By Paul Matalucci, ABC, and Ed Kamrin

The following notes were collected on January 29, 2010, at the sixth meeting of senior communicators who met initially on June 10, 2009, at the close of IABC’s World Conference in San Francisco, and again on August 18, September 22, October 20, and December 11, 2009.

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How does a communicator demonstrate courage?

• By saying what senior leaders need to hear, instead of what they want to hear
• By advocating for the audience – whether employees, the press, or the general public. Communicators serve two masters: the executive team and the audience.
• By insisting on transparent communications, even when the news is bad

Courage often doesn’t require a bold feat of daring. Instead, it can be a process of moving the needle – taking small steps and building solid relationships.

 

What are the preconditions for courage?

• Confidence in our own capabilities as communicators
• Having a strategic approach/mindset and recognizing the value that we add (This allows us to influence and earn a seat at the table.)
• An understanding of executives’ agendas, so that we frame our advice within that context
• An understanding of the needs of our audience(s)
• A personal willingness to sacrifice psychological comfort to say what we believe is right

 

How do we create the conditions under which we can be courageous?

• Treat our executives as an audience and change our language accordingly. For example, “communications plan” may mean nothing to an audience, so consider the terms “rollout strategy” or “change management strategy.”
• Get some wins. Even small tactical victories can enhance our reputation and help build goodwill.
• Gather proof points. If we are to earn the trust and respect of senior leaders, we need measurement. Be sure to measure the right things: how much more consumers buy, how much longer employees stay at their jobs. Consider benchmarking and third-party validation, using research from trusted sources like Towers Watson.
• Define the future state for communications. This allows executives to understand our agenda as communicators and helps us gain buy-in.
• Prevent executives from making gaffes. No leader wants to be embarrassed, and even the most hierarchical, “top-down” leader will be grateful for a timely warning.
• Make sure that executives are aware of social media, which functions like a truth machine.

Courage flourishes in a safe environment.

 

What creates a safe environment?

• A culture that acknowledges “noble failure,” the belief that organizations learn more through failure than through success
• The willingness of leaders to accept blame
• Knowing leaders as people – and the willingness of leaders to share details of their lives
• A sense of belonging and community, which can be built though affinity groups, employee bulletin boards, and sometimes shared adversity.

 

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