Communication Director EU 01/2017 preview by Communication Director

COMMUNICATION DIRECTOR Issue 1/2017 EUROP EAN EDI TI O N

THE MAGAZINE FOR CORPORATE COMMUNICATIONS AND PUBLIC RELATIONS

www.co mmunicatio n-d ir ecto r.co m

Adapting to a new normal? Why the corporate communications counsellor has never been more important

From the newsroom to the ballot box The fight against inequality, populism and alternative facts starts here

Algorithm nation The code behind what we see – and what we don’t see – in our news feeds

Twilight of the experts What now for the polling companies? (And is it their fault anyway?)

Fake news, real threats Communicating in the post-truth era

EDITORIAL

Taking a stand in the post-truth era About a month after she lost the presidential election, Hilary Clinton made her return to the public eye with a speech denouncing fake news as a threat to democracy: speaking from painful experience, Clinton said “It’s now clear that so-called fake news can have real-world consequences. This isn’t about politics or partisanship. Lives are at risk. Lives of ordinary people just trying to go about their days, to do their jobs, contribute to their communities.” Concerned about the possible influence of a social media-spread post truth culture on elections across Europe this year, leaders on this side of the Atlantic have suggested a raft of measures, including the establishing of commissions of experts to rule on the veracity of news (a solution by Italy’s antitrust chief ) and setting up centres of defence against fake news while fining the likes of Twitter and Facebook for spreading them (as suggested by German authorities). But how will Europe’s corporate communicators face this existential threat? For many industries, fake news is not a new story; pharma and the financial sector, for example, have long been the target of biased claims or distorted facts. What is new is the technology that enables the wildfire spread of falsehoods, stories that aren’t easily distinguishable from the rest of our news feeds. This presents a real risk to companies across Europe, whatever their industry. Could the fake news model as perfected in the Trump campaign be adapted by someone maliciously wanting to take down a company (a disgruntled employee, for example, or a competitor)? What plans do you have in place to survive an avalanche of untrue, negative stories? Does Facebook’s refusal to be seen as a publisher put European companies in an especially vulnerable position when it comes to fighting fake news? In this issue of Communication Director, we explore how communicators can help their organisations overcome this very real threat.

DAFYDD PHILLIPS

Photo: Laurin Schmid

Editor in Chief

Brought to you by the European Association of Communication Directors www.eacd-online.eu

CONTENTS

CORPORATE AFFAIRS

INTERNAL

The year for communicators to take the lead

Authentic online employee behaviour

There are huge opportunities for communicators to step up and lead in 2017

Internal social media policies are a communication tool to prevent risks and seize opportunities

PR ESSENTIALS

COLLABORATION

The myth busters

Group chat

Arm yourself with the simple sword of fact-checking websites

16 MEASUREMENT

Innovation in metrics Measuring the role of intangible assets in generating value

New tech that brings far-flung managers together... in a manner of speaking

22 NGO

“These people are on the edge of humanity.” In 2016, refugee and migrant deaths in the Mediterranean hit an all-time high: what’s the reality behind the numbers?

50 INNOVATION

Chasing satellites One solution to the double challenge faced by large corporates that want to be seen as innovators

SOCIAL MEDIA

Stirring through the ashes Donald Trump’s presidency is a cautionary tale of the social media revolution

32 AGENDA SETTER

Positioning your organisation as an activist in social issues requires tact and innovation

36 SPEECHWRITING

42 FOCUS ON CHINA

China going global How communicators can help Chinese companies to engage international audiences

The ups and downs of speechwriting

“That’s a place you must earn.” Do corporate communications leaders have what it takes to become executive leaders for the 21st century?

From clashing egos to meddlesome advisors

39 LEADERSHIP

COMMUNICATION DIRECTOR 1/2017

Photos: Laurin Schmid; Gage Skidmore; Bernal Revert

Taking on the big issues

ISSUE FOCUS

CONTENTS

Communicating in the post-truth era 54 Adapting to a new normal? In a post-truth age, the role of communications counsellor has never been more important rhetoric?

58 Holding politics to account Empathy and an informed debate can challenge populist politics and alternative facts

1/ 17

70 What now for polling? After last year’s election shocks, can we trust polls ever again? And if not, whose fault will that be?

74 Inoculation, risk and values How the inoculation theory offers a powerful way of combating the sinister phenomenon of fake news

Algorithm nation

What’s the damage?

Partners in truth

What are algorithms, how do they decide what we see and what we don’t see online, and can they be used to break, not build, our bubbles?

Measuring the impact of fake news on corporate reputation can act as a guide for companies to navigate a post-truth landscape

The challenges faced by journalism helped set the stage for fake news: communicators must work with journalists to fight for truth

COMMUNICATION READER

ASSOCIATION

PRIVATE PASSIONS

Books

European Association of Communication Directors

From digital to land

New and upcoming titles for the communicator’s bookshelf

The latest developments in the EACD

COMMUNICATION DIRECTOR 1/2017

One communicator left the rat race for a farm in the South of France. Colour us jealous

CORPORATE AFFAIRS

2017: The year for communicators to take the lead With the right mind-set and approach, there are huge opportunities for communicators to step up and show leadership this year.

t’s fair to say 2016 will go down as one of the

and the deaths of some of the world’s best-loved

strangest and most challenging years in liv-

celebrities, it was a momentous 12 months.

The new normal is that there isn’t one

ing memory. Recency bias aside, it’s tough to

For all the hopes I have that 2016 might

imagine a year so packed with seismic events

have been an anomaly, a return to relative

and trends. From June’s Brexit decision in the

‘normality’ is far from guaranteed. As Ket-

UK and the pan-European rise of national-

chum’s chairman and chief executive officer,

In terms of geo-politics, the year ahead is li-

ism, to the selection of Donald Trump as PO-

Rob Flaherty, put it in a blog post on trends for

kely to be every bit as interesting. The events

TUS-elect, the heart-rending conflict in Syria,

2017 “the new normal is that there isn’t one”.

running up to the inauguration of President

COMMUNICATION DIRECTOR 1/2017

Photo: www.thinkstock.com

BY R OD CA RT WR I GH T

CORPORATE AFFAIRS

Trump on January 20 have certainly opened

for politicians, who nearly two-thirds said had

the year with a bang, António Guterres has

fallen short of their expectations.

been sworn in at the helm of an embattled UN and European politics will definitely not be lacking in drama. Regardless of its outcome, March’s parliamentary elections in the Netherlands and

TO P AT T RI B U T E S PE O PL E S E E K I N I N D I V I D UA L L E A D E RS 20 1 6

the fortunes of Geert Wilders’ Freedom Party could well set the tone for Europe’s political

70% LEADING BY EXAMPLE

year, with the UK set to trigger Article 50 by the end of that month. April’s likely right vs. far-right battle for the Élysée, combined with outcome of Germany’s federal elections could effectively determine the future of the EU.

