The Leadership Challenge for Corporate Communications:

or levels, DNA and competencies

Professor Anne GregoryCentre for Public Relations Studies

Leeds Metropolitan University

Chair Elect Global Alliance

Driving factors in our world

• Time compression• Complexity• Interconnectivity of

issues• Interdependence in

the global village• Context

A new management understanding

…..organisations are defined by

communication

What CEOs expect

• Forward intelligence• Externally and internally

connected• Problem-solvers• Coaches and advisors• A narrative• Technical competence

What is our biggest opportunity?

• New technology• CEO fear/ignorance• Communication

convergence• Uncertainty• Don’t know

Our opportunity…..

the ability to seize the zeitgeist - contextual intelligence – is an essential feature of successful leaders

Synthesising the present

Foreseeing the future

Implications

• Senior practitioners are consultants– Working at all levels– Understanding and solving problems

• Senior practitioners need– Advanced research skills– Knowledge and skills in organisational

management and functioning– Analytical abilities– Appreciation of cultural influences– Communication skills to solve problems

How equipped do you feel for this?

• Not at all• Somewhat• Adequately• Well• I’m on top of the

game

Levels, DNA and behaviour

Four levels of contribution

Society

Corporate

Stakeholder/Service User

Functional

Steyn, 2007; Gregory and Willis 2009

At the societal level….

Purpose: Social orientation

• What is our role in society?

• What are our obligations?

• What are the implications for our organisation?

Values based: stakeholder oriented

Comms contribution• Maintains legitimacy• Assists strategy

development• Puts performance into

perspective• Builds brand identity• Provides the

organisational antennae

The NHS Constitution

At corporate level….

Financial orientation• What is the shape of

our business?• How shall we deploy

our resources?

• Internally oriented: resources and capability oriented

Comms contribution• Informed decision-

making• Coaching management

on their comms responsibilities

• And most importantly…

Articulating comms as an asset• Reputation• Relationships• Cultural alignment

Financial Reputational

Relational Cultural

ROI in comms terms

A ‘balanced scorecard’?

Laurati, 2008

Getting it wrong…?

Getting it right…!

The danger of getting it wrong

At stakeholder/value chain level….

Stakeholder and financial orientation

• Who is or should be part of the closer stakeholder community?

• Who is in our value chain?

Relationship orientation

Comms contribution• Identifying

customer/consumer needs

• Negotiating collaborations

• Upholding values• Monitoring performance• Managing multiple-

stakeholders

The company you keep….

At functional level….Societal, organisational and

stakeholder/service user focused

• What are the operational imperatives?

• How do we implement efficient and effective programmes and campaigns?

Operational competence

Comms Contribution• Strategic programmes• Using recognised

business planning disciplines

• Reactive, proactive and interactive

• Evaluated

The Four DNA Strands

What are the DNA stands of your communication now?

• Core messages• Core themes• What the boss says on any

particular day• As organisational competence

The four DNA strands

An excellent understanding of the brand

The four DNA strands

At the heart of change management

Management is communication

Culture, subsidiarity and staff engagement

Leadership support

The four DNA strands

Communication as a core competence

We are all communicators now

The system speaks

Four DNA strandsAnalysis Objectives

Stakeholders

Content

Strategy

Tactics

Timescales

Resources

Evaluation

Review

Aim

Risk

Excellence in planning, managing and evaluating communication

Society

Corporate

Stakeholder/ value chain

Functional

Bringing it all together

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Implications for roles

ORIENTER societal

NAVIGATOR corporate

CATALYST stakeholder/value chain

IMPLEMENTER functional

Competencies

Behavioural repertoires or sets of behaviours that

support the attainment of organisational objectives.

How knowledge and skills are used in performance.

How do you do yours?

• I’m always the same person

• I have role models that I follow

• I fit in with what others in my organisation are doing

• I’ve not really thought about it

Findings – the 10 competency factors

• Strategy and action• People skills• Personal communication• Personal characteristics

Shared competenciesStrategy and Action

Takes a strategic/long term view• plans ahead, remains focused on organisational

objectives• thinks beyond immediate issues and links to business• has a vision of objectives and reviews them regularly Makes decisions and acts• willing to make tough, unpopular decisions based on

information• suggests various solutions, decides on course of

action quickly and implements it• makes things happen and acts with confidence

People skillsUnderstands others• open-minded when considering others, interested,

empathic and sympathetic• looks for win-win and mutual benefit• shows respect, works to understand motivation of

others

Leads and supports• provides direction, advice and coaching• fosters openness and information sharing,

acknowledges contributions• elevates insights to the board

Personal communication

Networks• talks easily at all levels internally and externally• builds strong, extended infrastructure across

functions• builds relationships with gatekeepers and is visible

Communicates• verbally and in writing, clearly, consistently and

convincingly• supports arguments with facts and figures• confronts senior people with difficult issues

Personal characteristicsTakes responsibility for high standards• consistent with clear personal values aligned with

organisation• sets high goals and standards, accepts responsibility

for them• handles criticism well and learns from it

Maintains a positive outlook• responds well to changes or setbacks, manages

pressure well• aware of difference between setback and failure, uses

humour• deals with ambiguity well, grasping the opportunity

Private sector

Prepares thoroughly• spends time understanding tasks and objectives,

scenario plans• involves team in planning• constantly aware of arising issues

Investigates and analyses • gathers, probes, tests information, analytical, gets to

heart of issue• uses a wide variety of sources, grasps key facts

quickly• analyses potential outcomes of situation

Public sectorPersuades and influences• Guides conversations to desired endpoints• Manages conflict sensitively and diplomatically• Takes account of internal and external political

environment• Influences the agendas of everyone

Consults and involves• Listens to views of others• Shows an awareness of diverse opinions• Consults and involves to gain support

Not the same, but lots in commonPRIVATE PUBLIC

Networking Building Strong Relationships

Leading and supporting )Understanding others )

Consulting and involving

Maintaining a positive outlook Managing under pressure

Taking responsibility for high standards

Upholding reputation of the Service

Communicating Presenting and communicating

Decision-making and acting Taking action

Strategic/long term view Understanding bigger picture

Investigating and analysing  

Preparing thoroughly  

  Persuading and influencing

Formulating strategies and concepts

Creating and innovating

Summary: a top communicator• Is strategic and plans• Is well informed• Challenges others• Makes hard choices• Is a consummate communicator• Understands people and relationships and

values them

And above all…understands their levels of operating, their communication DNA and the appropriate behaviours they must enact.

How many people want their apero NOW?

•Yes•No