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You Can’t Build a House Without Blueprints: Creating a Communication Strategy and Plan for ChangePresenter: Adrienne Schutte
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Get to excited audiences…start with a communications strategy
Communication is one piece of change management
Description / Benefit■ Build program awareness, understanding, and
buy-in ■ Feedback mechanisms
Best Practices■ Communications support the business
objectives■ Plan aims to build program awareness,
understanding, and buy-in over time among key audiences
■ Messages effectively position program at organizational, functional and individual levels
■ Key audiences are identified and segmented■ Two-way communications and push/pull
systems are deployed■ Communication is targeted to key risks and
opportunities
Align Organization
Articulate Business Case
& Vision for Change
Mobilize & Align
Leaders
Align Culture
Engage & Communicate
with Stakeholders
Enable Workforce
AssessOrganizational
Change Readiness & Risk
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How do you create a blueprint for communications success?
• Research
• Plan
• Execute (and train)
• Measure
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Communications Strategy
• What is a communications strategy? – A framework that guides communications activities over a
specified timeframe
• Why create a communications strategy?– To set measurable communications goals and objectives– To articulate and drive approval for guiding communications
principles and approach for use throughout entire project, including key messaging
– To align project communications with other communications activities and corporate/business unit strategy
Tip: ensure communications objectives support business objectives of the initiative
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Outline of a communications strategy
Research:
1. SWOT Analysis of the Current State
2. Audience and Communications Audit
Plan
1. Communication Objectives
2. Key Messages and Message Map
3. Editorial Guidelines and Brand
4. Communication Infrastructure
Execute (and train)
1. Communication Plan
Measure
1. Monitoring and Measuring
2. Next Steps
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Research
SWOT Analysis, Audience and communications audit
Good communication begins with listening
• Find out what’s going on currently
• Do interviews, focus groups, surveys
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There are four activities for Sections 1 & 2
• Conduct Situational Analysis
– What are communication strengths, weaknesses, opportunities, threats?
• Conduct Stakeholder Analysis
– Who’s involved in the effort?
• Conduct Audience Assessment
– What are the differences among audiences? What do they look like? What do they need? How do they like to receive information?
• Conduct Communications Audit
– What channels are available to deliver messages?
To complete these work products, talk to stakeholders, team members, client staff – during this time, you’ll build relationships and credibility with people
To complete these work products, talk to stakeholders, team members, client staff – during this time, you’ll build relationships and credibility with people
Comms Audit
Example Stakeholder Analysis
Stakeholder Ranking Tool
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SWOT Analysis
• The current state assessment provides:– An early opportunity to engage important client contacts, such as
project managers/sponsors, senior leaders, and communications staff
– A view into the organizational structure and culture of the organization relative to communications
• Assessment helps in understanding:– Potential enablers and barriers of communications and change– Perceptions, needs, and preferences of key
stakeholders/audiences– Client’s communications infrastructure and its strengths and
weaknesses
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Example SWOT analysis
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Performance Area TodayStrengths: What is working for xxx communications?
Existing distribution infrastructure Strategic message framework, linked to business case and vision Commitment from xxx leadership
Weaknesses: What is not working for xxx communications?
Existing tools (e.g., website) Inconsistent approach (i.e., messages, vehicles, timing) No systematic process for gathering stakeholder feedback No defined measurement for communications effort Uncertain levels of awareness, understanding and commitment across key stakeholders Internal stakeholders do not fully understand the vision and mission of the xxxx Group The xxxx Group does not have a distinct brand in the minds of stakeholders. Some
stakeholders are unclear about full scope of xxx activities Various xxx communication vehicles do not reflect a common xxx brand to audiences Xxx and xxx operate in silos from a communication perspective xxx team does not provide feedback during xxx Town Halls; attendance at xxx Town Halls
is low Communications are not consistently delivered to targeted audiences due to lack of
communication touchpoints and inefficiency of current cascading process
Opportunities: What can be done to enhance xxx communications?
Develop more efficient and effective global communications approach with tools, templates and processes
Deliver consistent positioning rooted in strategic plan and vision Engage key stakeholders at appropriate times Measure what’s working and what isn’t Focus on continuous improvement
Threats: What will happen if xxx communications is unsuccessful? Are there any threats in the organization?
