As soon clock struck midnight a few weeks ago on January 1^st, many of us vowed to change ourselves for the better. We thought, “Ah January, a fresh start to a brand spankin’ new year. 2011 is out and 2012 is IN BABY!”  We vowed to lose weight, eat healthier, and take that trip we’ve been talking about for years. We made a COMMITMENT to self-improvement otherwise known as a New Year’s Resolution.

Yet as WeightWatchers programs and gym memberships increase this month, we all know how this story ends. Right about now, we start to forget our resolutions and revert back to our old habits. “Better luck next year, thanks for comin’ out.” Usually, I’m as guilty as the next guy — but NOT this year. This year is different. This year, I’m taking a new approach starting with these steps:

1. Define the goal – It’s tough to accomplish any goal if you don’t know what it really is. For example, instead of trying to “lose weight,” chose a definitive amount you want to lose.

2. Be realistic – Baby steps, guys. Most people become discouraged and ditch their resolutions because they set the bar way too high. Set realistic acheivable goals.

3. Create an action plan – Once you know what you want to achieve you need to consider how you will get there. You need to understand the actions necessary to accomplish your goal.

4. Write it down – This is the most important step of all. Putting goals on paper makes a resolution more tangible, more real. When you physically see a goal your chances of staying the course improve.

In my experience, resolutions don’t stop at improving our personal lives. We also want to improve professionally. If you’re reading this blog post, chances are you want to improve as a communicator. As we know, simply saying, “I’m going to improve,” won’t get you anywhere. Use the system that works with personal resolutions and apply it to your professional life. Take your personal development one step further and use CEC’s Individual Development Plan. 

Now is the time to set clear expectations for your career and discuss a direct approach to improvement with your manager. Here are a few resources you can use to create a solid IDP:

• Skill Development Grid - Use grid to define your goals - Where do you want to go with your career? What are you trying to accomplish? You can think big with longer-term goals. But understand that it takes a series of short-term, realistic goals to get there. Use our to set CLEAR expectations for different levels of skill development.

• Skills Maturity Assessment - Not sure what skills you need to improve? Use this assessment to find your development areas.

Mangers – if you want individuals on your team to improve, use this IDP to set concrete expectations and a plan of attack. Communicators – if you want that promotion, use this IDP to go get it. Trust me, defining your goals, understanding what it takes to get there, and writing it down will get you there. To see what this looks like in practice, take a look at these four examples:

Individual Development Plan: The Presenter

Individual Development Plan: The Influencer

Individual Development Plan: The Consultant

Individual Development Plan: The Coach

Related CEC Resources

Skills and Roles Topic Center

Modern Communicator’s Skill Set webinar

How to Guide Your Career in Communications

Own Your Professional Development

Communicators often need to use numbers to narrate a story. However, for people who love playing with words, it can be a “scary” prospect to conduct quantitative surveys. The challenge lies in asking the right set of questions, gathering information that meets the desired objectives, and analyzing the data to build your story. The question then becomes, “What is the best way to gather the information required to fulfill my desired objectives?”

When researching on best ways to conduct quantitative surveys, we discovered that launching a quant survey is much more than pressing a launch button that sends out a questionnaire. Communicators need to focus their efforts on building a solid hypothesis to test and developing clear objectives for the survey.

The four steps below will help you get the most out of your survey efforts:

1. Build a Plan – Communicators should think about why they are doing a survey and how they plan to use the results. This involves creating a hypothesis of what you want to show with the study, understanding the central problem, and identifying the variables that influence it. Learn how to integrate the problem and its causes into a description of reality.
2. Spend Time Designing – Once you have the built a survey model, you need to do much more than make a list of questions. Designing the survey involves developing and testing hypotheses as well as thinking about whether you will want to track results over time or not. Read more on survey design to understand how to select your target audience, data collection tools, and the survey parameters.
3. Maximize Participation – Getting a high number of responses on surveys can be a frustrating process. You need to convince a large number of people to take 15-30 minutes out of their schedule to respond. Find out how you can maximize survey participation by creating a launch and promotion plan before even making the survey.
4. Conduct In-Depth Analysis – Sorting through vast amounts of survey data can be daunting.  Start cleaning your data by looking for outliers (high or low responses), which can really skew the validity of your results. Look at how you can analyze surveys and build correlations to tell a story with the data.

CEC Members: Download the complete tool for How to Conduct Quantitative Surveys. This is one of the accompanying tools to Step 4 in Building an Outcome-Focused Communication Plan.