68%

OPEN COMMUNICATION

66%

ADMITTING MISTAKES

66%

HANDLING CRISES CALMLY

65%

MAKING TOUGH DECISIONS

A deep-seated global leadership crisis My belief is that these many uncertainties bring with them a range of almost unprecedented opportunities for professional communicators if we adopt the right mindset and approach. By that I mean a more permission-based approach to reputation management, a

into public relations, and a determination to start with what we can control – ourselves and our values.

With every crisis comes opportunity and our research since 2011 has unearthed a rich seam of opportunities for those business communicators adopting the right approach. Across nearly every metric – from leadership and communication to accountability and meeting consumer expectations – business leaders have consistently outscored all other categories of leader. More specifically, politicians were found

TO P AT T RI B U T E S PE O PL E S E E K I N L E A D I NG C O RPO RAT I O N S 20 1 6 QUALITY PRODUCTS / SERVICE

to be more a part of the problem than the solution when it came to shattering a multi-dimensional glass ceiling beyond gender that blocks equal access to leadership opportunities. By contrast, actions by corporations and individual responsibility left new laws trailing as key drivers of social change. In short, the opportunity for

CUSTOMER FOCUS

the business community to step up – and the

greater focus on diversity and collaboration, a willingness to bring human relations back

From uncertainty to opportunity and responsibility

TRUSTWORTHY

expectation that they will while political leaders

CUSTOMER SERVICE INNOVATIVE QUALITY OF MANAGEMENT

are failing – has never been greater. Like it or not, opportunity brings with it responsibility. Ketchum’s 2014 Liquid Change

For us at Ketchum, the current crisis

study found that 74 per cent of executives repor-

in global politics was somewhat foreseeable.

ted change fatigue in their organisations – fin-

Five years ago we pursued a hunch that lea-

dings echoed by Gallup, who found 68 per cent

dership – and its relationship with communi-

of U.S. employees unengaged or actively disenga-

cation – was set to become one of the defining issues of our age. That hunch underpinned our annual global Ketchum Leadership Communication Monitor (KLCM) study, through which we have now sought the views of more

ged, costing the U.S. economy up to $550 billion

D I SM A L C O NF I D E NC E I N L E A D E RS OV E RA L L 20 1 6 40%

a year in lost productivity. In short, this really matters – economically and socially.

than 25,000 people across five continents on effective leadership, effective communication and the umbilical link between the two. The extent of the global leadership crisis our results have revealed has been staggering and enlightening. At no point since we began that exploration have more than one in four respondents in any year said they believed leaders overall were leading effectively. Just 13 per cent this year felt leaders were ta-

BELIEVE LEADERS COMMUNICATE WELL

BELIEVE LEADERS ARE EFFECTIVE

MORE CONFIDENCE IN LEADERS FOR 2017

king appropriate responsibility – 7 per cent

COMMUNICATION DIRECTOR 1/2017

“Like it or not, opportunity brings with it responsibility.” 7

PR ESSENTIALS

The myth busters

Snopes.com Launched 1995 Created by Barbara and David P. Mikkelson Managing Editor Brooke Binkowski Alexa rank 1,897 (February 2017) Snopes aims to debunk or confirm widely spread urban legends. The site has been referenced by news media and other sites, inclu-

Where do you get your facts from? In 2017, it’s never been more difficult to tell lies form the truth: White House spokespeople spout ‘alternative facts’, fake Twitter accounts spread fake stories that fool journalists, and propaganda-pushing rumour mills compete on an even playing field with established, mainstream media. But help is at hand: we present a sample of the world’s leading fact-checking resources to help you get your facts right.

Fake stories recently debunked include:

ding CNN, Fox News Channel, MSNBC, and Australia’s ABC.

“Did police raid and burn a standing rock protest camp?” “Was Donald Trump seen at a Swiss resort with Vladimir Putin before the election?” “Did KellyAnne Conway say being labelled racist is ‘a small price to pay’ for making America great again?”

COMMUNICATION DIRECTOR 1/2017

PR ESSENTIALS

FactCheck.org

PolitiFact.com

Launched 2003

Launched 2007

Created by Brooks Jackson and

Created by Bill Adair

Kathleen Hall Jamieson

Editor Angie Drobnic Holan

Launched 1999

Director Brooke Binkowski

Alexa rank 8,087 (February 2017)

Created by Rich Buhler

Alexa rank 18,112 (February 2017)

TruthOrFiction. com Alexa rank 77,747 (February 2017)

PolitiFact.com is a project operated by the FactCheck.org is a nonprofit website that de-

Tampa Bay Times, in which reporters and

Topics are researched and rated ‘Truth’ or

scribes itself as a non-partisan “consumer ad-

editors from the Times and affiliated media

‘Fiction’. When the accuracy is not known

vocate for voters that aims to reduce the level

fact check statements by members of Con-

with certainty, the stories are rated ‘Unpro-

of deception and confusion in U.S. politics”.

gress, the White House, lobbyists and inte-

ven’, ‘Disputed’, ‘Reported to be Truth’ or ‘Re-

It is a project of the Annenberg Public Policy

rest groups.

ported to be Fiction’. Partially true stories are

Center of the Annenberg School for Commu-

rated ‘Truth & Fiction’, ‘Truth but Inaccurate

nication at the University of Pennsylvania.

Details’, or similar.

“Is Donald Trump’s executive order a ‘Muslim ban’?” “Christian refugees ‘Unfairly’ kept out?” “In the election, did Hillary Clinton only win 57 out of 3,141 counties?” “Did the Obama White House hold Islamic prayer five times a day, and provide prayer rugs for Muslim employees and visitors?”

