevin

Beeston, Chairman of Taylor Wimpey, Jeremy Darroch, CEO of BSkyB, and Ron Sandler,

chairman of Northern Rock, the book presents a rare insight into the leadership demands

of the modern age – and the lexicon now needed to succeed.

The Language of Leaders shows how these top business leaders have responded to a

fundamental shift in how brands and businesses communicate. Each leader speaks of the

new world of transparency and scrutiny, the need for perpetual communication and the

importance of passion, authenticity and a distinct point of view. Expectations of good

corporate behaviour have been ramped up and empowered consumers and communities

have changed the very nature of leadership.

Murray explains: “These CEOs tell us that modern leaders must be better communicators

and, above all, focus on building trust, because trust is a prerequisite of successful

leadership. Trust is increasingly viewed as the hidden asset on their balance sheets, and

many leaders I interviewed say that organisations which want to survive and thrive in the

age of transparency must place the building of trust at the heart of their strategies.”

“Language is a system of communication. The Language of Leaders sets out a system

involving 12 key principles, which all leaders or aspiring leaders should use to think about

how they are engaging with their audiences,” says Murray. These principles include being

authentic, listening to audiences and having a clear point of view.

“Great oratory and a slick delivery of key messages are not a pre-requisite for effective

communication in the business world. Instead, modern CEOs put a much great emphasis

on softer skills such as empathy and relationship building to inspire audiences inside and

outside the company or organisation.”

The Language of Leaders is published in November.

“Companies have a greater and a wider responsibility than just to their shareholders. It is

very clear that if you want to have long term success, you need to do first what is right for

your consumers and for your employees and for society at large. If you do all that well, the

shareholders will be rewarded.”

"Businesses are much more like open democracies. People expect to be communicated to

much more and see themselves as part of a democracy where they consent to being led.

As well as the need to communicate more with employees, there is increased regulatory

scrutiny, the rise of global NGOs and 24/7 media. You have to represent yourself and

explain your company and your actions all the time."

"It isn't that trust and reputation are more important today than they were before – it is

that they are more vulnerable in today's world. I say to my colleagues in Wates that my

number one concern is that, through their actions and behaviours, a brand and reputation

that took 140 years to build up could be destroyed in an instant.”

“Organisations that aspire to long-term success have got to have trust as an important

part of their agenda. You never trust somebody you don’t know, whose motives you don’t

understand. So, as a leader, you have to give people inside and outside the company a

sense of who you are, and what you stand for. That’s what will help people decide

whether they are willing to trust you.”

Kevin Murray is Chairman of the Bell Pottinger Group, the public relations division of

international marketing services company Chime Communications. He began his career in

journalism before moving to senior communications positions in pharmaceuticals giant

Bayer, the UK Atomic Energy Authority and British Airways.

http://www.languageofleadersbook.com

September 30, 2013

1

THE LANGUAGE

OFLEADERS

Kevin Murray

September 30, 2013

2

• 60• + 15• 95%• + 5000

• Another book on leadership!?

September 30, 2013

3

530 September, 2013

• The challenge and the focus?

• In the fishbowl, how do you inspire others to…

– Support you?– Achieve great results?

September 30, 2013

4

• 500,000 wordsNow…

• 600,000 words!

8

September 30, 2013

5

NEW WORLD OF TRANSPARENCY

Constant scrutiny

Challenge

SpeedInstant reputational ruin

Perpetual communication

Rupert Gavin,

Chief Executive – Odeon & UCI Cinemas Group

“You cannot have a healthy business in a

bankrupt society”

PURPOSE BEYOND PROFIT

September 30, 2013

6

TRUST IS MONEY

“Reputation = £60 Billion”

Paul Polman,

Global Chief Executive – Unilever

September 30, 2013

7

13

Our belief in the power of ‘intangibles’…

14

• Your intangible assets:

1. Relationships and trust

2. Brand and reputation

3. Knowledge

4. Leadership and communication

5. Culture and values

6. Skills and competencies

7. Processes and systems

“The combined impacts of globalisation, new technology and increased competition means that all companies are facing the prospect of continual incremental change and, occasionally, radical change.”

“In practice, there are few sources of competitive advantage that cannot be duplicated and matched by competitors.