Related Blogs:

• 3 Steps to Be a Better Listener
• CEC’s Top 4 Internal Communications Tools
• Integrate Your Listening Efforts

Related Resources:

• How to Conduct Focus Groups
• Building an Outcome-Focused Communication Plan
• Anatomy of a Business Value-Focused Communication Function

As we close the book on 2011, most of us are probably drafting our plans for how we intend to achieve our 2012 objectives.  If you’re like many of the communicators who I have spoken with recently, you are eager to structure your communication plans so as to demonstrate the value that Communications can create for rest of the business.  Perhaps you’re even using the CEC’s recently published toolkit on building an outcome-focused communication planand starting off the planning process by gaining a deep understanding of your Comms objective and target stakeholder audience.  After all, how can you begin to think about creating an action plan if you don’t first fully appreciate the communications goal?

While this advice might seem intuitive, communicators often lose sight of or altogether fail to consider the specific Comms outcome that they are hoping to achieve through their efforts.  But even more important than asking ourselves “What is the Communications objective that we hoping to achieve?” is another intuitive, yet critically important question — “What is the business outcome that we’re hoping to achieve?”

Reverse Engineer Your Comms Plans  Read More »

For many of our members (and for CEC as well), January is the month when the annual performance review process kicks off. The review process is a great way to evaluate what you did well in the last year, but also to focus on your key areas of development. For most of us, the review process ends at the individual level, but it is equally important for the Communications function as whole (and for the team members who together constitute “the function”) to take thorough stock of its achievements and future objectives.

Based on our research and partnership with hundreds of companies over many years, we have identified the 20 key attributes of business value-focused communications function and compiled them into a compact Anatomy Game board . The Anatomy showcases the best practice for each attribute to help our members achieve functional excellence in each of the functional responsibilities. We found that a truly business value-focused communications functions focus their efforts in 4 key areas:

1. Sense Opportunities for Creating Value

Truly valued communicators don’t just fulfill clients’ requests, but proactively identify opportunities to meet stakeholder needs, address areas of potential reputation exposure and surface internal business partners’ communications needs and priorities.

2. Optimize Resources to Highest-Value Work

Many communications’ teams reported stagnating budgets in 2011, with only slightly more optimistic forecast for 2012. Scarce resources place lots of pressure on allocating them in the most efficient and impactful manner. Most successful members create a strategic high-value activities focused plan, and optimize their most important resource – their staff.

3. Extend “Reach” by Enabling Others to Communicate on Your Behalf

Most of our members have 1 to 5 communicators per 1,000 employees. This ratio makes it virtually impossible for the communications team to really connect and touch every employee and stakeholder out there. Top communications teams successfully leverage their stakeholders by getting managers, leaders, employees and external stakeholders to advocate on their behalf.

4. Create Value by Crafting and Disseminating Messages

Almost every communications team out there is focused on creating and disseminating message. However, what distinguishes the truly best communications teams from all the rest is their ability to not only have their message heard, but to actually motivate their audience to take action and to actually change stakeholders’ behavior in way that has a concrete and measurable impact on company’s business objectives.

Why don’t you take a look at our newly updated Anatomy and let us know how your function stacks up?

Recommended Resources

The Anatomy of a Business Value-Focused Communications Function

Managing the Function Topic Center

Skills and Roles of Modern Communicator

Listening to audiences is important to any communicator. But how often do you sense that what people say is different from the way they actually behave? Nod your head if you agree that there is a need to observe audience behaviour firsthand, understand their reasons for irrational behaviour, and do this in the most efficient way possible.

While ethnography has traditionally been used by marketers for understanding consumer behaviours and more recently by companies like Intel to inform strategy and planning, communicators can use ethnography to uncover the underlying behaviours and values of their audiences.

Thinking about how to apply ethnography? While it may sound like a daunting academic exercise, anyone can do some version of an ethnographic study without necessarily needing to use outside resources.   In the CEC ethnography tool, we propose that you consider a combination of participation, observation, and interviewing to find out more about your audience.

Here are three key steps to help you become a better ethnographer:

1. Design Ethnographic Study – Select the location, audience, duration, and observers.

2. Prepare Field Observation Guide – Develop questions and focus areas of investigation.

3. Conduct Post-study Debrief and Analysis – Analyze, and interpret the information gathered.

Sound complicated? Use our Ethnography Toolkit  to learn how to navigate each step.

Case in Point: How Southwest Airlines Uses Ethnography for Stakeholder Listening Read More »

Anyone ever tried one of those seven day cleansing diets?  They usually start when you get back from a decedent vacation, stuff yourself over the holidays, or realize you’ve subsisted for a month on Chicago polishes and deep dish.   You’re allowed only concoctions of stuff like lemon juice, vinegar, salt water, and mashed beets and ginger; and the expectation is that after a week, you’re miraculously cleansed, fit, and trim.  Of course, any benefits don’t last, and by day eight you’re back in line with the rest of us at Big Al’s Italian Beef.

Bear with me a second, but that whole process kind of reminds me of a desperate Corporate Communications team retreat.  We know we’ve gotten fat on low-value requests, we haven’t had time to work out our skills, and the direction of our function is starting to feel a bit aimless.  So, the thinking goes, if we just lock ourselves in a conference room for three days to plan, train, and strategize, we’ll be good to go for another twelve months.

