Merry Christmas & Happy New Year 2016!

Firstly, thank you for taking time to read my blog during the year. Knowing that you are out there, ready to listen to what I have to say gives me the energy to keep writing. Together, I know we can learn and grow. 

The year started and we have been fortunate to see it end. Such times call for a quick review of a few things insofar as our careers in the communications field is concerned. In my research I stumbled upon an article that I know will be worth your while.

It is a nice piece by Diane Schwartz, who through her writing  prepares us to make certain steps before we wind up 2015 completely. Enjoy!

Consider these 11 simple activities at work:

1. Conduct a content audit: review the posts and articles on your web site and social media platforms to get a clear picture of your brand’s story over the past year. Too much of one topic, not enough of others? Create an Edit Calendar with wiggle room.
2. Reverse mentor: if you were born after 1992, then match yourself up with a Millennial at your organization and spend some time learning from him/her. Likewise, if Mary Tyler Moore and Wite-Out don’t ring a bell with you, there’s a lot you can learn from the Baby Boomers and Gen X. (Read my blog on this topic.)
3. Brush up on the Barcelona Principles. You already know what they are (right)?
4. Have a meeting with your Marketing colleagues to share ideas and develop cross-discipline communication strategies.
5. Do a Social Media Cleanse. Does your brand need to be on Pinterest? Is Instagram working for you? Are your Twitter followers not the best representation of your brand? What’s Facebook doing for you?
6. Review your Crisis Plan and update it, if necessary. If you don’t have a crisis plan in place, create a first draft asap and share it with your team and C-Suite.
7. Assess your media relationships. That holiday card you’re about to send won’t endear you to a reporter. Set up a meetings with key journalists in the first quarter of 2016.  Brush up on their body of work beforehand. Commit to developing meaningful relationships with this important stakeholder group.
8. Familiarize yourself with your organization’s stated mission and goals and make sure your PR dept’s Mission and Goals align with Corporate. Likewise, if you’re with an agency, be sure your client is in sync with its organization’s overriding mission.
9. Audit your resources. Do you have the right team in place to take on the challenges of 2016? What are the most important job responsibilities and skills you need on your team next year? Consider this carefully and don’t be afraid to have difficult conversations and make bold moves.
10. Do a Diversity Check. Is your brand inclusive and are the voices representing your organization and brand diverse?
11. Host a Failure Fest in the next few weeks; members should share their favorite failure of the year and what they learned from it. No #Winning stories allowed.

From me (George) allow me to wish you and your families a Merry Christmas and a Happy New Year, 2016. You can find me on Facebook, Twitter and LinkedIn as we look forward to learning from one another come 2016.

The coming year is full of promise. Here's to a successful new year!

Image Source - Leovalente

Yes, you: Are you in the field of communications? Rather do you know anyone who is in that field? Is your function at work interrelated with the communications department's function? If no, its okay. If yes, then read along.

Times when the communicator was employed primarily to oversee the creation and dissemination of information from management to employees or external publics is past. The business landscape has changed. This change has tremendously shifted  the roles today's communicators have to perform.

And as Jeff Zwier explains; 'Today's internal communicators must manage the intersection of high-tech and high-touch in a communications environment that is becoming increasingly global, integrated global, integrated with external efforts and steeped in more and more concepts from change management, negotiation, social psychology and political influence. Yet at the same time, they must also retain the creativity and skills to engage employees across an ever-expanding array of platforms.'

To gain competitive advantage as communicators Jeff advises of three areas we need to learn or re-learn. We need to gain mastery in these areas for us to thrive in the days ahead.

Accomplisher: Usually we were 'only' required to trigger change. Make follow ups to establish if the desired change took place or not was not expected of us. In the not so distant future, employers will need to see actual behavioural changes, instead of mere engagements.

If the idea behind a campaign is to garner 1,000,000 votes, then that will be the expected result. 'Change management is moving from a specialty practice to an expected part of many internal communication efforts in organizations of every size.' - Jeff Zwier

Days of initiating movements are past. You need to start and take it to the very end. Get tangible desired results.

Business Savvy: Employers want to be surrounded by people who know a lot more about business. Their business. People who can strategically give clear advice on how to move out of an industry challenge and stand neck and shoulder high above the rest. Gone are the days, when you were expected to be narrow minded: to only know everything about your role as a communicator and nothing about the business and the industry its in.

