russell grossman: storbritannias nye kommunikasjonsstrategi
TRANSCRIPT
Building Pride, Overcoming PrejudiceA live case study on improving and leading communications
#Høstseminaret @ukgovcomms @russellgrossman
Russell Grossman, ABC, DipPR, FRSA, FCIPR, FCIM
Group Director of Communications, UK Department for Business, Innovation & Skills
A Director of the Government Communication Service
Head of Internal Comms Discipline, UK Government
www.gov.uk/bis
Immediate Past International Chair, IABC www.iabc.com
Director, Engage for Success www.engageforsuccess.org
Today – in a Tweet
The United Kingdom Government
England
Scotland
NI
Wales
The United Kingdom Government
24 Government Departments330 Non-Departmental Government Organisations395,000 people employed (was 515,000 in 2010)
Of which….4,000 are communications specialists (was c6,000 in
2009)
2. Politics and Socioculture
Rt Hon Lord Francis Maude
Rt Hon Matt Hancock MP
Four Challenges Posed To Communications By The UK Government
Politics
MoneyPeopl
eRigour
Our Response
Politics
MoneyPeopl
eRigour
Do Anythin
g
Do Nothing
Do Somethi
ng
Do Something More
The Money Thing – Overall Comms Spend
87%**
160*263*3301150*estimated** potentially
Annual Spend £
1989*3270*410314200Annual Spend NOK
77%*71%
The Money Thing – Communicators Employed
6600
4000
2500
The People …. Importance of Leadership
• Practise visible, face to face, listening leadership• Provide easy access to training resources
(especially free ones!)• Champion personal development (inc. yours!) – min
5 days a year• Assess and monitor progress rigorously and
regularly• ‘Talent manage’ your people (and possibly other
people’s people!)
Agree itDo it
Record itShare it
HighMedium
Inconsistent or incomplete performer
Likely to progress beyondcurrent grade
Could progress beyond current grade
Best suited to current grade
Capability
Pote
nti
al
High Capabil
ity
Fully effective
Strong Early Promise High Potential Very strong contributor (Ready for promotion)
Early Promise Potential Leader Growing Leader/Strong Contributor
Developing Satisfactory Contributor Valued Contributor
The Talent Grid We Use
HighMedium
Inconsistent or incomplete performer
Likely to progress beyondcurrent grade
Could progress beyond current grade
Best suited to current grade
Capability
Pote
nti
al
High Capabil
ity
Fully effective
Strong Early Promise High Potential Very strong contributor (Ready for promotion)
Potential Leader Growing Leader/Strong Contributor
Valued Contributor
The Talent Grid We Use
Our top talent programme in partnership with
Also:Early Talent programmeMentoring and Coaching
Leadership Training courses360 feedback
Aspire
1. Focus on objectives, don’t put them in a drawer2. Quarterly reporting matters!3. Challenge complacency and middle management4. Learn from your mistakes and show you do5. Trust people, but verify that with evidence6. Recognise your role as communicator-in-chief. People look to you
for this.7. Make progress by attacking unnecessary process8. It is better to collaborate than to conflict9. Make continuous improvement a professional creed10. Know the day to day detail as well as the broad strategy
More skilledLess bureaucraticMore unified
Ten Rigorous Principles For Comms Leadership
Training Resources (You Can Use These Too!)https://gcs.civilservice.gov.uk/
Fully Accessible To Anyone By Internet
The Rigour
1. Practise excellent leadership and actively manage ‘talent’2. Promote our success and recognise our people3. Get relentless stakeholder buy in4. Have a single comms plan which all Government signs up to5. Standardise campaigns : objectives, audience, strategy, implement,
score (OASIS)6. Make measurement core 7. Understand, practise and fully exploit ‘digital’ [“it’s a culture not a
channel”]8. Pay special attention to Internal Communications9. Be open to new ideas (as well as old ones)– know future trends and tools 10. Continually reduce cost
More skilledLess bureaucraticMore unified
Ten Rigorous Principles For Comms Practice
Our premise
A stronger and exemplary profession
Better careers,
career paths and career
management
Bettergovernance
Strong, boldleadership
Greateraccountability
Higher and shared
standardsMore
collaborationSecondmentsand mentoring
More respect, inside and outside of
governmentMake the
best, standa
rd
More skilledLess bureaucraticMore unified
Our journey Press officerRapid rebuttal, policy launch, email, web writer
Integrated CommunicatorData analyst, content designer, movement builder
Media HandlerCampaign delivery, blogger, tweeter
2009
2015
2020
The Death Of The Press Officer
Data Based Insight
ConscienceEffective Challenge
Collaboration
To be an effective communications leader
You need ….
And what you need to have….
Judgement, Resilience, Courage, Intuition, Tenacity,
Good Graceand not infrequently, a sense of humour
In and visibleNot invisible
And be….
Make it Easy for people to do something(right channel and short process)
Make it an Attractive decision to make(Make it personalised from “a source I trust”)
Make it a Social thing to do(“other people do this”)
Make the communications intervention is Timely(priming, framing, key moments)
23
EAST
Campaign Design Principles
Seven Ambitions To 2020
1. Apply and exploit big data2. Build our understanding of behavioural science 3. Develop a new relationship with our audiences4. Create a structure and content of messages that
builds trust5. Build responsive media centres. Make algorithms
your friend6. Prioritise new technology, but be wary of fads7. Identify, develop and retain talent
Building Pride, Overcoming PrejudiceA Case Study about improving communications. And leading.
@Høstseminaret @ukgovcomms
Russell Grossman, ABC, DipPR, FRSA, FCIPR, FCIM
Group Director of Communications, UK Department for Business, Innovation & Skills
Head of Internal Comms Discipline, UK Government
www.gov.uk/bis
Immediate Past International Chair, IABC www.iabc.com
Director, Engage for Success www.engageforsuccess.org