Sometimes
being a communication consultant is an easy job which only implies
responsibility about the company’s direction, action and stakeholder
management. However, every now and then we stumble upon management that either
underestimates the importance of communication or has a strong desire to
control the whole process, no matter how much they actually know about communication.
I
have been in such situation where the top management disregarded my advice
concerning a comprehensive marketing strategy and implemented something which
they called a marketing strategy even though it was not even close to such.
The
strategy plunged towards a disaster already with its launch. Management thought
it was a good idea to set corporate goal disregarding resources, market
analysis and without any corporate vision or mission. The result was simply
something dysfunctional, a waste of time and resources.
As I
was still a relatively new employee my advice was not taken seriously from the
beginning. However, I did not give up. I continuously pointed out that there is
need for change of strategy. Interestingly enough, my boss seemed to agree with
me but did not change anything in the line of what he called marketing.
The
complete crash that followed convinced him though that another approach is
necessary.
Unfortunately
as communication consultants we cannot allow ourselves to fail that way.
Therefore a more strategic internal communication strategy is crucial. The
first step we take should be locating the decision makers. We should not forget that
sometimes power lies not where we expect it to. Than communication channels
must be established to ensure that the decision makers can easily be reached.
Of course, as next step follows the need to develop trusting relationships with
those decision makers. Here an additional remark should be that sometimes decision
makers are hard to reach as they are eager to follow the established
communication channels and hierarchy in the company, no matter how functional
they are. In such cases it is necessary to start your work as a communicator
with evaluating existing internal communication channels and suggesting changes
in a report supported by hard evidence.
The
point here is that sometimes it is necessary to skip hierarchy levels or
stubborn managers in order to avoid crashes. There is also almost always an
additional challenge for new or young professionals as their opinion is often disregarded
and they are perceived as inexperienced, thus not trustworthy. In such cases
especially but in all other cases just the same it is a good idea to support
your strategy suggestions with data. Research a lot, read a lot and create a
flawless presentation of your ideas.
If
that does not work pull back for a while and closely observe the communication
process as ordered by management. React already with the first sign of failure
or dysfunction. Prepare and present a comprehensive analysis of what is happening,
why and how the company should react.
If
that doesn’t work, turn to other decision makers and point out the problems. If
even then nothing changes, well, better look for another job as there is
obviously no place for reason where you currently work.
DIDI
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