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.

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)

I realize the irony in the above question from a communications consultant who normally talks about the need for communicating. But there is a point where too much is not a good thing.

Perspective is the most important skill an effective communicator possesses. Whether you are working with a person on staff, a volunteer or a consultant, you are wise to listen! A great communicator will not tell you what you want to hear; he or she will advise you on what to do for your best chance of success.

For example, if you are rolling out a project, it is easy to think this is the most important topic for staff across your organization. Most of the time, it isn’t! There is a point where it may be, but an all-staff, all-information approach can backfire on you.

I love this excerpt from a post from Joseph Phillips, a certified project manager, and a savvy communicator:

Communication planning comes down to this key question: Who needs what information, when do they need it, and in what modality?

Who needs what? This tackles two major issues in any project. “Who” describes the stakeholders with whom you and your project team need to communicate. “What” describes the information that they’ll need.

Not all of your stakeholders will need the same information. Sure, that sounds obvious, but have you ever met one of those moron project managers (yes, the guy a few cubes from you) who sends out all project information to everyone who’s even heard of his project? This guy thinks he’s covering all of his bases because everyone has all of the information. The problem with this approach is the same problem with giving your cat the whole bag of cat food at once: Only give what’s needed or things will get messy.

Here’s an excerpt from an interview with Marcel Lauzière. Current president of the Canadian Council on Social Development and the new president and CEO of Imagine Canada. In a few sentences Marcel captures what true leadership is. Read the rest of the article here. A great introduction to the week ahead!

Leaders need to be passionate because it’s through passion that we actually get people enthusiastic…[wanting] to go in that same direction. That’s the case in every sector. We have to distinguish between leadership and management. You need both for an organization to work effectively. But on the leadership front, it’s very much about communicating a very clear vision and destination, doing it in a passionate way so people get excited about issues. It’s also recognizing that leadership can’t be just at the top of the organization; leadership has to be shared at various levels of the organization. A good leader will normally try to encourage people within the whole organization to play leadership roles at different levels.

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!

If this man was running for office, I would vote for him. I haven’t yet read his newest release, Tribes: We Need You to Lead Us, but Seth Godin’s recent blog entries give a sneak peek of his sage advice on marketing and getting your message out in today’s environment.

His post Leadership is the new marketing says it all - focus your efforts on leading a small group of people and take them where they want to go.

Nonprofits and small businesses or organizations alike often fall into the trap of seeking the holy grail of awareness by the general public. This is a waste of time, and a battle you can’t win. You will be more successful with a narrow, dedicated and passionate focus. So many organizations talk about lack of name recognition in their community as an obstacle - but it usually isn’t the real obstacle. The biggest hurdle is getting specific with the audiences that matter.

The W.K. Kellogg Foundation has released a report on how to harness the power of innovation for philanthropic purposes. It looks at commonly-held concepts and practices more often used in the private sector and adapts it as “a commodity for social good.”

Much of the report talks about building and nurturing an Innovation Culture and the need for it to be systematic and outlines the five stages that are required:

• Setting the conditions required to support innovation
• Identifying the problem or opportunity about which you want to innovate
• Generating ideas to solve the problem or capture the opportunity
• Experimenting and piloting those ideas to test how well they work in practice
• Sharing the innovations with a broader set of stakeholders

Read the rest here.

Do you want to learn more about building a culture? Check out my new resource on Building a Better Fundraising Team.

99.9% of the time, the reason I am brought in to an organization to help solve a communications challenge is related to change of some fashion. In about half of these cases, it seems that a problem originated after a poor decision was made  and the other times, because a supremely proactive organization wants to ensure it is done as well as possible.

Here’s the first few points from my September enewsletter on this topic which offers a checklist for the critical success factors of change. If you want to read the full article click here or better yet, sign up, so you get future issues delivered straight to your in box.

How does your organization measure up:

Business case - there has to be a strong business reason to make the change. Without this rationale, and senior management and board support, it will simply not happen. Trying to push through a change alone is like rolling a granite boulder up a very steep hill.

Guiding principles or rules to live by - taking the business case a step further, begin with a critical dialogue. Formal or not, the process should include a frank discussion about how the work will get done, how difficult decisions will be made, and where the inevitable lines will be drawn in the sand. This could be three simple statements, or ten, but it is the process that counts the most.

Schedule and time commitment - change doesn’t miraculously happen, at least, not well! A commitment to a realistic timeline is critical and tells everyone involved that this is a serious project that is happening, with or without them!

Big picture thinking - while it can feel to the people involved that the change is all important and the only critical thing happening in the organization, this is almost never true. It’s important to recognize where this change fits into the larger context. To not do so is to risk errors and to miss opportunities.

Want to read the rest? Click here.

If you are a plan-a-holic you likely have a shelf full of strategies and good ideas that won’t see the light of day. The reason this usually happens (other than poor consulting!) is that they are seen as distinct from the everyday work of your organization. The more you can make the "new" way, the "new normal", the more successful you will be. Like a lifestyle change, it’s about creating new organizational habits. My recent enewsletter provides shelf-help.