Format to Print Page
Send this Page To a Friend
Volume 4.4 Table Of Contents
- Watch out for unintended messages when shaping communication
- Trend Watch: Taglines go beyond branding
- Digging Deeper: How effectively do you communicate with your stakeholders?
- Ask the Expert:
- Speaking of Success
Watch out for unintended messages when shaping communication
Depending upon whether you’re trying to reach employees, customers, investors, suppliers, alliance partners, or other stakeholder group, it’s likely that you’ll use some combination of presentations, emails, intranet, Internet, media releases, newsletters, individual meetings, advertisements, and posters. But your communication may also impact others in unexpected ways.
For example, a division of a large company that had just completed a major team building initiative kept up posters that read “Who Cares?” The intended message was “We Care.” Unfortunately, another division of the company sharing the same facility was going through a significant downsizing. Imagine how these employees interpreted the message when they came upon the poster in their building.
Bottom line: Whether or not you’re consciously shaping messages, communication happens. Keep time consuming conflict to a minimum by understanding the perspectives of those you intend to reach, as well as those of others who could be impacted by your messages.
Trend Watch: Taglines go beyond branding
Can one message serve all? Company taglines have traditionally been about branding. However, in a new twist, they’re being designed to go beyond marketing to inspire multiple stakeholder groups: customers, investors, and employees. The challenge is making sure that each group understands the intended meaning of the message as it applies to them.
For example, Citigroup is in the process of launching its newest tagline “Let’s Get It Done.” Part of a global initiative aimed to inspire customers to use more of the bank’s services, this phrase also carries an additional message for investors and employees as the company is currently undergoing a major reorganization. Senior executives will need to continuously monitor whether each stakeholder group is receiving the message as intended. This includes clarifying questions such as “What does it mean to “Get It Done” when many employees are learning new jobs, processes, and systems? What measurable improvements should customers and investors expect to see in the coming months? How will Citigroup’s alliance partners and outsource providers need to adjust their operations to serve new needs?
Bottom line: While messages can serve more then one purpose, the potential for misunderstanding magnifies. It’s essential to clarify and continually reinforce through both words and actions what the statement means for each stakeholder group.
Digging Deeper: How effectively do you communicate with your stakeholders?
Rate yourself: On a scale from 1 (low) to 5(high), to what degree do you agree with the following statements?
- We challenge our assumptions about who we believe are the key stakeholders for a particular strategy or initiative.
- We understand the perspectives of different stakeholders.
- We know how company / national culture will impact ongoing two way communication.
- We've identified steps to improve communication with internal and external stakeholders.
- We use communication channels that our stakeholders actively use.
- We regularly monitor feedback and adjust our communication plans as necessary.
Interpretation:
- 25 - 30: Congratulations! Your organization is well on its way to achieving effective, ongoing two-way communication.
- 20 - 24: With just a few adjustments, your organization can improve the effectiveness of ongoing two-way communication.
- 15 - 19: Caution: Communication problems could be building. Use this self-assessment as a starting point for taking early control of problems that could be building in your organization.
- Below 14: Persistent communication problems could be seriously interfering with your organization’s performance. Use this self-assessment as a starting point for addressing problems and moving forward.
To discuss these and other questions you can use to evaluate the effectiveness of your strategy, contact Pam Harper at (201) 612-1228 or contact us.
Q: How do you maintain credible two-way
communication when you’re restricted in
what you can say?
A: It’s understandable
that there are times during a merger, acquisition,
reorganization or other situations when you can’t
discuss events in real-time for legal or other
reasons of confidentiality. However, you can still
address the issue head-on by monitoring the concerns
of stakeholders and responding in a way that won’t
compromise confidentiality. Telling people when
you will be able to further discuss issues can
also help lower the uncertainty level and maintain
your credibility under these tough circumstances.
Quote: "Each organization determines for itself if communication is credible, and acts accordingly."
--Pamela S. Harper, from her book “Preventing Strategic Gridlock®” (Cameo Publications)