Download - 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
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
• 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
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
Conceptual considerations
15 / 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
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
• 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
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
European Communication Monitor 2013 / n = 2,710 PR professionals / 43 European countries
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 frame- work for social media
Setting up social media platforms
Initiating web-based dialogues with stakeholders
Managing online communities
European Communication Monitor 2013 / n = 2,710 PR professionals / 43 European countries
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
Strategies and actions
36 / 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
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
Partnere: