Class #3 September 12, 2013 Harrison & Muhlberg. At 640 Massachussets Avenue Mandatory for our class Recruiters will participate Bios of speakers posted

Class #3September 12, 2013

Harrison & Muhlberg

At 640 Massachussets AvenueMandatory for our classRecruiters will participateBios of speakers posted to our site

9/12/13Georgetown University Leadership Communication 2

Take Flight with PR – 9/19 -- 640 Massachusetts 6:00 p.m. Doors open6:30 p.m. Welcome from Denise Keyes, Senior

Associate Dean, Georgetown University School of Continuing Studies, Division of Professional Communication6:35 p.m. Opening remarks: Kathy Cripps, President, Council of PR Firms

6:45 p.m. Keynote: "Dancing Eyes: How to Keep Great Talent in PR" Rob Mathias, Regional CEO, North America, Ogilvy PR 7:05 p.m. Presentation: Defining Demand- A roadmap for Creating engaging digital campaigns, Neby Ejigu, Senior Digital Producer, Widmeyer

*Attendance is mandatory. Bios are posted on blog.


Take Flight with PR – 9/19 -- 640 Massachusetts7:20 p.m. Panel discussion, featuring:· David Almacy, SVP, Digital Media, Edelman· Margaret Dunning, Principal and Chief Strategy Officer, Widmeyer Communications· Carrie Jones, Principal, Managing Director, JPA Health Communications· John Seng, President and CEO, Spectrum· Nick Ragone, Partner, Director, Washington, D.C., Ketchum· Peter Stanton, President and CEO, Stanton Communications· Moderator: Denise Keyes, Senior Associate Dean, Georgetown University School of Continuing Studies, Division of Professional Communication 8:30 p.m. Networking Reception – Recruiters expected attend9:30 p.m. Event Concludes


LC, As Defined by ClassLeadership in Communication, Fall 2013

Leadership Communication is:

The ability to consistently leverage an understanding of the context to craft content and adjust tone; to engage stakeholders in committing to a shared vision for the BAO.

--Leadership in Communication, Class of Fall 2013

9/12/13 5Georgetown University Leadership Communication

Assignment #1: Companies/CEOsHilton WorldwideGoldman SachsCargillWalmartJP MorganMicrosoftAmerican ExpressPepsicoFordStarbucks

Allison LuKatherine

OllenburgerAlexandra MedranoAleena HasnainJanie HoffmanGboyinde OnijalaJosie RossiAndrea GarnerLisa EdmundsCi Ci Christel Ghattas


Assignment #1: Companies/CEOsAppleYahooFacebookCiscoBoeingFedExNetflixIBMExxonMobileCoca Cola

Carmeyia GillisSwati MishraClaudia NavasAlex ChagourisAdam KosteckiMark WinchesterBrittany WangMaggie SkinnerSara ShuttofelMatt Adler


CEOs and CompaniesAssignment is due 9/26What are you discovering?Have you explored the website, IR section,

Annual Report – CEO letter, Analysts conferences, CEO speeches, media coverage?

Insights? Do you have an impressive CEO? Why? Why not?What impresses you about the role of the CEO in

your company? Do you have an impression of the CCO?

Is the CEO conveying leadership in his/her communications?


Understanding the concerns of Global CEOs

Debate the relative order of the following CEO concerns in 2013 Based on your study of your CEO and company,

what do you think are the things your CEO worries most about?

Take 30 minutes in your team to determine the order from 1 to 10 of these Global CEO concerns.

Discuss among team members why your 1-10 order is correct.

Present the order on one of the white boards to compare with the four other class teams.9/12/13

Georgetown University Leadership Communication 11

Global CEOs Worry About….Your assignment is to put these issues in the order “of worry” in 2013Global ExpansionInnovation Corporate Brand and ReputationHuman CapitalInvestor RelationsGlobal Political/Economic RiskSustainabilityGovernment RegulationCustomer RelationsCost Optimization

*Conference Board CEO Challenge, 2012


Answers Based on CEO Survey1 Innovation 2 Human capital 3 Global political/economic risk 4 Government regulation5 Global expansion 6 Cost optimization 7 Customer relationships8 Sustainability 9 Corporate brand and reputation10 Investor relations



Traits that lead to v-i-c-t-o-r-y



CORPORATE CULTURE/character

To Review:CCO’s Accountability in the C-Suite

1.Information flow2.Stakeholder perception

3.Corporate culture


Corporate Character

What makes us unique: Our Beliefs

Our Values Our Purpose

New model of influenceCorporate character and authentic engagement

Be worthy of trustEarn it


Presented byRoger Bolton

The CCO can act as “chief collaboration officer”—working with peers and operation managers in communicating, evaluating and therefore INFLUENCING a culture of value and purpose.

•‘Corporate character’ is revealed in the collective and individual behaviors starting with, encouraged by top leadership. •Responsive and responsible ‘corporate character’ becomes the culture of the company, driven by value and purpose activated across all operations. •Leadership must ensure that all actions and interactions express the company’s values and purpose.