“Two Iraqis came here to this country, were radi“Trump executive order calized and they were the leads to capture of ISIS masterminds behind the leader at JFK airport.” Bowling Green massacre... It didn’t get covered.” “Donald Trump’s mother Mary Anne Macleod an “Trump claims Obama illegal immigrant.” made deal to take thousands of illegal immigrants “800,000 illegals voted for Hillary Clinton in from Australia.” (rated 2016.” Half True) COMMUNICATION DIRECTOR 1/2017

MEASUREMENT

Innovation in metrics: Measuring the role of intangible assets in generating value We live in a new economic era, one in which organisations no longer compete solely on financial variables, but strive to win the respect, trust and support of their main stakeholders —employees, clients, potential clients and society in general— as it is they who guarantee their long term survival. BY A N G E L A L LOZ A

umerous studies demonstrate the growing importance of intangible assets

in generating value. And with good reason – more than 50 per cent of the total value of an organisation lies in its intangible assets and resources, reaching 80 per cent in some sec-

Progress in reputation metrics

Reputation is the most influential aspect in determining purchase intent and recommendation. A brand which stands out based on the values mentioned previously is the primary driver in activating purchase intent; this effect multiplies when accompanied by a good reputation

tors1. As a result, it is equally important to mea-

Significant efforts have been made to move

and an open, transparent communication policy.

sure the impact of this kind of resources and

forward in this field, demonstrating the gro-

However, managing reputation is a

assets and to include non-financial indicators on

wing importance of reputation. One of the most

highly complex task demanding a global per-

scorecards, promoting their use and acceptance

widely-accepted indicators, which is equally

spective which, at the same time, requires a spe-

on a par with traditional financial indicators.

used by corporations, analysts, investors and

cific approach for each interest group. Basing its

One of the most promising indicators

regulators, is the RepTrak Pulse Index, crea-

stance on the experience of its member compa-

for business management is corporate reputa-

ted by Charles Fombrun, CEO and founder of

nies, we argue for the importance of developing

tion, although in order to adequately manage

the Reputation Institute in collaboration with

reputation alongside the principal KPIs of the

and measure this indicator, it must be under-

the member companies of Foro de Reputación

organisation in a transversal manner.

stood as an attitude which allows the theo-

Corporativa2. Although Pulse has a total seman-

One of the most promising findings pre-

retical foundation for the relationship bet-

tic equivalence, Pulse’s metric equivalence had

sented in this field, in which we will see signifi-

ween collective opinions and behaviours to

not been evidenced as a unique metric for glo-

cant progress in the coming years, is the quan-

be established. People express their attitudes

bal reputation in the scorecards of the compa-

tification of the economic value of reputation.

towards something – it could be a company,

nies until 20153 when the usefulness and stati-

There is already an initial model on the mar-

an institution, a person or even a country –

stical validity of the global reputation indicator

ket with the capacity to determine the finan-

through positive or negative evaluations

RepTrak® Pulse was demonstrated. From that

cial value of corporate reputation, a new mo-

made about aspects that are relevant to them.

moment, we can say it has total semantic and

del that sets the economic value of reputation

Aggregation of these attitudes enables the

metric equivalence, and summarises the glo-

from the following variables: market price, brand

calculation of an integrated generic indica-

bal reputation of a company regardless of the

strength index and reputation index. This mo-

tor that reflects trends and overall favoura-

gender, age or social class of the respondents,

del allows identifying how these variables con-

ble or unfavourable sentiment regarding the

and of the country and industry sector (popu-

tribute to create economic value and find key

object under evaluation.

lation invariance).

risk areas for the company.

COMMUNICATION DIRECTOR 1/2017

MEASUREMENT

FIGURE 1. TRIPLE E BRAND MANAGEMENT MODEL FOR THE BANKING SECTOR

ESSENCE

ENERGY & POWER EXPERIENCE

BRAND LOYALTY

PRESENCE DIFFERENTIATION EMOTIONAL BONDING Source: Conento and Corporate Excellence

Progress in brand metrics Among the latest progress made in brand metrics, it is important to highlight the development of a new tool for measuring corporate brand strength. There are many indicators of brand strength – Millward Brown, Ipsos, GFK, Reputation Institute and so on – which are based almost exclusively on the CustomerBased Brand Equity Model (CBBE) developed by Kevin Lane Keller. However, it was necessary to integrate an indicator demonstrating its metric validity and direct relationship with business in order to include it on the or-

rience – which refer to the rational, emotional

of the population, 2016 is the year in which

and experiential elements defining a brand.

the Triple E Brand Management Model has

This way of understanding a brand calls for

been empirically validated as the best tool for

a transversal management approach, which

measuring brand strength which can be integrated into company scorecards.

“ This way of understanding a brand calls for a transversal management approach.”

ganisations’ scorecards. This is how the Triple E Brand Management Model came into

goes beyond interdepartmental silos and re-

existence, aiming to become an internatio-

defines the role of managers of intangible as-

nal standard for measuring corporate brand

sets, whose primary mission is to provide the

strength with a direct impact on valuable at-

company with a unique, distinctive platform

titudes and behaviours.

to implement its identity through corporate

This new brand indicator has been em-

values and valuable relationships with stake-

pirically tested in the banking sector and na-

holders. Whereas 2015 showed that RepTrak

med Triple E after the initials of each of its

Pulse could be used as a unique tool for syn-

three components – Energy, Essence and Expe-

thesising overall attitudes held by all sectors

COMMUNICATION DIRECTOR 1/2017

1A s Brand Finance’s Global Intangible Financial Tracker show. 2F oro de Reputación Corporativa is now Corporate Excellence – Centre for Reputation Leadership, a think tank specialising in intangible assets, supported by companies such as Abertis, Bankinter, BBVA, CaixaBank, Coca-Cola, Correos, Danone, DKV Seguros Médicos, El Corte Inglés, Gas Natural Fenosa, Ibercaja, Iberdrola, MAPFRE, Popular, Renfe, Santander, Suez Water Spain (Agbar), Telefónica and Grupo Volkswagen. 3P hD dissertation: Global Corporate Reputation and Metric Equivalence of its Indicators: an Empirical Approach Based on the Analysis of the RepTrak® Pulse Index.

