Georgiana Pierre-Louis, a graduate of our Corporate and Organizational Communication master’s program in 2012, wanted to be a consultant someday, but that was a plan for a later date – until, that is, a reorganization at her company gave her a nudge in the consulting direction. She could relocate with her organization, which, as a new mom, wasn’t ideal at the time. Or she could get a new job. Or, she could take a risk, follow the germ of an idea in the back of her mind, and learn what consulting was really like.
She opted to start her own consulting business, and five years later, she says she’s not sure she could ever go back.
Continue reading “What this consultant learned by doing”
There was a time when we assumed our communication with internal and external audiences could be neatly compartmentalized. It was simple (we thought): One message for employees, another message for external stakeholders. Even in the pre-digital era, of course, that assumption was mistaken.
While we need to tailor our messages to specific audiences, we also have to expect that those messages will be shared. I still recall the reaction when employees at a company I worked for first heard about ‘bad news’ in the Wall Street Journal. We were disappointed and dismayed. Trust in the company’s leadership took at hit.
The emotional dimension of brand
The fact is that an organization’s brand often ‘lives’ in the hearts and minds of its stakeholders, internal and external.
Continue reading “Learning communication lessons — the hard way”