'Business leaders value the ability to contribute as a leader, project manager and business professional, with in-depth knowledge of both general business concepts and your company's industry. Those with 'non-traditional' backgrounds (e.g., non-journalism or communications degrees) are increasingly entering - and leading - the internal communication function.' - Jeff Zwier

Link: The role of the internal communicator is to be a conduit between the organization and the C-suite. By far communicators are in a better position to traverse all the functions in an organizations. 'We can identify opportunities not only for effective integrated messaging, but also strategic synergies, duplicated efforts and key non-management influencers who can drive change. Social doesn't end with social media, and more and more communicators are being asked to step up as individual change agents, cross-functional team leaders, and to leverage their networks.' Jeff Zwier

Source

Listening, watching and or reading the news today, you won't miss one or two things going wrong. For instance, yesterday (10th November) a manager shot dead his colleague at Nakumatt stores. Absurd, right?

The Money Markets

Prior to that, we have had cases of Cabinet Secretaries, prominently, Ann Waiguru at the center of massive corruption cases. In fact, calls to have her ousted, and the deaf ears they fall on have resulted in her baptism from Ann Waiguru to Ann-Wa-Ikulu (Ann of the statehouse). Funny.

See, either way: guilty and or innocent once hit by a crisis, your image never remains the same. The Tyson like blow, will send you down. Getting up is one thing. Recovering from the blow is another. Unfortunately for us, we go ahead and re-elect people who are the most corrupt. Whose images are beyond repair. What a forgiving society.

For those of us in the professional realm, we never let it slide. We hold you ransom, for your conduct.
Then going forward, we ask ourselves, how do we best handle this situation. For deep down we know, failure to tackle the matter will result into devastating effects for anyone with close ties with the organization and or you. Bearing in mind that a crisis is a negative threat to operations, that can have negative consequences if not handled properly. (Institute for PR)

For us to clearly correct the situation we need to understand the threats posed by a crisis. These threats are categorized into three:

• Public Safety
• Financial Loss
• Reputation Loss

Although interrelated, we need to understand each threat independently.

Public Safety

We are lucky that our country (Kenya) has never experienced chemical explosions or something of that magnitude. The only other time Kenya has witnessed a crisis that shook the fabric of her people is during the terror attacks. 

After years of peace and tranquility, the enemy saw us as sitting ducks. He struck mercilessly. Lives of Kenyans all over the country, from Mandera, to Mpeketoni to the 'famous' West Gate, were lost. It didn't take long before it dawned on us that our security apparatus were off. Measures to oust Security chiefs were put in place but still, the enemy didn't bow down. He kept coming. 

Today, we sit pretty. I wonder if the threat was eliminated or the terrorist are waiting for the right time to strike? This period proved hellish for the Jubilee government. Public Safety was under threat. People were scared. Knowing well, that the first responsibility of any government is to protect its people; the Kenyan government lost face. The damage was done.

Financial Loss

On July 31st, I read a daily nation article titled: 'Turbulent Times for Kenya Airways as it Records a 26 billion Loss.' This is big money, right? This was a few months after the media gave prominence to the failing Mumias Sugar Company. In one case: Kenya Airways, the thought of the national carrier making such huge losses was unpalatable.

After being dubbed as the highest loss making company in East Africa: we the public cast our suspicion to management. Could it be embezzlement. However the report alone was enough to make shareholders loose trust in the national carrier. For Mumias Sugar Company, it was outright embezzlement. Its near collapse, has made all shareholders watch from the periphery.

In both cases the corporate giants were linked to cases of corruption and or embezzlement. This triggered a ripple effect that led to their loss making. Which in turn led to shareholders losing trust in the corporate giants, and selling the shares. The hardest hit has been Mumias Sugar Company. Whose shares currently are trading at Kshs. 1.55. Whoa!

Reputation Loss

In the world we live in, Image is everything. This is why we are encouraged to always make a good first impression, as an individual or business.

Those who enjoy the limelight are the ones hardest hit when a crisis hits town. Scandals are usually the forces operating in the background when one losses his reputation. Pick an example that comes to mind and you a re right.

