Do you have permission to lead?

CEOs, and most of us, have to earn our permission to lead.

While as leaders we want people 'in behind us', or following, the challenge is how to truly engage people so they want to follow the direction we set.  

How to choose the right direction to start with? How to consult or adapt our vision to one that our teams find compelling? Then how to build an unswerving committment among the team to the vision, mission, strategy and values?

Australians are not natural followers. We like to think that in fact we do think for ourselves.

We want our leaders to stand for something, be worthy of following and take us somewhere worth going. And yet many leaders - many of us - do not do justice by our colleagues, clients and staff by communicating those things well.

We struggle, overloaded, to get through our meetings, priorities and business plans. We don't stop often enough to reflect on whether what we are communicating is going to help us reach our goals - or take us and those who rely on us further away from them.

This quarter BlueChip has focused on leadership communication. To us, the golden rules are these:

- be visibly committed;
- be contextually aware;
- be clear and consistent: in personal brand and leadership style.

At a recent BlueChip CEO Breakfast, a straw poll of the industry heads present suggested leaders in financial services understand how important it is to lead through good communication - and yet finding time to invest in their own communication ability is hard.

It's one of those 'important but not urgent' jobs.

But leave it too long and it will be both urgent and important.

What can each of us do to lead better through our communication?

Invest in it. Make time, get a coach, go to training.

Plan. Actually think through the role communication can play - and make sure it does.

Practice. Get feedback. Improve. And persist. 

This blog post is taken from the most recent edition of PRognosis, the quarterly BlueChip PR thought piece. Last edition was dedicated to leadership communication.To subscribe, simply drop us an email.

Why I can't do what you want if you can't explain it well enough...internal communication

Now I may not have started out as a guru at explaining myself to others. Just ask my team.


But what I do know a little about is explaining (on the large scale) strategy to staff - in financial services but also other industries. 


What does that mean, exactly? The bit about "explaining strategy to staff"?


It means this... what the context is, where the company aims to be in that picture, how we're going to get there (together)...and...drum roll...what your part is in that bigger game plan.


But here's the trick. And listen up leaders because most of you get this wrong. Consistently. I say that with due humility because I get it wrong too.


The "trick" is this:


1. Get clear on the actual strategy
2. Get clear on the context (outside and inside including what your team are thinking, feeling and experiencing right now)
3. Get a sense of what needs to be done to deliver on strategy then (this is really important) 
4. ASK the top team (maybe up to 10% or more of your team) how to do it...and listen to what they say - that's the operating plan! And the messages.
5. Finally, tell everyone. Again, and again, and again, and again and again...until they start to mock you.


There are many other, longer, ways of explaining these top five essential actions in making strategy relevant to teams - and whole organisations.


But after more than a decade and a half inside, and outside (advising), large and small financial services companies (and some others) on internal communication, I can offer you the short version.


Of course the real test is my own business, BlueChip Communication. In recent years I've worked with a mentor who is not a communication expert, at least in the "corporate communication" sense. And yet what he said about communicating strategy is absolutely right. I use this wisdom everyday at BlueChip. 


Paraphrased, it's the summary version of how to make strategy real. 


"Define your strategy in five or six key sentences. Then repeat them. All the time, to everyone."


Has it worked? Well ask one of our people next time you see them...

#QantasLuxury = social media stand up

Wow. Just last week a group of senior corporate affairs people were talking about the interaction between traditional and online media.


You know the rub - social media can be where an issue starts and then traditional media grab it and it's away. It moves so fast you either can't respond, are ill-equipped to do so or management just don't 'get' the right way to deal with it. And before you know it, splat. The brand, online and off, has a big mess to clean up.


Usually however it's not kicked off, as one tweet described, by a management own-goal. 


Today here's a great example, courtesy of Qantas. We've been following the twiiter storm that came after Qantas announced this competition. 


What followed was painful to watch. The twitterverse, as it can, turned nasty. 


It was almost like watching drunk, bored uni students sit around seeing who can make the wittiest, nastiest wise-crack at each others' expense. 


Funny yes, pleasant no.


So from twitter announcement by @QantasAirways this morning to twitter backlash, broader social crankiness, then mainstream news. ABC News online and the SMH were right there, along with others.


Along the way we got the YouTube video, and, from @QantasAirways, this tweet with a picture of "Australia's most famous pyjamas".

 Bottom line for financial services social media? Three things:

1. Understand how your audience sees you NOW. Are they already hugely annoyed? Then wait. Save your social whatever for another day...and think about polling, listening in to customer calls, or simply checking the idea with someone on the front line.
2. Have a contingency plan. Know what it looks like if it does (unlikely I know) go to custard. Let's say you do think it's a great time to launch a new competition to win a low value prize pack...stop for a minute and scenario plan what might go wrong. It's communication risk management 101.
3. Have senior folk (sign off) on call, and already socially aware so that under pressure they make the right call, or back yours.


Qantas may well have done all this...and still had a less than ideal day. 


Hopefully they also have a sense of humour. Twitter as stand up is hilarious. Perhaps not so when it's your own brand.

Picture a perfect client: top 5 secrets to being one

Much like a perfect summer day in the Cotswolds, a 'perfect' client is delightful.

Mythical also. Much like the perfect PR firm or consultant. 

If, like me, you believe perfection is found in moments, not perpetuity, then perhaps you'll sympathise with the idea that perfection is the journey, and not a fixed end point. 

While this landscape looks good at a distance, the picture was taken with an iPhone (the dark shadow top right is from my case) from a moving train. It's not perfect. But stand back and it looks pretty good.

Standing back from the client relationships (financial services PR firm) BlueChip values the most and we find some wonderful pictures.

Five features of the 'perfect' client

A perfect client, or a perfect client relationship, features at least five (pretty universal) factors:

1. A vision
2. Clear expectations and communication
3. Frank and fearless feedback - positive and sometimes "notso"
4. Business results - commercial outcomes on both sides
5. Teamwork

But dig deeper, to look for a bit more gritty reality, and the picture gets a bit grainy. Not out of focus, but less perfect. More real.

The cold hard truth of 'perfect' clients, 'perfect' relationships, or 'perfect' consultants is that it's BS.

There's no such thing.

There are a few less glamorous inputs...so here's my take on reaching near perfection and staying there as a client (or PR consultant)

Five secrets to near perfection as a client

1. Work out what you really want...
2. And why it matters...then share it generously & relentlessly with your PR firm
3. Tell them what you really think, kindly
4. Help them deliver for you and still make an appropriate profit (they'll love you for it)
5. Treat them with respect...like a dear and smart friend who wants the best for you.

Because they probably do. Of course if they don't, they're the wrong PR firm.

But if they do, which you already know (it either oozes out of them or it doesn't), and you do the less glamorous but more important stuff above, they'll open a vein for you. Almost literally.

And suddenly perfection looks too easy. The relationship is warm, the results are exceptional and everyone is having a good time.

The picture is damn near perfect.

Qantas v Unions: Pot or Kettle blacker?

Regardless of the outcome, reputations will be damaged in the boxing match featuring "Qantas vs the unions".

It remains to be seen whether the pot, or kettle, emerges with their name more blackened.

Both the unions and Qantas are likely to suffer some tarnish to their reputation given actions by both mean they are failing to deliver on basic service, let alone the brand promise.

I'm not an aviation or union expert, but I'm fascinated by the public aspect of the battle. Here are some observations of how it's playing out and how the PR is being handled.

Qantas

Qantas is actually pretty good at PR. They've always seemed to be great at getting their message out - quickly, cleanly and with great execution discipline, and in keeping with community standards.

Which makes it all the more interesting (what really happened behind the scenes?) that today's shut down has drawn a proper bollocking from Government. Normally such a bold and big move would have been discussed with government, and the subject of much behind the scenes consultation - all designed to avoid exactly the reaction they got today.

Now that the Board and CEO have gone with what one online forum thread describes as "the nuclear option" it will be interesting to see how good they are at crisis communication while on the offensive. And whether they have a PR adviser or firm on board, or internal folk, with the ability to steer through this with the least damage.

Because damage there will be...more on that later.

Qantas has just moved from "victim" to "aggressor" in the public psyche - not only because they have "gone nuclear" but importantly because they've just stopped serving customers. When your customers are families trying to reunite, people with medical issues and travelling tweeters, what comes next will fill PR, crisis management and stakeholder theory text books for some time to come.

And I say "crisis communication" when talking about Qantas because it is, by definition, the communication needed (and often not employed properly) when the issues threaten the very continuity, or fundamental value and sustainability, of the organisation.

The Unions

The union movement is also great at PR - not necessarily the kissing babies style community PR but that great sport of intensely fought campaign style media designed to win both the war and the battle.

When industrial action stops flights it's harder for the unions to stay on the right side of public opinion.

Now, Qantas have handed the three unions representing baggage handlers, catering staff, engineers and long haul pilots, a huge advantage - the big group of people (passengers) who are now as cranky with Qantas as the unions are.

Its an advantage unlikely to be wasted if tonight's Fair Work Australia hearing doesn't produce at least a ceasefire to enable all parties to cool down - and flight service to resume.

News media

The Sydney Morning Herald is running a good mash-up style news feed here, with webcam from Qantas's currently empty check-in areas, regular news updates, images and comments from passengers via twitter and email.

The ABC's coverage is similar but with far greater weight to images and cool inclusions like twitter sentiment (62% negative on Alan Joyce when I saw it) through storify.

Analyst Tom Ballantyne says it was Qantas's only real option. Maybe so. But possibly it could have been executed with better behind-the-scenes stakeholder engagement - and they'd be coping less of a public blackening now.

Tony Abbott's line that it's a national repuation issue was echoed by commentator Greg Sheridan. Sadly, thanks to the newly installed paywall around The Australian's content you'll have to pay to read the full piece.

Online reputation management

It would appear the Qantas team is somewhat under resourced, with tweets outbound but, as one SMH reader notes, no staffers responding to stranded passengers via social media.

Not a great triumph for brand management online. All very well to offer smart-alec comments from the side line but if I were working with Qantas on this I'd have strongly suggested a social media desk staffed by (in this order of preference) management or customer service people who are social media savvy, their PR firm or an outsourced call centre used to dealing with investors or upscale customers - and yes they do exist and can be deployed quickly. It's really not that different to the media desk and elevated customer inbound call capacity that's a standard part of every crisis management team.

BlueChip has a crisis management desk wired and ready to go...it seats a dozen people in close (but not too close) proximity so that communication can be exchanged quickly, answers developed and signed off on the fly and the team acts as one. Why is Qantas's equivalent not given permission to go further than one-way - taking passengers at least on the return journey in social media?

All those sympathetic outbound passenger tweets by Qantas (had they happened) would have helped tip Alan Joyce's twitter sentiment (and more importantly Qantas's) back into the green.

I'm guessing that having bet the farm on this move Alan Joyce was more worried about other alligators in the swamp than his own customers.

And yet neglected, those cranky flyers could yet pay Qantas back horribly for failing to provide swift, helpful responses in the right medium ie the one customers are using to vent, ask for help or simply share their latest news.

That's the whole point of the democratisation of influence we've seen with the rise and rise of social media.

Too few senior people (Boards and leadership teams) in financial services don't yet appreciate just how far reaching the evolution of online communication is - and that yes, it does reach into the boardrooms and mahogany rows (or well-lit hot desks) of those formally in charge.

At least Qantas is tweeting...even if its only one way.

It's too early to call it for either party in terms of media and public sentiment.

If I had to guess I'd say media will call it as the online sentiment does, at least short term.

Events at Fair Work Australia may yet see Qantas hailed as a reluctant hero - fighting back only to secure their survival.

Either way it's a public example of how PR wars are now fought, and won or lost.

Financial services Boards, CEOs and senior management could learn a lot by watching it unfold online.

