Black Belt Dojo

Is the employee magazine uncool in the world of IC?

When I network with other communicators and they discover that I work for easyJet, the most frequently asked question is, “How do you communicate with a remote workforce like pilots and cabin crew?”

I’m always stumped when I get asked this as the truth is, we are always trying out different things to find out what works. We’ve had some successes and some failures, some of which I will no doubt cover over the next few weeks in my guest blogger role.

One of our biggest successes at easyJet is our employee magazine called ‘Fresh’.

There is no doubt in my mind that it can be seen as a little uncool in the world of IC to say that you communicate with your people using a magazine or newsletter. However, I tend to view it as retro-chic and the truth is, our people love it so I make no apologies for it. I believe that sometimes, in our roles as communicators we can be in danger of disappearing up our own backsides (I mean that with love).

In our efforts to remain at the cutting edge of an ever-developing field, we can sometimes forget the basics. We want to be seen by our peers and potential employers to be early-adopters of new technology in our field…and there’s nothing wrong with that. Where I believe it becomes an issue is when we try to shoe-horn a new method of communicating into our organisations. One of the most important messages I took away from the recent Black Belt course was that not every method of communicating works at every organisation.

Up until last year, our magazine was a fairly tired old affair. Called ‘Plane People’ (see what we did there?) it was a big, glossy affair with lots of pictures of our people but not much in the way of real news. Our people made it clear in a survey on our communications channels, that they didn’t like the size of the magazine (A4). They also had the perception that it was expensive to produce (a big no-no in the low-cost world of easyJet). Then to top it all, it was non-recyclable, sent in a plastic sleeve and contained no real content. So in a nutshell, they hated it.

We went back to the drawing board, brought in a new designer and produced what we have now. Fresh magazine has been designed around the readership feedback. It’s small enough (A3) for our crews to carry in their flight bags, printed on recyclable paper, sent in a paper envelope and contains content that straddles a fine line between good, people focussed stories to the latest challenges facing us in the industry. In recent focus groups, feedback has been excellent (except from the CEO, but more on that in another blog).

I like to think of myself as an early adopter of technologies such as Facebook, LinkedIn and even Second Life (I dread to think what I’ve been up to since I last visited me), but I had to learn a harsh lesson in the world of IC. It’s ok to be uncool if your audience demands it.

Leading by example

Recently I was invited by Monika Stafford at LloydsTSB to interview Truett Tate, Group Executive Director for Wholesale and International Banking.  Truett had taken part in the research into 21st Century Leadership Communication carried out by Melcrum and the Company Agency, and I got to quiz him in front of the LloydsTSB internal comms network.

As I'm oblivious to the photographer and in post-interview hero-worship mode here, you won't be surprised to know that I found it a privilege to interview Truett.

I was reflecting as we were talking on what made him such a good communicator. I decided it was because he had obviously prepared for the session, he answered the questions thoughtfully, he meant every word he said and he was honest and human. Not rocket science, just integrity, thought and common courtesy. ( He took the time to come and meet me before the interview, had read my biog and was asking me about my business history within 2 minutes and the name of my cat within 5.)   

People often assume comms folk working with leaders who 'get it' like Truett have a honeyed existence involving hours of meaningful conversation about what should be in next year's business plan and pondering the nature of employee engagement. Not necessarily true. When Truett was asked how much time he spent with his IC people, he said 'not enough', and when I spoke to them afterwards it turns out that they get relatively little time with him, but, between him and them, they make things work very well.

I've been lucky enough to work with several leaders who well and truly 'got' communication as an in-houser.  At the top of my list is Stephen Carter, was MD at NTL, now CEO at Brunswick. Closely followed by Gary Hoffman, Group Vice Chairman at Barclays and Alison Rennison, ex Barclays, now an executive coach. All very different in style, but incredibly rewarding to work with. The rules I give myself about working with leaders are these:

• Watch and listen to them in action as much as possible to see how they think, how they speak, what matters to them and how they prefer to work.
• Reflect their preferred style back to them. If they like data, give them data. If they don't like to be challenged, find a more indirect way of giving an opposing opinion. If they like to get to the point, go in with a list and don't waffle.
• Make their life easier. I remember an IC person  telling me she'd been asked to make a cup of coffee by a senior leader. She said 'I will make your coffee, but please remember that I am here to advise you about internal communications'. Not only have I fetched coffees, I have sat in media interviews that were nothing to do with me (alongside media relations people that had a proper reason to be there) pouring tea, or driven leaders up to the odd meeting, just because they said they'd feel better if I was there. I was pleased to be asked, not offended.
• Put yourself in their shoes and don't take it personally if they yell (unless you deserve it).  I'd be abrupt sometimes if I had a multi-million pound business to run, things were going pearshaped, I'd had no sleep and I had 100 things to get through that day.
• Listen to what they want and ask questions. I've seen so many role plays when people think they have to go straight in and deliver a solution and hardly ask a single question. If you don't spend time understanding what they want, how can you deliver it?
• Deliver, deliver, deliver. Don't let them down. And don't make a song and dance about it. If everyone else is flapping around, be the one person who looks calm and in control, even if inside you're having a nervous breakdown.
• Respect their time and be flexible with yours, pick your battles if necessary, and watch for the signs that now is not a good time ...
• Get to know their PA or Executive Assistant. Be helpful to them, too. Make an enemy of them at your peril!