Member firms and leadership don’t understand the value of xxx Inconsistent stakeholder support Frustration among stakeholders Ineffective communications infrastructure Duplication of efforts Stakeholders don’t receive key information
Key activity – Audience Assessment
• Audience assessment should:– Identify groups/individuals who will need to receive
messages– Identify types of messages groups/individuals are currently
receiving and are likely to need during project• Determine current gaps in communications program• Plan key messages that will be needed in future
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Sample Audience Assessment
Audience/ Stakeholder
Group Make-up Characteristics Communications Gaps/Needs
Technologists More than 150 technologists
Some technologists are designated as Team Leaders
Actually employed by vendor – previously employed by a particular hospital
Leery of change due to poor communication from hospitals during vendor changes
All technologists meet once a month with head technologist and most information is disseminated at the meeting.
Do not have access to email or workstation, do not have private offices, just a shared work area
Some are intimidated by doctors
Need to know about new equipment purchases and be trained on their use.
Need to know who Physicians are/who they are working for
Need to be able to schedule technologists according to patient schedule and logistics of the patient
Want to remain up to date on what other areas of radiology are doing
Technical Support Staff Approximately 30-40 people
Comprised of Nurses, research assistants, imaging technicians
Majority work in one principal location
Most do not have email
Most rely on word of mouth or supervisor departmental information
Technical Support Staff typically meet once a month with office/site manager
Need to be kept up to date with basic big picture department news
Need to know department expectations for their role (varies by who you ask)
Need to know options and schedule of in-service days
Need to know who they are accountable to
Would like to know who people are in the department including new residents, fellows, and physicians
Administrative Staff Approximately 1-2 staff members are located at each hospital
Most have access to email Need to be aware of any departmental changes at high level Need to be aware of additions to staff
Other (IS Department) 6 people Most have access to email Feel ideas or suggestion for implementing technology are considered and supported
Need to know future plans for technology implementation in order to prepare backbone Need to understand functionality of systems at each site (each is different) Need to understand training needs of user groups
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Key Activity – Stakeholder Analysis
• What?
– A determination of the current level of project awareness and perceptions as held by each stakeholder group
– Recommended actions to take with each stakeholder group to achieve the desired level of awareness and project buy-in
• Why?
– Necessary to gauge awareness level and uncover issues/concerns to appropriately target communications and alignment-building activities
– Useful in identifying project advocates and change agents, as well as individuals and groups resistant to change
Stakeholder analysis is not the same as audience analysisStakeholder analysis is not the same as audience analysis
Everyone looks at change from their own particular viewpoint and those viewpoints change over time – awareness of and support for change initiatives generally not uniform
Everyone looks at change from their own particular viewpoint and those viewpoints change over time – awareness of and support for change initiatives generally not uniform
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Sample Stakeholder Analysis
Internal/Employees Customers/Suppliers Public/Press/Investor Rel.
Stakeholder Type Role/Impact/Expectations during Integration
Current Commitment
Awareness = 1 Buy-in = 2 Ownership = 3
Desired Commitment
Awareness = 1 Buy-in = 2 Ownership = 3
Action Steps
Managers & Supervisors
How should I communicate with my staff about this integration?
1 3 Communicate “talking points” for them to use when discussing the integration with staff
Integration Team Leads
How does participating in the integration team affect me and how will I be measured?
2 3 Adjust MVP program to reflect integration-related responsibilities
Internal sales force How should I describe this integration to my customers?
When should I tell customers about the transaction
1 3 Communicate “talking points” for them to use when discussing the integration with customers
Commercial & Large Industrial Customers
Does this transaction affect me? How?
0 1 Have internal sales force speak to customers directly regarding new company
Create billing insert to provide details as to when and how things will change (if applicable)
All customers Does this transaction affect me? How?
0 2 Create billing insert to announce new company, and provide details as to when and how things will change (if applicable)
Customer contact personnel
How should I answer customers’ questions about the transaction?
1 2 Create talking points document
State & local gov’t officials, including key economic developers
What is the role of this new company in North Carolina?
How does it affect economic development?
0 2 Make visits to key legislators and constituents before close of the sale
Create a company overview to describe the new entity
Media What is the new company?
