P.A.S.S. - Putting Out Communication Fires

     A little over a year ago my family moved from a long-term military assignment in Europe back to the continental United States.  We were reassigned to the northern part of California during the latter part of the summer. There were many adjustments going on, both internal and external, for our family during this move.  One of the most vivid, and not so enjoyable memories for me, is the recollection of the horrific and devastating wildfires that were raging all through the scenic NorCal region at that time.  Then more recently, as a daughter of the state of Tennessee, I was deeply saddened to hear and see news of the devastation that wildfires had on my beloved Gatlinburg, Tennessee.  Both of this events remind me of the extreme conditions communicators face when addressing their own type of fire – crisis management and response to events, videos, comments, stories, etc. that often can threaten the very foundation of an organization.

     Anyone trained in fire safety and response can attest to the use of the fire extinguisher P.A.S.S. technique.  This technique, and corresponding acronym, is used to let folks know an easy way to remember and properly use this important equipment.  P.A.S.S. stands for and translates to: Pull, Aim, Squeeze, and Sweep. Because of the similarities with regards to this week’s blog about crisis communication strategy we will be looking at the same acronym from a different perspective and translation.  We are still extinguishing a fire, of a different nature, a crisis communication flame.  We’ll consider P.A.S.S. now as Prepare, Assess, Share, Support.  Let’s take a closer look at how the crisis communication strategy P.A.S.S. would work.

PREPARE – The initial phase of the 4-step crisis communication plan should have occurred well before an actual crisis erupts.  Benoit explained, “Before a crisis occurs, judicious planning may reduce response time and possibly prevent missteps in an organization's initial response to a crisis (1997).  The preparation phase would consist of various scenarios and the corresponding responses.  From personal experience, the military branches, specifically the U.S. Air Force, are quite effective at accomplishing the preparation aspect of this technique.  These crisis and emergency type of exercises occur regularly and the scenarios are played out on various levels throughout the base.  Sometimes it is a leadership-centered event and other times it might involve an entire Air Force base population.  In either type of scenario, a prepared strategist has at the ready a set of templates, checklists, and responses to execute at a moment’s notice.  This allows for minor adjustments as necessary and faster dissemination and response time.  Harvard Business School professor Michael Watkins called these “response modules to scenarios” and listed possibilities like, “facility lockdown, police or fire response, evacuation, isolation (preventing people from entering facilities), medical containment (response to significant epidemic), grief management, as well as external communication to media and other external constituencies” (2002).

ASSESS- In the assessment phase the communicators should make use of monitoring services which can also provide updated notifications.  This real-time oversight allows a crisis communication team to learn about the threat/occurrence of events that could lead to a crisis, which in turn allows time to be better spent assessing the information about the crisis itself.  Having accomplished the preparation phase, a well-prepared crisis team can spend a little bit more time fully assessing the situation.  As mentioned by Jonathan Bernstein in his article, “The 10 Steps of Crisis Communications”, “reacting without adequate information is a classic ‘shoot first and ask questions afterwards’ situation in which you could be the primary victim. Assessing the crisis situation is, therefore, the first crisis communications step you can’t take in advance.”  Benoit went on to point out that, “When a crisis occurs, it is important to clearly understand both the nature of crisis and the relevant audience(s)” (1997).   

SHARE – The sharing phase of a crisis communication plan would be where the key messages and responses are shared with the different audiences.  Benoit claims that during a crisis the communication team must know: “First, what are the accusations or suspicions? Second, it is important to know the perceived severity of the alleged offense. The response should be tailored to the offense” (1997).  Bernstein also adds, “What should those stakeholders know about this crisis? Keep it simple. Have no more than three main messages that go to all stakeholders and, as necessary, some audience-specific messages for individual groups of stakeholders. You’ll need to adapt your messaging to different forms of media as well. For example, crisis messaging on Twitter often relies on sharing links to an outside page where a longer message is displayed, a must because of the platform’s 140 character limit.”  Additionally, in the sharing phase the communication emphasis is placed on timeliness, appropriateness, transparency and empathy.  A consideration for the sharing phase is that although the responses might be shared directly with one particular audience in a targeted manner, these crisis response key messages may, and probably will be shared indirectly as well.  In an effectively executed sharing phase the dissemination of messaging and responses will allow for the ability to cut through misinformation by clarifying and deconflicting.  In a University of Delaware information piece (author unknown) the following was mentioned about crisis communication: “Good communication is the heart of any crisis management plan.  Communication should reduce tension, demonstrate a corporate commitment to correct the problem and take control of the information flow.