Anyone want to add any more?

Sue

Let's get together...

I've been quiet for the last few weeks for a variety of reasons, one of which is that I've been rather busy.

And one of the things that kept me occupied for a short time was the facilitation of a group of internal communicators from England's East Midlands.

Black Belter Clare Venn from Alstom Power decided some months ago that she'd like to know what her peers from around the Derby area were up to - so she invited a dozen or so to a morning show and tell session at her offices.  She attracted some really good people from a range of organisations including Rolls-Royce, Peugeot cars and Barclays.  And she was careful to find a group of in-house people who all had something to share with each other.

She roped me in to talk about change, but mainly to hold the ring so that people could debate their issues and experiences.  She's been thanking me quite profusely (so I'm not admitting how much I enjoyed myself in case she thinks of charging me next time).

I think the session worked because Claire created an environment where people were willing to share real problems and discuss solutions that worked for them. 

The local branch of Communicators in Business also chipped in with a bit of sponsorship which was very good of them (and enterprising of Claire to get hold of).

I know Claire has been thinking of this for some time and that she and one or two other people had to invest some time in bringing the group together.  However, it seems an excellent idea.

Rather than waiting for one of the professional associations to arrange an event outside London or Birmingham or look at a topic that interests you, why not put on your own workshop?  Invite the people that interest you and, hey presto, you're up and running!

Looking at where Black Belt alumni come from...I think I'll start working on the people in Basel as there are dozens of them there and they should certainly be ganging together!

Liam

Lee's running an important thread...

....over at his blog. 

He's asking how IC should be represented at the next international festival of PR hosted by the UK's CIPR...

Chip in - it could be quite interesting...

Liam

here's one I prepared earlier...

So has this ever happened to you?

The head of IT security wanders into your office and says "we need to do an awareness campaign about security issues because our human firewall is our biggest risk".

And you say "errr what?"

After a few minutes you work out what he's on about...and you are getting ready to discuss objectives, measurement and all the normal stuff when he says...

"You don't need to worry about all that because we've bought a ready-made comms programme from the tip top experts in the field - all you have to do is insert it in the magazine/post it on the intranet/stick up the posters for me..."

If it's not happened to you...stand by it's coming your way soon.  And not just for IT security.  It's clearly quite a good wheeze

Now some of this stuff is probably quite good and contains some sound advice.  Others are frankly dreadful (would you buy anything about communication from an organisation that has the worst sort of 1980's stock photography on its website???).

But how do you feel about the practice???  A bit sniffy I bet...

I was talking the other week to a chum who said he's had some good experiences but only because he put a lot of work into making it work for his organsaition.  What I saw looked like an excellent product and an interesting approach if you're looking for something a bit different and don't want to bring in a consultant. But my chum had bought it precisely because it was adaptable and, I suspect, he'd be acknowldged as the professional who'd introduced the supplier...

But...how do you handle the conversation when the supplier is imposed upon you?  And what if the supplier clearly knows lots about the specialist subject but sweet F.A. about your organisation, your people and your communications needs?

There's an old story in advertising about the first ready-made cake mixes.  When they first appeared they didn't sell apparently because housewives thought it was slovenly to resort to quick fixes in cake making - that most essential duty of love in a home.  So what did the marketeers do?  They designed a mix that you had to "mix in your egg" - in other words contribute some essential skill that made your cake a wholesome, nurturing home-made product...

I'd hate to think that I wasn't open to new ideas, but I bet the ready-made IC products industry would really take off if they could find the equivalent of adding your own egg...

Liam

PS wish me luck this weekend - it's my final qualifier for my mega cycling marathon and it looks like rain!

A new take on IT

My friend (and top notch IC person!) Anita Patel sent me an email explaining how the Japanese have replaced those annoying systems error messages with Haiku poetry messages. Is this true?? Whether it is or not, the messages are brilliant! Here are some examples:

Your file was so big.

It might be very useful.

But now it is gone.

Chaos reigns within.

Reflect, repent and reboot.

Order shall return.

Yesterday it worked.

Today it is not working.

Windows is like that.

A crash reduces

Your expensive computer

To a simple stone.

Three things are certain:

Death, taxes and lost data.

Guess which has occurred.

Serious error.

All shortcuts have disappeared.

Screen. Mind. Both are blank.

