Turn Up the Volume:
It's Time for Corporate America to Speak Up
by Iris S. Rosenberg
Article to appear in the Spring 2004 issue of MWorld, the journal
Wiggle words, non-denial denials, mea culpa tombstone ads. These days, it seems as if the whole of corporate communications has been reduced to a grab bag of scandal-recovery tactics devised by red-faced C-suite executives and their lawyers.
Not long ago, corporate communicators aimed to do more than minimize their company’s exposure to government prosecution or shareholder or employee lawsuits. Yet, increasingly, the idea of a business spending money to deliver news and information to every party with a vested interest in its success seems to be losing favor — helped along by a troubled economy and regulatory backlash: In the last two years, as scores of companies lawyered up to keep their names out of the papers, hundreds (if not thousands) more fired marketing and communications staffers, belt-tightening moves to cut expenses during tough economic times.
True, marcom specialists have not been the only ones to lose their jobs since the dot-com bubble burst. But in many places they were among the first to go – canaries in the coal mine; a clear signal of worsening economic conditions.
Moreover, even as the economy began improving, this downsizing continued, which raises serious issues: What’s the role of communications in Corporate America? And further: Who and what should fill this void?
This is not just a matter of figuring out how to do more with less, of how to get by without special projects, publications or events to save money. Nor is it a matter of automating one more business function — although, of course, technology plays an ever-expanding role in a company’s ability to communicate with its employees, customers, investors and vendors, as well as with the media. What’s at stake here is the loss of full-throttle control of a business; where all the dashboard lights are lit because reliable information is steadily coming in and going out to all parts of the enterprise. And beyond.
The Silence Can Be Deafening, And Damaging
Before anything can change, managers – whether business leaders or department heads – will have to acknowledge the significant risks hidden in the growing silence. Then they will have to step into the breach, albeit without the communications specialists they have long relied on to give voice, color and shape to programs aimed at keeping stakeholders in the loop.
There’s little good news here – beyond these “losses” confirming the urgent need for a return to the mission-critical basics of business communications: To deliver meaningful information to the people who need it to do their jobs, whether as employees, investors, creditors or vendors. To create the right mechanisms to allow the timely capture of target- audience responses and ideas. And finally, to leverage this two-way flow of information to move the business forward.
Another benefit: Attention to such basics would go a long way toward giving businesses the credibility and transparency for which board directors, regulators and investors are clamoring.
Managers who accept that the burden for developing strategic communications sits squarely on their shoulders should seize the opportunity. This is the time to carefully evaluate your communications needs. What should you be telling people? And what do you need to hear from them to keep your business running smoothly?
True, talking to the media, angry customers or disappointed investors can be difficult (that’s why you hired those communications specialists to begin with!). But, understand that when you keep your head down and focus solely on revenues you do so at your own peril. Inevitably, every manager must look beyond the press of day-to-day operations and grapple with the larger strategic issues embedded in the business plan:
- How well do we understand and manage the expectations of clients or customers?
- Do key stakeholders understand the business’s primary strategies — and their roles in moving the enterprise forward?
- Have shared objectives been created and will they cascade down to each level of the organization at which results must be delivered?
- Is there a genuine two-way dialogue between headquarters and department/local staffs about what the business will need to move ahead?
- Do employees have clear-cut goals and an understanding of how progress will be measured?
None of these questions can be addressed in full without a communications strategy being tightly woven into the plan that drives the business. This is not a call for a wish list of “tactical” deliverables (website, newsletter, ad campaign, etc.) that may or may not add long-term value, or survive the next round of budget cuts. Rather, what’s needed is an organizing framework – of ideas, core messages, visual cues, meaningful content – that will help every stakeholder connect the dots between a business’s goals and its day-to-day activities. And further, encourage them to provide the feedback that will enrich the process.
Vision, Values . . . Voice. It All Adds Up.
While many managers might feel they are in uncharted territory when it comes to developing a communications strategy, the process is the same as for any business analysis: Compare current practices with longer-term goals; identify weaknesses and opportunities, and create a game plan that will drive the business forward. Specifically:
Study the business plan: Do current communications efforts support key strategies? Are materials/programs being used as planned? Be honest about identifying gaps as well as poor measurements and controls.
Assess core constituent requirements: Who has to know? What do they have to know? And when and how do they need to know it? Are employees, vendors, investors and others getting the information they need to keep doing business with your company or division?
Forge an identity: What do you want to say and how do you want to say it? Craft key messages. Develop a look, personality and point of view. If your company is not Big Blue, MTV or the Screaming Eagles, what is it? What’s the most effective voice, medium, presentation style for getting your brand-building message across? Are these “choices” consistent with others used within the organization? Can they be easily supported – or advanced – by colleagues and employees?
Create a communications plan: Develop a written game plan detailing communications activities. Show where, when and how these activities will be deployed. Make sure key ideas, messages, strategies will be reinforced.
Implement with care and consistency: Over time, communications that are in sync with specific business objectives and developed with one look, one voice, one vocabulary, one point of view will consistently add value.
Measure results: If you don’t know where you’re going . . ..
Take a Deep Breath
While it may be tempting for managers to think they can avoid creating such a plan and thereby keep a low profile, be advised: it’s not a realistic choice. Or a sound business decision.
Increasingly, managers are faced with the need to keep geographically scattered employees on the same page. Shareholders and creditors also must be kept in the loop. Vendors need regular updating on product flows and other operating developments. Consumers and communities want to know more about the businesses in their midst. And regulators must be alerted to news and developments.
In a tough business climate, when customer loyalties and business relationships can evaporate along with revenues – or in the glare of a prosecutor’s spotlight – silence is anything but golden.
Companies – and managers – that want to be around for the long haul need fingertip control of their operations along with strong relationships with everyone who touches their business. Neither is possible without a reliable stream of information flowing to all parties. And that takes solid planning to achieve.
GETTING STARTED
Before you can move forward, you have to know where you are. Good communications planning starts with an audit – a fact-finding exercise that will help you understand the quality and effectiveness of your business’s current communications activities.
Essentially, an audit asks and answers eight questions:
- Who are you talking to?
- Through what media or mechanisms?
- How often?
- At what cost?
- What are you telling them?
- Is it useful/actionable information?
- Were the desired results achieved?
- Any lessons learned?
Of course, the value of the information gathered during an audit will depend on the position, insights and credibility of the source(s) supplying it. So, Be bold. Involve stakeholders from every quarter in the audit/evaluation process. Be open. Put your opinions on hold and listen to what the members of your group tell you. This is one place where you want to be surprised by what you hear – that’s where the growth opportunities are. Be focused. Remember, the goal is to create a communications plan that both supports and helps tie together the key components of the business strategy.
Iris S. Rosenberg is a New York City-based marketing communications consultant. She can be reached directly at 212/255-5464 or iris@isrcommunications.com
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