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Day two of IoIC Live is here, with sessions coming up from Bill Quirke, and speakers from Greater Manchester Police, Lloyds Commercial Banking and Workplace by Facebook and much more...


And... we're done for another year. IoIC Live 2018 is complete.


The feedback to the re-induction sessions at HS2 was positive, says Tom Abbot.

"People appreciated the reminder of things that were really important – compliance and documents. It had been two or three years since their induction and it was valuable to reset people's eyes on what mattered.

"They appreciated our leaders were humble, funny, showed weaknesses. It was a tone of voice they'd not heard from our leaders before. It was welcome. And it has grown the leadership team as a unit.

"People welcomed the chance to chat. We deliberately mixed teams up. We didn't allow directorates to come in one session."


"It was really important that leaders were visible and took ownership," says Tom Abbot of HS2. "We stressed the point of honesty. Be humble, be human."


"We started from the position of what's the story we want to tell?" says Tom Abbot of HS2. "How do reconnect empooyees back to the organisation, and the role compliance plays in our ability to get things done?

"Why is compliance an important part of the story? If we screw that up, we lose the faith of our communities and that makes it difficult to be proud of the business."


Tom Abbot, head of IC at HS2, is discussing how a breakdown in compliance can be an opportunity to reconnect your whole organisation to your 'why' and 'how'.

"Our reputation and ability to demonstrate leadership was being questioned," he recalls. "It was tough. All the excitement (of our project) was deflated."


One thing to remember, concludes Cyrus Akrami of Workplace by Facebook, "beyond all the technology, it's about people. They're the ones that are creating content, the ones you want to connect with. They're going to be the next managers, senior managers, chief executives.

"At Workplace, our aim is to make sure that the future is one where your people want to be."


Cyrus Akrami from Workplace by Facebook talks about how Workplace can be used to speed up the process from ideation to fruition, by sharing an idea more quickly than going though the traditional approval route – including from employees without email addresses and others who might not otherwise be able to connect to leaders.

Workplace is being used to show that leaders are human beings, as they are encouraged to post information about their personal lives, while internal comms groups have created groups to talk about mental health issues or LGBTQ+ topics.


How clear are our stakeholder relationships? asks Marc O'Hagan. "How do they influence how we think? When organisational development works with branding and marketing experts, we're more impactful as we can connect that wider persective to the work we're doing.

"You've got to synthesise which ideas are going to have the greatest leverage from an IC point of view. What do I tell a leader to change his or her view on something?"



"It's hard to be the first one on the dancefloor – to have your voice and be the first one to say something." – Pamela Moffat, P3Works



Our limited knowledge leads us to believe it to be the whole truth, suggests Marc O'Hagan of P3Works. "Organisations are complex, and change all the time. So how do we make sense of that and understand a wider perspective?"


How do we unlock potential, and get the extra productivity in our workforce and engage enthusiastic people?


Pamela Moffat and Marc O'Hagan from P3Works are talking about their understandings of how to support organisational development, and three key words related to this are: people, performance and potential.


There is a Team GMB approach within Greater Manchester Police, says Amanda Coleman, and this expanded into reward and recognition, but, following the Manchester Arena terror attack, "no one wanted to be singled out because this wasn't an occasion where you could ever be pleased with what you did because of the circumstances".

Everyone in duty on the night of the terror attack and in the week or so after got a badge and a note from the chief. "I can't tell you how much people love those."



Amanda Coleman says that she went to see occupational health for the first time in her career. And she made a point of telling colleagues that she had done this. Her slide says: "It is okay to not be okay."

"We've got to be more comfortable and aware of it – the cumulative effect. You can deal with a number of different things, and the emotional thing can hit you. We're trying to do a lot more about recognising and identifying that and making sure staff know where to go in that situation, so we can pick them up."



The chief of police was the external and internal face in the wake of the Manchester Arena terror attack. He went out and talked to officers.

"That was really well received," says Amanda Coleman. "Some of the media thought it was a cynical bit of PR, but it wasn't done for that reason. It was done because he needed to see the officers in the city centre and the officers in the difficult behind-the-scenes roles. That was the most important thing. And he spent a lot of time talking with the families affected."


Infographics aimed at the media were used internally, too. "It was an easy way of showing information," says Amanda Coleman.


The work after the Manchester Arena attack – including working with families and the injured/affected, the coronial process, investigation, hate crimes, community tension, transport, staff welfare – all involved internal communication.

People were really upset, says Amanda Coleman. "You've got to hit the right message and tone for staff, and we had to make sure it was similar to what we were saying externally."



In the wake of the Manchester Arena terror attack, officers were looking to leadership.

"You can't underestimate the importance of leadership position when it comes to internal communication," says Amanda Coleman of Greater Manchester Police's corporate communications.


"The important thing for us – and it's simple stuff – is that anything we said publicly went to staff beforehand through a number of routes. Technology is better than it used to be, but we have a staff communication network to get information out.


