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04 Apr 2014

April 2014 Newsletter

APRIL PROGRAM: FRIDAY, APRIL 4

"Leading Change Communication"

When change occurs, there is an important marketing and communications element that must be used strategically. Join us April 4 as Ketti Mulrine, Change Manager for IKEA, will present on leading change communication.

During this presentation, you'll learn the role of strategic communication and what to focus on when leading a change process. You'll also learn about the impact people can have on your objectives, as well as tips on how to manage resistance.

Friday, April 4
7:00 am - 7:45 am Networking & Breakfast
7:45 am - 9:00 am Introductions & Program
The Lincoln Center* – 1316 N. Lincoln Street *Parking is free!
Register Now

 

2014 SPARK AWARDS: APRIL 16

Break out your swankiest vintage duds and join us April 16 to see what projects and campaigns are this year’s Spark Award winners. Don’t be surprised if Peggy, Don and maybe even Joan make an appearance. You’d be mad to miss it!

Need some Mad Men style tips for the event? Check out our Pinterest page!

EVENT DETAILS
April 16, 2014
Networking: 5:00 pm - 6:00 pm
Awards Program: 6:00 pm - 8:00 pm
The Lincoln Center, Monroe Ballroom
RSVP Now

The event fee is $45 for members, $50 for non-members, $20 for student members and $25 for student non-members. (Only full-time students qualify for reduced rates. School I.D. is checked at the door.)

 

SPONSOR THE SPARK AWARDS

There’s still time to help fund local internships and sponsor the Spark Awards. A range of options are available, from Gold ($500 and includes four tickets into the event) to providing a raffle basket (suggested value of $100).

For more information please contact Ronda Weaver at ronda@montvalefarm.com or 509-850-1177.

 

LESLIE'S LICKS

C is for Change

Normally when I'm singing my ABC's, I start with A is for Appletini, B is for Bacon and C is for Cookie. That's good enough for me. But this month, I think C is for Change. Besides, I'm not totally on board with Cookie Monster's recent "experimentation" with being a
vegetarian and making cookies a sometimes food. Personally, I prefer my Cookie Monster manic and with tons of crumbs in his fur!

For this month, let's associate C with Change and in context for us communicators, C is for Change Communication. Most, if not all of us, are involved with strategic communication for our companies. The majority of our time is spent communicating with our external customers. But there can also be moments when we are communicating with the internal audience and that my friends can be REALLY tricky.
 
If it's a planned strategic change that will affect your company's direction, leadership or organization, most likely it's being initiated from the top down. If it's an unplanned change involving an air cooling device and solid waste, then get ready for a family style entrée of change communication with a big ol' side of crisis management. Yum! In both cases, offer to work closely with your president or board to help craft the message and plan the method of communication. Your skills are an asset during this time. The words will likely be someone else's, but your expertise is still valuable before, during and after it all shakes out. And remember this when creating your communication plan – it’s not just about the message, it’s also how you frame it.
 
For this article, let’s pretend you’re dealing with a planned change. That doesn’t make it any easier. We all know the main reason change communication is so difficult is that people fear change. Change is scarier than the dark, snakes, spiders, a cave dwelling mutant snake/spider creature or being swiped to the left on Tinder. Even the best communication plans can hit some potholes. It’s necessary to understand that as amazing as the change may be, not everyone will be on board from the beginning. And that’s ok.
 
When you have the inside scoop, you have the most knowledge and time to get used to what will be changing. When the time comes to communicate it to the team, it’s a shock to them so they will likely react in a messy human way, dramatically and possibly with tears. As a team, here are some things to brace for:

  • Expect both positive AND negative responses.
  • Give people time to get on board; you’ll likely have some grouches in the bunch that are slower to change than others.
  • Over communicate as much as possible; you don’t want “rumor has it…” taking over the official information.
  • Provide a way for people to express their concerns and be heard; it can help them get over the shock if they feel they are part of the change, not just a victim of it.

As much as you might want to tell them to just deal with it, that’s not effective leadership.

Now, this doesn’t mean you need to change your change plans to accommodate everyone’s concern. That’s not realistic. There’s a time for consensus and a time for executive action. If you have shared with your people all the reasons for the change, given them time to adjust and you still have people who are against it, then be prepared for some changes in the guard. We’re all adults and can choose when to stay in a situation and when to go. Businesses change, people change and we don’t all stay on the same path our whole lives. And that’s ok too.

 


MARCOM MUMBLINGS

 
Six Tips for a Successful Event
By Annie Gannon, MarCom Events Chair
 
Whether it’s an auction for hundreds or a small board meeting, planning an event can be stressful. But it can also be a great way to show off your organizational and leadership skills in a very public way. To make sure it goes smoothly, here are six tips for a successful event. Read more...

 

 
APRIL PROGRAM SPONSOR: STCU

April's MarCom breakfast and program is sponsored by STCU.

 

 

 

 

 

 

 

 

 

 

FINAL THOUGHT