SUPPORT – In the final phase of the crisis P.A.S.S. technique support is established.  This is a two-way support system, the communicators understand the needs of the audience for clarity in the crisis – and the audiences can trust in the credible support of the communication team.  Questions are answered, and concern, empathy, and understanding ensure a supportive environment.  The best case scenario is for a return to normal, closure to the crisis, and as little damage as possible to the relationship between organization and audience(s).  An effective and well-executed crisis response plan can not only support the organization’s strategy, but can also support the concerns of the audiences and stakeholders. 

Work Cited:

Author Unknown. “Five Steps to Crisis Management Planning.” Retrieved on 2 December 2016 from http://www.adea.org/publications/library/adea.../fivestepstocrisismanagementplanning.

Benoit, W.L. (1997).  “Image Repair Discourse and Crisis Communication.” Public Relations Review.  Retrieved on 29 November 2016 from http://www.ou.edu/deptcomm/dodjcc/groups/98A1/Benoit.htm.

Bernstein, J. (2016).  “The 10 Steps of Crisis Communications.”  “Retrieved on 2 December 2016 from http://www.bernsteincrisismanagement.com/the-10-steps-of-crisis-communications/.

Watkins, M.  (2002). “Your Crisis Response Plan: The Ten Effective Elements.”  Retrieved on 2 December 2016 from http://hbswk.hbs.edu/item/your-crisis-response-plan-the-ten-effective-elements.

The Significance of Storytelling: Translating Vision into Narrative Messaging

    Over the past couple of weeks we’ve covered the importance of leadership and vision in strategic communication and emerging media.  These are the quintessential foundations for strong and effective strategic communication plans.  However if the vision isn’t translated into effective messaging and placed appropriately for the intended audience a grand vision can easily go unseen and unheard.   That to me is a sad, sad predicament.  So how does one translate vision into strategic messaging and place such a message in the most advantageous communication avenues?  How can a vision be shared with others in a way that will strike a chord internally that motivates and encourages the necessary actions to bring that vision into fruition?   Tell them a story.  Translate that vision into effective narrative messaging.  Howard Gardner, an American developmental psychologist, who is well-known for his theory of multiple intelligences said, “Stories are the single most powerful weapon in a leader’s arsenal.”

      I happen to agree, I think truly visionary leaders are more often than not extremely skilled storytellers. They are able to share their vision through story, and humans love a good story. In fact, there is scientific data to support this claim.  Paul Zak, in Harvard Business Review, wrote, "Why Your Brain Loves Good Storytelling" (2014). In it he stated, “many business people have already discovered the power of storytelling in a practical sense – they have observed how compelling a well-constructed narrative can be. But recent scientific work is putting a much finer point on just how stories change our attitudes, beliefs, and behaviors.”

     Years ago Zak’s lab discovered that when the neurochemical oxytocin was produced it, among other things, motivated cooperation with others. He explained that, “it does this by enhancing the sense of empathy, our ability to experience others’ emotions. Empathy is important for social creatures because it allows us to understand how others are likely to react to a situation, including those with whom we work.”  More recently, Zak’s lab wondered if they could “hack” the oxytocin system to motivate people to engage in cooperative behaviors. To do this, they tested if narratives could cause the brain to make oxytocin. “By taking blood draws before and after the narrative, we found that character-driven stories do consistently cause oxytocin synthesis. Further, the amount of oxytocin released by the brain predicted how much people were willing to help others; for example, donating money to a charity associated with the narrative.”

     Subsequent studies have deepened their understanding of why stories motivate voluntary cooperation. (This research was given a boost when, through funding from the U.S. Department of Defense, they developed ways to measure oxytocin release noninvasively.) Zak’s research team discovered that, “in order to motivate a desire to help others, a story must first sustain attention – a scarce resource in the brain – by developing tension during the narrative. If the story is able to create that tension then it is likely that attentive viewers/listeners will come to share the emotions of the characters in it, and after it ends, likely to continue mimicking the feelings and behaviors of those characters. This explains the feeling of dominance you have after James Bond saves the world, and your motivation to work out after watching the Spartans fight in 300.”

     This research also covered the vision and organizational story.  Zak added, “Finally, don’t forget that your organization has its own story – the founding myth.  What passion led the founder(s) to risk health and wealth to start the enterprise? Why was it so important, and what barriers had to be overcome? These are the stories that, repeated over and over, stay core to the organization’s DNA. They provide guidance for daily decision-making as well as the motivation that comes with the conviction that the organization’s work must go on, and needs everyone’s full engagement to make a difference in people’s lives.”

    Support through scientific-data not enough to sell you on storytelling as an effective messaging format for vision?  Here are a few other reasons why telling your audience a story is a great way to translate vision into a message that motivates:

   1) Storytelling is as old as the hills and as hot as your latest iPhone app. Storytelling has been around for thousands of years because it’s a sophisticated, high-level form of communication. Stories engross people—just like a great movie or book.