"There were senior officers thinking about affected staff and how we signpost them to help. Staff and staff welfare was on the agenda of all meetings. But then there is the welfare of our team, which we sometimes forget." – Amanda Coleman of Greater Manchester Police, on the 2017 Manchester Arena terror attack.


Discussing the night of the Manchester Arena attack, Amanda Coleman says: "What we were trying to do in the evening was gear up for the next morning when everyone who wasn't on that night turned up to work the next day. We wanted to get out as much as possible, so the public waking up the next morning and reading it for the first time knew where they could go to help.

"Our first tweet, we never got authorisation for. We had to get it out. It was about speed. The second, bigger statement, went out 40 minutes after it happened, so we needed authorisation as it's going into the world of investigation."

"Internal communicators need a structure that kicks in quickly when something happens to be able to make a decision about what we say to staff." – Amanda Coleman


Amanda Coleman, responsible for corporate communication at Greater Manchester Police, is on stage to talk about the importance of prioritising staff in the aftermath of the Manchester Arena terror attack.


"Chemistry is as important as capability within your team. It shapes personality and relationships." – Jim Connor.



What capability do you need to turn your company into something people wanted to be a part of? It requires an integrated IC approach. It's a bit like havign koalas and raccoons in your team.

"Koalas are real specialists," explains Jim. "They only eat eucalyptus leaves. Through a whole cycle of evolution, koalas have been geared to eat eucalyptus better than any other animal – they have claws, two thumbs per hand, and eucalyptus are posionous to a lot of animals, but not the koala, which has developed a special digestive tract to extract al the goodness. Koalas don't need to eat anything else. But what happens when eucalyptus leaves run out?

"Raccoons are generalists, jack of all trades. They can adapt to many different environments, eat different types of food, and they are not highly specialised in any one environment.

Likewise, when you have an integrated IC approach: you benefit from broad skills, but there is still a requirement for people to be specialists. "It can be difficult for people to be a raccoon and convience them to be a koala."


In 2012, the transport network was a fundamental part of the Olympic Games' success. But before the Games, Jim Connor, working for Transport for London at the time, recalls disengaged transport colleagues, even though management had rolled out a six-month campaign to help employees understand their roles in the campaign. "We sat down with the management team and established the comms was one-way and employee voice was non-existent."

A documentary called The Tube was produced, and within 24 hours, there were more than 1,000 posts, expressing a sense of pride and tips about what needed to change before the Games. "That gave us a licence to operate and the management team was excited about the buzz," recalls Jim. "We created a fully social intranet where leaders and colleagues could blog, microblog. We wrapped in training for 800 line managers in leadership development skills so they could communicate and engage more effectively in their teams and demonstrate the soft skills we want to see in leaders.

"I got 30 directors of TfL to go to sites, depots, stations and sit down with colleagues, buy them a coffee and ask simply, 'What's bugging you? What do we need to fix to get your engagement up and make these Games a success?' That was probably one of the most pivotal things we did."


Jim Connor from Lloyds Banking Group has taken to the stage. He's started by making us all hug each other, which might be a first for IoIC Live.


Inner gems are your brand ambassadors, says Sheila Parry. "They are going back to family and friends and talking postitively, and are happy at work." Instead, says Sheila, find the inner skeletons. "They are people who are afraid to speak their mind."


"If you want to inspire the future workforce, the employees of the future, get to know them," says Sheila Parry. "What does it mean to get to know who you are dealing with, and what do you want to happen when you ask people to bring their whole selves to work?

"When people are proud of the organisation they work for, they will deliver performance. It sounds simple, but it's complex."


Sheila Parry asks, what has influenced your ability to perform or feel pride in the organisation?

One delegate comments, "Often very senior people will get in the lift and struggle to make eye contact and say hello. Think about the impact of that. On the flip side, when someone says hello, even if they don't know your name, how nice does it feel to be ackknowledged?"


More than 20 per cent of eligible students took part in the Spit Happens campaign, and potentially 12 life savers were secured – one in 170 people is likely to be a match.

"It gave us a real feel-good factor and lots of traction internally," says Emma Leech. "We don't spend a lot of cash on marketing, we spend it on student experience. As a result of the campaign, we have the highest net promotor score in the higher education sector, and we regained first place in The Times student experience survey. There's something around student community, advocacy, loyalty and networks, and getting staff involved, that has been great.

"We've had feedback that it made an impact with potential students, through clearing for example. Belonging and fit are important. How do you make people feel welcome and valuable to your organisation?


Emma's team spent the majority of the Spit Happens project budget on T-shirts to hand out to students on campus, which gave the campaign visibility – and, 18 months later, continues to, with students still wearing them. "Never understimate the power of a good T-shirt."

They also underestimated the power of social media, with students and alumni tweeting, but also parents saying how proud they were of their children donated. "It led to a lot of stories coming out from the woodwork that gave momentum throughout the period."


Emma Leech from Loughborough University talks about the power of video, in which a pro-vice chancellor from the university talked about his experience with leukaemia, and how a donor saved his life. The video "really got people switched on to joining in and doing something special for others".


