Storytelling and corporate communication
(PBL session 2, closing trigger 1. 3.9.2014)
After watching an example video about storytelling in marketing and corporate communication, (Google search reunion), the team came up with learning objectives to discuss in the trigger closing session.
Learning objectives
1. What is corporate communication?
Why is it important?
"Corporate communication is a management function that offers framework for the effective coordination of all external and internal communication with the overall purpose of establishing and maintaining favourable with stakeholder groups upon witch the organisation is dependent."
"... an instrument of management by means which all consciously used forms of internal and external communication are harmonised as effectively and efficiently as possible." (Cornelissen, J. 2014.)
"... an instrument of management by means which all consciously used forms of internal and external communication are harmonised as effectively and efficiently as possible." (Cornelissen, J. 2014.)
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| Focal areas in online corporate communication (Jungle Minds, 2009) |
Corporate communication is essential to all organisations, of all sizes, operating in different sectors and societies, as they must find ways to successfully establish and nurture relationships with their stakeholders, to which they're economically and/or socially dependent on. This covers both external and internal stakeholders.
2. Who are the stakeholders?
How to differentiate them?
An organisations's primary stakeholders are the shareholders and investors, employees and customers, suppliers, government agencies, communities and other special groups that have some kind of stake of the organisation's merchandise, operations, markets or other areas of intrest. The special interest groups and the media that also help influence the operation of a company without direct economic exchange are called secondary stakeholders.
An organisations's primary stakeholders are the shareholders and investors, employees and customers, suppliers, government agencies, communities and other special groups that have some kind of stake of the organisation's merchandise, operations, markets or other areas of intrest. The special interest groups and the media that also help influence the operation of a company without direct economic exchange are called secondary stakeholders.
3. How to communicate with stakeholders?
How to attract stakeholders?
"Don’t just talk to your audience — listen. Do it often, do it consistently and do it thoughtfully." (L. Phillips. 2013)
DOs & DON'Ts of communications strategy (S. Girvetz. 2013)
DO:
Be transparent. Celebrate successes, but also acknowledge failures and areas for improvement.
Set the context. Provide an honest assessment — are scores going up or down? What needs to change?
Be human. Step outside metrics and put a face on your stories.
Tie back to the business strategy. Why is it important for the company to engage on these issues?
Provide a call to action. How can employees play a role in advancing the company’s corporate responsibility agenda?
DON’T:
Leave people hanging. If you do a survey, report the results. If you include a “stay tuned for more information” message, follow up with more information.
Relay on a single vehicle. Pull together a mix of communications tools — the intranet might be a great place for employee communication, while social media can provide a personal perspective on a story for the customers.
Forget to acknowledge your internal partners.
10 tips to effectively communicate with stakeholders: (Varner, M. 2014)
1. Pique their interest: An agenda is always a good idea, but a brief summary of what will be discussed is even better.
2. Don’t assume they know their job as stakeholder: They might understand the high-level view, but you will probably need to fill in the details.
3. Keep it simple: Give them the situation in straightforward terms. Don’t overwhelm them with information.
4. Use numbers and pictures: PowerPoint is a great tool for presenting graphics and numbers to stakeholders.
5. Sometimes you have to use logic: Accept the fact that there might not always be data to support a particular situation.
6. Waiting is never a good option: Don’t wait until a problem is obvious—it’s often more difficult to solve the issue at that point.
7. Always offer a solution: If you are going to bring up a problem without offering a potential solution, you might as well tell the stakeholders, “Fire me now.” Finding solutions is part of your job as project manager.
8. Specify the actions required of them: If stakeholders need to take action, don’t assume it will be obvious to them. Restate—in list form—what actions need to be taken and when.
9. Always say “yes,” but make sure they understand how much “yes” costs: Sponsors and stakeholders don’t like to be told “no,” so don’t do it. Just make sure they understand the cost of their request, so they can judge for themselves whether or not “yes” is worth it.
10. Don’t stop reporting status because stakeholders stop requiring it: Perception is reality. If stakeholders perceive that you aren’t doing anything—your not. Don’t let your head be the next one on the chopping block.
Keywords
stakeholders, corporate communication, storytelling, corporate story, tools/techniquesSources
Cornelissen, J. Corporate communication. A guide to theory and practice. 2014. Accessed: 2.9.2014.
Girvetz, S. Speaking AND listening: The key to effective stakeholder communications. 1.5.2013. Accessed: 2.9.2014.
Girvetz, S. Speaking AND listening: The key to effective stakeholder communications. 1.5.2013. Accessed: 2.9.2014.
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