‘Character ‘as the Basis for Culture Value & Purpose


Influencing Culture: CCO’s C-Suite Role

Define corporate value.Answer the question (asked by internal/external

stakeholders): what’s in it for me? Activate corporate ‘character’.

Influence an ethical, open and caring culture that listens, understands and delivers value to stakeholders

Inspire followers/stakeholders toward advocacy.Make the win-win values so compelling,

stakeholders advocate for us and influence more stakeholders


Communication inside the company:Establishing corporate character+ Use social media to enable employees to converse and have a hand in the design of the enterprise’s purpose and values.

+ Enable employees to be advocates and relationship-builders through social media and personal interactions.

+ Meet with business units and other functions to define what the purpose and values mean to their part of the enterprise.


+ Establish metrics that measure gaps between the company's character and what people actually experience: looks like, sounds like, etc. Use gap analysis as the basis for an ongoing transformation effort.

+ Engage with fellow C-suite executives to "co-champion" transformation efforts to more fully express the company’s character (e.g. with the CHRO on employee engagement, with the head of sales on customer experience, etc.).

Corporate character can yield ADVOCACY at scaleThe goal: Internal and external stakeholders believe in the company’s value and purpose, act on that belief , confident and advocating the company, its leadership and promise.

Leadership communication is a

driver to this outcome.

.

Corporate Character



Leadership Resource PresentersMax De Pree presentation Wharton Leadership Book presentation



How does the corporate communicator lead? She is a COLLABORATOR with the CEO & peers

in the C-suite; STRATEGIZER of effective communications strategies to engage STAKEHOLDERS

Objective: Company performance that delivers mutual values to the company, and its stakeholders.

Accountable for: information flow, stakeholder perception counsel, and culture influence

Activated by: consistent, purposeful, values-oriented communication: the ongoing leadership conversation


Leaders Communicate…and Here is How Communicators Lead in the C-suite

1. Establish expertise. Others (above and below your pay grade) follow the lead of those who “know their stuff.” CCOs know information flow/media, stakeholder perceptions, cultural effects, all the ordinary and crisis communication management. Your CAPABILITY is an asset no one else has.

2. Know the business. Others in the C-suite may not expect, but they will respect, “pr people” who know financial, market, competitive economic factors. Be INTERESTED because you have a stake in the outcome!

3. Know the roles of others. Know and care what others in the C-suite do, what the CEO expects of them; then be a STAKEHOLDER in their success.


Leaders Communicate…and Here is How Communicators Lead in the C-suite

4. Counsel others, carefully. When the situation is right, provide your “stuff” in the right, personal, caring way, confidentially, as a thought, or a question: Would this help you at all…? INFLUENCE through helping.

5. Mean it when you commit. Accept the risks, solve the problems, perform on time, stick to it when the going gets rough, DELIVER best achievable outcomes.

6. Operate with complete integrity. Do the right thing, even if you’re the only one who knows. TRUSTWORTHINESS is the essential CCO and probably most powerful leadership trait.


In the C-suite, TRUST is everythingThe CCO’s peers in leadership are, in effect,

asking:

Do I trust this person to:Perform with excellence, aware of conditions that

affect my area?

Prove it, bring me evidence, reassure me..BE ACCOUNTABLE, help me COMMUNICATE, think “OTHERwise” and anticipate my needs & questions

Point: WIIFM: SHOW ME REGULARLY THAT YOU CARE, that I can trust you and value your trust.

9/12/13 Georgetown University Leadership Communication 29

A Listening strategy is the first factor in the Leadership Communication Formula

ListenLearnLeverageLead


Leadership Communications Basics for the CCOThe CONTENT of leadership communication

is shaped by the CONTEXT surrounding it, and the TONE (delivery modes and language) of the communicators.

Stakeholder PERCEPTION of leadership

(financial, social, political performance) can be analyzed.

The CULTURE of leadership, including

language, signals and symbols, influences follower belief.


Jim Collins’ Built-to-Last Leadership Trait

HUMILITY + WILLJust as I am…with the

fierce passion and purpose of being the

best we can be.9/12/13

Georgetown University Leadership Communication 32

Companies in Collins’ Study

Abbot Laboratories Circuit City Fannie Mae Gillette Kimberly-Clark Kroger Nucor Philip Morris Pitney Bowes Walgreens Wells Fargo

‘http://www.squeezedbooks.com/book/show/16/good-to-great-why-some-companies-make-the-leap-and-others-dont



"Fast is fine, but accuracy is everything."

Wyatt Earp, law enforcement officer, gunfighter at the OK Corral

Final Quotes for CCOs asLeadership Communicators

“Get it right!”Gay Talese, New York Times reporter, Esquire contributor, author of major books including The Kingdom and the Power, about the NYTimes.

Documents

Class #3 September 12, 2013 Harrison & Muhlberg. At 640 Massachussets Avenue Mandatory for our class Recruiters will participate Bios of speakers posted