“Ultimately, a company’s ability to flourish in this environment will depend on its ability to create value from intangibles.”

A Government report confirms our focus on the drives of success.

“Happy customers are an organisation’s biggest asset, but don’t yet sit on itsbalance sheet. Any trusted organisation that leverages these relationship assets willshorten sales cycles and improve wins rates by demonstrating real, defensibledifferentiation.”

September 30, 2013

8

Inspired Relationships…

• Loyal customers• Committed employees• Willing financiers• Reliable suppliers• Indebted partners

…provide you with a ‘Licence to Operate’

Our ideal outcome for clients…Trusted Brands

Improved operating

environment

Better results

Better cash flow

and capital value

Better reputation

Improved Goodwill

Supportive Behaviours

Our planning starts with closely identifying and segmenting your target audience. Our programmes ensure we know what will grab their attention, and how to engage with them

Customers Employees Shareholders

Financiers

BusinessLeaders

Competitors

PoliticiansRegulatorsGovernment

The Media

BusinessPartners

Local Communities

The Court of Public Opinion

Segmented

September 30, 2013

9

Dame Amelia Fawcett,

Chair – Guardian Media Group

“Most communications are just not fit for

purpose in the Facebook, Twitter, Blog and 24/7

news world”

SPEED / AGILITYLEADERSHIP EVERYWHERE

September 30, 2013

10

• Trust

• Relationships

₤$€

A NEW STYLE OF LEADERSHIP

• Raw intellect• Choose the right people• Inspire people• A people person, able to create a strong culture and shared values

September 30, 2013

11

LANGUAGE =

“A system of communication used by a particular country or community”

(12 Principles)

THE 12 PRINCIPLES

• Be yourself, better• Mission and values• Future focus• Bring the outside in• Engage through conversations• Audience centricity• Listening• Point of view• Stories and anecdotes • Signals• Prepare properly for public platforms• Learn, rehearse, review, improve

September 30, 2013

12

• PASSION

• INTEGRITY

• VALUES

• AUTHENTICITY

• COMPELLING PURPOSE

• STRONG VALUES

• CREATE A FRAMEWORK FOR LEADERSHIP, EVERYWHERE

September 30, 2013

13

• PURPOSE

• VALUES

• GOALS

• RELATIONSHIPS

• THE NEED FOR ‘QUIVERING ANTENNAE’

September 30, 2013

14

• ENGAGEMENT AT THE HEART OF STRATEGY

• ENGAGE THROUGH CONVERSATIONS

• CHOICE Vs CHANGE

September 30, 2013

15

• THINK

• FEEL

• DO

GIVE THEM A DAMN GOOD LISTENING TO!

Feel?

4X DO?

BAD NEWS "JUNKIE”

September 30, 2013

16

“The best leaders always have a potent point of view”

• VIRAL VIEWS Vs YOUR VIEW

POINT OF VIEW

Belief …the things you believe about the world, based on your unique perspective and experience

Behaviour …the things you do as a result of those beliefs

Benefit …the benefits your stakeholders get from your behaviours

Action …the things you’d like stakeholders to do as a result

September 30, 2013

17

• STORIES ARE THE SUPERGLUE OF MESSAGES

• LOGIC GETS TO THE BRAIN, STORIES GET TO THE HEART

THE ESSENTIAL INGREDIENTS

OF A COMPELLING STORY

Challenge

Conflict

Character

ChangeResolution

Reflection

1

2

3

4

5

6

Story Structure

September 30, 2013

18

WHERE TO LOOK FOR

STORIES

1. Stakeholder Needs Stories

• Customers• Suppliers• Shareholders• Communities• Employees

2. Strategy Stories• Purpose• Values• Vision• Goals• Objectives

3. Values & Behaviours Stories• Good behaviours• Bad behaviours

4. Quality Stories• Products• Services

5. Stakeholder Benefit Stories• Customers• Suppliers• Shareholders• Communities• Employees

6. Who you are stories

• UNINTENDED SIGNALS CAN OVERWHELM YOUR WORDS

September 30, 2013

19

• LEADERS LAY THEIR REPUTATIONS ON THE LINE EVERY TIME THEY SPEAK IN PUBLIC

• A LIFE’S WORK CAN BE UNDONE IN ONE UNGUARDED MOMENT

• REHEARSE. RECORD. ROLE PLAY. Q&A

NO CARE…

KNOW CARE.