  2) Stories you help connect with people, logically and emotionally. In an Age of Distraction where people’s attention gravitates to their BlackBerrys and iPads, stories give people a reason to keep listening to your message.

  3) Stories help people remember your important point. As a vision, “we need to grow by 15 percent” is an abstract statement. It’s not going to inspire people beyond your board or C-suite. But a story sticks, and a great story is something that people will share, spreading your vision (Weighhart, 2016).

     The author of Leading Change, John Kotter shared that “over the years I have become convinced that we learn best–and change–from hearing stories that strike a chord within us…Those in leadership positions who fail to grasp or use the power of stories risk failure for their companies and for themselves.”

     In “Converting Vision and Strategy into Action:  Three Strategies for Turning Words into Results,” (2016) author Weighart focused on clear guidance for using storytelling to translate a vision into motivational content to promote the action of others.  “More than anything, though, stories are an opportunity to capture, bottle, and share the steps people are taking to drive growth for your organization.  Your vision and strategy may be compelling…but they’re abstract concepts.  When you share a story, you’re telling people what you really mean when you’re talking about the culture you want to create.”  In this piece, Weighart goes on to add that, “in short, storytelling is not a nice to-do activity; it’s a must-do essential for leaders looking to make great things happen.”

     He goes on to clearly illustrate these steps in the “Bates Story Structure” – Weighart claims that using this story-structure tool can take any powerful experience – personal or professional – and turn it in to a three-minute, six-part story that will resonate with your audience.  Here is the “Bates Story Structure” tool illustration followed by a step-by-step breakdown:

   1) The Setup: The who, what, when, and where of the story.
 2) The Buildup: A problem, conflict, challenge, or obstacle faced.

   3) The Scene: A “moment of truth” or specific point in time when you walk the audience through exactly what happened.

   4) The Resolution: How did that conflict or problem turn out?  What was the outcome?

   5) The Lesson: What did you learn or take away from this experience?

   6) The Audience Theme: How does that lesson connect to an important point that you want to make to the specific audience that is listening to or reading your story now?

    

     Try it, take your own vision statement (if you don’t yet have one I encourage you to find it) and follow these steps to turn that vision into a story.  I’m working on mine now.  I’ll be sharing it in the coming week’s bonus share.  The total takeaway from this week’s blog is simple, turn vision into a story and share it with others.  In the words of, Dr. Pamela Rutledge, Director of the Media Psychology Research Center, “stories are how we think. They are how we make meaning of life. Call them schemas, scripts, cognitive maps, mental models, metaphors, or narratives. Stories are how we explain how things work, how we make decisions, how we justify our decisions, how we persuade others, how we understand our place in the world, create our identities, and define and teach social values. ”

Works Cited:

Weighart, S. (2016). “Converting Vision and Strategy into Action: Three Strategies for Turning Words into Results.” Retrieved on 22 November 2016 from www.bates-communication/

Zak, P. (2014).  “Why Your Brain Loves Good Storytelling.” Retrieved on 21 November 2016 from https://hbr.org/2014/10/why-your-brain-loves-good-storytelling

  

24-Karat Leaders

24-Karat Leaders

     This week’s Leadership and Emerging Media’s graduate course assignment covered numerous informative readings, some video content review, and self-directed research which all dealt with various aspects of leadership and communication.  The common thread through all of this information was a focus on a few fundamentals of genuine leaders, their vision, the environment they create, and their communication.  It has been said that “all that glitters is not gold,” but when studying leaders – transformational leaders – visionary leaders, these folks are the exception.  Their charisma, passion, and drive toward their vision glitters to the point of blinding brightness and they are indeed 24-karat leaders.  Just like 24-karat gold they are genuine, honest, and pure.  In the article, To Lead, Create a Shared Vision, these individuals are described as “…forward-looking--envisioning exciting possibilities and enlisting others in a shared view of the future…We know this because we asked followers” (2009).  Driven by this forward, innovative sight, 24-karat leaders are practicing Habit #2 that Stephen Covey calls “beginning with the end in mind” in The 7 Habits of Highly Effective People (1989).  Covey goes on to describe this habit as being “based on the principle that all things are created twice.”  He states that in order to have a physical creation (2nd time) it has to have been visualized or imagined first (1st time).  Visionary leaders use this power of visualization to tap into their imagination.  They then put those visualizations into vision statements and this becomes the framework for goals and actionable end results.  In researching this topic I have come across some true gems of vision statements.  Take for instance the beautiful clarity and inspirational brevity of these select few:

Feeding America: A hunger-free America.

Make-A-Wish: People everywhere will share the power of a wish.

Oxfam: A just world without poverty.

Habitat for Humanity: A world where everyone has a decent place to live.