0 2 Create media campaign
Community reps, civic and non-profit organizations
Wh at is the new company?
Will it change the level of commitment to the community?
0 2 Create mailing to illustrate commitment to community
Schedule face-to-face meetings with key reps & organizations
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Example: Stakeholder Map: We identified 49 internal and 32 external audiences
Asked the client:1.Who needs to know about this program?2.What organizational group are they in? Where is the org chart?3.Which member of leadership knows the most about this group?4.What level of communication does this group need?
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Stakeholder Interview Questions
• How would you describe the objectives of the Sample Program? Would you consider program an IT or a business initiative?
• Based on your knowledge of the Program, how does this initiative align with the other strategic initiatives?
• What is the current degree of awareness about the Program and it’s objectives for Client Services?
• To what extent has the vision of the future state at ARC been communicated to the regions?
• How would you describe executive understanding of the Program? How would you describe leadership support of Program? What examples come to mind?
• One potential risk is that employees are confused about the “what, why and how of Program” and how far along we’ve come in the solution development. Do you see this as a risk? If yes, why?
• What are some other “people” risks to successful adoption of Program’s new procedures and tools? What impacts could result from not addressing these risks?
• In your opinion, what is the most effective way to engage field staff in the Program? Who should be involved in this effort? Who should lead this effort?
• What needs to be changed across all regions in order for deployment to be a success? What factors are working in favor of a successful solution deployment?
• Do you feel that there is the right amount of communication between leadership and employees? What kinds of communications or activities would you suggest to improve end-user understanding of Program and improve their willingness to adopt its changes?
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Plan
Communication objectives, Key messages and message map, Editorial guidelines and brand, Communications infrastructure
Communication Objectives
• What are you trying to do?– Do you want to educate your customers?– Do you want to defuse a situation?– Do you want to improve your organization’s reputation?
• Objectives must align with business objectives
• And, as always, they must be SMART– Specific, measurable, achievable, realistic, time-focused
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Example Objectives (not measurable)
Develop and deliver a communications plan during 2005, effectively targeting key audiences; small and medium size farmers, funders and institutional decision makers, to accomplish the following:
• Position MIFFS as an accomplished, successful leader in Michigan agricultural and food business community.
• Differentiate MIFFS role vs. other Michigan agricultural organizations as the nucleus of the agricultural community and the first stop for Michigan agricultural and food business in need of assistance and resources.
• Implement a communications plan that will nurture (build, develop and maintain) a long term relationship with key audiences in order to develop trust and gain credibility of the MIFFS organization leading to audiences’ active participation (quantify) with MIFFS and active support(quantify) of community based food systems.
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Example Objectives (measurable)
Campaign Objectives:
• Generate awareness of featured Hallmark holiday products with at least 40 million impressions (exceeding 2008 results of 35.1 million).
• Drive engagement with featured Hallmark holiday products through celebrity and blogger product trial.
• Meet our ROI goal of 12% (measured internally through Hallmark’s proprietary marketing measurement tool; based on spend and impressions across all marketing tactics).
Tactical Goals:
• Secure product inclusion in at least two national consumer gift guides (print and/or online versions).
• Generate national entertainment media coverage (broadcast, print and online) from the celebrity event.
• Secure product reviews on at least 25 of our targeted blogs (1/2 of our original list of 50).
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Key Messages
• Communicate what you’re doing and why
• Communicate what will be different
• Fit with your objectives
• Speak to audiences
• Above all…use clarity– You’re a human being. Write like one.
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Key Messages and Message Map
• Break everything down into 3 levels of messaging
• Work with subject matter experts to understand and create the levels
• Level 1: Elevator speech
• Level 2: Supporting messages
• Level 3: Proof points
• Level 4: Anecdotes and illustrations
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Campaign copy
Other points to include in level 3 messages VC is the closest thing we have to face-to-face meeting . The VC user experience has improved immensely over the last couple of years; there is still room for improvement, but the technology is getting there. VC is one of a range of collaborative tools we should use to connect with our clients and one another
The above benefits can be developed into short paragraphs of text for use alongside the headlines and sign-off
VC saves time VC saves money VC saves the environment
Campaign poster headlines
Use VC – it’s the smart way to meet
Campaign sign-off
Why travel xx miles just to shake hands? New York and back before lunch Take minutes, not miles Delays not expected
1 expensive meeting (local and global versions)
Make your mark without leaving footprint Go global, stay local
There are many benefits of using VC for you, your client and XXXX
Reduce your personal carbon footprint
Reduce our carbon footprint
Demonstrate to clients that we walk the talk
Improve your productivity and diary flexibility
Improve your work-life balance
Reduce the stresses of travelling
Save on hotel costs, travel and expenses
Show clients we are minimising expenses
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Editorial Guidelines and Brand
• If you don’t tell them how to do it, who will?
