Business is changing.
Globalization is expanding markets and spawning formidable new competitors, as economic power shifts from established economies in the West to emerging economies in the East. Technology is informing and empowering stakeholders, amplifying their ability to have very public conversations with and about companies and their products. Big data is helping companies to mine a treasure trove of information on their stakeholders. Corporate character is in flux as companies expand, merge and transform. And in a challenging economic climate, CEOs and boards are expecting every function to collaborate for better outcomes and to make a greater contribution to business performance.
Communications is changing.
Communications has never been more important to business success, and C-suite executives expect communicators to be experts in business, not just communications. Social/digital media is transforming the way we communicate, bringing talent with new skills, abilities and expectations into the profession. Corporate reputations can now be savaged online before crisis management teams can assemble and agree on a response. Messages can be monitored and harmonized, but no longer controlled. Everyone is a publisher as companies aim to harmonize paid, earned and owned media. And employee engagement is more complex and vital than ever as businesses become more global and multi-cultural.
Communications leaders need to change, too.
Many senior communicators are promoted into leadership positions based on their communications expertise. Then, expectations rise for communicators to demonstrate new skills as business strategists, process managers, data miners, financial analysts and talent managers. To become trusted advisors to CEOs and boards, many communications leaders need additional training and development. But where do busy communicators turn? Professional associations offer networking and learning opportunities, but that’s not enough. Management courses can have value, but they aren’t tailored to the needs of a communicator. Leadership and business materials help, but there’s never enough time to keep up with all the required reading. Mentors are great, but they rarely jump into the weeds and provide true coaching. In many companies, communications leaders are responsible for their own development because management is too busy and/or unequipped.