Flashback Friday

With the weekend now about ten minutes away I wanted to do something a bit unusual. And that's talk about us. Not me, mind you. Us. Otherwise known as BlueChippers. 


This week, as we've worked together to hit home runs for current clients, pitch to new clients and improve how we work, a few things really leapt out. So, at risk of having you see me as a a bit soppy, I want to pause, and to 'flash back' to some great moments for our team.


It's different here
Everyone says that when they're recruiting right? For example: "We're different. We do x, y & z for our people. We really care." And then by week three you're wondering how they even made that stuff up, let alone said it with a straight face. 


But here's what our people (not me!) say:


1. The values are real - respect, integrity, persistence, excellence - with actions behind them 
2. There are no politics
3. People tell the truth even when it hurts
4. You have a real opportunity to do your best work and to grow personally and professionally
5. We have fun and laugh together...


Although at midday today when we were all heads down, hands on keyboard you might wonder about that one!


A star team...not just a team of stars
"You know it's harder to get a job at BlueChip than it is at [insert name of leading investment bank here]" said a well known recruiter recently.


Well actually it might even be harder because not only do we hire hungry, humble and smart people, we are uncompromising when it comes to "fit". And by "fit" we don't mean a gender, cultural or educational background or personality type. We mean "fit" with our values. 


While we do unashamedly go after the best people in the market, we want to only work with other people we want on our relatively small "boat". 


People who say stuff like:


- "I don't want to delegate that to him/her because it won't give them enough challenge"
- "We can do this better...here's how it might work"
- "So and so did a really good job on this" and (yes, it's true)
- "We shouldn't charge our client for that because..."


Doing our best work...so clients get REAL results
When we're recruiting and an entry level candidate says "I don't want to do that fluffy kind of PR", they suddenly have our full attention. 


People who are already BlueChippers want to make a difference, do their best work and achieve a great outcome for clients.


They hate fluff, they loathe tactical-only campaigns, and they always want to understand the big picture. 


In many ways, while the recruiters think we're mad, BlueChippers are actually people who already work like we do. Our culture calls out to the right people.


They're people who want to do great work. And they are prepared to hear feedback in order to get better and better at what they do. 


So when something's not working, they call it out. To our clients, their colleagues or their boss. We call it (full credit to Patrick Lencioni) the "kind truth". One set of words to describe giving feedback to each other is this:


"Bad news does not improve with age. But the kind truth improves with observation". 


It hurts way less when the person giving you feedback cares, and has carefully observed what's going on for you. But still delivers exactly what you need to hear, knowing it might sting.


Valuing values
This week I've marveled at the ability, the team spirit and the talent here at BlueChip. 


But most of all I've been humbled by the evidence of our values at work. 


They power our team, they help us reach the stars for our clients, and they ensure we enjoy the time we spend with each other.


Above all, values help us all "be the best we can be".


Happy weekend BlueChippers - whether you work here yet or not!

The sweet spot remains (online) for financial services PR

After a lively discussion today with a group of senior corporate affairs people in financial services I thought I should check back to a few things Paul Cheal and I said in our first financial services social media seminar in 2009.

Re-reading this post it's interesting to see just how much is still the same...and fortunately a lot of what we said then held true, or still applies. Take this snapshot for example:

- choice of information channels & sales channels will proliferate…
- at the same time the rise and rise of social media means choice of marketing tools can be overwhelming.

 

Where to start?

By taking the same principles we learned in traditional PR, communication and marketing online – and playing by the new rules of the social media world.

The sweet spot for financial services is online PR.

By online PR we mean:

1. Quality and quantity content that earns you search engine superiority and viewer attention

2. Communication direct to clients in both institutional and retail marketing

3. All linked back to an effective website AND

4. Engaging your audiences with the next “P” in financial services marketing – philosophy.

Because in the new digital democracy it will be what you stand for, what you do and how interesting you can make it, that earns you the attention of the people who matter most to your business.

Download BlueChip Communication's ten steps to online PR for financial services here.