• Create your own style guide if one doesn’t exist in your organization
• Get great tips from:– www.ragan.com– www.wyliecomms.com
• Great Writer’s Tool
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InternalBranding
All contributors developing communications for NTG should follow these writing guidelines:
Use UK English.
Use one space after periods, not two.
Average sentences per paragraph: Target an average of up to three sentences for print communications, up to two for online communications.
Average number of words per sentence: target 14 words or less.
Average number of characters per word: target 5.0 or less.
Passive sentences: Target 0.
Flesch reading ease: Target 50.0 or higher. This statistic calculates how easy your copy is to read based on your average sentence length and your average number of syllables per word. On this scale of one to 100, the higher the number, the easier your copy is to read.
Flesch-Kincaid grade level: Target 9th grade or lower. This index calculates the number of years of education required to understand your copy. It, too, is based on your average sentence length and your average number of syllables per word. Most consumer publications target a grade level score in the single digits to make copy more accessible. Just because your audience members are well educated doesn’t mean they wish to read difficult copy. In fact, the higher their educational level, the more likely it is that have too much to read.
Make staff partners in the effort by providing forthright and timely information.
Tailor communications to address employees’ specific needs and concerns. Develop communications from the point of view of the receiver, e.g. language, level of understanding, highlighting “what’s in it for me” aspects.
Take periodic “reads” of target audience’s concerns, fears, and degree of understanding of messages through upward communication vehicles.
Deliver key messages multiple times through multiple vehicles.
Balance one-way (informative) with two-way (participatory) communications.
Sequence the right message at right time to the right audience.
To turn on Readability Statistics, go to your Microsoft Word spelling and grammar tool, and click the box next to “show readability statistics.”
Need help? Use Microsoft Word “help” menu to search for “readability statistics” or “statistics.” Now when you run spelling and grammar check on a document, you’ll get a box that looks like this:
Communications Infrastructure
• Simple: – Who’s going to do what?– Will you have an editorial board?– Who will do approvals of communication
• Identify roles and responsibilities, then get agreement
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Example: Sharing the Communications Role
• The task of communicating about Program solutions, impacts, and deployment should be shared across the Division.
• Program messages will be sent from a variety of sources to deliver the best impact to audiences.
• Key Communicators in each Division will support direct messaging with materials distributed through channels most accessible for customers, sponsors, donors and regional staff. These include posters at fixed drive sites, customer letters, and newsletter articles.
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Key Communicator
Division Advocate
Divisional VPCEO
Coordinate communications activities across division for DVPs and CEOs; Illustrate connection between solution components; Drive awareness of Program content and deployment timeline; Answer specific questions about Program solution, processes, and program status using Program Communications information sources
Maintain leadership connection to Program Team; Communicate information required to coordinate deployment components across regions, for example equipment or budgeting concerns; Facilitate decision-making prior to Program deployment
Distribute high-level messages concerning Program impacts to Services and customer-facing staff, for example messages with role definition, training, or employment themes; Represent leadership support of Program deployment and communicate benefits to business audiences
Mirror leadership support at local levels by reinforcing Program benefits to external stakeholders, such as donors, sponsors and hospital customers; Cascade details of the Program solution to functional teams; Prepare staff and volunteers for procedural changes associated with the new systems
Mgmt
Example: Purpose of Program Communications Network
The Program Communications Network (PCN) is created to “champion” Program messages within each Services division and serve as an extension of the Program
Communications Team in successful message creation and distribution.
