As communicators – and communication educators – staying on top of the trends that are driving our field is imperative. One those trends: The explosion of digital technologies.
As organizations increasingly use data in all aspects of the enterprise, in how they make decisions, and engage all stakeholders, communicators will have to become more comfortable working with and interpreting data.
As PR Week noted in 2018, like many other industries and professions, “the communications sector has a diversity problem, with too few people of color – and far too few diverse individuals in high-ranking positions.” PR Week also created a video that underscores what it’s like to be Black in public relations.
I discussed this situation with Dr. K. Dawn Rutledge, who, during a long and distinguished career in communication and PR, was often the first and only person of color in the room.
Dawn, who graduated from our program in 2012, is one of six members of the International Association of Business Communicators’ (IABC) Diversity and Inclusion Task Force, which is exploring ways that our profession can bring about change.
We often look at communication through an organizational lens: CEO messages to x number of employees, or collaboration platforms, or networks flowing vertically and horizontally. But the reality is that communication within organizations is based on building blocks of interpersonal communication between two or more people.
Which made me wonder about this: What affect does mask wearing during this period of Covid-19 have on interpersonal communication?
Meetings have been a fixture of organizational life for as long as…well, as long as there have been organizations. But the Covid-19 pandemic has brought into sharp relief why meetings can be so frustrating, unproductive, and stress-producing.
Persuasion. Isn’t that what communication is all about? Effectively and ethically applying Richard Cialdini’s six principles of persuasion can make all the difference in whether a message has impact, or not. The six principles – reciprocity, scarcity, authority, consistency, liking, and consensus – are motivational levers. If we have a deep understanding of our target audience, we can calibrate them for maximum effect.
In this podcast, I discuss stakeholder analysis and the principles of persuasion as I reflect on my career as a communicator.
I recently had the opportunity to interview Katie Delahaye Paine, who has been a pioneer in the field of communication and PR measurement for three decades. You can read some her contributions to the profession at the bottom of this post.
Students in our program consider her book Measure What Matters an excellent and practical introduction to assessment methodology.
Here’s what Katie had to say about measurement and why it matters for communicators in all functional areas — and why the ability to demonstrate communication impact is a key to career advancement in our digital era.
Can FEAR and FAILURES be part of a learning process? With all that has been happening, thisseems to be a good time for the last of my three-part series. As a brief recap from my previous posts, the series started with Why I chose CPS to pursue my dream!, then I shared Unlocking Opportunities! And the journey continues…
In my final quarter at CPS, I focused my energies on the job search process. I spoke with many recruiters, sent many emails, applied to many jobs, and gave many interviews. Sound familiar? When I hear and see success stories, I keep in mind that I am only seeing the tip of the iceberg – there is so much underneath. Trust me, the learning during the process is powerful, embrace it!
Moreover, I love this quote from Robert Stevenson, “keep your fears to yourself, but share your courage with others.” Hence, I decided to explore how my fears were overcome by my courage and how my failures generatedmotivation. By taking an inventory of my broad experiences, skills, and competencies, I prophesied that my career development goals are attainable.
Starting in March of 2020, I have been consuming an overwhelming amount of online content in an attempt to track the labyrinth of chaos we are facing in our world today. While writing this piece, there were times that I felt paralyzed and unable to bring my words to light.
My struggle was mitigated when Professor Patty shared her observation of my recent educational experiences. She described it as a Journey of Resilience. I had never thought of myself as Resilient. Yet, upon reflection, she might be right.
Researching resiliency – My perspective
Before proclaiming myself as resilient, I had to learn more about the concept. I read a journal on resilience definitions, theory, and challenges, along with interdisciplinary perspectives. The most striking perspective on resilience is that it can be in different aspects of life. One could be culturally, biologically, emotionally, academically, and/or professionally resilient (Southwick, Bonanno, Masten, Brick, Yehuda, 2014).
Over the past 10 years I have been involved in projects where we used e-mail based social network analysis and a “virtual mirroring process” to let employees learn about their own communication behavior tracked through e-mail analysis. Through a process of open dialog, employees are provided with a unique opportunity to constantly discuss group dynamics and leadership behavior that are usually taken for granted. This process is essential to nurture the creation of communities where clients and employees participate in a process of knowledge co-creation.
The expression ‘we’re in uncharted waters’ seems very apt during the Covid-19 pandemic. There are plenty of questions to ask. What does this mean for me and my organization? What will be the next normal? In unprecedented situations like this one, there are no simple answers, no ‘best practices’ that we can turn to. But this is also a time when professional networks demonstrate their value. We can share experiences of what has worked and what hasn’t and brainstorm ways to address new challenges…and old ones.