Greentarget

Aaron Schoenherr

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Another transformation brought on by the pandemic? Internal communications have become more important than ever before.

We all experienced it: the constant emails about safety protocols, reassuring check-ins about remote work logistics, regular video messages (often from the CEO), and any number of other efforts to stay connected during a difficult time.

But already, the frequent, transparent and authentic communications employees have come to expect is waning: a recent survey found that 40 percent of employees have yet to hear any vision on what post-pandemic work life might be, and another 28 percent said what they’ve heard remains vague. For professional services firms whose success relies on recruiting and retaining talent, this poses real cause for concern – especially when 1 in 4 employees are planning to look for a new job as the pandemic subsides.

These headwinds make it all the more crucial to reimagine your internal communications strategy for a post-pandemic future. Here’s how to do it well.

Embrace Authenticity and Vulnerability through Your Internal Comms

Most professional services firms operate in a pretty buttoned-up atmosphere. It’s the nature of the work. But when the pandemic put us all in the same boat — working remotely while juggling the demands of home life — something powerful happened. Leaders invited us into their living rooms for video updates. Unplanned cameo appearances from our children, partners and pets livened up non-stop Zoom meetings. Unscheduled phone calls became a refreshingly analog way to connect. Working from the back patio with birds chirping in the background became a new norm.

The surprising result? Physical distance notwithstanding, many of our interactions became more authentic and vulnerable than ever before. 

Don’t let this new authenticity and vulnerability go by the wayside when you return to the office. No one wants to revert to sterile email updates and canned messages. Create an internal communications strategy that relies heavily on personal connection, harnesses the power of storytelling, and creates a strong sense of belonging. In other words, fight to keep it real.

Leverage the Face-to-Face Communication Cascade

Even as our interactions grew more authentic during the pandemic, official internal communications grew more prescribed and controlled. Emails were painstakingly crafted, those CEO living room chats were highly scripted, and real-time feedback loops often fell by the wayside.

Leadership consultant Patrick Lencioni suggests another, if counterintuitive, route. “The best way to ensure that a message gets communicated throughout the organization,” he writes, “is to spread rumors about it.” In other words, we’ve all seen how rumors can undermine our best communication efforts. But what if we lean into the underlying human behaviors that contribute to the rumor mill and make those tendencies work for us?

That’s where a communication cascade comes in, replacing a dry, top-down messaging strategy with personal conversation and connection.

Start by involving front-line leaders to determine the broader strategic themes you want to get across.  From there, empower those leaders to disseminate the information to their direct reports as they see fit. Employees continue communicating the news down the chain to their own team members, who are free to discuss the information with their colleagues. 

Since you won’t control how every word is delivered, it involves less scripting and more trust. Cascades also create expanded feedback loops, resulting in more ownership of and buy-in for the messages you want to communicate. 

The outcome? A more authentic, effective and comprehensive communication loop than the leadership team could ever have achieved alone.

The Power of Storytelling in Your Firm’s Internal Communications

If you want a cascade to work, turn your messages into stories that make your communications personal and engaging.

For instance, perhaps your organization wants to release an internal statement on the anniversary of a significant current event, such as the murder of George Floyd. You feel pressure to convey a point of view on this important social issue, but you also know that firms like yours often lack diversity — especially in leadership positions.

Sending out a company-wide email could lead to unhelpful rumor mill chatter about your firm’s commitment to racial justice. By contrast, a communication cascade — combined with storytelling — has the potential to inspire your entire organization to talk about the issue in a constructive way.

In this scenario, start by having your leaders tell their teams about your firm’s commitment to diversity, equity and inclusion. Ask leaders to invite employees to share personal stories of how racial injustice has affected them or those they care for. This opens up channels for authentic conversation with employees about the firm’s commitment to DE&I. It might even lead to honest reflection and feedback that compels you to think through how to strengthen your firm’s values and better live them out. 

Transformation like this takes thoughtful, open conversation and a willingness to hear feedback and respond to it. It also requires leaders to embrace vulnerability. And it all begins with stories that capture the hearts and minds of your people and inspire you toward action.

Communicate that Employees Belong

Internal communication isn’t just about providing updates on company directives or even weighing in on matters of cultural and historical significance. It can also be used to create a strong sense of belonging so your employees feel more connected to and personally invested in the organization.