LEADERSHIP

“These people are on the edge of humanity.” In 2016, the number of deaths of refugees and migrants crossing the Mediterranean hit an all-time high. Among the NGOs that patrol the area with rescue ships is SOS Méditerranée: we spoke to its communications officer about life on board the MV Aquarius, the reality behind the numbers, and the challenges of working in a cold political climate. I N T E RV I E W W I T H M AT H I L D E AU V I L L A I N P H OTO S L AU R I N S C H M I D

SOCIAL MEDIA

Stirring through the ashes Donald Trumpâ&#x20AC;&#x2122;s victory in last yearâ&#x20AC;&#x2122;s US presidential campaign is a case study for political communications in a distracted age. It is also a cautionary tale about the unforeseen aftershocks of the social media revolution.

olitical pathologists will be stirring

build a broad coalition, and whose campaign

a lot of noise, but very little depth or substan-

through the ashes of the 2016 presidenti-

flouted the imperatives of a strong organisatio-

ce. And it enabled yet a third phenomenon.

al election for years to come trying to under-

nal base; how on earth did that candidate win?

The first phenomenon is a fundamen-

stand exactly what happened. How did a can-

A lot of the explanation was born in

tal change in television news coverage, parti-

didate who disdained acquiring the requisite

the collision of two contemporary pheno-

cularly cable news. It has become much more

knowledge about national policy, who scorned

mena, both aimed at attracting the largest

focused on the sensational and much less on

the idea of reaching out to disparate groups to

possible audience. That collision has produced

substance. Rather than truly informing and

COMMUNICATION DIRECTOR 1/2017

Photo: Gage Skidmore/CC BY-SA 2.0

BY DAV I D HEL F E RT

SOCIAL MEDIA

providing background and context, it’s become, “Hey! Here’s what we just heard!” Hours, even days, after significant events, television correspondents still do standup reports from the scene, as if the events were still in progress or had just ended. And this is often promoted as breaking news. Pundits analyse and comment on events afterward, and that analysis is frequently bannered “Breaking News.” Why? Television news is struggling to remain relevant in a social media tidal wave. There is intense pressure for them to generate audience, which generates revenue.

“We are in the midst of a social media revolution. And its impact is momentous.”

This brings us to the second phenomenon. We are in the midst of a social media revolution. And its impact is momentous. Political candidates and elected officials can now convey messages directly to audiences

waited too long. By the time they took him

almost instantly, with pinpoint accuracy and without the filter of the news media. They use Facebook, YouTube, Twitter, Snapchat and other digital platforms to augment traditional public communication or press coverage. Social media allow quick reaction to breaking news and events, or to public statements or actions by an opponent, and increase chances of getting that reaction included in news coverage. Today, television news itself is now viewed less on television screens and more on smart phones, laptops and tablets. Data from the American Press Institute finds that Millennials – the critical 18 to 34-year-old cohort of the voting population – now get 74 per cent of their news online. In fact, many newspaper and television reporters tweet, blog and use Facebook to convey breaking news between print editions or newscasts. CNBC reports, “Twitter boasts 270 million active

IT ISN’T THAT OTHER CANDIDATES DIDN’T KNOW ABOUT SOCIAL MEDIA...

this competition in public communication isn’t just about choices. It’s a battle for relevance.

The Trump card

al media, had moved him to the top tier and for President of the United States. But cable television news had quickly become hooked on Donald Trump. His penchant for astonishing, often explosive statements made him great copy. His tweets, rally

2 Jeb Bush used Snapchat to stream photos and videos of his announcement in real-time to 100 million active users.

speeches, even major “policy” speeches, con-

3 Ted Cruz officially announced by tweeting a video accompanied by the caption: “I’m running for President and I hope to earn your support!”

MSNBC, and then featured prominently in

4 Ben Carson launched a social media campaign on Facebook to promote his formal announcement.

age, Trump’s campaign rallies and tweets beca-

tained little, if any, depth or detail. Yet they were breaking news, covered live and usually in their entirety by CNN, Fox News and broadcast network news programmes. Then they were endlessly analysed by pundits. Rewarded with nearly constant news coverme his primary communication channels. According to research by media analytics firm mediaQuant, Trump received nearly $4.6

And each day, four billion videos are viewed on lion photos are uploaded on Instagram.” But

of it as a result of his relentless use of sociultimately, to become the Republican nominee

1 Hillary Clinton launched her campaign with a two-minute video on YouTube and her campaign website, followed by a Twitter announcement seen by three million followers within an hour.

users that send 500 million tweets per day. YouTube (that’s 46,296 per second) and 60 mil-

seriously, the constant news coverage, much

billion dollars in free air time as of Septemseasoned political figures; some more experi-

ber 2016, nearly double Hillary Clinton’s $2.4

enced; some better financed; some more cre-

billion. In fact, Trump received about $400

dentialed or with more impressive political

million in free air time in May 2016 alone,

pedigrees, but all much more plausible, more

about what Senator John McCain spent in

serious candidates for national office than a

his entire 2008 presidential race.

real estate hustler from Manhattan whose

The effect of this style of political

celebrity status arose from a “reality” televi-

communication, along with the news media’s

sion show in which his most memorable line

heavy reliance on social media and rallies as

The collision of these two media phenome-

was, “You’re fired!” In 2015, his Republican

their source and substance of news reports,

na produced the third. In June 2015, Donald

opponents wrote him off as loud but transi-

led to a campaign for President of the United

Trump wasn’t really a serious contender for

tory noise. Then they sneered. Then they took

States that became a celebration of the super-

president. The Republican Party had 16 more

umbrage. Then they tried to compete. But, they

ficial. Television news finally snapped to this

COMMUNICATION DIRECTOR 1/2017

AGENDA SETTER

Taking on the big issues Positioning your organisation as an activist in social issues is a delicate process: it requires tact, patience, perseverance and – as these best cases prove – a healthy dose of innovation. BY JA N W I S N I E W SK I

t the beginning of this year, Starbucks CEO Howard Schultz

butions to mission-based non-profits hitting record levels in the af-

announced plans to hire 10,000 refugees as a direct reaction to

termath of Trump’s election victory (for example, the American Civil

President Donald Trump’s decision to ban citizens of seven majori-

Liberties Union received what it described as “the greatest outpou-

ty Muslim countries from entering the United States. “We are living

ring of support for the ACLU in our nearly 100-year history, greater

in an unprecedented time, one in which we are witness to the cons-

than the days after 9/11.”)

