Being a Strategic Advisor Be more, do less Summary of Survey Results Liz Guthridge

1. August 11, 2011 Being a Strategic Advisor Be more, do less Summary of Survey Results Liz Guthridge

2. What we’re covering • What? • Being a Strategic Advisor survey • The purpose • The results • So what? • Implications and insights • Now what? • Fall 2011 Strategic Action Group • For more info:liz.guthridge@connectconsultinggroup.com

3. Purpose of survey Understand and start to close the gap ? The support we get isn’t that effective.. We want more strategic communication counsel. Strategic Communication Advisors Leaders Meet goals Become more valued Build a legacy Provide value Build credibility and trust Become indispensible

4. Gap: what leaders want vs. get “You want your communications staff to be stronger than you’ve been willing to deal with in the past: more experienced, higher quality thinking process, being able to see around the corners, broader experience base. All those things.” “The Authentic Enterprise” from Arthur W. Page Society, 2007

5. Gap: what leaders want vs. get Deloitte & Touche Human Capital Survey of CEOs – which HR issues are important to the success of the business

6. Gap: what leaders want vs. get “Obviously, if you have someone who is relatively inexperienced in business and is simply a communications / PR expert, that doesn’t work.” “The Authentic Enterprise” from Arthur W. Page Society, 2007

7. About the survey What do strategic communication advisors say about themselves? • Online survey conducted by Connect Consulting • Survey administered July 8 – Aug. 4, 2011 • 113 respondents &39 partialresponses with 929 visits 736 write-in comments • Questions: • 7 quantitative • 7 qualitative • 8 demographic

8. What strategic communication advisors say About leaders: • Don't know what they want or aren’t clear on what they want. • Don’t make the time. • Have competing priorities. • Fail to communicate their needs. • Unwilling to recognize their need for strategic communication advisors. • Think they can do it on their own. • Believe that communications is magic! • (Senior leaders) are very status conscious and don't welcome challenge and advice from more junior communicators. • Leaders egos/refusal to really listen to strategic counsel and survey results. • Resist change, along with the organization. • Don’t understand the ROI.

9. What strategic communication advisors say About communication advisors: • Fail to understand company goals. • Not familiar with the business. • Have poor consulting skills, business acumen and inadequate political skills. • Don’t have strong dedicated communications leadership. • Not willing to push back or offer alternative solutions. • Have rigid, boilerplate thinking. • Lack a systematic approach to advising. • Don’t always understand what makes communication strategic versus tactical, so they're not equipped to give senior leaders what they want. • (Inexperienced team members) focus on low hanging fruit and don’t challenge for improvement. • Lack of time.

10. About the respondents Advising leaders

11. About the respondents Organization • 46% publicly-held companies • 15% privately-held • <10% all other types Department/area • 35% corporate communications • 25% internal communications • < 10% all other

12. About the respondents

13. About the respondents: Profiles “I love my role!” 50%+ time in role career choice    48% 28% 33% Absolute advisors ?% Accidental advisors

14. What respondents do Advising top leaders

15. What respondents do Advising business unit heads/functional leaders

16. What respondents do Advising all other people leaders

17. What respondents do No notable differences by advisor profile

18. What respondents do Absolute advisors do more: • Help build credibility and trust • Anticipate needs • Measure leadership communication effectiveness • Facilitate meetings • Help find authentic voice

19. What respondents do Absoluteadvisors measure their work more Measurement techniques 81% 70% by “50%+ time” advisors 60% by “Love my role!” advisors 23% by “Career” advisors

20. What barriers respondents encounter Barriers “Career” advisors break through barriers better in 4 areas 16% by “Career!” advisors

21. Biggest obstacles & challenges faced Sample from 50%+ • Lack of time • Time pressures • Lack of time due to non-value added work and conflicting deadlines. • Lack of focus on part of senior leaders on strategic communication. • Lack of respect for the value of strategic communication. • The patients don't always know they're sick, and if they do, they take advice from quacks.

22. Biggest obstacles & challenges faced Sample from 50%+ • Aligning leadership to one communication strategy and one voice. • Balance between coaching/counseling and tactical delivery. • Volume of work because of change management responsibilities. • Prioritizing while drinking from a fire hose.

23. Rating of professional development

24. Professional development: differences

25. Professional development: differences

26. Key professional development topicss

27. Key topics: differences

28. Key topics: differences

29. Strategic advisors’ suggestions for others • Listen. Open your mind and roll up your sleeves. Get close to business. • Learn how to say no. Skip the non-value-add administrative work so you can focus on the strategic work that really matters. • Build a relationship with the executive. The better you know him/her (and vice versa), the more likely you will be able to offer honest coaching. • Be bold; don't be afraid to take risks. • Understand the disciplines (engineering, finance, manufacturing, operations) that power your organization and organize solutions that use the same kind of thinking and measurement.

30. Strategic advisors’ suggestions for others • Ensure everything you do has a well-crafted, strategic purpose and plan with measurable goals. And, be sure to measure and communicate results to the leaders! • Talk business rather than communication. Show how communication will help leaders achieve their business goals and be more successful. • Don't shy away from being a truth teller. • Put yourself in the executive’s shoes. Understand what they really need to be successful in their role. • Find a coach and/or mentor. Seek opportunities to learn with a small group of peers. • Talk less.

31. So what? 3 differences in absolute advisors More measurement More social More committed to personal learning & development Focusing on relationships. Helping build credibility and trust and find authentic voice. Anticipating needs. Facilitating meetings.

32. So what? Get over the table! • Time is a barrier, yet … • Think leverage! • Value of: • Clarity of distance • Data that drives decisions • Impact of leaders

33. Now what? Strategic Action Group Join a unique mastermind community

34. Now what? Strategic Action Group • 5 sessions by phone: • Sept. 16, 30 • Oct. 14, 28 • Nov. 11

35. Now what? Strategic Action Group 6 Bonuses + 7th bonus another 60 minute 1:1 coaching if sign up by 8/16

36. Now what? Strategic Action Group More information and to apply: http://connectconsultinggroup.com/strategicaction/ Background about Liz and Connect: http://connectconsultinggroup.com Price: $875 “Communications has never been in a better position to make a positive impact on a company. We must be a business leader, not only a communications professional. I report to the CEO which helps, but no matter where you are in the organization, be aggressive with respect and make a difference. When leaders see you doing that, they will flock to you.” –Survey respondent

37. Now what? Changing role: Be more, do less Curator Coach Educator Red Booths by John Register, Modernism Gallery Be bold… Be brief… Be indispensible