Next up, we have two breakout sessions: Emma Leech from Loughborough University is talking about the Spit Happens campaign – transformation and teamwork on a budget; while Sheila Parry talks about inspiring the workforce of the future to build reputation from the inside.

If you're starting out, look at messaging, says Bill Quirke. "Look at personalities, more than channels. And writing... journalists have a great advantage as they are simplifying information from people who are too close to it."


"About 70 per cent of your time is spent on low-value activity that wouldn't be missed if it disappears." – Bill Quirke.



What has shifted? asks Bill Quirke. Maturer profession and practitioners; baby boomer leaders with different values; the rise and recognition of engagement; the recognised role of leaders; the shift from command and control to a consultation culture; a greater focus on measurement.

What needs to change? Leaders and communicators' roles is the biggest shift needed in the future.


"Your job is about thinking and articulation, not the distribution," says Bill Quirke. "Leaders now know that internal communication is important."


There needs to be a change for communicators – to be advisers, not servants. "That's the big shift we have to go to," says Bill Quirke.


"Communication is a means to an end, not an end in itself," says Bill Quirke.

"It's about business value. Start with what's already at the top of the agenda – fear, ambition – and consider the connection between the agenda you have and internal communciation.

"Leaders have the biggest impact on shifting communication. From a McKinsey report, leaders who can tell the change story articulately, their organisation has a four times better chance of getting the change benefits they want."


On his book, Making the Connections: Bill Quirke recalls a reflection he made ten years ago: "'Life is moving too fast to rely on the inadequate way we currently communicate in ogansiations.' That is truer now than it was ten years ago. I think you have a tougher challenge and we'll all need to raise our game."


People stay in internal comms a long time. In Bill Quirke's poll, more than a quarter of IoIC Live attendees have spend 16 years or more in internal communication, with a further 15% between 11-15 years.


"Once you're at the table, are you able?" asks Bill Quirke. "What do internal communicators want to do? We want to be consulted. We know how to articulate thinking, craft messages, we can predict how people will respond. What chief execs say they want and what internal communicators say they want to do are the same thing. But why is there a gap – why are internal communicators the last people they ask?"


Next up, "an icon of internal communications", Bill Quirke – speaking in his home town of Birmingham.


Place reputation on your risk register, advises Ed Coke. What are your mitigation strategies? How will you communicate it?

Measure regularly and holistically, adds Ed. "That's not necessarily about spending bucketloads of money on another study. That tends to be validation of what you already know or you get two versions of the truth. What I do think we need to do is maximise the data we already know through understanding the behaviours, competencies and values framework and measuring every quarter, six months or year – but look in the round: not just employees but all your other vital stakeholders."


Internal communicators must have long-term strategic plans, says Ed Coke, and be seen as  in year one, two, three or four... "You have to have a long-term strategy to demonstrate you're not just a tactical team, but you've got a strong handle on what your desired reputation outcomes are, how each invdividual campaign and comms piece is going to fit in those strategies."


Ed Coke reveals the results of his pre-IoIC Live 18 survey. The most interesting finding is that there is a gap between the importance we place on key stakeholders – from prospective and junior employees to regulators, media and government – and our effectiveness at delivering to those audiences. The biggest gap is for prospective employees (98% importance vs 47% effectiveness).


"Behaviours, competencies, values: If you can't appeal on those three things in terms of alignment, you're not going to get the reputation dividends your organisations and chief executives want. Be a chameleon. Adapt to your environments, adapt your messaging, but fundamentally stay true." – Ed Coke.


Ed Coke offers a definition of reputation: "The holistic perceptions of behaviours, competencies and values of a company, held by one or more influential stakeholder audiences. Reputation is owned by stakeholders, not by the company; however, companies can actively manage the elements of their reputation to become meaningful, relevant and positive in the eyes of their stakeholders."


Stronger reputation = licence to operate, lower cost of capital, higher employee engagement, greater custoemr recommendation, stronger share price.

"The power of reputation needs to be illustrated through evidence," says Ed Coke.


Ed Coke discusses some of the scandals from the past year and the effects on the bottom line. When Starbucks had to close its stores for an afternoon to educate employees about racial bias, the loss to the business may have been around $12 million, while Facebook saw $50 billion wiped off its share price earlier this year...


Oxfam, TSB, Starbucks, Cambridge Analytica, Facebook, Bell Pottinger... What's the price of reputation? When reputation goes wrong, it can result in insolvency or significant loss. When reputation hurts us financially, it can live much longer in the minds of the general public.


"We live in a reputation economy," says Ed Coke. "We are constantly being judged. And in an era where ture or false, good or bad perceptions can move around the world at breakneck speed on social media, the stakes for having a good reputation have never been higher. Reputational crises come round on an alamringly regular bases."


First up today is Ed Coke, founder of Repute Associates, who has over 25 years' consulting experience.

We're starting with a poll via our fancy interactive digital Slido technology: Which superpower would be most useful for communicators: mind reading, invisibility, teleportation to the future or turning back time? Perhaps of no surprise, mind reading is a clear winner.


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