#CommsChat on building a brand

This week's chat

While we all know that it is important to create one strong, unified brand that everyone can rally around, it’s not always obvious how to maintain that momentum. This week we’re going to discuss how to build a strong brand in the long-term.

  • How do you know when you’ve achieved a strong brand identity?
  • Who has the greatest ownership of the brand? Your internal, or your external, audience?
  • How do you keep brand communications in line with the brand?
  • How do you ensure everyone embodies the brand values?
  • What factors have the biggest influence on the growth and development of a brand?
  • How can you use a brand’s heritage to its advantage?

Join us! We tweet from @CommsChat and #CommsChat takes place from 8-9pm UK time – for worldwide times, go here. Anyone can take part in the discussion – simply follow the hashtag here or on Twitter. If you can’t make the chat or would like to revisit it, a transcript will go up on Tuesday morning.

We’d love to hear your suggestions for future topics for #CommsChat – get in touch with Brittany by email or Twitter if you have any ideas.

 

Transcript of #CommsChat on leadership and trust

This week's chat

This week we were excited to be joined by the Institute of Internal Communication (@IoICNews) and Nick Terry (@topbanananick) co-founder of Top Banana, who helped us to explore how internal communicators can build trust in leaders. Both organisations have recently launched a report on the subject with Westminster Business School.

Read the highlights:

  •  Economic crisis plus business mistakes before and during have affected engagement and trust
  •  One issue is trust in leadership is often assumed rather than continually invested in
  •  Trust in leadership sets the tone 4 trust in business. Often inseperable, especially when shareholders involved.
  •  First and foremost, the team must trust leadership and in turn leadership must trust them.
  •  It’s the RARE company where corporate culture and “values” don’t stem from the top. Belief in them related to trust.
  •  T3: Providing honest/constructive feedback and advice to leaders on comms is a key role for communicators

Read the full conversation below:

 

  1. Without a doubt, especially when you get to a department level. That’s where bad leaders can hide out for years.

  2.  

    How IoIC’s Internal Communicator of the Year became a trusted adviser. Speaking at too!

  3.  

    Listening is key to building trust. IC’s can help their leaders listen in a number of different ways

  4.  

    no, but specific departments can definitely be impacted. Some roles are more vulnerable than others.

  5.  

    T4: How can internal communicators rebuild trust between leaders and employees? How does that translate to the wider public?

  6.  

    Staff communication is too often viewed by managers as an add-on to their role and not integral to it

  7.  

    Staff would rather know – saves suspicion & grapevine going into overdrive!

  8.  

    And to be seen as experts “: IC’s need to become experts on trust so that leaders trust them!

  9.  

    true even when it is a hard message to give

  10.  

    . Leaders need to be seen to be trusted – its’ the white of the eyes piece! not always easy but their job.

  11.  

    Keeping communication lines open & tranparent is also key whatever the message

  12.  

    Research suggests employees value face to face comms – helps to evaluate the openness and honesty of managers.

  13.  

    CEO may be trustworthy but not the job title. Good point. “: Trust in business and civic leaders is low

  14.  

    Why? Employees in certain cultures don’t trusts their manager let alone the leaders. AND are massively productive

  15.  

    Old ‘command and control’ / top down approach not working. Chosen spokepeople aren’t trusted. Opp for comms people to look again

  16.  

    But when it’s a big company, they can’t fire everybody. 😉

  17.  

    and they have to recognise that every interaction with staff has to build trust – not easy

  18.  

    that only works if the leader "allows" individuals (who don’t think like him/her) to continue working there….

  19.  

    Leaders need to be seen to be trusted – its’ the white of the eyes piece!

  20.  

    A3 absolutely need to seek the opportunity to coach on building trust – in many org who else?

  21.  

    Communicators can help leaders see value in – staff need to feel connected with to be engaged

  22.  

    Trust in business and civic leaders is low (acc to trust baraometer research). Trust in other company reps isn’t

  23.  

    T3 We talk a lot about IC’s becoming trusted advisors . IC’s need to become experts on trust so that leaders trust them!

  24.  

    I worked somewhere where it was a rallying cry for others. Wanted to prove we weren’t defined by leadership.

  25.  

    Sorry I’ve not seen the report. But do you always have to trust your leaders to be productive and engaged? I’m not sure.

  26.  

    As to how, in a business of 50 people or fewer, the CEO should be talking with everyone every day.

  27.  

    T3: focus starting to move from doing/technical skills to strategy, facilitating, coaching for communicators

  28.  

    Sorry arriving a bit late for and will have to catch up

  29.  

    Trust is reciprocal – leaders must believe in staff & likewise there should be trust in leaders for effective org

  30.  

    A2. Who wants to work for co where you can’t or don’t trust its leader? Recipe for unhappiness, disengagement, lower productivity

  31.  

    A3 Absolutely but it will collapse around them if he or she and other departments don’t walk the talk

  32.  

    Yes, very much a 2-way thing

  33.  

    Also…humans are social creatures – we need trust to thrive and this is true in business environment too

  34.  

    Authenticity is the key here. Openness can be tok transparent. (Pun intended) aha something and follow through

  35.  

    T3: Providing honest/constructive feedback and advice to leaders on comms is a key role for communicators

  36.  

    First and foremost, the team must trust leadership and in turn leadership must trust them.

  37.  

    To flip it, the presence of trust drives engagement, collaboration, problem solving and performance

  38.  

    T3: How can internal communicators support and coach a leader to build trust? Should that be the role of folk?

  39.  