These three are the dark clouds that a crisis comes with. Knowing which one you are tackling makes it easier to devise a crisis communication plan to repair the damage caused. Regardless of how hard you are hit, we in the communication profession will always find a way of getting you out-Olivia Pope style.

However, of the three the most fragile is reputation. Security you can always build and put in place formidable apparatus. Money you can loose it and make it all. However, image takes time to build and once sullied, it takes time to restore. Image is everything, indeed. Perhaps this should guide you into answering Shakespeare's famous question: What's in a name? Answer: Everything.

Trust is a strange and complex thing. Being a slick and professional communicator doesn’t necessarily equate to inspiring trust. This is certainly true in the relationship between a senior leader and their employees whose interpretation will be influenced by what they actually see in the organisation on a day-to-day basis.

Importance-of-trust-in-communication

In fact, being a bit rough round the edges could actually elicit more trust, particularly if this means the communication is less like ‘spin’. And people are more likely to warm to someone who is saying things that have real meaning for them, and who is seen as consistent in their approach rather than like a chameleon.

Fine-tuning communication skills while remaining authentic and true to yourself is one of the big challenges, as is getting through to your audiences at a time when trust is very much in short supply.

Falling trust levels

The Edelman Trust Barometer 2015 reveals an alarming reduction of trust in relation to all institutions globally, reaching the low of the financial crisis of 2009. Now more than two thirds of the 27 countries surveyed fall into the ‘distruster’ category, including the UK which has shifted from the neutral to the negative zone over the last 12 months.

A number of factors are involved, not least among these being the many recent examples of poor and unethical practices by businesses that have led to significant problems for customers, employees and society as a whole. The Volkswagen emission test scandal is the most recent high-profile case. People cannot fail to be influenced by such stories even if they are not directly affected by them.

The current climate means that organisations have to work much harder to gain employee trust – it is no longer the default position. And so employers will be looking to communicators to help them overcome these barriers and establish strong connections with their people. They will want communications programmes that are as effective as possible in achieving these goals, as well as expert support in inspiring greater trust themselves.

Links between trust and engagement

There is a body of evidence around the links between trust and levels of employee engagement; for example, data from Gallup states that 96% of engaged employees trust their companies, while only 46% of engaged employees do so. And a 2008 Helliwell Huang study suggests that a 10% increase in trust has the equivalent effect on employee satisfaction of a 36% pay rise. In turn, raised employee engagement has all kinds of positive knock-on effects from increased productivity and innovation to reduced staff churn and sick leave, so there is clear business benefit to dealing with trust issues.

Making the investment in trust

No organisation or business leader can get things right 100% of the time, but having clear principles and values that staff can buy into; adhering to these consistently; and being seen to do so help to protect trust in difficult times.

Significant trust problems do not necessarily arise because of some dramatic event. Trust can be eroded gradually over time for a variety of reasons that seem relatively small when taken individually. And communication behaviour is a key part of this.

This year’s Insight seminar

IoIC’s Insight seminar on 12 November in London will help communicators to better understand the dynamics of trust and the part they can play in instilling trust in their organisation.

Through case studies, panel discussion and group exercises, delegate at this afternoon seminar will gain valuable insights into:

- Implications of the current trust environment for leaders and communicators
- The key building blocks of trust
- Links between trust and engagement
- Developing messages and initiatives that hit the spot
- Helping leaders to be authentic communicators
- Dealing with trust issues in difficult times
- Cultivating behaviours that help to build up the trust reservoir

Source: Institute of Internal Communication

They say, all is well, that ends well. This is something we tell ourselves after going through murky waters. Sometimes how something ends, does not imply it is well. It could be the beginning of something dire.

Forest Wildfire

Growing up we were always told that, the devil comes out to patrol at night. Those he finds still awake, will have to meet him. In our tiny minds we deciphered what it meant. We would make haste to fall asleep as soon as we went to bed. Many years later, now an adult, I have come to appreciate that despite the old story,  bad things do happen at night. A time when the world is fast asleep.

The money market crashes. A company that was worth billions, files for bankruptcy. A certain political figure decides to have sexual relations with a notorious prostitute. His illustrious career takes a nose dive. Thugs, go after the director of a company and kill him. Culminating in an investigation that drags the good name of the company through mad. Teachers, issue a 12 midnight ultimatum, which the government fails to honour. An office building burns down sending thousands home. One catastrophe after another. Eventually, when morning comes, you find yourself staring at multiple crises straight in the eyes. Whoever blinks first, looses.