cience of our country, and the promise of the American Dream, being

But companies and other organisations making a commit-

called into question”, wrote Schultz in a company-wide letter. This

ment to serving communities is not new; the following roundup of

unprecedented move is a step towards bringing together a deeply di-

leading European public affairs communications campaigns remind

vided society that reflects a broader uptick in activism, with contri-

us of the power of public service

COMMUNICATION DIRECTOR 1/2017

AGENDA SETTER

Restoring the spoils of war The future of the healthcare system

During the second world war the Nazis confiscated thousands of works of art in France. Hundreds of these paintings have found their way into French museum collections. In 2014, the French government made a public commitment to return these works of art to their rightful owners: Genealogistes de France saw an opportunity to use their exper← Advocates for the campaign attended six conferences related to the healthcare system over the six months.

tise to find the descendants of the original owners. Soliciting the help of public affairs consultancy Interel Group, Genealogistes de France showed the French government how to identify heirs and beneficiaries of unclaimed inheritances would greatly aid in achieving this objective. This resulted in an agreement with the Minister of Culture in June 2015 to undertake the work on a pro bono basis. By 2016 several significant works had been or were in the process of being returned to descendants of the original owner. International media focused on a Degas drawing handed back in May 2016 to Viviane Dreyfus on behalf of her father. Not only were artworks returned to the hands of their rightful owners, the media coverage raised awareness of the value of the services that genealogists provide and helped strengthen relations with government for the future.

In 2015 Romania ranked last in Europe for health spending share of GDP. Romania also had the least developed private health insurance market in Europe. The National Association of Insurance and Reinsurance companies from Romania (UNSAR) believed that increased private health insurance use would improve the financial stability of the health system. The main deadlock was insufficient deductibility. Together with agency Point Public Affairs they devised a strategy to expand deductibility for private health insurance expenses. After a six-month campaign, they had achieved their goal. The Fiscal Code was modified: the limit for deductibility granted to employees increased from EUR 250 to EUR 400 per year per person and the deductibility of private health was also extended for individuals’ income. The six-month campaign involved three components: research, advocacy and communication. This included an impact study of the socio-economic consequences of increased deductibility, 70 one-on-one meetings with 50 decision makers and opinion leaders, 15 public hearings on the Fiscal code debate, press trips with 20 key journalists, and the attendance of six conferen-

↑ Audrey Azoulay, the French culture minister, and Viviane Dreyfus (left), accepting the Degas drawing on behalf of her father.

Photo: Private

ces with keynote speeches on private health insurance. After a decade of an inefficient private healthcare system, Romania had the opportunity to grow its private health market.

COMMUNICATION DIRECTOR 1/2017

SPEECHWRITING

The ups and downs of speechwriting From clashing egos to meddlesome advisors – the lot of the speechwriter is seldom a happy one. Unless, of course, he or she goes in for a spot of revenge.

peechwriting is an attractive professi-

engagements makes it impossible for even

boast that they employ speechwriters, becau-

on. At the very least, there’s job security:

the most talented politician or CEO to cope

se they think it enhances their social status,

almost every decision-maker, whether in the

without outside help. Even the traditional rule

just like bodyguards.

public or the private sector, needs speeches.

for “ghost writers”, namely to remain anony-

However, speechwriters cannot be

The days when politicians like Bismarck or

mous, no longer applies. Some speechwriters

picky. The blockbuster speech, which mesme-

Churchill wrote their own speeches are long

have become celebrities in their own right and

rises the audience with new ideas and power-

gone. Today, the sheer number of speaking

some politicians or industry bosses now even

ful emotions, is the exception. Opening a new

COMMUNICATION DIRECTOR 1/2017

Photo: www.thinkstock.com

BY MI C HA EL R Ü H L E

SPEECHWRITING

section of a highway or making the case for a new pension scheme hardly requires Shakespearean hyperbole. And let’s be honest: has anyone ever listened attentively to a half-hour speech from start to finish? The attention span of today’s Twitter-age audience is shorter than that of a ferret on a double espresso. In any event, what the speaker says is not always that important to begin with. What counts is that he or she appears in the first place. As Woody Allen observed, “80 per cent of success is showing up”. You can pose with the speaker for a selfie, or you can put a question that will hopefully come across as

“The speechwriter has no choice but to cope with this paradox of writing speeches that are new, yet familiar.”

immensely profound and will impress those around you. Since the speech will be posted on the internet, you can still read it later if you feel like it (though you probably never will feel like it).

The speechwriter’s enemy: the speaker

may complain that his new speech looks very

writing was not the speaker’s: the speechwri-

much like his old ones, and demand a total-

ter’s laptop had broken down before all the

ly new and original draft. But once that new

pages could be printed, forcing him to use his

draft is presented to him he may continue

pen instead. Unsurprisingly, neither the spe-

complaining precisely because it doesn’t look

echwriter nor the speaker felt the need to set

familiar. He may then ask for another draft

the record straight: the illusion of authenti-

The speechwriter has only one natural enemy:

built on the stump speech he is so used to,

city was too good to have it spoiled by revea-

the speaker. There are several reasons for this.

with only minor tweaks. He will then deliver

ling the ugly truth.

One is pride. Although the speaker knows

this text with a certain ease, as it contains all

that he needs the speechwriter, he neverthe-

his old friends, but then complain again that

less remains uncomfortable about someone

there wasn’t really anything new in it. And

else putting words in his mouth. He will the-

the whole pointless process will begin again.

refore try to resist such heteronomy.