• Role Network serves as functional communications team in Services field organization Key Communicator acts as field liaison between staff in blood regions and the Program Program Team
• Responsibilities Participate in regular meetings of Program Communications Network Create local communications plans supporting all phases of Program deployment Distribute Program messages through divisional and regional channels Report feedback from regional staff to Program Communications team
• Time Commitment Monthly conference call with Program Communications team (1-hour) Routine information sessions from Program Deployment (Division Advocate Conference Call) 1-4 hours per month in review of Program Communications materials
Standard planning & development time for local adaptation of Program materials
• Expectations Proactively support Program system deployment by exchanging information with staff, customers, donors, sponsors, and other
regional audiences Use existing contacts and tools to ensure localized delivery of Program messages
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Communication Plan
• You know how to do this one!– But whatever you do….don’t rely on the cascade model!!
• Same rules apply– Compelling narrative– Specifics– Understand your audience(s)
• Connect right message to right audience
• Deliver it through the right channel
• Commit to measuring your effectiveness
• Don’t let your plan be dictated by rigid templates
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The Cascade Model Typically Works Like This…
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Tactical Communications Plan
Communication Audience Context / Content Vehicles Timing
Semi-monthly BU Update
All Business Unit Employees
Provide overall Business Unit Update Review financial performance (monthly) Recognize outstanding performance
Email calendar item with materials to review
Conference call or meeting
Twice per month
All Employee Update Email
All BU Employees Provide overall BU update Progress against plan (high level) Recent successes Key initiatives Current priorities
Recognize outstanding performance Reinforce information and direction from
Corporate and/or Leadership Invite
Email Monthly
Quarterly BU Leaders Meeting
All BU Leadership (Direct Reports to Managers)
Review performance to date Discuss initiatives Gain input and build consensus on priorities Provide BU leaders with cascade material to
introduce and/or reinforce information with teams
Face-to-face meeting Quarterly
Direct Report Cascade
Direct Report Teams Review information on BU priorities Create forum to gain employee input Provide employee input to BU leadership
Face-to-face meetings or conference calls
As needed, typically following BU Leadership Meetings
All Employee Meeting
All Employees Provide BU update on Progress Review of recent successes Discuss current initiatives, operational issues Review priorities Invite Chairman Recognize outstanding performance
Hold the date email Face-to-face meeting Thank you email
reinforcing key information
Bi-annually / Annually
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Key Lesson: Information “push” and “pull” tactics work together to saturate all audiences
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Web-based Channels
Face-to-face Communication
Leadership Spokespeople
Consistent Written Communication
INFORMED
AUDIENCES
Feedback Channels Help Improve Communications
Program Town Hall
xxxxxxx.org
CxxxxxNet
IT Portal
Services Neighborhood
Program Deployment Site
Site for Division Advocates and BCN
On-line Discussion Boards
Leadership Meetings
Customer presentations
Kickoff Meetings
Division Advocate Weekly Meetings
Specialty Presentations
Program Communication Network Monthly Meetings
Industry Conferences
Customer Presentation
Brochure for Hospitals
eNewsletters
Communications Toolkit
Deployment Communications
Program Bulletin
Content Communications
Talking Points for all Levels of Leadership
Action Plans
Cascading Information to all audiences
Support for Web-based and feedback channels
Functional Meetings
Strategic activities to deliver messages multiple times in varied ways are the key to communication success.
