What’s hardest to swallow is that our
view usually emerges by choice—
perhaps not deliberately, but it’s a choice
you make based on the way you behave.
There is far greater appreciation today
of our role and value from the top levels
of our organizations than there once was.
Part of the reason for this is that we can
at last show a clear link between what we
do and employee engagement—study
after study demonstrates the vital role
communication plays in unlocking discretionary effort, boosting productivity
and driving organizational success.
Armed with that information, we can
move forward. But where? What skills,
knowledge and experience do we need to
develop to help employee communication come of age?
Most communicators can agree on the
basics of the job; employee communicators are expected to have the following
attributes and skills:
• Organizational understanding—
knowing the organization and the audience
• Advising and coaching clients—
rela-tionship-building and consultancy skills
•Producing communication content
and materials—design, editorial and
• Working across functions and disciplines—bringing disparate elements
what ceos are thinking
PwC’s 16th Annual Global CEO Survey offers valuable insight into
the key concerns, challenges and opportunities faced by CEOs.
Among the findings:
• 79 percent of CEOs indicated that they will involve managers
below board level in strategic decision making as a way to develop
their organization’s leadership pipeline.
• 51 percent of CEOs indicated that they will make at least some
change in strengthening their engagement programs with
• 55 percent of CEOs indicated that they will make at least some
change in strengthening their engagement programs with social
media users who have some or significant influence on their organization’s strategies.
• 82 percent of CEOs indicated that they are looking for new ways
to stimulate customer demand and loyalty this year.
• Creativity and innovation—thinking
outside the box
• Intelligence gathering—research, measurement and listening skills
• Communication strategy and planning—developing a robust strategy
and plan of action
• Communication delivery—tactical implementation, turning plans into reality
What I find interesting is that apart
from advisory and consulting skills, this
list hasn’t changed much in the past
decade. It definitely captures the skills
we need to be effective communicators
today, but does it capture the competencies we’ll need tomorrow?