If you wake up to this rude stare; always remember the ultimate goal is to maintain the image of the affected party. The company whose stocks went down. The Politician who strayed. The burnt office building: you have to maintain their respective images. And how do you do this?

Benoit, a proponent of the Image Restoration theory (1995) put forth techniques used when faced with a crisis. These are:

Denial

This strategy is employed by many, like it is second nature. Usually, when a crisis hits, one with a scandalous vibe to it, the affected party usually deny their involvement. The Clinton-Monica Lewinsky scandal comes to mind. When striking teachers in Kenya, demanded that the government revisit their request and make due their promise as passed by the courts, the Teachers Service Commission denied having the money to meet the request. Creating a back and forth kind of reaction, to date. It is now 4 weeks.

The famous Moses Kuria, after being caught on video inciting a local community against a particular community, he denied it. Efforts by one of the leading media houses, Citizen TV, to clarify the matter were met with an apathetic response. He had the audacity to walk out of an interview on air, when they were about to play the footage. A clear statement that he is distancing himself from the issue.

In all these cases, to date no party has accepted responsibility. It follows, we have forgotten about the whole issue.

Evading Responsibility

This tact is employed to throw the ball to someone else. Perhaps in an effort to strategise, if and when the issue gets worse.

The Kenyan government has realized that the teachers will not budge. They have resorted to involve the Salaries and Remuneration Commission (SRC).

It has called on the teachers to indulge the SRC in the dispute for they are mandated to handle anything and everything that appertains to Salaries of all public servants in the country. Despite the teachers demanding the government to heed the court's ruling, which was again reversed, the government sits pretty knowing it has tossed the ball to the SRC.

The media outlets reported, that Sarah Serem, would in fact resign if the government would decide to pay the teachers. Well, we wait.

Reducing Offensiveness

We often hear people saying; if the kitchen is too hot, get out. This is true in a crisis. If one party realizes, the one on the defense, things are getting hotter an act of making it less offensive is devised. The aim is to cushion the defensive party from the heat.

This may take many forms, but dialogue is the most common. The disputed elections of 2007/08 led to a national catastrophe. The whole fate of the country lay with Rt. Hon. Raila Odinga and retired President Mwai Kibaki. If they wouldn't have agreed to get into a room and talk it out; the Kenya we know today, wouldn't be in existence.

Corrective Action

In all crises, their is always an objective in mind. Let alone image maintenance: this is the objective. Consider the striking teachers; for the strike to end, the government has to effect the 50-60% pay rise. And as far as the union is concerned, the teachers seem not to be interested in any other outcome. Unless the government heeds this call, then the strike is still ongoing.

In other words, if employees are  striking for better pay, unless management meets this demand then the crisis will morph into something catastrophic. That is what we refer to as corrective action: deciding to take action in a bid to correct the situation that caused the crisis in the first place. Usually, the sooner the better. Effect the pay and be done with it.

Mortification

According to dictionary.com, mortification is a feeling of humiliation or shame, as through some injury to one's pride or self-respect. The after math of a crisis will always drag with it a sense of shame. More so to the party that seemed immovable rather arrogant during the whole period.

I remember hearing terms like: 'Can't pay, won't pay.' The teachers responded with their, 'Can't teach. Won't teach' version. Whichever direction the strikes goes, one party is bound to experience some humiliation. Usually, its the management or a politician in case of a sexual scandal. They end up being the victims of shame.

In quick review; when in crisis mode consider Benoit's regimen. Denial, evading responsibility, reducing offensiveness, corrective action and mortification. In your everyday encounters, use the above to fix a crisis in your company and or surrounding. Let me know how it goes.

Protesting: Crisis Management

'The thief does not come except to steal, and to kill, and to destroy…’ John 10:10-New King James Version (NKJV). This is paints a picture of what to expect when a crisis strikes. Rarely will a crisis leave an organization intact: its effects are worrisome. A crisis can put a whole corporation out of business. Send thousands of people packing and destroy property worth millions. A crisis is a communications professional proverbial ‘between a rock and a hard place’.

