Modern communication management is as much about dealing with problems as it is about tactics and technology. But before you can solve a problem you first have to acknowledge that a problem exists and avoid the predictability trap.
In change initiatives adoption doesn’t always neatly follow awareness. AMEC needs to help PR practitioners understand the urgency for change in embracing the excellent Barcelona Principles 2.0 – writes Scott Guthrie
It’s not if but when should C-suite executives truly embrace the social age. Here are five reasons leaders should be social leaders.
Public relations professional as ethical guardian: The measures of business are no longer purely efficiency and profit where all’s fair in love and war – as long as your owners get their dividends. Today, all stakeholders count. And public relations professionals are best placed to act as their organisation’s ethical guardians.
The number one success factor in delivering business outcomes through the process, tools and techniques of change management is having an engaged, visible sponsor. Here are four tips change sponsors should follow to drive business outcomes – writes Scott Guthrie
Document reveals urgent need for cultural, organisational and structural change at NYT. Planning and implementing a structured change management approach will help realise business objectives.
Middle managers adopt one of four personas when faced with change. I call these the Four Fs of: Friend, Foe, Faux Amigo and Fickle-ist. Turn managers into change Friends by pre-empting resistance and engaging with them early on in the change process – writes Scott Guthrie
Anticipate. Plan for. Reduce impact. The importance of a prepared resistance management plan in change management Don’t resent change resisters; the natural reaction to change is resistance. Change is personal. Everyone has their own threshold for how much they can take on board. Uncertainty of success and fear of the unknown are substantial barriers to change
When faced with change all of us split into one of three camps. I call these the Yays, the No-Way-Josés and the Sways.
Middle Managers have to wear many different metaphorical work hats. Here the Four Cs of Communicator, Contact, Champion and Coach are explored. The days of a command and control management have largely been surpassed by the more enlightened managerial approach of inclusiveness and employee engagement. Now one key talent for managers is the ability to