1010

7.510

Vs10

2

September 30, 2013

20

YOU CAN’T DO JUST ONE THING…

…Do it all!

September 30, 2013

21

THE LANGUAGE

OFLEADERS

Kevin Murray

1 / Ansgar Zerfass

Leading strategic communication in a digital age Prof. Dr. Ansgar Zerfass September 2013 Communication Summit, Kleivstua

2 / Ansgar Zerfass

Sean R. Nicholson

3 / Ansgar Zerfass

Insights based on research and corporate projects

ECM European Communication Monitor (annual survey of communication management across Europe since 2007; 2,700 participants from 43 countries, detailed data for 20 countries including Norway)

ECCOS European Chief Communication Officers Survey

ECOPSI European Communication Professionals Skills & Innovation Programme

Social Media Governance & Delphi studies (201-2012)

Investor Relations 2.0: Global Benchmark Study (USA, UK, France, Germany, Japan)

Global Survey on Leadership in Public Relations (with Plank Center, USA)

Social Media Measurement (with Darmstadt UoAS, WebXF)

Social Media Newsrooms (Benchmark study USA, UK, Germany)

Benchmark projects and workshops on online communications with global brands (i.e. BASF, Deutsche Post DHL, Daimler/ Mercedes Benz, Puma, CCCV, etc.)

Recent books - Handbook of online public relations / German (2012) - Public Relations and Communication Management (2013) - Routledge Handbook of Strategic Communication (2014)

ns

4 / Ansgar Zerfass

Agenda

• What is specific about communication in the digital age? • What are major opportunities and drawbacks?

Introduction

• How can we define online and social media communication? • Why are organisations reluctant? How can we explain this?

Conceptual considerations

• What is the reality of online communications in organisations?

Empirical insights

• Is there a commendable approach for managing social media? • How can leaders initiate change?

Strategies and actions

5 / Ansgar Zerfass

Introduction

6 / Ansgar Zerfass

Agenda


Introduction




Empirical insights



7 / Ansgar Zerfass

Most important issues for communication leaders globally

Issues % Cumulative %

1. Dealing with the speed and volume of information flow 23.0 23.0

2. Managing the digital revolution and rise of social media 15.3 38.2

3. Improving the measurement of communication effectiveness to demonstrate value

12.2 50.4

4. Being prepared to deal effectively with crises that may arise 11.9 62.3

5. Dealing with growing demands for transparency of communications and operations

8.4 70.6

6. Improving employee engagement and commitment in the workplace 7.9 78.5

7. Finding, developing and retaining highly talented communication professionals 7.5 86.1

8. Meeting communication needs in diverse cultures and globalizing markets 6.1 92.2

9. Meeting increasing demands for corporate social responsibility 5.3 97.5

10. Improving the image of the PR / communication management profession 2.5 100.0

Berger , Meng, Zerfass et al. , Global Study on Leadership in PR and Communication Management, n = 4,483

8 / Ansgar Zerfass

A new generation of consumers and employees

9 / Ansgar Zerfass

Trusted spokespersons: Not only CEOs and PR people, but every expert and employee within the company

Edelman, Trust Barometer 2013. Informed publics in 20 countries worldwide

Strategic communication and opinion building

FFPR

11 / Ansgar Zerfass

Multiple new opportunities to spread information and interact with stakeholders

FFPR

12 / Ansgar Zerfass

Everything is going to change! … or not?

Inkhouse

13 / Ansgar Zerfass

There are some drawbacks …

Video

14 / Ansgar Zerfass


15 / Ansgar Zerfass

Agenda


Introduction




Empirical insights



16 / Ansgar Zerfass

Strategic online communication

are managed communication activities by organisations on the internet or social web with internal and external stakeholders, which are used for coordinating actions, clarifying interests, and maintaining relationships

can support goal achievement and organisational legitimacy

uses the internet as technical infrastructure and various platforms on the web as media for communication and interaction

enables organisations to initiate communications with others (monologues or dialogues), to participate in communications started by third parties, and to monitor communications in the virtual world

includes overlapping fields of internal online communication, online marketing communications, online public relations, online financial communications

includes social media communications, characterized by “the potential for real-time interaction, reduced anonymity, a sense of propinquity, short response times and the ability to »time shift«” (Kent 2010: 645)

17 / Ansgar Zerfass

The full potential of online and social media communications is seldom used

Low-key implementation

„meaningful gaps exist between what is happening and what should be happening in terms of all the social media“ (Wright & Hinson 2011 / USA)

Social media is in use, but has not changed PR practice, it is just another channel to address stakeholders (Macnamara 2010 / Australia)

„Fortune 500 companies as a whole have not prepared mobile-ready websites since fewer than one-quarter of the firms had them.“ „More than one-quarter of the video an audio did not play on the mobile phones …“ (McCorkindale & Morgoch, 2013 / USA)

Rules and responsibilities are not clear

PR practitioners see the internet as „the Wild West“, saying that „everything goes“ and „there are no rule books“ (Fitch 2009 / Asia)

Production of corporate blogs is „distributed“ and performed „by a wide range of people representing an organisation“, who „do not think of themselves as public relations people“ (Kelleher 2009 / USA)

18 / Ansgar Zerfass

A simple explanation: New media will never fully substitute former ones

The „Law of Riepl“

„It is a kind of basic law within the development of communications that the most simple means and methods, once they have been habitualized and recognized as feasible,

will never ever been displaced entirely and constantly by the most advanced and perfect media and fall into desuetude,

but they will be obtained besides them, though they will have to look for new functions and applications.“

Wolfgang Riepl, Das Nachrichtenwesen des Altertums [Communications in old ages], Leipzig 1913

19 / Ansgar Zerfass

Dynamic evolution of social media communications as an interplay of action and structure (Giddens)

Zerfass et al. 2011, Linke & Zerfass 2013

20 / Ansgar Zerfass

ORGANISATIONS Marketing communication Public Relations Internal communication

STAKEHOLDERS Consumers Citizens, Politicians, Opinion leaders Employees

MASS MEDIA Internet portals Print, TV, Radio ... Convergent products Editorial workflows

TECHNOLOGICAL BASES Broadband internet – Mobile communication – IPTV / Web videos – Digital life hardware

SOCIAL AND ECONOMIC CONDITIONS Trust in institutions, persons, media – Construction of self-identities – Budget for communication

Media use Communication patterns Decision routines

Strategic competencies Operational know-how Internal processes SOCIAL NETWORKS

Online communities Interest groups ... Features and social ties

CORPORATE MEDIA Print, Events, Dialogues, ... Internet, Social Media ... Formats and impacts

A framework for identifying change

21 / Ansgar Zerfass

Empirical insights

22 / Ansgar Zerfass

Agenda


Introduction




Empirical insights



23 / Ansgar Zerfass

0%

10%

20%

30%

40%

50%

60%

70%

80%

2008 2009 2010 2011 2012 2013

Online communities (social networks) Online video Weblogs Wikis Online audio (e.g. podcasts)

European Communication Monitor 2013 / n = 2,358 (max.) / up to 43 European countries

Only two social media instruments are rated important by a majority of European PR professionals

Percentage of European PR professionals who rate a tool important for communication management today

24 / Ansgar Zerfass

European Communication Monitor 2013 / n = 2,358 / 43 European countries

73.1%

66.9%

59.1%

54.5%

47.5%

38.5%

32.3%

30.5%

25.5%

22.9%

20.4%

10.3%

51.8%

46.1%

28.9%

41.5%

36.9%

24.7%

19.9%

20.9%

12.3%

12.1%

11.4%

4.6%

Online communities (social networks)

Online video

Mobile applications (Apps, Mobile Webs)

Microblogs (e.g. Twitter)

Photo sharing

Weblogs

Location-based services

Slide sharing

Wikis

Online audio (e.g. podcasts)

Social bookmarks

Mash-ups Important tools for communication management Implemented social media tools in organisations

Gap between perceived importance and actual implentation of social media communication

25 / Ansgar Zerfass

9

15

3

5

10

2

7

1

9

0 2009 2011 2012

Corporations offering social media tools with feedback possibilities on their IR website

Zerfass & Koehler, IR 2.0 Global Benchmark Study 2012 / n = 150 / US, UK, FR, GE, JP / Content analysis