 Of the top of my mind, I can mention several crises that have hit hard. First in line was the terror attacks, in all corners of the country: Kapedo, West Gate, and Garissa. Many lives were lost. I remember the government running short of air in their attempt to justify their legitimacy when they were failing to protect and preserve life. 

Second, came the Ebola outbreak. Despite being a global threat, it did not bring relief to individual countries. Due to the severity of the disease, it was important for the government to assure the public that it would not let the disease permeate the country. Measures to screen anyone and everyone who came in the country were heightened. Despite a few scare cases in the country, we survived.

 Then came the strikes. Medical professionals and teachers have downed their tools, not once but many times. Both times, protesting for better pay. Medical practitioners want the greater Human Resources role to remain with the National government. Whereas governors still want to hold on to this function. Despite there being cases of delayed payments for months. Oh, well.

 As far as our beloved teachers are concerned, they have not resumed school. Reason being failure by government to affect their due salary increment of 50-60%. This makes it a case of who will blink first.
 From what we gather, it is not the teachers. It is the third week and still schools remain closed. Echoing the sentiments of the government who are not budging with their ‘won’t pay, can’t pay’ phrase. Teachers response: ‘won’t teach, can’t teach.’ 

We have seen National Youth Service, officers taking to the streets with two agendas. One, to demand their withheld payments and two, demanding the removal of CS Anne Waiguru from the ministry. However, from a far, you can smell some tribalism brewing underneath. When party supporters call out on each other to back off and or as the opposition led by former Prime Minister Raila Odinga wants, get out of office.
 

Weather reports, without forgetting, have indicated the approach of deadly rains known otherwise known as El Nino. Another crisis, in the making. 

All the foregoing scenarios are clear indicators that crises are part of society and therefore us. It is only proper that we equip ourselves with the necessary resources to fight back if prevention measures fail. This article aims to equip you, as far as knowledge resource is concerned that should you ever find yourself in the midst of a crisis, then you will have the wherewithal to manoeuvre your way out.

 For every crises, there is a theory that scholars use as a basis for any decision making.The proponent of this theory Benoit W.L analysed crises and applied his theory to come up with a framework for which to combat a crisis when it happens.

 This theory: Image Restoration (Benoit, 1995) provides scholars of strategic communication a range of options to understand more clearly how and why an organization responded to a given crisis. 

 The theory incorporates five main categories: denial, evading responsibility, reducing offensiveness, corrective action, and mortification (Benoit, 1995). This analysis specifically looks at the reduction of offensiveness category and two of its subcategories: bolstering, which stresses good traits and accomplishments; and attack accuser, which reduces an accuser’s credibility and lessens their damage to reputations (Blaney & Benoit, 2001).

 Moreover, as (Clark & Delia, 1979) point out, Image Restoration Theory builds on the premise that communication is goal-centred. And that maintenance of a positive image is among these primary goals.

• Denial,

• Evading responsibility,

• Reducing offensiveness,

• Corrective action, and

• Mortification

In the aforementioned crises: the government, source of money for the teachers, has denied having the cash and or being responsible for the teacher’s predicament. As a way of evading responsibility, the same government has tossed the ball to the Salaries & Remuneration commission to step in and look into the plight of these teachers. To try to reduce the offensiveness, we have seen the government (TSC) run to the courts to try to find fault with the teacher’s strike. A ploy, lawyer Paul Muite finds baseless.

The only two stages that remain in solving this debacle is corrective action and mortification. Eventually, the government must find a way of solving the ongoing strikes as a corrective measure. Finally, mortification.

Either knowingly or unknowingly, the government has employed the use of three of these strategies already.

Next time you are in a crisis (hopefully not), or happen to notice one: identify how these strategies have been used. Better yet, use them.

Like a fire fighter, your asbestos suit and water are in check. Go fight the fire!

Source

Photo by Micheal Havens

The evolving nature of CSR, to sustainability, and finally to survival is quite timely. ‘The first members of the ‘future generation’ are now entering their twenties. It’s time to realize that the future is now, that sustainability is about nothing less than our survival and that ‘social responsibility’ is not only a ‘nice-to-have’ it’s am ‘absolutely-essential-to-have’, it doesn’t matter what term we use, as long as we realize that we need to change our ways NOW.’ – greeneconomypost.com

We can all relate to the definition that explains companies as living and breathing parts of society. Who would not? This definition brings with it, the idea that a company has to do what is right by the people. Just as one man is supposed to live his life in a manner that does not interfere with the other. I mean if we are sharing the same space, then we need to co-exist. Thus, the birth of communication programs such as corporate social responsibility-CSR. A way of companies letting communities know, we are in this together.