One leader we work with noticed a desire among his team to stay connected to the physical office during  the pandemic, especially when the monotony of remote work began to set in. Art is important to his firm and greatly contributes to the atmosphere of the physical office space. Therefore, he decided to begin telling the stories of the firm’s art collection through a series of emails that promoted a sense of connection and place among his employees.

With an imminent return to the office on the horizon, he’s now exploring opportunities to create a guided tour of the art collection for team members. He also plans to include the tour as part of the onboarding process for new hires. The pandemic made this firm’s love for art even more meaningful, all because a leader had the creativity to use it as a visual and symbolic representation of their overall culture.

Opportunities like this one will emerge for your organization, too — if you’re willing to seek them out. Many of your employees have missed the office just as much as you. Find ways to signal that they belong when they finally return.

Now’s the Time to Enhance Your Commitment to Internal Communications 

You’ve worked hard to keep employees informed and engaged during the pandemic and have made great strides in ramping up your internal communications efforts. But the benefits of effective communication transcend COVID-19. Good communication contributes to positive morale and leads to a greater sense of employee loyalty and commitment — pandemic or not. 

Don’t let the momentum you’ve created fade away with a return to the office. Instead, double down on your efforts to make your internal communications strategy more effective and compelling. Your entire organization will emerge stronger as a result.

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As we all continue to navigate the unprecedented leadership challenges and opportunities created by the COVID-19 crisis, we’ve had the opportunity to connect with a wide range of professional services leaders.

Those conversations have produced a wealth of perspective surrounding the unique communications challenges professional services leaders face in this uncertain time. Below is a collection of insights that may prove useful as you continue to navigate these unchartered waters.

Identify, segment and prioritize your stakeholders – In the coming days, leaders are working to exit triage mode and move into a more systematic, sustainable cadence of communication with internal and external stakeholders. It’s an opportune time to think about which audience segments are most important now and how frequently you interact with them. You’ve likely (and rightly) made clients your first priority. If so, now is the time to think more broadly about other key stakeholders and what messages and assurances they need to hear.

Increase your cadence – If it feels like you’re overcommunicating, you’re probably doing it right. The frequency of your communication to the organization should be two-to-three times the norm. Avoid the temptation to overthink your message; instead, focus on being nimble and authentic. Be comfortable making decisions on the best available information and pivoting as you learn more. Take a moment to think about new internal and external audiences who need your attention. This should be a constant exercise.

Expand your feedback networks – In disruptive times, your first team is typically the executive committee or board of advisors – the group that will provide the input necessary to manage through the initial phases of uncertainty. We are entering a transition period; empathizing with the changing needs of clients and internal stakeholders will be critical and challenging. It will require new feedback avenues and greater effort to obtain information from every corner inside and outside the organization. The best intelligence in a crisis comes from the crisis itself – you will need frequent, fresh, first-hand information to adapt and respond effectively.

Prepare your frontline leaders – In the same way that you are being tested so are the executives with direct connections to partners and clients. Those frontline leaders need your coaching and your help to predict what questions and information will be asked of them. For example, following the massive unemployment numbers steadily being released, the question on just about everyone’s mind is, “Is my job secure?” Understanding your team’s top-of-mind concerns and providing as much clarity as possible will be key to keeping them productive.

Be willing to recast your strongest communicators – We all have various strengths and not every leader in your organization is a strong, confident communicator. Accept this reality, identify the leaders who excel at interpersonal communications and be willing to recast them accordingly. In times of rampant uncertainty, you’re better off redeploying your leaders based on an assessment of strengths than trying to re-tool. The stakes are too high to leave things in the hands of weak or ineffective communicators.

Anticipate and prepare for new media narratives – Traditional news outlets are enjoying a day in the sun as audiences rely on and engage with their reporting now more than ever. While initial media narratives centered on business continuity issues in the wake of COVID-19, we are beginning to see the narrative shift toward staff-cost/workforce reductions, confirmations of COVID-19 diagnoses, the myriad implications of a prolonged lockdown, and how the world will change as a result of the pandemic. Be prepared for these shifts in attention and for a new expectation for engagement by leaders amidst an international health crisis.

We’re here to help and would welcome a chat to discuss what we’re learning in real time.