    It’s the RARE company where corporate culture and "values" don’t stem from the top. Belief in them related to trust.

  40.  

    @kev_mccdougall The report is about the links between leadership, communication and trust.

  41.  

    Openness is the single most important driver of trust. Leaders need to be open, honest and communicative

  42.  

    A1 Suspect British public feels similar to Canadian: Belief financial health to report to shareholders tops public trust for CEOs

  43.  

    It’s about both. can shed some light on research, but we’ll tie it back to with the next topic

  44.  

    Hi is this about IC and trust or Trust in business in general. Topics are a bit vague

  45.  

    Trust is tough to achieve and so easily lost. Rebuilding is exponential the effort.

  46.  

    Leaders have a key role in pulling everything together – consistency of goals, values, words, actions. Required for trust

  47.  

    partly. It’s difficult to have it without trusted leadership. Trust is hard earned and easily squandered

  48.  

    Trust in leadership sets the tone 4 trust in business. Often inseperable, especially when shareholders involved.

  49.  

    Topic 2: How and why is lack of trust damaging to business?

  50.  

    Wonder if those lovely people have some info relating to questions on

  51.  

    Internally? Yes. Externally? No. It’s different for employees and customers.

  52.  

    Should trust in business be reliant upon trust in leadership? When is that the case?

  53.  

    Will be sending a few comms-related tweets for next hours as am jumping onto the weekly

  54.  

    : We’re discussing research they took into the relationship btw leadership and ” might be of interest

  55.  

    UK business leaders are being treated with ever increasing caution due to wider context of UK political and financial landscape

  56.  

    -ers, do you guys still trust business leaders? (theoretically those outside your organisations!)

  57.  

    Economic crisis plus business mistakes before and during have affected engagement and trust

  58.  

    One issue is trust in leadership is often assumed rather than continually invested in

  59.  

    Oh also, I’m sure Catherine and Nick will be happy to share details about the report as we go. So any questions, fire away!

  60.  

    Topic 1: Only one in four members of the British public trust business leaders to do the right thing, why?

  61.  

    Catherine Park here talking about the report for IoIC

  62.  

    Another fab in store folks.

  63.  

    I’ll let our guests introduce themselves then we’ll jump right into topic 1

  64.  

    Welcome guests and -ers alike. If you’re tweeting, please please use the tag in all your posts

  65.  

    It’s really interesting stuff too! If you haven’t had a read yet:

  66.  

    We’re discussing research they took into the relationship btw leadership and .

  67.  

    Tonight we’re joined by and maybe a cameo by

  68.  

    : looks at all aspects relating to communications, When: Mondays, 8:00pm UK.

  69.  

    Hi all, Brittany here for the next hour of fun

 

#Commschat on leadership and trust

This week's chat

Next week we are excited to be joined by the Institute of Internal Communication (@IoICNews) and Nick Terry (@topbanananick) co-founder of Top Banana, who will be helping us to explore how internal communicators can help build trust in leaders. Both organisations have recently launched a report on the subject with Westminster Business School.

Here are our topics:

  • Only one in four members of the British public trust business leaders to do the right thing, why?
  • How is lack of trust damaging to business?
  • How can internal communicators support and coach a leader to build trust?
  • How can internal communicators rebuild trust between leaders and employees? How does that translate to the wider public?
  • What’s the role of middle managers?
  • What can leaders themselves do to gain trust?

Join us! We tweet from @CommsChat and #CommsChat takes place from 8-9pm UK time – for worldwide times, go here. Anyone can take part in the discussion – simply follow the hashtag here or on Twitter. If you can’t make the chat or would like to revisit it, a transcript will go up on Tuesday morning.

We’d love to hear your suggestions for future topics for #CommsChat – get in touch with Brittany by email or Twitter if you have any ideas.

 

Transcript of #CommsChat on people and the corporate report

This week's chat

Last night we spoke about the employee as a business asset. We tried to understand why it is that human capital is so often neglected in the corporate report when it contributes so much to brand value. Here are some of the #CommsChat highlights:

  •  Often we do not track value/return of human investment vs other corp assets. What gets measured gets managed.
  •  it’s getting better as high profile stories of happy workforce = a positive difference to profits come to the fore.
  •  traditional metrics still main focus in ARs but I think we’ll see more emp value included in future
  •  Strong brand is built on foundations of people & a human story is the most powerful tool we have as communicators
  •   i’d invest if it had high engagement/staff satisfaction scores, but a FUN index would not work in some industries
 

#CommsChat on people and the corporate report

This week's chat

This week we’ll be joined by Simon Constance, HR advisory at EY, as we discuss the importance of the employee when communicating a company’s assets. Communicate magazine’s upcoming conference will dissect the subject in greater detail and Simon Constance is one of a long list of industry leaders who will be speaking on the day.

  • Is the value of human capital widely understood?
  • Should employees have greater representation in corporate reports?
  • How can we successfully communicate our intangible assets?
  • How important is a strong employer brand when measuring the value of employees?
  • How can a business effectively measure the value of its people?
  • Is there a possible standardised framework or metric we can use?

Communicators working in the corporate and financial sectors may wish to enter their work into the Corporate & Financial Awards before the deadline on the 16 April.

Join us! We tweet from @CommsChat and #CommsChat takes place from 8-9pm UK time – for worldwide times, go here. Anyone can take part in the discussion – simply follow the hashtag here or on Twitter. If you can’t make the chat or would like to revisit it, a transcript will go up on Tuesday morning.

We’d love to hear your suggestions for future topics for #CommsChat – get in touch with Brittany by email or Twitter if you have any ideas.