A couple of years ago, we posted the results of research that showed how the role of the Chief Communication Officer (CCO) has evolved during our era of digital disruption. While not many of us will work our way to the CCO level, we know that these rising expectations will ripple down to communicators at all levels.
That’s why a recent survey of more than 200 communication leaders conducted by Page, a global professional association for senior public relations and corporate communications executives and educators, is of such importance.
The survey results, titled The CCO as Pacesetter | What It Means, Why It Matters, How to Get There, identifies four areas of emphasis: brand stewardship, organizational culture, societal value creation, and digital capabilities. Take a look at the summaries of these four areas.
Continue reading “What does it take to be a Chief Communication Officer? The sequel.”
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”