     When looking at specific visionary leaders and their forward-thinking perspectives we have the dreams of John F. Kennedy to put a man on the moon, or Eleanor Roosevelt’s visualization of a world where there would be equal opportunity for women and minorities (Ryan, 2009).  Visionary leaders are known too for their inspiring quotes.  Take for example Sir Winston Churchill’s motivational, “The empires of the future are empires of the mind.”  Or there is Michelangelo’s famous line, “The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.”  These type of legendary figures bring their visions to life in a way that is bright, inspirational and seemingly larger than life.

      Another reason I’ve given such leaders the 24-karat descriptor hearkens back to the age-old “Golden Rule” with a leadership twist.  So we all know the “Golden Rule” premise of treating others how you want to be treated.  This fundamental principle is also a prime example of the Law of Reciprocity in social psychology.  It is the social rule that states we should repay in kind, what another has provided to us.  We, as humans, are hard-wired in this way.  Here’s the leadership twist, as spoken by Simon Sinek at Global event in March of 2016, “Be the leader you wish you had.”  These seven words when put together in such a way become the “24-Karat Rule” for leaders.   

     As mentioned earlier, the research this week emphasized three elements of leadership: vision, communication, and environment.  Let’s look a bit closer at each of these.  First, the vision which is bigger than just the leader.  In combination the vision through the creativity, focus, and passion of the leader pull people in and inspire them into action.  The followers become passionate about the vision and adopt it as their own.  Humans, inevitably, want to be a part of something that is bigger than the individual concept.  The “manner in which” these 24-karat leaders “demonstrate what is important to them becomes the inherent message they send to those who follow” (Wriggle, 2006).  Second, the environment a leader establishes for his followers is of critical import to the success of the manifestation of the shared vision.  There’s the key, shared vision is what happens when a 24-karat leader connects with followers and their passion for the vision becomes a shared force among those in the group.  This most always happens in an environment where there is trust and safety.  An environment where the leader genuinely understands the people, and the people know they are understood and cared about.  This understanding also allows a true leader to learn what it is that motivates these followers.  A third leadership element that was repeatedly focused on was the leader’s communication style and methods of delivery.  Communication is incredibly important in so many ways and none more so than in being a 24-karat leader.  It goes without saying that leaders have to truly know their followers, but they too, must have earned their trust.  This trust is important within all three of the elements.  Trust means that the followers can believe in the vision, they are safe in their environment, and they are free to communicate with and about the shared vision.  In the words of Gerald Loeb, founding partner of E.F. Hutton, "the desire for gold is the most universal and deeply rooted commercial instinct of the human race."  Though he undoubtedly was referencing financial gain and the monetary value of gold, I think it is fitting here too.  If leaders are 24-karat figures, then surely their vision is the glitter and the pure gold.

     For this week’s wrap up I’d like to tie this all back to the first installment of Strategically Yours and our discussion of Roger’s Diffusion of Innovation Theory (2003).  Applying this theory to leadership one can see how truly visionary leaders are indeed innovators.  Their vision(s) are best shared by and through an accepted understanding of Sinek’s why, why is this vision important.  When opinion leaders (passionate followers) buy in to the vision they then naturally are driven to diffuse the vision throughout groups, organizations, social media, etc. and when enough followers support that innovation a critical mass is reached.  This critical mass then propels the innovation, the leader’s vision, to the tipping point and the sheer momentum of diffusion and growth carry that vision and supported actions on throughout the final stages. 

     This week’s bonus share is from Travis Air Force Base.  I am a member of this base and proud of it.  Last week I shared about a commander’s call and the messages that were shared from base leadership.  This week, that message – our leader’s vision was distributed internally via email and externally to our neighboring community partners.  Communication – check.  Our leader made every effort to meet face-to-face with all base personnel at commander’s calls to ensure his followers shared in his vision and had the passion to carry out the actions to fulfill that vision.  It was a positive, safe environment that fostered the teamwork necessary to carry out actions required to fulfill the vision.  Environment – check.  Vision – check.  For the reader’s consideration I submit the 60^th Air Mobility Wing’s mission, vision, and priorities and the original internal communication of same.

Works Cited:

Covey, S.R. (1989) The 7 Habits of Highly Effective People. Simon & Schuster. New York, NY.

Kouzes, J. and Posner, B. (2009) “To Lead, Create a Shared Vision.” Retrieved on 14 November 2016 from https://hbr.org/2009/01/to-lead-create-a-shared-vision.

Ryan, J. “Leadership Success Always Starts with Vision.” Retrieved on 14 November 2016 from http://www.forbes.com/2009/07/29/personal-success-vision-leadership-managing-ccl.html.

Wriggle, R. (2006). Strategic Leader as Strategic Communicator. U.S. Army War College. Philadelphia, PA.