Enable Communications Infrastructure
• What is a communications infrastructure?– A blueprint of the flow of communications, including roles,
processes, protocols, channels and resources that support communications in an organization
• How do you enable the infrastructure?– Establish protocols for delivering communications according to
the communications plan– Determine execution responsibilities with key client resources– Facilitate execution of communications deliverables across key
milestones
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Example: There is a process for creation and approval of various types of communication
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ProcessProgram Director
Program Mgr BLT
Business Sponsor
WS Leads
Comm Team BCN
IT Comm Team (Watson)
Pat Saxton
Division/Region Leaders PMO PMs
Editor in Chief (Vogel)
Division Advocates
Program Team
Validate Communication Activities C A R I ICreate Communication Plan A C I R I I I I I ICreate business messaging C C A I R I I I ICreate general program messaging C A C I R R ICreate IT messaging A C C I R I I I ICreate content messaging C C C I R I A I ICascade communication messages through respective organizations R R A R R RCreate program status communications C A C R I R R I
Create and maintain web-based channels for BioArch messaging C C C R I I A I I I
Develop communication tools, events and activities C R R A I I IDevelop customer communications I I C R R A I I C I IProvide feedback on communications I R I R R R R RProvide content for communications R R R R A R R R R R R RParticipate, as requested, in communication activities R R R R A I I R R I R IVisibly support program at all levels to drive change R R R R A R R R R R R I
Provide responses to feedback received from all channels, as directed by Communications Team R R R R A C R R R R I IAct as senders of communication, as requested by Communications Team R R R R A R R R I I R I
We developed a RACI chart with the client and the PMO to ensure everyone understood their communication role
Internal Comms Processes
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Execute (and train)
Communication plan
Develop a Communications Plan
• What is a communications plan?– A “to do” list of communications activities and events created to
bring the communications strategy to life, by enabling and fostering change
• A comprehensive matrix of tactical communicative events designed to support project objectives and also mitigate risks identified in the Organizational Risk and Readiness Assessment (ORRA)
• Why create a communications plan?– Aligns all responsible parties over course of communications
rollout
– Ensures all audiences are addressed in communications effort
– Are the concrete actions that can be measured to determine success or areas of improvement
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How to Develop a Communications Plan
Elements to include:– Stakeholder group/audience for each activity– Key messages intended for each stakeholder
group/audience– Vehicle/channel to be employed– Purpose/objective of communications activity– Party responsible for communications creation and deliver
and event planning– Sender/spokesperson for each communications activity – Mechanisms for receiving feedback– Timeframe, frequency, and sequencing of communications
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Example comms plan
Implement and Execute Communications Plan
• Execute against the plan as you would any other project plan! – Develop tactical communications deliverables (e.g., announcements,
newsletters, e-updates, events, etc.)– Manage the approval process– Solicit feedback where appropriate
• Develop discrete work plans to address communications milestones and activities, related to specific issues– Examples: Road Shows, HR Communications, including changes in
leadership, changes to workforce (e.g., layoffs), changes to compensation
• Know your budget before you plan!
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Videos, Webcasts, Blogs and Wikis are the latest in execution – communicators as multimedia producers
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Measure
Measuring and monitoring
Monitor & Measure
• What does monitoring and measuring mean in terms of communications?– Continuous assessment of communications activities to
incorporate feedback received – Measure overall effectiveness of communications strategy
• Why monitor and measure?– To understand if messages delivered are understood by
audiences and if communications activities are engaging audiences, as intended
– To continuously improve and adjust strategy and plan, as needed
“Not every thing that counts can be counted, and not everything that can be counted counts.”
- Sign hanging in Albert Einstein’s office at Princeton
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Measuring and Monitoring
• Measuring communication without a strategic communication plan in place is worse than useless. Deciding to draw up this plan is your first move.
• Ways to measure:– How much coverage did you receive?
– What was the tone of that coverage?
– Were your spokespeople quoted?
– Did visitors to your site hit specific landing pages?
– How long were visitors on your site?
– Which media outlets was the coverage in?
– How many emails/calls did you receive on the topic?
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Communications DashboardDates:6/21/08 – 7/11/08
Total communications to each audience Frequency of each type of media
Planned Communications Date
PS Briefing: Emerging Markets 7/14/08
M-Level Briefing 7/15/08
PS Briefing: Solutions 7/16/08
Global Ops Briefing 7/17/08
PS MD Call 7/17/08
Next Week
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The data shows steadily increasing Deltek page views, with a high of 442 on 5/6/08. One driver for the dramatic increase is an email sent to all of MC announcing answers to questions from recent Deltek MC briefing.
Two of the top 5 most popular Deltek pages are the “question” pages, where employees can post questions to be answered by the Deltek team.