Options to start a dialogue are seldom offered …

26 / Ansgar Zerfass

Facebook posts Blog posts with comment option

1.51 0.29

4.28

0.49

16.49

4.14

Informative communication style

Persuasive communication style

Argumentative communication style

User comments (mean value) when utilizing

50% 35%

3% 12%

Prevalent communication style

Informative

Persuasive

Argumentative

Not identifiable

Social media newsrooms (US, UK, GE) (n = 100, largest 200 corporations each)

Zerfaß & Droller 2013, NGO Benchmark, n = 100 / Zerfass & Schramm 2013, SMNR Benchmark, n = 100 / Content analyses

… and often used for „corporate speech“

27 / Ansgar Zerfass

Digital gatekeepers are perceived relevant – but specific strategies are not developed

0

1

2

3

4 2.50 3.00 3.50 4.00

Europe Denmark Sweden Norway Finland

Consumers who raise their voice on the social web

are relevant gatekeepers for my organisation

Employees who are very active on the social web

are relevant gatekeepers for my organisation

My organisation has developed adequate

strategies and instruments to communicate with new

gatekeepers

Bloggers and online community managers are relevant gatekeepers for

my organisation

Disagreement Neutral Agreement

European Communication Monitor 2013 / n = 2,710 PR professionals / 43 European countries

28 / Ansgar Zerfass

Competencies and skills of PR professionals

Top personal attributes for different roles

ECOPSI Research Project (2013). Download report at www,ecopsi.org.uk

29 / Ansgar Zerfass

How would you rate your capabilities?

1 Very low 2 3 4 5

Very high

30 / Ansgar Zerfass

European PR professionals report moderate social media skills and knowledge

53.5%

50.9%

44.0%

39.1%

38.9%

36.4%

35.4%

31.5%

29.2%

3.46

3.45

3.25

3.12

3.09

2.99

3.00

2.86

2.82

1.00 1.50 2.00 2.50 3.00 3.50 4.00

0 0.5

Delivering messages via the social web

Knowing about social media trends

Developing social media strategies

Evaluating social media activities

Knowing how to avoid risks and handle crises on the social web

Setting up social media platforms

Managing online communities

Knowing the legal framework for social media

Initiating web-based dialogues with stakeholders

Communication professionals with high capabilities Mean rating of capabilities (scale 1-5)

1.00 very low 3.00 very high 5.00


31 / Ansgar Zerfass

2.00 2.50 3.00 3.50 4.00

Europe Denmark Sweden Norway Finland

Social media skills in Northern Europe

Low capabilities High capabilties

Delivering messages via the social web

Knowing about social media trends

Knowing how to avoid risks and handle crises on the social web

Evaluating social media activities

Developing social media strategies

Knowing the legal framework for social media

Setting up social media platforms

Initiating web-based dialogues with stakeholders

Managing online communities


32 / Ansgar Zerfass

76%

69%

50%

41%

39%

39%

36%

33%

33%

23%

20%

17%

43%

54%

53%

52%

55%

57%

60%

67%

4%

14%

7%

5%

8%

10%

10%

10%

7%

10%

Technical possibility for accessing social media by staff during working hours

Support of social media by top management

Defined responsibilities and cooperation structures for those responsible for social media

Human resources for social media

Social media guidelines

Budgets/financial resources for social media

Monitoring tools for social media

Formulated targets or a strategy paper for social media

Social media workshops, seminars or trainings

Key performance indicators for measuring the success of social media activities

Available Not available No answer

Governance structures for social media communications are often missing

Social Media Delphi 2012 / n = 680 PR professionals in communication departments / Germany

33 / Ansgar Zerfass

53.1%

32.0%

22.9%

18.5%

14.7%

14.2%

11.1%

4.2%

2.9%

A centralized department is responsible and coordinates all social media activities

The collaboration is spontaneous and experimental

Social media communications is carried out independently by different departments

The responsibilities are not explicitly defined

An interdisciplinary social media team or board is responsible

Individual parts of the organization implement autonomous social media activities under the common name

A specialized team supports primarily with consultation

The collaboration is very regulated

Every employee acts autonomously, independent of hierarchies or departmental boundaries

Social Media Delphi 2012 / n = 621 PR professionals in communication departments who utilize social media / Germany

