We hope you'll enjoy this edition of Strategy Matters, a newsletter bringing you news, tips and strategies for effective communications from Strategic Communications, LLC, committed to bringing you success through strategy. www.stratcommunications.com |
|
|
Does Culture Matter?
I'm speaking to a group of HR (human resource) professionals this month on corporate culture and communication. Does culture matter? The answer to that question requires, first, the answer to a couple of additional questions:
- What IS culture?
- Why should you care?
Corporate culture is (according to Chatman and Eunyoung, 2003), "...a system of shared assumptions, values and beliefs showing people what is appropriate and inappropriate behavior."
The keys words here, I believe, are: "shared," "appropriate" and "showing."
The shared definition of what the culture "looks like" in your organization could be anything. There is no "right" or "wrong" definition for your desired culture. The key point, though, is that there is shared agreement on what the desired culture is - and, beyond that, that there is some agreed upon method of quantitatively measuring whether or not you are achieving that desired culture (hint: that's a piece that is often missing).
Appropriate suggests that there are (hint: there should be) some specific expectations of the types of behaviors and actions that the organization expects of its members - all members.
Showing is arguably the most important part of this definition. It means, in short, that the organization (and, in particular, its leaders) must walk the talk. This means two things:
- The defined/desired culture should align with organizational goals/objectives (if you say you have a "culture of service," but all of your objectives are focused on ROI, there is a disconnect).
- Leaders need to model and maintain the desired cultural expectations through their own behaviors as well as their expectations of others.
In short, to achieve a strong culture:
- Define "what" your company stands for and communicate those expectations in behavioral terms.
- Make sure stated cultural expectations are aligned with stated organizational goals.
- Hire employees who understand the expectations and will support them.
- Be consistent in terms of upholding expectations, through recognition, reward - and, when necessary, constructive action.
For a free whitepaper on "Tying Your Communication Strategies to Culture and Measurable Impacts," including the results of a recent online survey, email me at: linda@stratcommunications.com. |
|
|
|
I've recently been involved in an interesting discussion in an online group about "old" vs. "new" media and, of course, common sentiment would lead us to believe that "old media" is dead. But I'm skeptical. And I'm interested to find if others are as well and what academics, media experts and social media proponents have to say on both sides of this issue.
My thoughts: if old media really *is* dead, I have a feeling it will eventually be reincarnated. I predict that "uncontrolled media" will emerge for a while but eventually the public (particularly the "lazy masses" who don't have the time or inclination to "fact check" on their own) will clamor for some form of "gatekeeper" system (e.g. the major media and professional journalists/editors). We're already seeing plenty of rumblings over poor quality of content, poor writing, inaccuracies, plagiarism, misrepresentation, etc., etc. These issues will only accelerate and will eventually, I predict, result in a shift back (to what degree, who knows?) toward the "old model" of journalism.
Sure it's great that "anyone" can be a writer, an editor or publisher, but there is a need (IMO) to have a system that instills some sense of trust and credibility in what we're reading/seeing/hearing.
In fact, a recent article in btobonline (May 4, 2009) listed the "Media Power 50" where the Wall Street Journal is still on top - and growing. And it isn't the only business publication that is. In the same issue, Paul Gillin, "New Media Strategist" suggests in his column that web sites hire "some top business journalists...(they're cheap right now)" to run their sites to deal with the "historic collapse of traditional media." Again, I'm skeptical. Seems to make some sense on the surface, but there is still an unavoidable implicit bias is this type of approach. Why should I, Joe/Jill Consumer, believe that *any* company says on its web site, regardless of the caliber of journalist hired to say it?
I know media companies are struggling. I know the current model is certainly not working for all. But what does the future hold and can Web 2.0 really provide an alternative? What do you think? Take this quick poll to share your thoughts. |
|
Imperatives for Management Development |
|
Although the recent economic decline has "bought some time" for many companies that had been dreading the impending exodus of baby boomer employees, the issue of management development should still be a high priority.
Too often management development is informal and disjointed, rather than part of a well-formulated strategy. Classes and training are offered, or managers are encouraged to take advantage of training opportunities, but the offerings are not part of a formal program that is linked to organizational goals and long-range objectives.
There are a number of steps to take in the establishment of a management development training program:
- Assess where you're at currently. Do you have a formalized training program for new managers? Do you have a program designed to develop your existing managerial staff?
- Analyze your workforce and project your management needs into the future. What are the gaps between current management skills and future needs? What are the areas of potential weakness or vulnerability?
- Determine existing skill levels through standardized testing instruments, questionnaires (ask managers to identify their own information gaps and needs), peer and supervisor evaluation, or even vendor and customer evaluation. Compare the existing skills of your workforce to your future managerial needs. Identify the gaps to pinpoint specific high priority training needs.
- Align management development training with your organization's strategic plan. The key is not to just do something - it's to match the needs of the organization to the interests and skills of each manager and then to select the appropriate training and development tools to meet those needs. Develop categories of training needs, clearly identifying both general and specific topics within each.
- Develop individual development plans for key employees and managers based on their existing skill levels and interests and your organizational needs.
- Identify training opportunities based on the categories and topics you developed. These may include university courses, public seminars, conferences, mentoring programs, in-house training, customized training applications, computer-based training, etc. Review each opportunity to ensure that it meets your organizational needs and objectives.
- Recognize that employees and managers also have some responsibility for their own training and development. Involve them in the process. To the extent you can tie objectives to employee interests as well as company needs.
- Evaluate each activity. Establish quantifiable objectives whenever possible. Use the annual appraisal process as one checkpoint - but remember it is only one means of measuring effectiveness. Each training and development opportunity should meet specific objectives that can be measured and evaluated.
- Work with local universities, technical colleges and other sources of training to familiarize yourself with their offerings and to work together to help strengthen those offerings to meet your organization's needs.
- Be honest with employees about their future with the company and need for development. Provide feedback for positive change to occur.
- Finally, recognize that management development is an ongoing process, not a one-time or annual event. Your management development plan should be reviewed regularly and changed as necessary to accommodate industry and organizational changes.
Learn more at: www.stratcommunications.com. | |
| Free White
Paper |
Make Your Culture Matter!
For a free whitepaper on "Tying Your Communication Stategies to Culture and Measurable Impacts" contact:
Strategy Matters! |
| Offer Expires: 7/1/09 |
Strategic Communications, LLC, specializes in strategic communication planning and implementation for brand management, community, customers, employees, marketing and media relations.
We work with businesses, large and small, to help them apply strategy to address their communication challenges.
|
|
|
|