Use Google Analytics where possible
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Appendix - Additional Tools & Resources
Additional Resources
• Corporate Conversations: A Guide to Crafting Effective and Appropriate Internal Communications – Shel Holtz, AMACOM, 2003
• The Heart of Change: Real-Life Stories of How People Change Their Organizations – John P. Kotter and Dan S. Cohen, Harvard Business School Press, 2002
• The Leadership Solution: Say It, Do It – Jim Shaffer, McGraw-Hill Trade, 2000
• Communicating Change: Ideas from Contemporary Research (IABC Research Foundation) – Nancy Welch and Mark Goldstein, Irish Amer Book Co, 1998
• Communicating for Change: Connecting the Workplace with Marketplace – Roger D’Aprix, Jossey-Bass Inc., 1996
• Leading Change: Chapter 6, Communicating the Change Vision – John P. Kotter, Harvard Business School Press, 1996 (pp. 85-100)
• Communicating Organizational Change: A Management Perspective (Suny Series in International Management) – Donald Peter Cushman and Sarah Sanderson King, State University of New York Press, 1995
• Communicating Change: Winning Employee Support for New Business Goals – T. J. Larkin and Sandar Larkin, McGraw-Hill, 1994
• “Drucker on Communication” – Constantine Von Hoffman, Harvard Business Review
• “Barriers and Gateways to Communication” – Carl R. Rogers and F.J. Roethlisberger, Harvard Business Review, v 69, no. 6, Nov-Dec 1991 (pp 12-18)
• Control Through Communication: The Rise of System in American Management – J. Yates, John Hopkins University Press, 1989
• “Change Management: Communication's Pivotal Role” – A Research Report by the Conference Board: Kathyrn Troy
• “Reaching and Changing Frontline Employees” – TJ Larkin and Sandar Larkin, Harvard Business Review
• “Managing Your Virtual Company: Create a Communication Plan” – Melissa Raffoni, Harvard Business Review
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New Media Overview
Blogs are short for weblogs. The are essentially online journals that are written informally and can cover a wide range of topics.
RSS stands for Really Simple Syndication. RSS is a tool that takes headlines and publishes them to a person’s inbox and/or page of choice. It tells the person what new item/article has been published on a website, blog, wiki, etc. It was created to help people reading too many blogs organize their information.
A website that can be edited by anyone. No knowledge of html or any other web script necessary. Very similar to a blog, except a blog is written by 1 or a few people and then the audience responds; it’s sequential. A wiki is a community blog/website where anyone can add content on anything and is not sequential.
Audio files that are saved to a digital file and can be played by any media player.
Video files that are saved to a digital file and can be played by media players with video capability (most computers and the new video iPods)
Conference calls and presentations that are done over the web allowing audiences in multiple locations to be present for the live presentation.
Websites, games, etc that bring people together and create social familiarities from casual acquaintances and hobbyists to business and friendly relationships all the way to familial bonds.
Blogs
Wikis
RSS Feeds
Podcasts
V-casts
Webinars
Social Networking
With the advent of the Internet and new tools that make informal communication on a large scale possible, new media is something that every communicator must understand, know and plan for in their strategies. Some of these new tools which tie consumers to other consumers, employees and companies are:
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New Media Communications Audit
Communications Methods
Frequency Advantages Drawbacks Opportunities
BlogsBlogs are short for weblogs. The are essentially online journals that are written informally and can cover a wide range of topics.
Update at least weekly
•Short communications (500-600 words)
•Potential reach of millions of people yet targeted focus easy to achieve
•Trends show reading & blogging on the rise
•Public trusts and reads logs•Inexpensive•Easy to start and continue•Find out exactly what the public and your employees think – open communication
•If done correctly builds trust with potential customers/clients increasing brand value
•Must be updated frequently•To be successful control of messaging/replies must be relinquished
•If done improperly it can hurt more than help
•Writers must be trusted sources of information which may limit who can blog due to the time constraints
•A lot of ‘noise’ and it can be difficult to wade through or find a certain blog/information
•Can be used in everything from new product launches to disseminating HR information
•Create a blog for your employees from the CEO or other leadership
•Create an internal company blog for each division to discuss ideas and share information
•Create a HR blog to talk about updates to benefits, changes the company is going through, etc
•Have employees or key leadership create an external blog talking about the company and it’s new directives
RSSRSS stands for Really Simple Syndication. RSS is a tool that takes headlines and publishes them to a person’s inbox and/or page of choice. It tells the person what new item/article has been published on a website, blog, wiki, etc. It was created to help people reading too many blogs organize their information.