So, oh innovative comms colleagues with mighty writing powers, anyone fancy suggesting any more? IT or anything else IC related?

Sue

PS Apparently someone's written a 250,000 word fake of the new Harry Potter novel and posted it on line.  Now that's dedication!

Kentucky Fried Donuts

So, I AM still here, it's just been an odd two weeks and I've not really been in blogging mood. Last week brought difficult family news, which was ironic as I was writing the commentary for Melcrum's research report into change communication. Writing about emotional reactions to endings whilst being in a weepy heap felt a bit surreal.

This week, my laptop has totally gave up the ghost. It had been sending ominous signals, so I'd already ordered a new one. But I've lost all my e-mails and e-mail addresses until they get recovered this weekend. So to anyone who's mailed me, I promise I'm not deliberately ignoring you.

Here's something amusing from a course I ran this week for leaders. Talking through action points at the end, one person said 'I'm focusing on my Kentucky Fried Donuts - the KFDs'. I got as far as thinking 'Do KFC actually MAKE donuts?  When did I talk about donuts?' before he explained it was his way of remembering to start by thinking about what he wanted people to Know, Feel and Do as a result of communication. What's more, he's putting photos of donuts around the office to remind himself to do it!

Big laughs all round, everyone loved the idea and promptly adopted the term. Whatever else they forget, they'll all remember the first step in planning their communication is to think about Kentucky Fried Donuts. A good reminder that people best remember things that are out of the ordinary, conjure up visual pictures and connect with their emotions. And good story telling fodder too - you can bet I'll be telling the story when I'm running sessions in the rest of the organisation.

Sue

Lucky Escapes

I can't resist one of those 'it's Monday morning - let's have something different' posts.  BBC On Line has two lucky escape stories at the minute. Here's one about a super duck and a guy who survived a fall from the 17th floor of a hotel.

So, how do you fancy sharing the story of your 'luckiest escape' in internal comms? 

I'll start, shall I?  Once upon a time, I was doing a big redundancy briefing.  People were expecting it, it had been signposted for a long time, we were trying to do it properly and we'd brought a couple of hundred managers together to talk them through the plans and coach them through how to deliver the briefings.

It was a two day thing with an overnight stay, and we got a request from the managers that they'd like a big party on the first night, so they could go out in style.

I tried my best to dissuade the business. It was a major redundancy briefing, people might react in ways we didn't expect, all my instincts were screaming 'BAD IDEA!!!'. But they were adamant that if that's what people wanted, that's what people would get.  We got in some of the runners up from 'Stars in Their Eyes', the programme where people try to sound like celebrity singers.

I was so determined to avoid a disaster that I sat down with the events company and made them tell me exactly what people were singing. I didn't want anything with 'inappropriate' lyrics. Came the day, and even the business were getting nervous. Some people were quite upset on the first day of the briefings and I was going around half an hour before it was due to start saying 'we can cancel it - there's still time!'

It went ahead though, and wouldn't you know, it was the most amazing party! People were dancing on the tables and having such a great time, that ... the singers all decided to do an unplanned encore. So there we are, in the middle of our redundancy briefing party, with everyone waiting in expectation for the grand finale.  What did they decide to sing?  MY WAY! Which, dear readers, you may recall begins:

"And now, the end is near, and so I face the final curtain ...."

There is a video somewhere of me and the senior leaders all standing together with totally shocked looks on our faces at that precise moment. The rest of the room, however, found it hysterically funny. And so we joined in with everybody else and sang along.  It was a spectacular end to an amazing party.  A lucky escape indeed.

Come on, who's next to confess?

Sue

news reading

Three things in the news caught my eye today - thought I'd share them ...

So THAT'S why so many women work in comms ...

In today's London Lite, a new study has confirmed women have brains that make us talk three times as much as men. In an average day, we speak 20,000 words compared to 7,000 for men. Apparently it's down to a 'natural high' females get from communicating. So now you know!

Why??

Also from London Lite, check out wikidumper.blogspot.com. It's a compilation of items the Wikipedia editors rejected, and a quick glance reveals why pretty quickly...

And why again ...!

BBC On Line lists the most downloaded viral videos on the internet. Top of the list is a 2 minute video of a teenage boy pretending to weild a Star Wars light sabre. It's been viewed 900 million times.  Huh??  I really must be getting old ....

Sue

On your bike....

Here's a picture of UK internal communicators off to the US after reading the Executive Summary for Melcrum's latest report.  It's the result of their latest study of the state of the profession.

I've not read the whole thing but why are average salaries in the US and Canada higher than elsewhere?  Apparently the average internal communicator in North America is $80 - 90,000, whilst an average brit IC professional makes $70 - 80,000.

Anyone got any theories?

Liam

Don't forget to take the  education and skills survey.

Pic - Jim Brown of Stevenage CTC - places still available on his annual cycle extravaganza