From informing to engaging: the role of IC in driving engaging and authentic leadership communications

This morning CIPR Inside and Luminous hosted an Ask the Guru event all about the shift from informing to engaging audiences inside organisations.

As the Chair of CIPR Inside I was there to open the event and facilitate any questions. The event was designed to explore the role of internal communication in driving engaging and authentic leadership communication. With guest speaker Graham Cox, Director of Learning and Development at Boundaries Edge and Mark Litchfield, Executive Creative Director at Luminous they took us on a journey of authenticity, decision making, perception, creativity and measurement.

Understanding how we make decisions

As we set the scene to understand the role of authenticity it was helpful to better understand how we make decisions and where the logic and emotion come in. I’m already a big fan of Simon Sinek and his golden circle theory so it was great to kick off with a reminder about the mammalian brain (feelings) and neocortex (logic) and how 86% of decisions are based on feelings.

What was equally interesting was the fact that as we evolve we should become more logical in our decision-making but with the introduction of AI the need for us to make logical decisions is diminishing.

The six rules of perception

  1. Initial impression resists change, and perception resets every 10/15 seconds
  2. We have confirmation bias, we self-validate – if there is more investment the individual is less likely to change their mind
  3. We cannot hold two precepts in the mind at one time
  4. Perception is directly related to context, so we have to remind people about context all the time. This is linked to the fact that we don’t know how to calculate value
  5. We perceive losses three times more that we do gains. It is this focus on losses and therefore fear of them that leads us to stay in jobs we don’t enjoy or relationships that don’t work
  6. People perceive the past, present and future – and different groups of people will have a tendency to focus on one element more than the other

Engage audiences through creativity and measure how you do it

  • To help with creativity look around you. Benchmark with peers and be inspired by things outside of your everyday
  • Consistency is important
  • Create a central bank of assets to support both the consistency and to help with efficiencies in the team
  • Create a two-way conversation with relevance and measurement; define the metrics upfront, be clear about the audience and who to target, and get qualitative and quantitative feedback

As we finished the morning I shared the Making it Count research with the attendees as this is all about understanding the value and effectiveness of internal communication – and if we find it difficult to calculate value and our perception is directly related to context, I hope this helps us move forwards into more engaging conversations.

Why internal communication is the key to brand authenticity

This morning I attended a breakfast event hosted by VMA Group on the topic of authenticity. The session was led by Matt Hampshire from MK and he was supported by Ed Austin from Wagamama and together they took us through five rules for authenticity.

During the hour they took us through examples from Wagamama as well as some from other organisations – some who get it right and some who get it wrong. As someone who has spent most of their internal communications career working with employees who are predominantly offline it was great to hear a clear message about customer service and organisational purpose – so here are the five rules and how internal communicators can play a role in brand authenticity:

  1. Know who you are
    Looking back to a 1971 Coca-Cola advert and comparing it to a 2017 Pepsi advert reminds us all to stay true to who we are and not jump on a bandwagon. The backlash to Pepsi was huge with an estimated loss of $40m and an advert pulled after huge criticism all over the world.  The identity of the organisation can come from iconic leaders – Steve Jobs and Anita Roddick were just two examples shared – but having a strong purpose and a clear understanding of what your organisation is about will allow you to demonstrate who you are through good communication.
  2. Embrace the truth (even when it is uncomfortable)
    Last year someone shared a photo of a poster in a Wagamama restaurant that clearly told employees they would be disciplined if they called in sick. The first thing Wagamama’s did was talk to their employees – using all their channels they quickly communicated to all employees that this was in fact not the case. It was important for them to keep the conversation going and explain the truth behind the headlines.
  3. What you do is more important than what you say
    Quite often the conversations we have inside organisations will be around values and how we can put a poster on a wall to share them so that people know what they are. Sadly, this rarely works simply because what you do is more important than what you say. If one of your values is respect but it is accepted that people are late for meetings or on their phone during meetings then this doesn’t match. For many, the focus is on the profit and company results and this can lead to behaviour that might go against how we want to be perceived – as Ed said, “If you focus too much on the numbers, you lose focus on the service. Sales will follow if the service is there.”
  4. Start with the right people
    If 72% of people are judged on their CV alone then how can we be sure we are hiring the right people? When we think about employee engagement and employee experience, we need to start at the beginning. The whole employee journey needs to be considered to make sure that the people we train and invest in are committed to the organisation. The example about Zappos giving people £2,000 to not take a job was an interesting example to show how some companies ensure they only hire people who really want to be there.
  5. It’s not about you, it’s about them
    I have spent many meetings discussing this with leadership teams – explaining that they aren’t the audience for some of these messages. The example from Wagamama about the introduction of their Vegan menu was founded on co-creation. Inviting employees who choose a vegan diet to meet with the Executive Chef and discuss the menu, taste it and get involved in what good service looks like for them was fundamental to the roll out of the new dishes. As he said “it’s not about jumping on a bandwagon, it’s about embracing it”

At the end of the session there were some questions about corporate reputation, downloading apps to phones and how to engage cynical employees – all these questions were from different industries and they highlighted the different challenges we can all face in the different cultures we work in. The solution? Come back to these five rules and think about how to apply them in your business, they are core  principles and as a guide, they should work for everyone.