Return to COVID-19 Resources for Communicators

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Join Greentarget’s Aaron Schoennher and featured guests as they discuss the trends and developments impacting legal & professional services firms, communications professionals, and the news media industry.

Authority Figures Episode 4: A Seat at the Table

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In part two of their conversation, host Aaron Schoenherr and Tanarra Schneider, Managing Director of Leadership & Culture at Accenture, discuss corporate America’s diversity, equity, and inclusion efforts. They cover
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As we enter the time of year where the temptation to reflect overwhelms our entrepreneurial instinct to look forward, a seminal moment in our history comes to mind. Perhaps even more important than the beers we shared in a grocery store parking lot 14 years ago.

Just over a decade ago, we sat in a conference room and watched a demo of new software that empowered organizations like Greentarget to run quantitative research campaigns. Today, many of these platforms are household names. But, at the time, this was a novel idea within an emerging segment of the SAAS industry. Our reaction to the demo was along the lines of: “We can do this.” Which quickly morphed into “We have no business trying to do this.”

True to form, we jumped in head first, another leap of faith, and discovered that our professional services clients immediately understood the marketing-communications value of data-driven insights. Since that time, we’ve run countless research-based campaigns that have uncovered points of view on everything from autonomous vehicles and tax reform to global bribery and cyber risk. We’re immensely proud of how strong the thread of research-based insights runs through Greentarget.

Fast forward 10 years to last March when the Holmes Report awarded Greentarget its Diamond SABRE award for “Superior Achievement in Research and Planning.” The award, based on our work for our client, Duff & Phelps, was a proud achievement for sure but also a reminder of the responsibility we embrace at Greentarget to direct a smarter conversation.

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We believe that industry dialog benefits from the skillful participation of our best and smartest thinkers. We are forever grateful for that seminar 10 years ago; it put us firmly on the road to mastering data-driven thought leadership campaigns. It’s a key element to fulfilling our mission of directing a smarter conversation.

Speaking of data, as we close out another year of striving to cultivate a destination for the public relations industry’s top talent, here are a few statistics that make us smile:

  • Our team welcomed four new babies this year – with one more to come in early 2019.
  • An astounding 23 young professionals completed our internship program this year, including the three who graduated to full-time employment. Great things are coming from our newest junior associates: Taylor Craddock, Briana Chernak and Nathan Kamradt. It’s a privilege for us to play a small role in the careers of so many young professionals.
  • In a major expansion of our repertoire, we welcomed John Matthew (JM) Upton as Greentarget’s first Director of Digital, responsible for expanding Greentarget’s digital capabilities into a full-service offering.
  • Further deepening our bench strength, Sonja Elmquist and Megan Turchi joined to support our content and editorial capability, while Annie Keller and Sarah Bauman joined our account teams as Account Supervisor and Associate, respectively. All four can already tell you exactly what time the groceries arrive on Mondays and within an hour when there’ll be nothing left but baked rice cakes.
  • If you didn’t make it to our offices in Chicago this year, you might’ve found us at the Legal Marketing Association national conference in New Orleans. Or at GroPro, an event in New York focused on bringing professional service firms and individuals together to exchange industry best practices and ideas. We also spoke at LMA Tech Midwest, Legal & Professional Services Council, RelativityFest and facilitated a session on artificial intelligence at the PR Council’s Critical Issues Forum in Chicago.
  • Greentarget’s 7th annual State of Digital and Content Marketing report dropped this June. And for the first time, we expanded our research to include C-suite officers beyond the general counsel. The resulting reports revealed that, while CEOs, CMOs and others differ from legal executives in some respects (they consume more video, read fewer email alerts and are less obnoxious about explaining the flaws in “Law & Order” storylines), both groups of decision-makers are hungry for better, more timely and more thoughtfully curated content.

We would like to wish you and yours a joyous holiday season filled with ample opportunity to reflect and celebrate what’s most important to you. With deep gratitude for all that was and what is yet to come.

