With the amount of companies downsizing, closures and other downturns that are happening these days in, it’s a good time to think about the definition of proactive communications. In some organizations, telling staff ranges from sending them a copy of the announcement that went out to the press (yes, this actually happens!) to pulling them into a room an hour before.

Let this be a reminder to executives who want to ‘control’ and ‘contain’ the message by withholding and delaying information to staff - it doesn’t work. Check out the video from Sky News of the angry mob of workers who received one hour’s notice that 850 of them would be losing their jobs immediately. This story made world headlines.

The bottom line is that whatever you plan to announce - good news or bad - you employee communication simply has to come first. And it has to be delivered in such as way that is meaningful to them. For example - what you tell your shareholders or donors, or board about efficiency and cost savings would NOT be the same information you explain to your staff - who most likely translate efficiency and cost savings into working more for less, or losing jobs.

My latest enewsletter - to be delivered to subscribers soon - touches on the topic of leadership and personality, and their impact on effective communications within organizations. This is the essential ingredient - how well you connect, how much your employees trust you, and how good you are at inspiring the potential of others has the biggest single impact on quality of the workplace, and accordingly, productivity. If the culture in your workplace is less than ideal, the root is most often a bad decision or poor communication, fed and watered by the suspicion and distrust of others. Coincidentally I read an article today by Thomas J. Lee from Arceil Leadership on the three voices of communication and the toxic workplace.

Here’s an excerpt:

Overcoming cynicism is a tall challenge for any leader. But overcome it, you must. The engagement and cohesion of your people can mean the difference between survival and collapse. Ignore cynicism, and you allow its corrosion to undermine the organization you have worked so hard to build.
 
By cynicism, we mean a toxic attitude among would-be followers that assumes the worst of your intent as a leader. Instead of embracing the nobility of your intention, instead of granting you the benefit of doubt, the cynic sees only manipulation and control. He is quick to do the math on the cost to himself.

If you want to read more of what Thomas has to say click here.

This is the time of year every professional journal, magazine, and other media is full of articles on resolutions, predictions and tips on goal setting. Yawn - is there a new angle?

Within the communications sector, popular blogs and networks are full of articles on employee engagement, developing strong internal cultures and building networks. There is good information out there, if you are willing to wade through a whole lot of theory and professionals within the networks commenting on each others’ theories.

The problem is, most of the information is written by professionals working in the profession for other professionals in similar roles, and not of much use for the human resources manager, executive director, communications or marketing officer, or professional fundraiser looking for practical information.

Employee engagement is, and always will be a most important challenge for any kind of organization. Without staff who understand the point at which their personal goals, talents, abilities and purpose intersect with that of others, and the organization, no organization can hope to succeed. With all the chatter about the need for innovation, the big question should not be how, but why?

Most of the time, the temptation is to try to persuade - by sharing numbers, projections, and lately - threats - that jobs will be lost, etc. without the commitment and boot-pulling of staff. This doesn’t work. This is data. Data is logical. Human passion and drive is emotional. There is a hierarchy of needs and emotion at work that has nothing to do with organization structure.

Start with why? Think about why this is important. Put yourself into a staff member’s shoes. What’s in it for them? What hopes and fears do they have? Is there common ground between their’s and the organization’s? How can you help?

I realize this may seem oversimplified - but as with many things in life, simple works. Start there in 2009!

Many organizations plan state of the organization presentations for the early part of the year. These are a great opportunity to share high level information with all-staff audiences — but don’t overlook that the greatest value is in the dialogue, and the follow up.

Especially in the current economic environment, we need to unbutton the formality and actively seek out conversation, input, and sharing. This is usually the opposite of what most executives expect, and are comfortable with.

More tips on this topic:

• From Melcrum, How Not to Conduct a Town Hall Meeting
• My November enews - Communicating in Hard Times (you might also want to read September and October 2007 articles in the newsletter archive)

If you asked most people what they think are the reasons employees quit their jobs, the typical answer would be factors like poor pay, conflict with others, or simply a bad fit. The truth is that those things make the list, but are not the only reasons. Organizational psychologists and experts say these are the key ingredients for staff happiness:

1. Opportunity for personal control or latitude in decision making
2. Opportunity for skill use acquisition and development
3. Clear goals
4. Variety in job content and location
5. Role clarity and feedback
6. Positive contact with others
7. Good pay
8. Physical security
9. Valued social position
10. Supportive supervision
11. Career outlook
12. Equity (justice for both the individual and the community)

The secret to a great leader is someone who can recognize potential in others and set them free to do what they do best. Effective communication, as a leader and as an organization, helps to foster this environment.

