Personal pronouns: She / Her / Hers
Role: President, Inner Strength Communication, and Co-founder, A Leader Like Me
Home: Toronto, Canada
Which do you think an internal communicator should focus more on: employee engagement or employee experience?
Employee Experience. I believe that engagement and the Gallup 12 questions we ask to measure engagement is an outcome of creating the right employee experience. We do this through connections - connecting values to behaviors (at all levels), strategy to results, brand promises to employee experiences that drive consistent customer experiences.
As internal communication professionals we need to be ready to ask clearly what success looks like and feels like in a way that is super clear. Engagement talks about what leaders want from employees - what leaders want them to SAY about the organization; how they want them to STRIVE to go above and beyond; and STAY with the organization to prove their loyalty so that organizations don't incur the costs associated with attrition. Experience, on the other hand, talks to what they want and need from leaders and organizations in order to drive retention, loyalty, belonging and effort.
For me, if we answer the latter, we have a better chance of getting the results leaders and organizations are looking for.
What was your first experience with internal communications?
In the late 90's (I've aged myself) I had a role in a technology distribution company where I managed Marketing, Sales and Corporate Communication. At the time, I would have probably believed that my role in helping create a new brand, helping the salesforce communicate to customers, and media relations was the key parts of my job, but I realized I was wrong. The most important work I did, was helping the sales floor understand industry changes (during the tech bust); helping leaders keep employee informed through these changes; and helping employees deliver on the new brand promise through customer conversations and experiences.
As we focused more internally to support what we were saying externally, the results really came to life. So much so that our Canadian leadership was eventually asked to lead the North American operation. It was a lightbulb moment for me. I realized that we needed to focus on the inside in order to drive the results on the outside.
What should be the mascot for internal communicators and why?
A spider. I like the analogy of the web we weave and the connections we create in our whole organization. At the centre of the web are our foundations like our mission, vision, purpose, values, brand and strategy and we weave out from there to create stickiness so that ideas can be understood and acted upon.
What are you hoping to give to ICology and get from it?
I like the idea of a community for Internal Communication Professionals. For me, the focus has always been on the science versus the fun stuff. I love creativity, but I have to admit, if all you are looking for is a fun campaign, I'm not your consultant. I'd rather help communication professionals drive real, sustainable change that impacts business results.
It's the space I've always played in and the one that led to me building a powerhouse internal communication team at the largest private sector employee in Canada. It's also the work that has led employers and clients to become top employers, admired corporate cultures, and successful companies. I hope that's the perspective I can provide and help with. How do you make the business case for internal communication investment with your leaders? How do you grow your team one project at the time? How do you manage changes successfully with limited disruption?
What is your favorite word?
Sustainable. I like the idea of creating changes that are focused on long-term impact and stick. I love seeing the progress of my clients, mentees, organizations...how they've taken the recommendations I've made and are seeing benefits long-term. I see their leaders recognized for communication, their teams grow, their organizations recognized as top employees, and their results come to life. It's the success they have when I'm no longer working with them that, for me, is a true sign of success.
What is your least favorite word?
Trend. Too many organizations and individuals hop on a bandwagon looking for impact short term. They focus on campaigns versus conversations. I've seem employees and the public roll their eyes at the flavor-of-the-month or year initiatives that create confusion versus cohesion. I struggle with so much superficial work and have had to come to the realization that those who want to drive real results seek me out. I honestly don't have time for the organizations and leaders who want to do the superficial work.
Who should internal comms report to and why’d is it not legal or HR?
Is this a leading question? Either way, I agree. The higher up in the ladder internal comms reports to determines access and impact. In my corporate career, I always reported two away from the president or CEO which means my boss reported directly to the top decision maker in my company. When it was lower - I simply was asked to deliver and do the tactical work. I have reported into many departments. I was most successful reporting in the Chairman's Office that managed strategy and the Corporate Affairs group where my boss managed all of internal and external communication and sat of the executive team. I was quote successful reporting into Marketing and Integrated Marketing teams.
I have to admit I have been least successful reporting to HR and Change Management. That being said, you can be successful reporting to HR is the leader believes in the role on internal communication as an integral enabler of organizations success and provides you access to top leaders in order to advise. The challenge happens with HR when they only want you to focus on people communication (talent/benefits) versus business enablement. There's also often a challenge when those HR leaders insist on being the conduit to leadership which often results in a game of broken telephone and waters down the advice and perspective they need to hear directly internal communication professionals.
If you attended in-person communication conferences whats something that you wish was there and has always been missing?
I love in-person conferences. I think it would be great to offer a personalized consultation. Perhaps a key issue that a group can workshop together but you can go back to your business with your communication plan created and reviewed by an expert.
What is the one book you recommend everyone should read?
I had a speaker at our A Leader Like Me Diversity in Action conference that talked about her book - The Four Sacred Gifts. It is by Indigenous author and consultant Anita Sanchez who I've had the pleasure to work with in the past. She talks about the sacred gifts indigenous elders were given to create healing in the world. The past year has been full of shock and anger and resentment as we open our eyes to inequities faced by so many and have opened our ears to listen to lived experiences. The Four Sacred Gifts is more hopeful, acknowledging the past, but realizing that to move forward we the gift to Forgive the Unforgivable, the gift of Unity, the gift of Healing and the gift of Hope in Action. I love that this book helps creates the path forward out of hate and towards healing.
What’s a podcast you listen to that inspires you?
I've got a couple I listen to whenever I can. “Calm Edged Rebels” with Advita Patel, Jenni Field, and Trudy Lewis. It feels like you're listening on the chatter of good friends sharing their different perspectives and experiences on subjects that do impact communication. I also like “Have you got Five Minutes” with Harriet Smalls and Rebecca Roberts. I like the short time period and their focus on current events.