Leadership in Communication

1. Leadership in Communication Class #3 September 12, 2013 Harrison & Muhlberg

2. September 19 Event At 640 Massachussets Avenue Mandatory for our class Recruiters will participate Bios of speakers posted to our site Georgetown University Leadership Communication

3. Take Flight with PR – 9/19 -- 640 Massachusetts 6:00 p.m.                    Doors open 6:30 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, NebyEjigu, Senior Digital Producer, Widmeyer *Attendance is mandatory. Bios are posted on blog. Georgetown University Leadership Communication

4. Take Flight with PR – 9/19 -- 640 Massachusetts 7:20 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 attend 9:30 p.m. Event Concludes Georgetown University Leadership Communication

5. 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 Georgetown University Leadership Communication

7. Assignment #1: Companies/CEOs • Hilton Worldwide • Goldman Sachs • Cargill • Walmart • JP Morgan • Microsoft • American Express • Pepsico • Ford • Starbucks • Allison Lu • Katherine Ollenburger • Alexandra Medrano • Aleena Hasnain • Janie Hoffman • Gboyinde Onijala • Josie Rossi • Andrea Garner • Lisa Edmunds • Ci Ci Christel Ghattas Georgetown University Leadership Communication

8. Assignment #1: Companies/CEOs • Apple • Yahoo • Facebook • Cisco • Boeing • FedEx • Netflix • IBM • ExxonMobile • Coca Cola • Carmeyia Gillis • Swati Mishra • Claudia Navas • Alex Chagouris • Adam Kostecki • Mark Winchester • Brittany Wang • Maggie Skinner • Sara Shuttofel • Matt Adler Georgetown University Leadership Communication

9. CEOs and Companies • Assignment is due 9/26 • What 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? Georgetown University Leadership Communication

10. Exercise Understanding the concerns of Global CEOs

11. 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. Georgetown University Leadership Communication

12. Global CEOs Worry About….Your assignment is to put these issues in the order “of worry” in 2013 • Global Expansion • Innovation • Corporate Brand and Reputation • Human Capital • Investor Relations • Global Political/Economic Risk • Sustainability • Government Regulation • Customer Relations • Cost Optimization *Conference Board CEO Challenge, 2012 Georgetown University Leadership Communication

13. Answers Based on CEO Survey 1 Innovation 2 Human capital 3 Global political/economic risk 4 Government regulation 5 Global expansion 6 Cost optimization 7 Customer relationships 8 Sustainability 9 Corporate brand and reputation 10 Investor relations Georgetown University Leadership Communication

14. Victory Circle Georgetown University Leadership Communication

15. Traits that lead to v-i-c-t-o-r-y Georgetown University Leadership Communication

16. Corporate Culture & Character Georgetown University Leadership Communication

17. CORPORATE CULTURE/character • To Review: • CCO’s Accountability in the C-Suite • Information flow • Stakeholder perception • Corporate culture Georgetown University Leadership Communication

18. New model of influenceCorporate character and authentic engagement Presented by Roger Bolton Corporate Character What makes us unique: Our BeliefsOur Values Our Purpose • Be worthy of trust • Earn it Georgetown University Leadership Communication

19. ‘Character ‘as the Basis for Culture Value & 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. 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. Georgetown University Leadership Communication

20. 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 Georgetown University Leadership Communication

21. 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.). Georgetown University Leadership Communication

22. Corporate character can yield ADVOCACY at scale The goal: Internal and external stakeholders believe in the company’s value and purpose, act on that belief , confident and advocatingthe company, its leadership and promise. Leadership communication is a driver to this outcome. . Corporate Character Georgetown University Leadership Communication

23. Leadership Resource Project Georgetown University Leadership Communication

24. Leadership Resource Presenters • Max De Pree presentation • Wharton Leadership Book presentation Georgetown University Leadership Communication

25. Leadership Communications Qualities Georgetown University Leadership Communication

26. 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 Georgetown University Leadership Communication

27. Leaders Communicate…and Here is How Communicators Lead in the C-suite • 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 communicationmanagement. Your CAPABILITY is an asset no one else has. • 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! • 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. Georgetown University Leadership Communication

28. 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. Georgetown University Leadership Communication

29. In the C-suite, TRUST is everything The 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. Georgetown University Leadership Communication

30. A Listening strategy is the first factor in the Leadership Communication Formula • Listen • Learn • Leverage • Lead Georgetown University Leadership Communication

31. Leadership Communications Basics for the CCO • The 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. Georgetown University Leadership Communication

32. Jim Collins’ Built-to-Last Leadership Trait HUMILITY + WILL Just as I am…with the fierce passion and purpose of being the best we can be. Georgetown University Leadership Communication

33. 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 Georgetown University Leadership Communication

35. "Fast is fine, but accuracy is everything." Wyatt Earp, law enforcement officer, gunfighter at the OK Corral Final Quotes for CCOs as Leadership 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. Georgetown University Leadership Communication