Jaxon looking scary!

It can be really tempting to rush a project and cut corners to meet a looming deadline. We can get so focused on the larger goal that taking the time to properly communicate to staff seems unnecessary. It is rare to find organizations that truly communicate to their staff on changes or important directions that affect — not to mention depend on — them!

Yesterday my seven year old assistant, wise beyond her years, asked me what afterthought meant. I asked her what she would guess, and she said: “when you know you should do or think something, but you don’t until it’s too late”.

I find there are two types of organizations who need help from communications consultants like me - the group that wants to do the best job possible, and is willing to spend the time necessary - and the group that does this as an afterthought, usually in reaction to an issue.

Many smaller organizations feel that staff communications is a luxury for the mammoth corporations with massive corporate communications departments. The reality is, many large corporations face the same kind of pressures and challenges of stretched resources as do the smaller organizations, just on a different scale. 

The truth, and it’s not so scary, is that we all play a role in communications, every day. Do what you can to inspire and lead those around you - and think first of what they need to know and why!

As the host of this issue of the Carnival of Nonprofit Consultants, I asked fellow bloggers to share their best and worst experiences, or observations on leadership.

Jane Arsenault at FIO Partners Perspectives contrasts her firm’s experience working in three distinct cities with the six essential leadership skills needed to stand the test of turbulent times.

Sam Davidson at CoolPeopleCare reinforces something I like to emphasize often - the ability to define success.

Jason Dick at A Small Change talks about what happens when you don’t have leadership and support for fundraising, and offers some tips on how to build it.

Katya Andresen at Robin Hood Marketing offers her two cents on marketing expert Seth Godin’s recent presentation to nonprofits - how to make people feel heard.

Heather Carpenter at Nonprofit Leadership 601 describes the characteristics of a learning organization, defined as one of the best models for effective leadership.

Coincidentally, my September 30 enewsletter offered a checklist for change, to measure your leadership’s likelihood for success in managing change, a key challenge in these times.

Earlier this year I’ve commented on the HR Council of Canada’s project to develop a labour market strategy for the voluntary sector in Canada. To date, two reports have been released, which will contribute to the eventual strategy. Over the summer the second report was released and included survey results of employers and employees. You can read the short summary version here.

What strikes me most is that almost all nonprofits report difficulty recruiting, and rank this as one of their top challenges. Yet they admit they have done nothing to make their workplace more attractive to employees. About one quarter of employees of nonprofit organizations are currently seeking other employment. In many cases they cite better compensation as the root cause (want to know where you rank - check out the council’s salary review). Most are personally committed to the cause of the organization. They also say they would like greater feedback and development on the job.

I call this "low hanging fruit" - if you are in a position of leadership, talk to your staff, connect them to your organization, and provide them with support they need. It will go a long way.

The Chronicle of Philanthropy recently concluded something close to my heart - that nonprofit organizations need to do a better job of recruiting and training volunteers, and keeping them engaged. We have all been there, personally and professionally, no doubt… asked to join a nebulous committee, perform volunteer feats that no mere mortal could be expected to achieve, pester and bully our family and friends into donating their time and money, and stuff envelopes too.

This is not a recipe for long term success. Instead:

• Recruit and orient your volunteers, and staff, carefully and with consideration for the skills and attributes you need. A live body or bum in the chair is not a recruitment goal! A volunteer or staff mismatch only leads to dissatisfaction.
• Once you have the right people on the bus, give them what they need to work and feel great — tools, information and leadership!
• Keep them informed and engaged, making sure they know how they fit and how their efforts are appreciated.
• And last but not least, listen to them…communication is intended to be two-way!

In marketing terms, a value proposition is a clear statement of what a company or organization offers its clients. Like most things in life, simplicity is the key to clarity. The more focused the value proposition, the more effective the resulting communication.

The most powerful statement in the world will lead nowhere, however, if your value proposition is in direct contrast to your organization’s core and culture. Nothing breeds disillusionment among your staff and volunteers (and your donors!) than the rank whiff of disconnect. An organization’s culture, sometimes defined as how people behave when they think no one is looking, needs to be authentic and in tune to resonate. Inconsistency is the greatest demoralizer. Organizations that live their values are:

• authentic - act and do as they say they do
• receptive - actively interested in their donors’ and staff needs and interests
• giving - focused on the needs of their clients first
• prosperous - attract supporters and partners