But we all know the benefits of many retreats don’t last longer than those cleansing diets, and our needy business partners can throw us off track like a Bears Mug Beer Sunday Beer Special (a Chicago football tradition).  So as a solution, let me introduce CEC’s 100 day plan for lasting improvement to your communications function.   It’s not an instant cure, but we think the benefits are far greater and more lasting. 

Day 1-25: Setting Strategic Priorities
The first step in the diet is figuring out what we actually should be working on.  Now, a cleansing diet will have you a brainstorm a big list, narrow it down, refine some language and send you packing with nothing tied to business value to keep you on track.  The CEC plan requires a bit more upfront research with business partners, but if you complete our Anatomy of a Business Value Focused Communications Function, you will come away with a data-driven set of priorities that maximize value to the business based on urgency and current state.  You can even use the data push back on business partners and revisit your work to ensure ongoing alignment.    Read More »

As communicators, we like to think that we’re good at listening. But, how often do you see messaging and communications strategies that don’t really resonate with audiences? We’ve discussed how the Outcome-Focused Communication Plan can help to improve your performance. Now, let’s talk about how you plan to listen to your audiences in a timely and productive manner. One effective way is through a focus group discussion aimed at gaining in-depth knowledge, insights and multiple viewpoints on a situation or initiative.  

According to Wharton’s Americus Reed: “A focus group is like a chainsaw. If you know what you are doing, it’s very useful and effective. If you don’t, you could lose a limb.” While our market research colleagues are experts at running focus groups, we as communicators probably feel like we’ve been handed a chainsaw with no instruction manual if we were asked to run one. CEC has created a quick guide to help you make the process easier.

Here’s how you can use a focus group to better listen to your audiences:

1. Select the type of focus group you will run based on your objective for listening: The right type of focus group choice depends on your resources, team capabilities, and what you’re aiming to learn. Focus groups vary widely based on your objectives. They differ based on the people moderating it, the type of interaction that occurs and the kind of conclusions produced. Understanding that communicators operate under various restraints, select the group most appropriate for your situation.
    CEC Tool: Look at some tips on how to find a moderator within your comms team. Read More »

The end of the year is often thought of as a time for reflection — and getting things done.

As you close out the year and get revved up for 2012, check out some of our top tools and templates. In the last year, your CEC internal communications peers have been using these guides to do their jobs faster and more effectively.

You can also check out our top external tools.

CEC’s Top Four Internal Communications Tools

1. How to Conduct Focus Groups

• What it is: This three step process will show you how to effectively run focus groups to test planned campaigns and gauge audience perceptions on communication strategies.
• Why it’s cool: Focus groups can be a highly effective listening tool to understand audiences, but are usually the domain of market researchers or vendors who charge a lot for something you can do yourself. Read More »

“How should my company use Twitter?” is an intimidating question and it’s only the tip of the iceberg. What should and shouldn’t we tweet about? Are people retweeting our posts? Do we have enough followers? And at the end of the day, what do the hours monitoring Hootsuite and TweetDeck really get us?

We set out to determine how and why companies should use Twitter and found that it becomes much easier to answer these questions with clear business outcomes in mind. Here are some of our key insights:

Why bother with Twitter?

• Twitter is a powerful information sharing network. When your supporters actively spread your messages with their networks on Twitter, they reach a broader audience. And whether it’s in the form of a retweet, mention or hashtag, the message gains credibility since it isn’t coming directly from the company. We’ve taken our analysis even further than the last time we discussed the value of Twitter.

What should we do on Twitter? Read More »

“Honestly, Dana, we’re such a small team. There aren’t even 10 of us so:

…we can barely keep up with the requests that come from our business partners.

… demonstrating our impact comes more from getting stuff done than specific measurement strategies.

…it is probably less important that we have a planning template as it is easy for us all to be looped in.

…we don’t have the time or money to invest in staff development.”

Believe me, I hear you! While we all wish it weren’t so, the typical company between $1-5 Billion in revenue has only 10 communicators. We’re talking a median of only 2.1 communicators for every 1,000 company employees who need to understand their role in strategy, who needs more valuable information from the intranet, newsletters or events, and who needs a manager and senior leadership team who is comfortable communicating with them. And we can’t even quantify the number of external stakeholders we’re trying to influence!

All of that said, when you’re in a small communications team, you may actually be in a uniquely positive position. Imagine trying to coordinate the projects, channels, agency relationships or budgets of 50 or even 100 different communicators working on simultaneous activities.

No–when we’re few in number, we can be a lean, mean, and highly effective communications team. We just have to learn to think like our “big” peers and come to work every day with the same drive as a team of 3, 5, or 10!

Here are 3 ways to think and act BIG, even when you’re small: Read More »