Handbook of Corporate Communication and Public ... - Blogs Unpad

helping others to understand the reality of a
situation.
In ailing companies corporate communication
is more likely to be a distinct activity
undertaken by dedicated specialists. Communicators
do the chief executive’s bidding.
They work mechanically and struggle to highlight
what is different, special or unique
about their employer. Not surprisingly they
fail to connect with key stakeholder groups
and they spend much of their time rationalizing
failure. When rumours start and adverse
publicity occurs few are sympathetic. Those
who have been tricked or feel duped look the
other way.
Communicators in successful businesses are
more confident. They have less to hide and
they behave very differently. They share
information, knowledge and understanding
with people whose co-operation is needed to
achieve corporate aspirations. They engage in
two-way communication and they encourage,
welcome and respond to feedback.
Good communicators are not preoccupied
with themselves. They focus on the people
they would like to establish, build and sustain
relationships with. They try to understand,
empathize with and reflect their aspirations,
hopes and fears. They make direct and personal
contact. They feel. They may stumble
over the words, but they demonstrate they
care.
Communicators in winning companies
consciously build mutually beneficial relationships.
They forge long-term partnerships.
They are both sensitive and flexible. They
listen. They monitor reactions and are alert to
changing requirements. Communication activities
evolve, as changes are made to ensure
greater relevance.
Effective communicators identify unmet
needs, analyse communication barriers and
address problems. They recognize the importance
of symbols and are visibly committed.
They understand that they and their colleagues
will be judged by their actions and
their conduct. They endeavour to match
words with deeds.
In companies with prospects communication
is an integral element of management.
It is built into work processes and the roles of
managers. Communicators think for themselves.
They question motivations, probe
sources and assess likely implications. They
take steps to ensure the veracity of corporate
messages. They assume responsibility for
what they communicate.
Winners are able to explain with conviction
the essence of what they are about. Their
communication celebrates and sustains success.
They engender allegiance and foster
relationships that can withstand market
shocks and survive the traumas of economic
downturn. People trust them and will put
themselves out for them.
Effective relationships depend on openness,
trust and respect. Lasting partnerships
are based upon a shared vision, common
values and goals, and agreed objectives.
Winners consciously create arrangements
that benefit all the parties involved. They
celebrate, enjoy and sustain success.
Investors, employees, customers, suppliers
and independent directors should never
take corporate communication for granted.
The intelligence, standing and bravado of
corporate leaders and their professional
advisers are no guarantee that the full story is
being told. People should be alert to telltale
signs of whether communication approaches
and practices indicate likely failure or herald
future success.
Many more communication professionals
need to engineer a revolution in their role.
Hitherto they may have been charged with
passing on top-down and one-way messages
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors