A hammer is just a paperweight until it’s put into the hands of a person who intends to build something of value. Millions of people belong to LinkedIn. Millions have gone through the process of creating a profile and posting some information about their careers. Millions have sent out LinkedIn invites to their co-workers, clients, friends, family members, and college friends. But the reality is, through my informal polling, many of those LinkedIn profiles lay dormant. Until…that moment comes when all of a sudden you realize that you hate your current job, or you need to move across the country, or your company has announced a round of layoffs to “right-size” the company.
strategic communications's tag archives
Editor’s Note: The following guest post is part of a series of posts by PRSA 2013 International Conference session presenters previewing some of the professional development sessions in Philadelphia, Oct. 26–29. Learn more about the sessions and register by visiting the Conference website.
We are really looking forward to participating in PRSA’s International Conference later this month and sharing our experiences about communicating with grace while going Mach 1 (with our hair on fire). It’s how we’ve lived our professional lives over the past several years as the communications team for the LIVESTRONG Foundation. We feel we’ve earned our unofficial Ph.D.s in crisis management. But we can officially say we’re battle tested.
In 2012, the world watched as Lance Armstrong’s fabled cycling career crashed. Caught in the crossfire was the LIVESTRONG Foundation, the highly rated nonprofit he created to improve the lives of people affected by cancer. With every new development in the cycling scandal, media turned to the charity for its reaction. As it was reluctantly pulled further and further into the coverage, the stakes couldn’t have been higher for the nonprofit.
One of the reasons public relations communicators and other staff functions are left out of strategic meetings, especially when the most important decisions are made, is because we have great difficulty being strategic. The strategic mindset requires a different approach and a different kind of thinking. To me, strategy is a unique mixture of mental energy verbally injected into an organization through communication, which results in behavior that achieves organizational objectives. All strategists have specific behaviors and attitudes that attract management attention. When it comes to achieving a strategic mindset, we are responding to those behaviors management finds extremely useful and that build on our intuition, creativeness and ability to deal with highly emotional situations. In this program, I identify and share the seven attributes of trusted strategic advisors using dramatic examples, dilemmas and corporate problems as vehicles for discussion, interactive learning and instruction.The Seven Disciplines are trustworthiness, verbal vision, management perspective, strategic thinking, pattern recognition, constructive advice, and teaching the boss to take your advice. A discipline is a highly focused behavior centered on an important concept, principle or intent.Other topics I cover in my session include: what strategy is, why strategies fail, what management wants and expects from us, providing constructive feedback, making recommendations, overcoming resistance to your advice, getting the boss’ attention, and understanding the management perspective.Learn what management wants and how to provide options for resolving management trouble. Learn how to help the boss take next steps by providing information they don’t already have.
Why should your boss listen to you? This talk will help you affirmatively answer this question because you can be heard much earlier, more often, and at higher levels. Learn the disciplines to get there. You’ll come away with the know-how to provide a well-timed, truly significant insight every time.
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