I recently posted: “Google before you Tweet” is the new “Think before you Speak.” Since things posted on the Internet are forever, I thought I’d remind myself and others that it’s good to verify your information before pontificating. (I have snopes.com on speed dial.)
The same is true for reading the content before we share on facebook or retweet a link. Actually reading and checking what we post can preserve the illusion that we are intelligent beings. Otherwise we risk sharing something incorrect or inappropriate or pass on, as truth, satire from The Onion or Mooscleans.
Being asleep at the wheel when you are posting as yourself is merely embarrassing. But when you’re posting on behalf of an organization, it’s criminal not to have your brain in gear. So I was puzzled, today, to see a retweet of something I posted a couple of weeks ago.
Is this an organization rubbishing itself? Or is someone simply not reading and thinking before posting?
NovoED is the learning platform for an online course I’m taking. (A MOOC with thousands of participants.) Desire2Learn, based in my community, would seem to be a rival in the ed-tech space. (Yes, I Googled that before pontificating.) So why would NovoED repeat a plug for D2L?
“She gets up and pours herself a strong one & stares out at the stars up in the sky – then takes a taxi because she doesn’t drive impaired.”
That’s just one of many tweets posted by the Royal Canadian Mounted Police in Newfoundland (@RCMPNL) on July 13, when The Eagles were headlining at the annual Salmon Festival. An outdoor party featuring five big name bands is bound to attract an exuberant and boisterous crowd – some of whom might have their wits dipped in alcohol.
Rather than get all preachy-teachy on the subject of driving safely, the Mounties took their message – and a sense of humour – to Twitter. They cleverly wrapped their message in lyrics from Eagles hits. Here are just a few.
- “Already Gone” to see the Eagles at the Salmon Festival? Traffic is heavy. Take your time. RCMP members are patrolling the TCH. [Trans Canada Highway]
- Keeping some “Fast Company” on your way to see The Eagles at Salmon Festival? RCMP members will be watching for speeders. Take your time.
- It’s going to be a “Heartache Tonight” if the RCMP pulls you over for impaired driving at Salmon Festival. Designate a driver.
- “You can’t hide your lyin’ eyes” If you’re driving impaired at Salmon Festival the RCMP will find you.
- Jail is no “Hotel California” Enjoying Salmon Festival? Designate a driver, take a taxi or walk. Don’t drink& drive. (more…)
I’m getting lean. Alas, this is not about my body. It’s something I’ll call “lean communication.” I’m not about to preach on short sentences and plain words, though that can be part of it. I’m convinced that good communication reduces waste.
In manufacturing, the concept of “lean” describes practices that use fewer resources to provide greater value to customers. Anything customers don’t value enough to pay for is considered “waste,” something to eliminate. Lean practices originated in manufacturing in the 1940s, when Taiichi Ohno introduced them at Toyota. Over the years, they’ve been adopted and adapted in many contexts, including lean startups and lean software development.
When I look at the ideas I use with my communication coaching clients, I see a lot of overlap with lean principles, particularly those set out by the Lean Enterprise Institute. I’ve paraphrased them, but you can find the original version here.
1. Establish value from the customer’s perspective
This is my top tip for communication. I never tire of sharing it because it works so well. The audience for any communication might be considered your “customers.” The more you can make your communication about them and their needs, the more likely you are to be listened to, heard and understood. Whether you’re addressing one person or 100, in conversation, in presentations, in broadcast or in writing, you can almost never go wrong if you explain your point from the perspective of your audience. You make people care about your message by answering their question, “What’s in it for me?” (WIFM) That’s the value will it have for them. When you talk about anything they don’t value – no matter how much you love it – you waste your time and theirs. (more…)
When my professional communicator friends ask what I’m up to, I need to explain – non-techie to non-techie – what ‘agile’ means. I tell a story that goes something like this:
“Being agile is about business sustainability. It’s an approach to work that lets an organization respond to changes in its environment – customer needs, market fluctuations, new technology, competitor moves, resource constraints, whatever.”
Communicators get that. We pay attention to the business environment. We’re also familiar with change, since most of what we advise on or write about has something to do with something new.
It’s about change
“Since every part of the business uses computers, change can’t happen without systems changes. Even great communication can’t compensate for crappy tools. But developing systems can be slow and expensive and, sometimes, by the time you’re done, the target has moved and more changes are needed.”
Heads nod. Everyone’s witnessed this. (more…)
When it comes to organizational change it’s becoming clear that using the word “manage” is inappropriate. At least five significant industry surveys in recent history have validated the outcomes of less than 30 per cent of change initiatives met their goals. (For example: Creating organizational transitions, McKinsey Global Survey Results, McKinsey Quarterly, July 2008.)
Expecting to manage change rests on an assumption that the process is linear – cause and effect are clearly linked and predictable. Seldom, if ever, is this the case in dealing with groups of humans. As a result, the typical top-down, carrot-and-stick approach to invoking change hasn’t proven to be very successful.
Most change efforts I’ve witnessed and participated in have been long on motivational effort and short on specific activity that increases the ability of people in organizations to change. Generally people aren’t averse to the idea of change but don’t much like the feeling of being changed. I think using different language will help.
We need to be having conversations that promote change and discuss how we can best accommodate and respond to change. As important as these conversations are, actions speak louder than words. As change advocates (or agents) we need also to model the responses we strive for and demonstrate support for the type of changes underway.
It’s important for people enmeshed in organizational change to know why this is happening – otherwise how can one commit to the desired outcome(s)? It’s critical however that we know how to change.
We’ve been having success with evolutionary approaches to large scale organization change using a collection of tools and processes we call Lean Change. If you’d like to learn more simply contact Leanintuit.
Organizers of Trends 2013, the IABC Canada Business Communicators Summit, held November 1-3 in Ottawa, aimed to inspire communicators with ideas we could use in the immediate future, not some distant someday. That’s what they delivered. A look at tweets the conference inspired shows I’m not the only one who thought so. Epilogger #cdnIABC2012
The weekend was designed to provoke conversation. The opening night Silver Leaf Awards banquet had a “Mad Men” theme. Some folks thought it was hilarious. Others considered a look backwards to the world of “spin” a poor choice for celebrating the best in Canadian communication. Either way, it set us up for the weekend talking about branding and ethics and the changing face of our industry.
Fascinating keynote sessions . . .
Saturday’s mix of keynotes, panels and breakout sessions, began with a talk by Darrell Bricker, CEO of Ipsos Public Affairs, specialists in social research and reputation. Anticipating dry pollster babble, the audience was surprised by a lively session in which Bricker used research data to show us how Canada is changing. As a group, we got every answer on his quiz wrong. We also discovered (or rediscovered) that numbers tell a story and research can be fun. We headed into the rest of the conference with the realization that many of the notions we hold – as communication professionals and as citizens – are out of date. What other “truths” might we need to give up?
IABC Newfoundland colleague Martha Muzychka shares her impressions and more details on Bricker’s talk in this excellent summary.
The second keynote of the day came from Jennifer Stoddart, Privacy Commissioner of Canada. She referred to a “tsunami of personal information” that has spawned a $30-billion industry to manage, use and protect it. Stoddart is determined that her organization make a difference. Its monitoring and investigations have forced Google, Veterans Affairs, Revenue Canada and many other organizations to change their practices after their actions brought protests from consumers and citizens.