However, in a bid to do what is right by the people, this same people have found a way to corrupt this great idea and turn it into something that people desist from. Companies that are all about money, rarely last long and if they do, the skeletons in their closets are what we can term as, shocking. These are the companies, when a scandal hits and shakes the hinges of the closets: the stories that emerge can supply newsrooms with stories for weeks.

In all these, and the ever-changing landscape of operations and the tenacious pursuit of building companies that last longer, on what rock will companies anchor this vision? Allow me to draw lessons from within my closest boundaries-Kenya.

The Kenyan population has been pushed to the edge, or so I think. Issues to do with, corruption, and ethnicity will be or are the driving forces behind the many troubles facing us. The former president Moi and group aped the ostrich mentality of burying their heads in the sand. And for a long time, Kenyans lived with one another, without strife. But deep, deep down, we knew it was too true to be true! As the subsequent governments took their sits, reality dawned.

In the wake of the disputed presidential elections of 2007/08, reality hit us hard. When it was all said and done, we were a broken people. After months of violence, we agreed that we needed to move past our ethnic divisions: we stood against mass killings in the name of politicians.

But, behind the scenes, corruption was firmly cementing itself in society. The corrupt used our violence to their advantage and who knows the resources that were plundered during that period.

In 2013, when the world held its breath, thinking we would feed our country to the dogs, we chose not to.  However, this time round, the real teeth of corruption became manifest. Years into the present regime, we have had numerous reports of billion shilling embezzlement, with no follow-up on the matters. As we heal the wounds caused by ethnic clashes, we sit and watch as our monies are embezzled dime by dime.

If you thought it is in the public sector alone, let me point you to where the real looters sit: In the private sector. Mumias Sugar Company, Uchumi, and the glass shattering loss of 25.7 billion shillings by Kenya Airways support my claim.

Amidst all this confusion, the question lurking in the minds of every concerned party is; what type of company will last longer? Answer: the company that will join the people in fighting against social injustices.

I know it sounds incomprehensible, since most companies prefer being spectators in the political games. However, the company that will go out of its way to support the people and be the voice of reason when the rest, conform:  is the company that will last longer and forever. If not in their day-to-day operations, then at least in the hearts of the people.

Today the hot button issue is corruption. Tomorrow it will be something else. How can companies, the one whose vision is to last longer, make a solid contribution? Using the many communication channels, companies can brainstorm on creative campaign concepts that speak against vices such as corruption.

A campaign, smeared all over the media-telling people to change their ways, by first: refusing to bribe officers and two: seeking legal redress on the lords of corruption is enough to win the people’s hearts.

Moreover, as we know, companies need people for their well-being. Both within and outside it as employees and customers. I know there are predictions of having robots replace us in the labour market: but it is an idea whose seriousness has not been considered with due gravity! Once you touch the hearts of a people, you have them for life. It is more like love. Go through the heart and you have her.

Which company thinks they are ready for CSR reloaded?

Safaricom continues to dominate the telecommunications market. I predict that it will continue to for a long time. If rumours are, true and they do venture into broadcasting (TV) then more products for the masses to enjoy. As I write about this, Safaricom has terminated and sought prosecution of 58 of her employees for fraud. What company has ever been bold enough to act in such a manner? By ridding the enemy within, you stand a chance of waging war on the enemy outside. Why? Because you know, you have nothing to hide.

The calm nature of Kenyans does not mean that all is well. Unlike Israelis, who from a young age are taught to stand up to authority: Kenyans are socialized to worship authority and do as they are told, even when they know it is to their detriment. Years later, the difference is clear as day.

Kenya is in the Intensive Care Unit (ICU) and the assailant, Corruption is at large. Who will bring this beast to justice? Its time, companies assumed roles, no one has thought of giving them. Suppose, Safaricom was to stand up against corruption on a larger scale: after cleaning its house and wage war on corrupt politicians, could things improve? CSR 3.0, just a thought.