Too many cooks…

The speechwriter has no choice but to

The speaker-speechwriter relationship can

For example, he will make last minute

cope with this paradox of writing speeches that

become more complex if there are extensive

cuts while driving to the conference venue –

are new, yet familiar, and conveying a sense of

brainstorming sessions involving additional

only to realise, while already on stage, that he

authenticity. Even if today’s audiences know

staff. In principle, this should be a stimula-

cut the wrong part and now needs to decipher

that the speaker didn’t write his own speech,

ting process: after all, this is the opportunity

the very text he had just crossed out. He will

they want to be given the plausible illusion

for real strategic thinking, for discussing dif-

try to depart from the text to address the au-

that he put pen to paper. Sometimes, they even

ferent topics, ideas, outlines; for inventing –

dience personally – and then fail to find his

get hard evidence that he did. One dignitary,

and discarding – memorable sound bites. But

way back into the manuscript. He will deploy

walking away from the rostrum after having

what do you do when the boss gets hooked on

his trademark sound bites early in his speech

finished his speech, left the manuscript be-

an approach that the speechwriter knows will

from the top of his head – only to realise that

hind. The chairman of the event noticed that

never work? What can you do if other “advi-

the exact terms re-appear in the written text

the last page of the speech was handwritten

sors” (usually those with no writing skills) try

and that he now needs to skip them in order

– and was mesmerized. He grabbed the ma-

to overload a balanced draft with their “bold”

not to be repetitive. Or when he flips a page,

nuscript and held it up as proof that the spe-

ideas? Who will ultimately win the battle bet-

he may – or may not – notice that he actu-

aker wrote his own hallowed words, and not

ween those who believe that the speech should

ally flipped two. But such hiccups don’t mat-

“a speechwriter or something”.

form one coherent narrative, and those who

ter. For the duration of his speech, the speaker is in full control.

Both the speaker and the speechwri-

see it just as a vehicle for transporting esta-

ter were equally perplexed. For one, the hand-

blished press lines, without caring too much

The need for authenticity creates yet

written part of the manuscript seemed to im-

about whether the speech hangs together?

another challenge for the speechwriter, which

press the audience much more when they saw

Even if the whole process leading up

is to find a balance between tried-and-tested

it rather than when they heard it just a few

to a speech goes very smoothly, success is far

material and new ideas. Sometimes, the boss

minutes earlier. Above all, however, the hand-

from guaranteed: the boss may still chan-

COMMUNICATION DIRECTOR 1/2017

LEADERSHIP

"That’s a place you must earn." Do corporate communications leaders have what it takes to become executive leaders for the 21st century? Luca Biondolillo is an outspoken proponent for the need to step up as communicators to the challenges and demands of modern business management: as he tells Communication Director, demonstrable business knowledge, intensive stakeholder engagement and willingness “to get your hands dirty” are some of the qualities necessary to earn the respect of the executive team. I N T E RV I E W W I T H LU CA B I O ND O L I L LO

Luca Biondolillo mentoring the Leadership & Communications panel discussion at the 2016 European Communication Summit / Photo: Bernal Revert

t last year’s European Communication Summit you mo-

failed to make serving the objectives of the business part of our

derated a main stage panel on leadership and the com-

job. Instead they stay focused more generally on the traditio-

munications function. One of the themes that emerged from

nal communications objectives – publicity, visibility, reputation

that discussion was that, historically, there hasn’t been suffi-

management. In certain organisations, within certain business

cient investment in the corporate communications function.

contexts, this means our function is seen as less relevant, and

Do you agree with that and why do you think that is?

as a result, in the eyes of those who hold the purse, less deser-

As communicators and heads of the function, we may be at least partly at fault for this. Too often, too many of us have

ving of funds and resources. I hope this is not news to the majority of my peers.

COMMUNICATION DIRECTOR 1/2017

LEADERSHIP

How do communicators compensate for this lack of care?

That came across quite strongly in the Summit panel discussi-

The old school thought was that to fly high in communi-

on, the feeling that communicators haven’t quite stepped up to

cations and stay at a high level you didn’t need to get deep

the full potential of their strategic role.

into the business, or that getting deep into the business

Again, it is partially our fault. How many communicators

was the responsibility of some of the people who worked

out there really have a decent understanding of numbers?

for you. You needed to stay focused on leading the big

This is not about taking the role of head of investor relations

teams. In reality, even the heads of the function need to

away from somebody else. It's simply bringing that person,

get under the skin of the business. We need to work next to the business leaders. That is the only way you can really operate communications in a way that supports the business as much as possible. It's the only way in which you can claim the right to either sit on executive committees or similar functions. You need to do this not only to learn their part of the business but also to earn their goodwill, so your function has an opportunity to be called in, if not first then among the first: every time there is a new project, every time there is a change in strategy, or every time a business leader, whether it is the CEO or the head of the business unit, is looking to put together a team to help him or her drive home that specific result, that specific change or specific objective.

"CEOs... are increasingly looking for stronger communication, corporate affairs or stakeholder engagement professionals."

Is experience in financial communications then an essential prerequisite for communicators aspiring to the top? That’s a little narrow as a statement. In other words, an

that role, that team under the same umbrella – because it is

understanding of the financials more than experience in

obvious that much like the other areas of communication,

financial communications is definitely key, just as much as

you absolutely need a specialist in one specific area of stake-

business acumen. If you think about the more prominent

holder engagement. It makes sense to have this is under one

communicators across Europe, some come from really di-

single umbrella. But you need to have at the head of this um-

verse backgrounds. Some are engineers. Some are other

brella a chief engagement officer who has an understanding

things that have nothing to do with an understanding of

of the dynamics of the financial market and of the financials

finance. Yet overtime, they dedicated time to understan-

of the organisation they work for obviously this person needs

ding those points as well.

to be humble enough to not want to be the front person of the organisation for everything related to financial matters

So it’s a case of gaining rich experiences?

because the specialist in this particular case will probably be

Going forward there is more reason to bring some of these

more prepared for the day to day handling of certain speci-

aspects of stakeholder engagement under the same umbrel-

fic activities. For this function, for public affairs and investor

la. If you look at investor relations, that’s working with the

relations, the role of the chief stakeholder engagement officer

financial community, with analysists, portfolio managers

or corporate affairs officer will be that of looking after the

and banks. If you look at public affairs, that’s working with

strategy and the vision, to make sure that what the business

public institutions, with government, with various entities

needs is being delivered through all of these channels with

at that level. Then of course, communications per se has an

various degrees of support.

even broader set of internal and external stakeholders. At

the end of the day, all three disciplines are about stakehol-

Should this be the case in publically-held companies as much as

der engagement. To me it would make sense at some stage to

in private companies?

see these three disciplines all under one simple umbrella. It’s

Yes. Sometimes what you disclose is just as important as what

about talking the same messages. It’s about being aligned on

you don’t disclose because you are a public company and you

all fronts, whether it’s internal or external. Whether it’s the

need even more of an alignment and sometimes it will be hel-

financial community or it’s the consumer media, whether

pful to disclose some numbers and some figures. Something

it’s talking to political institutions or with influencers at that

that, depending on the fields your organisation is present in,

level. More often than not today, with our separate func-

will be helpful to reputation, your relationship with your part-

tions, corporations miss out on the opportunity to really le-

ners, the relationship with your suppliers, attracting and re-

verage the advantages this could bring to the table.

taining talent to your organisation and so forth.