Daily •Is a pull method vs push method of communication (Correct target audience is reached)
•Simple to implement•No “updating” necessary on the client/blogger side – this is an automated tool
•Helps increase search ranking ratings
•Trackable via pinging•Know exactly who your target audience is and how often they come
•Have confidence that your audience knows you have updated content on your blog/website/wiki
• Needs to be tied to a website, blog or wiki
• The website blog or wiki needs to be updated often to have the benefits of RSS occur
• Need to install an RSS reader on the computer
•Attach an RSS to a departmental blog so everyone knows when new content is posted (can then review and reply)
•Attach an RSS to your HR blog so employees know when new information is added
•Have an RSS attached to key leadership blogs so stakeholders can be apprised of new information and feel a part of the company
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New Media Communications Audit
Communications Methods Frequency Advantages Drawbacks Opportunities
WikisA website that can be edited by anyone. No knowledge of html or any other web script necessary.Very similar to a blog, except a blog is written by 1 or a few people and then the audience responds; it’s sequential. A wiki is a community blog/website where anyone can add content on anything and is not sequential.
Continual •Easy to start and continue•Easy to modify information•Community based forum and can gather various opinions and thoughts
•Limited control over the content
•Unwanted messages may get disseminated •Writing may be substandard•Non trustworthy authors may post content•Legal ramifications if incorrect information is posted
•Create departmental wikis to share thoughts and ideas
•R&D group•Marketing group
•Create a company wiki for social events, selling of items, informal communications, etc.
PodcastsAudio files that are saved to a digital file and can be played by any media player.
Weekly, bi-weekly or monthly
•Record your message and have it ‘playable’ at anytime in any location
•Reach a larger audience (availability)
•Very popular especially with the rise of MP3 players
•Inexpensive and easy to create•Can be uploaded to any website and easy to download
•Reach your audience with the exact message and tone you want
•Must make an effort to have this be part of a continual communication strategy
•Weekly or monthly message from leadership
•Tips and tricks podcast to customers about your product
•Step by step instructions on how to fill out forms to baking a cake
•Recording part of a presentation or conference and having it available on the company intranet
VcastsVideo files that are saved to a digital file and can be played by media players with video capability (most computers and the new video iPods)
At your discretion
•Record your message and have it ‘playable’ at anytime in any location
•Reach a larger audience (availability)
•Can be uploaded to any website and easy to download
•Reach your audience with the exact message and tone you want
•Limited tools to play it•Large files
•Record seminars and presentations•Rebroadcast a show or part of a show•Tape a training and have it available at anytime for end users
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New Media Communications Audit
Communications Methods Frequency Advantages Drawbacks Opportunities
WebinarsConference calls and presentations that are done over the web allowing audiences in multiple locations to be present for the live presentation.
At your discretion
•Have everyone from all locations present
•Know your message is as you want it
• Interaction with audience
•Can’t see body language•Internet connectivity must be good
•Possible time delays•Possible outage and no connectivity
•Weekly conference calls and project status
•Project kick-off meetings with all end users
•Go-live meetings with all end users•Town Halls all at once
Social NetworkingWebsites, games, etc that bring people together and create social familiarities from casual acquaintances and hobbyists to business and friendly relationships all the way to familial bonds
At your discretion
•Understand what the general public thinks about you and your brand
•Create close relationships to your audience
•Inside ‘look’ at what is being discussed in your industry
•Must be informal and you cannot control the messaging
•Talk about your brand on your pages•Review networks about your industry and search for comments posted
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New Media Measurement
– Financial
• Cost per click thru
• Cost per sale
• Cost per lead
• Cost per dollar raised
– Relational
• Survey customers
• Capture emails of those who visit
• Count the volume of conversations, comments
• and trackbacks to get an idea of scope and size
• Examine the credibility of authors and commenter's
• What is the coverage, depth, interaction and
• discussions
• Number of links to other networks and number linking to yours
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– Activity• Server log files for number of
visitors• Click thru rates• Trending over time• Trackbacking via pinging
– Outtakes• Content analysis• Message and themes• Is your message on other peoples
blogs/wikis/networks• What is the web rank/ news rank/
and reach per million
What will you do tomorrow?
• Research
• Plan
• Execute (and train)
• Measure
• Excite, engage and inform audiences
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Feel free to contact me
• Adrienne Schutte
• 727.492.1667
• Let me know how I can help you
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