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“The only thing that is constant is change.” I was reminded of this quote while attending the GroPro 20/20 conference last month with dozens of CMOs and managing directors at leading law firms and professional services organizations. It’s an easy idea to agree with but a hard truth to fully embrace. Executives across the legal, accounting and consulting industries are responding and innovating (some better than others) in response to changes in client demand, the talent pool, disruptive technologies and marketing trends. It was incredibly refreshing to hear, through open conversations with an impressive audience of senior marketing executives, how different leaders are managing through this period of volatility and uncertainty. The conference occurred just weeks before the release of Greentarget’s first survey documenting the content consumption preferences and behaviors among C-suite officers, who make up the core client and prospect base for the industries listed above. So we listened with an ear toward the ways professional services marketers are striving to cater to those preferences and behaviors. We heard a lot of great ideas and sharp perspectives. Here, in no particular order, are a few highlights: Cultivating Marketing Allies. Getting buy-in and support from influential members of the partnership and executive leaders was a common theme. The panel comprised of CMOs from Bain Consulting, Navigant and Wiley Rein illustrated different strategies to identify and cultivate these “promoters.” One CMO’s strategy hinged on gamification – creating a series of marketing challenges designed to advance new business objectives with prizes for the most meetings secured, articles published, revenue generated, etc. “It’s amazing what you can accomplish through a little healthy competition – especially among a partnership.” Start-Up Mentality. As we’ve documented, legal operations continues to grow as a force in the legal industry, and the findings in an annual survey presented by HBR Consulting feed that perception, depicting a shrinking investment in outside counsel and an increased investment in in-house resources. The panel discussed the notion that growing a legal operations team at a law firm requires a “start-up mentality” as new hires with new skill sets need to be free to challenge processes and bring fresh thinking. As one panelist put it, “How do you materially differentiate yourself based on the client experience?” Data, Data Everywhere. At one point during the event, the room was pretty fired up over data visualization tools, talent and needs. Many of the firms attending deal with mountains of data in Excel and other database tools. One in-house counsel said, “Whenever we see a ton of data in a spreadsheet, we think, ‘How can we make this a map, a graphic or an interactive image?’” In some firms, data visualization has become a billable service that clients will invest in to “learn something about themselves they don’t already know.” Another consulting firm CMO added, “Co-innovation through efforts like data visualization is the shortest path to client connectivity.” Blockchain in Professional Services. A presentation from Microsoft sparked a compelling conversation around the applications of blockchain, a connection that may not be obvious at first glance. However, at its most basic level, the presenter emphasized that blockchain technology produces data that is completely immutable, is verifiable and removes the need for trust. This could have many applications in accounting, asset management, legal and management consulting, especially in billing and auditing. One panelist predicted we’re likely to see blockchain-based invoicing in professional services within the next 24 months. Building a Professional Services Brand. “In professional services, we too often disguise brand as something else – using words like reputation, or client experience. But brands are exciting and unique and should be embraced.” This observation from One North kicked off one of two sessions on branding that focused on how professional services firms too often play it safe using the all-too-common pillars of reliability and trust. “If an organization wouldn’t claim the opposite, it’s not a brand pillar.” In a separate panel led by branding agency Clarity, a panelist discussed an ingenious approach to measuring effectiveness in this area – she creates a word cloud of client feedback to see how many of the brand pillars appear in the language clients deliver back to the firm. According to one marketing chief: “Our goal was to build a truly durable brand — our approach to sharing our expertise was about developing signature thought leadership. It wasn’t about the quantity of content we created, but the quality.” Music to our ears. Disrupt or Be Disrupted. A former Fortune 50 CMO discussed how disruption has never been happening faster, so it’s important for companies to think big. “As the saying goes, we tend to overestimate what we can get done in one year, but underestimate what we can accomplish in five years,” she said. Above all else, GroPro reminded me how important it is to create the time and space to get out of the day-to-day routine and listen to diverse perspectives. The frantic pace of business today creates a challenging paradox – it’s harder than ever to make the time to expose yourself to new points of view but also critical to find the energy to embrace change and expand.

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It’s been quite a week for United Airlines, and the company remains firmly on its heels. In addition to video of a passenger’s forcible removal going viral, United’s CEO used a term in his first public statement after the incident that was, frankly, mind-boggling: “I apologize for having to re-accommodate these customers.” Emphasis mine. There are a lot of lessons to be learned here, but the one we’re most interested in is the tension that exists between legal and communications departments in times of crisis. Please check out my full post for more.
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