COMMUNICATION DIRECTOR 1/2017

FOCUS ON CHINA

China going global Chinese companies seeking to engage global audiences face several challenges, many of which are rooted in culture. Overcoming them is the job of the professional communicator. BY BR A D BU R G E S S

t was way back in the late 1990s when I start-

times insurmountable regardless of how “in-

Culture impacts communications

ed paying attention to China. Enrolled in an

ternational” one may seem. China’s culture is

international relations programme, we were

one such dynamic that, although the country

studying new concepts with catchy names like

has been changing radically since the “Reform

‘soft power’ and how sovereign states use it to

and Opening up” engagement with the west, is

develop their own cultural cache. We’ve since

still incredibly focused on being ‘Chinese’ and

Culture strongly impacts global communica-

been inundated with content expounding the

may be interpreted as being inward focused.

tions. There is no doubt about it. While many

global village we all live in today. My experi-

This may be an oversimplification, but the cul-

Americans are relishing the tearing down of

ence is that the local environment, values, cul-

tural values of the Chinese are unique and pose

all things associated with political correctness

tures and other elements where we live are very

unique challenges for Chinese organisations

during last year’s presidential election, even

powerful drivers of perception that are some-

as they communicate with global audiences.

the notion of political correctness is a very fo-

COMMUNICATION DIRECTOR 1/2017

Photo: www.thinkstock.com

FOCUS ON CHINA

reign concept in China. The Chinese can often

American historical narrative. The Chinese

positive relationships and experiences with

be very blunt and direct in their opinion of

don’t share this historical narrative, of cour-

stakeholders in the local market. This requi-

others. For example, I know immediately when

se. Theirs is a rich and long narrative which

res long-term planning that is more tied to

I’m gaining or losing weight – I’m told so by

results in a focus upon the harmony and ba-

strategy than on-the-ground execution and

friends and colleagues without asking! Whi-

lance of the group over the individual.

immediate results.

le this certainly serves a purpose in keeping

The results of combining the autho-

me more fit than I would be back in my na-

ritative nature of decision making with an

tive US, hearing this content with a western lens is more than annoying – it can be infuriating. For the Chinese, it’s just a way of chatting that “pulls us closer together”.

The power of history

expectation of power distance and a preference for harmony with less access to information means that stakeholder engagement is often missing or executed reactively as a

While this is a simple and perhaps

The Chinese are some of the most historically

humorous example of a major cultural dif-

minded people in the world. They are steeped

The experience of Chinese business

ference between the Americans and Chinese,

in history lessons from the beginning, and the

in Africa is telling on how Chinese business

it’s a small but significant hint at how diffe-

narrative is one that is 5,000 years in the ma-

will need to change this dynamic to succeed

rent things can sometimes seem.

king. China didn’t start as a democracy – it

abroad. Their licence to operate comes with

started as an imperial and feudal state. And

the leadership’s will to engage, listen careful-

this remained the case for the majority of Chi-

ly to others and change their approaches ac-

American values are not universal Part of my work involves counseling Chinese and western clients about international communications to help them better understand global (and Chinese) audiences. We start by discussing the philosophical and historical foundations of Chinese and western culture

result of an issue.

“Culture strongly impacts global communications. There is no doubt about it.”

and how this impacts thinking today. We also prepare and review social research that highlights similarities and differences between cultures. What seems obvious can often be very

nese history until the overthrow of the Qing

cordingly, three inherently challenging things

enlightening. For example, it’s only after living

dynasty just over a century ago.

for leaders of Chinese organisations to do.

in China for over a decade that I’ve come to

Why this matters today is because the

Developing the hypothesis of China’s

have a new perspective on the American valu-

nature and expectations of contemporary lea-

historical narrative and its impact on today’s

es system. I was awakened to this while brin-

dership and authority are largely reflected th-

communications further, it’s instructive to un-

ging my Chinese in-laws to the United States

rough this narrative – and these expectations

derstand how the Chinese communist party

on their first visit. We were in New York City

are very different than in the west.

has secured and retained power. The century

getting ready to cross to Ellis Island and take

For example, there is an expectation

leading up to the founding of the Chinese com-

pictures of ourselves with the Statue of Liber-

for leaders to be more distant and more au-

munist party in 1949 is referred to in Chinese

ty. My in-laws starting talking about the statue

thoritative. It is actually acceptable and per-

as the “century of humiliation”. Starting with

using its Chinese name, which when interpre-

haps even preferred. The results of this are

the Opium Wars, China was continually in-

ted in English is the equivalent of “Goddess

that many working level people in a Chine-

vaded by a host of foreign powers and forced

of Freedom”. I’ve been around the world and

se organisation are not informed of key de-

to accept unequal treaties, had their equiva-

seen a range of various religious sculptures

cisions or engaged to be part of the decisi-

lent of the White House or Buckingham Pala-

and idols, but I’ve never drawn a connection

on-making process. Their role is executional

ce looted and burned twice and lost territory

between those idols and the American idol

and their job is to implement the decisions

including Hong Kong to foreign invaders. It

on Ellis Island. Indeed, the majority of Ame-

provided to them.

was at the end of that century when the Chi-

ricans worship individual freedom with blind

For Chinese companies seeking to com-

nese communist party corralled and infused

faith. And infringing on one’s personal rights

municate with global audiences, this is chal-

a sense of cultural pride and passion in being

is equivalent to sacrilege.

lenging for myriad reasons. First, when ente-

Chinese and rising up against these foreign

The focus on individual rights and free-

ring new markets, the most successful foreign

powers to win independence. Sixty-eight years

doms is very American and is couched in the

companies strategically identify ways to build

later, we look at China with our modern wes-

COMMUNICATION DIRECTOR 1/2017

INTERNAL

The way to authentic online employee communication and behaviour Internal social media policies are a communication tool to prevent risks and seize opportunities.

ocial media help to build brands as they

Nevertheless, when they are online, employees

ding negative messages. However, an inter-

support the widespread diffusion of opin-

can also disclose unsuitable messages – or even

nal SMP could also boost employees’ online

ions and messages among customers and stake-

break the rules. Many companies have there-

communication behaviours that strengthen

holders. Employees take part in this process,

fore produced behaviour guidelines for emplo-

the brand and the dialogue with stakeholders.

because they can spread online messages and

yees, the so-called Social Media Policy (SMP).

