By Jim Shaffer
Please meet the Twitter Girl.
The Twitter Girl joined a pharmaceutical with the goal of helping employees do great things for patients. She didn’t want a job; she wanted a sense of purpose.
The Twitter Girl has a communication degree from Northwestern University. She was assigned to tweet messages into the marketplace and workplace. She has no impact on employees or patients. She just tweets away choppy, sometimes abstruse phrases, hoping someone will figure out what she’s saying in 140 characters.
She’s like many communication people — devoted to activity that adds no value whatsoever. How do the Twitter Girl and others who’ve fallen into the social media tactical abyss emerge and start adding value?
Advice for Adding Value
Here’s what I told her:
- Make it known that you want to add value. Use examples from people who’ve done it.
- Skill up, especially in typically weak areas for communication people — business and financial acumen, change management and leadership.
- Focus on the communication system, not just communication channels. The system includes leaders and what they say and do as well as processes such as measurement, rewards, learning development and work processes. They communicate powerfully. Don’t exclude formal channels. But, understand they have limited impact on results.
- Create a win that proves that business problems are often caused by communication breakdowns such as mixed messages, absent, slow-moving and inaccurate information.
Identify Opportunities for Internal Communications
Ask five questions to identify your best opportunity:
- Where are the best opportunities to improve performance by better managing communication? Opportunities are most like associated with quality, service delivery or costs. In five months one client communication department reduced damage in a distribution center by 54 percent while improving productivity by 16 percent.
- What’s the size of the opportunity? FedEx’s first performance-based communication project increased export sales by 23 percent and generated a 1,500 percent return on their investment.
- What are the root causes of the underperformance? It’s essential to know what you will need to spend to eliminate the root causes so they don’t resurface.
- What will it cost to improve? Calculate the expected cost to see if the ROI is acceptable. And then you ask…
- Is the ROI acceptable? Owens Corning’s first venture into performance-based communication generated a 700 percent ROI in an operation in upstate New York.
Internal communication functions have enormous opportunities to change their role from activity producing cost centers to results generating value creators. Many are already there.
You can be, too.
ABOUT OUR GUEST BLOGGER
Jim Shaffer is an internationally recognized business advisor, leadership coach, author, speaker and leader of the Jim Shaffer Group. Before starting the Jim Shaffer Group, Jim was a principal, vice president and global leader of a Towers Perrin (now Willis Towers Watson) center of excellence. His book, The Leadership Solution is a popular treatise on leadership, change management and creating high-performance organizations. Jim received the International Association of Business Communicators’ prestigious Fellow award, the highest honor IABC bestows on an individual. He will deliver a three-hour pre-conference workshop at the 2017 IABC World Conference.
Connect with Jim
Leave a Comment
Only registerd members can post a comment , Login / Register