Responsibilities for social media communications are seldom clearly defined

34 / Ansgar Zerfass

Lack of rules and resources impedes communication strategies and activities (and vice versa)

Linke & Zerfass 2013, Journal of Communication Management, 17 (3), 270-286

35 / Ansgar Zerfass


36 / Ansgar Zerfass

Agenda


Introduction




Empirical insights



37 / Ansgar Zerfass

Probably not the best approach …

New Yorker

38 / Ansgar Zerfass

Building blocks of an online communication approach

Engagement

Content, service, relationship strategy

Intelligence

Monitoring strategy („Architecture of listening“)

Strategy platform

Value contribution Communication goals Buildup path

Governance

Rules and resources Responsibilities and processes

39 / Ansgar Zerfass

Responsibilities: Extended role for the communications function

CC

Speaking

Moderating

Enabling

Curating

… on behalf of the corporation

… between internal sources and external stakeholders

… others in the organisation to speak and listen to stakeholders

… content to frame public debates, promote ideas

and shape images

40 / Ansgar Zerfass

Curation as a new task for PR professionals

Curating: collecting voices in a coherent

frame

„Curation concerns the creation, display and management of content in a consistent manner to encourage a desired understanding of an organisation“ or an issue (Young 2012)

A curator is responsible for

sourcing content from within the organisation, including press releases, topic-related business communication etc.

identifying and selecting user-generated content on sites such as YouTube, Pinterest, Flickr, blogs etc.

signposting and arranging this content to stimulate overarching impressions and messages

stimulate discussions to involve stakeholders and build up an authentic platform

distributing content with a persuasive effect

41 / Ansgar Zerfass

Governance: Case study BASF

Online communications at BASF – The chemical company 110,000 employees; 380 production sites worldwide

BASF SE 2013

42 / Ansgar Zerfass

Social media governance at BASF

BASF SE 2013

43 / Ansgar Zerfass

Nano communiciation

Precise definition of stakeholders, targets, publics and communities

Specific communication offers

Involvement, emotions and dialogue instead of outreach

Strategy platform: Communication goals

44 / Ansgar Zerfass

Goals and integrated online activities at BASF

BASF SE 2013

45 / Ansgar Zerfass

BASF Connect: Internal online community used by 35,000 employees

BASF SE

46 / Ansgar Zerfass

◊ Inbound and outbound will be equally important

Intelligence: Establish listening as a discrete goal for the communication function

47 / Ansgar Zerfass

Buildup path: functions, regions, channels

Mastering the dynamics of the internet and social web

Use different functions in the organisation for project development and roll-outs

Be aware of regional and cultural differences in a global environment

Define a sound channel strategy: concentrate on selected platforms

Integrate video and interactive content

48 / Ansgar Zerfass

Engagement

Content strategy

Create topic-centered social media channels to frame issues, spread messages and strengthen thought leadership

(Push and pull)

Service strategy

Create thematic-centered Social Media Newsrooms as research platforms, merging own content and third party

content (Pull)

Relationship strategy Enlarge and strengthen

a network with key stakeholders and influencers

on the social web

49 / Ansgar Zerfass

Discussion

50 / Ansgar Zerfass

Dr. Ansgar Zerfass

Professor in Communication and Leadership BI Norwegian Business School, Oslo www.bi.edu/research/research-centres/centre-for-corporate-communication-ccc [email protected]

Professor of Communication Management University of Leipzig, Germany www.communicationmanagement.de [email protected] © 2013 by the author. This document is provided for the personal use of participants of the authors‘ workshop or lecture. Spreading or storing this document in digital media or on the web is not allowed due to the fact that the presentation may contain preliminary or private data and/or visual material with copyrights held by third parties. Any utilization, i.e. incorporating arguments and figures presented here in own presentations, requires the written approval of the author.

Autentisk lederskap

Verktøykasse

• På forskjellen mellom observasjon og tolkning.

• På egne forutsettinger.

Bevissthet

Verktøykasse

• Lukkede

• Avklarer, får tydelig ja eller nei

• Åpne

• Hva, hvordan, hvilke, på hvilken måte, hvorfor - obs!