Used as an internal communication tool, the

brand values when they are at work and when

First of all SMP are issued to prevent

SMP could in fact encourage employees to

they are not working, too. This is crucial, be-

risk of breaking laws, such as those on pro-

seize the opportunities offered by social me-

cause stakeholders believe that employees’ on-

perty rights; of violating ethical norms, such

dia brand building.

line communication behaviours are more au-

as those of transparency and honesty; or of

thentic than official company communications.

damaging the company’s reputation by sprea-

COMMUNICATION DIRECTOR 1/2017

Photo: www.thinkstock.com

BY A L E S SA N D R A M A Z Z E I A N D A L F O N SA B U T E RA

INTERNAL

The study by IULM University How do high-performing companies usually approach the creation of internal SMPs? Do they only focus on preventing risks? Or do they also use them as an internal communication tool to encourage employees to seize brand building opportunities offered by social media? At IULM University, we analysed the internal SMPs of 25 companies from the 2015 Fortune 500 ranking (all available online) and we investigated the objectives of each SMP and the methods adopted by companies to govern employees’ online behaviour.

L I ST O F C O M PA NI E S I N T H E SA M PL E ses the importance authenticity: “Write in your natural voice; authenticity is important”.

Hartford Financial

Apple

IBM

cation authenticity is crucial on social media.

BB&T Corp.

Intel

For a company, having a single, official and

Best Buy

L Brands

centralised corporate and marketing commu-

CenterPoint Energy Cisco

Nordstrom

This is a valuable point: communi-

nications voice on social media can be perceived by stakeholders as inauthentic and less credible. Instead, employee voice is perceived as more authentic and credible, but, in order to seize brand opportunities, employees must declare their professional identity: this increases the perceived authenticity of their online behaviour and therefore the effectiveness of the conveyed message.

Procter&Gamble Ross Stores

Coca Cola

SouthWest Airlines

CSC

Starbucks

Duke Energy

Target

Entergy

UPS

FedEx

Xerox

Ford General Motors

Eight SMPs encourage what’s know as

Understanding different objectives of SMPs All 25 of the studied SMPs aimed at preventing legal risks, 24 of them aimed at preventing ethical and reputational risks, and 13 aimed at preventing productivity and security risks. However, only 13 SMPs recognised the importance of social media in strengthening the brand and stakeholder relationships. For

‘blurring’: inviting employees to use personal social media accounts to spread professional content, whereas 17 SMPs merely recognised the possibility of this, or even discourage it. Starbucks offers an example of a SMP encouraging blurring: “Let’s celebrate and share in social media what it means #tobeapartner – with each other, our customers and the world – in ways only partners can! (…) We’re called partners, because this isn’t just a job, it’s our passion. So, go ahead and share it!”. Significantly, the eight companies that encourage blurring also invited all employees

OBJECTIVES OF SMPS Preventing risks (Tot.)

Legal risks

Productivity & Security risks

Ethical & Reputational risks

Seizing opportunities (Tot.)

to act online in favour of the brand.

example, UPS policy affirms: “We are all brand ambassadors in social media if commenting on the company we work for. (…) You are encouraged to share information from UPS’s official social channels”. Coca Cola SMP is another example: “Countless conversations take place online

Governing the behaviour of online collaborators

about Coca-Cola every day, and we want our

Some companies set forth a series of measu-

Company’s more than 150,000 associates in

res in their SMPs, aimed at encouraging the

more than 200 countries to join those conver-

adoption of a brand-consistent online beha-

sations, represent our Company, and share the

viour. Among these, eight companies crea-

optimistic and positive spirits of our brands”.

ted an explicit link between their SMP and

Of the studied SMPs, 16 asked emplo-

brand values: these are included in the do-

yees to publically declare their relationship

cument to foster sense-making and to exp-

with the company for ethical or legal rea-

lain why certain directions are given. CSC of-

sons, whereas five SMPs asked the same for

fers an example of SMP reporting company

reasons of authenticity, to ensure that online

values: “With collaboration and unconventi-

communication is perceived as authentic and

onal thinking at the heart of CSC’s core valu-

genuine. For example, the Xerox SMP stres-

es, CSC empowers its employees/contractors

COMMUNICATION DIRECTOR 1/2017

WAYS TO M A NAG E O N L I N E C O M M U N I CAT I O N B E H AV I O U R S

Link to values

Skills

Counselling

Training Negative consequences Sanctions

3 15 17

ISSUE FOCUS

Communicating in the post-truth era 54

Adapting to a new normal?

In a post-truth age, the role of communications counsellor has never been more important BY MI C H A E L ST E WA RT

Holding politics to account Empathy and an informed debate can challenge populist politics and alternative facts BY E M I LY O'R E I L LY

Algorithm nation What are algorithms, how do they decide what we see and what we donâ&#x20AC;&#x2122;t see online?

What's the damage? Measuring the impact of fake news on reputation can guide companies to through a post-truth landscape BY A A RO N RE I D

What now for polling? After last yearâ&#x20AC;&#x2122;s election shocks, can we trust polls ever again? And if not, whose fault will that be? BY PAU L B A I N E S

Innoculation, risk and values How the innoculation theory offers a powerful way of combating the fake news BY M A RK I RV I NE

Partners in truth The challenges faced by journalism helped set the stage for fake news: the fight back starts here BY J U L I A TA N

I N TERV I E W W I T H M AUR I TS KAPTEIN