• Åpner opp

• Den andre får reflektere, sette egne ord på opplevelsen/ saken

• Vi mister noe av kontrollen

• Krever mer tid og tålmodighet

• Skaper økt tillit

Spørsmålets kraft

Verktøykasse

• Aktiv lytting

• Bekrefte det du har hørt det den andre har sagt

• Sette verdi på den andre og oss selv

Tilstedeværelse

If you can’t measure it you can’t manage it

Peter Drucker - Management Consultant

Values in the working environment:

An intangible parameter

A method of measuring values:

Physiological

Safety

Love & Belonging

Self-esteem

Know and Understand

Self-Actualization

Abraham Maslow Richard Barrett

For more information go to www.valuescentre.com

Cultural Transformation Tools - CTT

Story of a High Performing Organisation

Financial viability and employee safety

Positive relationships that support organisation needs

High performance systems, high quality output

Ongoing improvement and employee participation

External collaboration, community involvement

Service to humanity and societal contribution

Sense of purpose & strong internal community

7 Levels of Organizational Consciousness

Financial Stability Shareholder value, profit, organisational growth, employee health, safety. Control, corruption, greed

Employee Recognition Loyalty, friendship, open communication, customer satisfaction, friendship. Manipulation, blame

High Performance Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and Learning Courage, accountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Internal Community Shared values, vision, trust, commitment, integrity, passion, transparency, humour/fun

Strategic Alliances and Partnerships Environmental awareness, community involvement, employee fulfilment, coaching/mentoring

Service To Humanity and the Planet Social responsibility, future generations, long-term perspective, ethics, compassion, humility

Positive Focus / Excessive Focus

A Tale of Values in Build Science Technologies

Service

Making a Difference

Internal Cohesion

Transformation

Self-Esteem

Relationship

Survival

= positive values = potentially limiting values

Value client satisfaction making a difference integrity teamwork humor/fun quality ethics financial stability

Level 2 6 5 4 5 3 7 1

Value blame short term focus internal competition buck passing risk averse customer satisfaction information hoarding profit

Level 2 1 2 3 1 2 2 1

Desired Current

Cultural EntropyCultural Entropy measures that percentage of fear, dysfunction,

negative and destructive energy in the organization. (The sum of all the potentially limiting values registered)

40% = Crisis

10% = Healthy

The Values that are measured

Vision Mission Values

values atwork

place

Desired

the

Experienced

values

atwork

place

the

Management employees&

values

personal

CBT Technology (154 people)

cost reduction (L) 76 1(O)

bureaucracy (L) 66 3(O)

confusion (L) 61 3(O)

profit 54 1(O)

information hoarding (L) 47 3(O)

short term focus (L) 47 1(O)

hierarchical (L) 45 3(O)

results orientation 39 3(O)

client satisfaction 38 2(O)

empire building (L) 36 2(R)

client satisfaction 66 2(O)

employee fulfilment 65 6(O)

continuous improvement 58 4(O)

effective communication 56 2(R)

teamwork 50 4(R)

financial stability 44 1(O)

adaptability 42 4(I)

trust 38 5(R)

professionalism 35 3(O)

vision 35 7(O)

Values Plot Copyright Barrett Values Centre

I = Individual R = Relationship

Black Underline = PV & CC Orange = PV, CC & DC

Orange = CC & DC Blue = PV & DC

P = Positive L = Potentially Limiting (white circle)

O = Organisational S = Societal

Matches

PV - CC 0 CC - DC 1 PV - DC 2

Health Index (PL)

PV-10-0 CC - 3-7

DC - 10-0

honesty 61 5(I)

commitment 60 5(I)

humour/fun 53 5(I)

reliability 51 3(R)

enthusiasm 44 5(I)

adaptability 43 4(I)

family 37 2(R)

integrity 34 5(I)

trust 34 5(R)

balance home/work 32 4(I)

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1

IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)=0-0-3-0 IROS (L)=0-1-6-0 IROS (P)=1-3-6-0 IROS (L)=0-0-0-0

An example of how the resulting data can be presented & analysed:

Takk for oss!

A report by Centre for Corporate Communication

Contact:Peggy Simcic Brø[email protected]

+47 46 41 06 70

Centre for Corporate CommunicationHandelshøyskolen BI

Nydalsveien 370442 Oslo

www.bi.edu/CCC

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