We think this will work for comms and PR people but we think this will also be valuable for people who are working in your organisation on projects big and small that need communicating.
We could just give you a list of speakers but want to tell you about how this came about.
We had a conversation with someone a while back about big public sector projects and what separates the good ones from the bad.
As we talked we pictured a very real scenario and we came up with two options to choose from.
First, the scenario… part of your organisation has a great idea that could change how something is done, save money and lead to a better service.
What could go wrong?
Well, here are the options…
Option one: Project team don’t really bother with the comms until the end because they’re too busy and anyway, they don’t see the point. The comms team get left in the dark by the project team until the end… and the idea fails. “Clearly, it was the comms team,” the project team mutter. “There was nothing wrong with our idea. That was brilliant.”
“If only they’de spoken to us earlier,” the comms team mutter back.
Result: failure, unhappy project team, unhappy comms team and an angry chief executive.
Option two: Project team sit down with the comms team from the start. They shape a comms plan that they both know will work. There’s a project objective. There’s a comms objective that’s identical. There’s something to measure to know if the comms is working. The idea gets well communicated by the comms team. It’s a success.
“Hooray,” say the project team. “Our idea that we had in a room with six people in it has become a success amongst thousands,” say the project team.
Result: happy project team, happy comms team, success and a happy chief executive.
Of course, we’d all choose the second scenario, wouldn’t we?
The thing is, life is not like that, and we can all reel off a long list of times when it hasn’t and fewer times when it has.
What you’ll get out of #commsforchange14
So, at the end of our conversation we grew convinced of the need to put on an event that would set out the reasons for getting the project team and the comms team together early to make the thing a success.
We wanted comms people and project people speaking to share how they did it.
We wanted comms people to be fired up to go back and knock on the doors of big project people so they could get involved to help make a difference.
We wanted the event to be partly traditional, with speakers and slides so the success stories could be articulated and you’d know what you’d get.
But we wanted an unconference element in the afternoon because we’ve run them before at commscamp and for LGComms and with PSCSF and we know they will work. This sees that part of the agenda drawn-up based on what the people in the room wanted to talk about. Maybe there were lessons to be shared.
We wanted an event that showed why getting comms involved early and them being on the top table will help the organisation.
Of course, the great thing about doing comms2point0 is being able to turn a conversation and an idea into reality and with the excellent Nick Hill of Public Sector Customer Services Forum we’ve done just that andon Wednesday September 24 at the Bond Company, Fazeley Street, Birmingham #commsforchange will become a reality.
Who will be speaking?
There’s a range of hand picked people for you here:
John McPherson, Internal Communications Manager, Leeds City Council
Iain Patterson, Chief Technology Officer, DVLA
Adrian Capon, Senior Communications Manager, Yorkshire Housing (TBC)
Dan Slee, Co-founder, comms2point0
Darren Caveney, Co-founder, comms2point0
You can find more out about the event on Wednesday September 24 at the Bond Company, Fazeley Street, Birmingham by clicking the link here.
Government communicators have been asked not to do anything unless it’s based on data.
The argument goes that this cuts out the vanity campaign or the SOS – the Sending Out Stuff – that sees press releases and other things shovelled out the door because some action is better than nothing.
Don’t get me wrong, I can see real merit in having a get out of jail free card when faced with a senior request ‘for stuff.’
But I’m starting to think about if we need to create some space for experimentation. Things like Trojan mice. These are things that see you try something out low budget just to see if it works and you can learn from.
One example of this skunkwork lab is the excellent Torfaen Council Elvis gritter YouTube that’s been around for a while. If you haven’t seen it, it’s the low budget Elvis impersonator from the Valleys singing about how the council can’t be everywhere and not to panic buy bread. It’s brilliant. It was done on a shoestring to make people smile, to tell them some important things and done entirely without research.
It works because it’s human and is entirely without strategy.
I was helping train a local government comms team last week when this clip came up and we showed it just to see the reaction. There was disbelief. Then laughter. Then real affection. It works. It just works. I rememberdiscussing it 12-months ag with someone who works for an authority who ruthlessly apply the research-led ROSIE logic.
“It’s really, really good and I love it,” she said. “But of couse we could never do it where I work.”
So how do you create the space needed to make the Trojan mice flourish?
Google famously give staff a day a week to work on their own projects. Some of those projects have become key to their future strategy.
Tectonic plates in the world of communications are shifting. The centre cannot hold. Different channels are emerging and with them the demand for new skills. If you want the evidence, more than 70 per cent in our survey four months ago said the job was getting harder.
So, the task facing the the comms leader is how to create some safe space to experiment.
And if you are a comms person in the trenches, how are you going to carve out some Google time for yourself to look after your future?
Creative commons credit
Well, it’s had a great innings but can we now finally bury the idea that using social media ad hoc in an organisation is going to change the world?
But what great days we did have.
We had a mantra of JFDI in local government – just flipping do it – and we did things under the rader without permission.We would chuck up a Facebook page knowing that IT didn’t know what it was so they couldn’t block it.
We could tweet election results without too much interference, snigger behind our hands and we could push the envelope.
But those days are over. We learned lots but no, we didn’t take over the world even though it felt as though we would. Today, many public sector teams have been cut back too far to have space to innovate. Even more worryingly, teams haven’t found a way to tackle the big issues that really matter to make a difference. They haven’t found a way to get the resources to do so either.
Sure, the trojan mouse idea of testing out four or five ideas to see where it’ll take you is one I enthusiastically believe in to help you experiment and see what works. But to really make a difference bright communications people need to take all that experience and find out what is keeping senior people awake at night. Then go hell for leather to tackle that, that and only that. But make sure the senior people know exactly what you are doing by reporting back using every means neccesary. Infographics are particularly good. Make yourself a sandwich board if you have to but just flipping do it.
Here’s a few ideas to help you…
Are you helping senior people sleep at night?
Here’s an exercise I came across during the LGComms Future Leaders programme at a session at Leeds Metropolitan University with Anne Gregory and Paul Willis. It was the best piece of training I had in the eight years I spent in local government and I suggest you do this quick exercise.
- Get a piece of paper and draw a blob in the middle.
- Think of six people you do most of your work for in your organisation and write their names on the paper… the more important they are the closer to the blob you can write their name.
- Write down some things – let’s say six things – that keep those six people awake at night.
- Ask yourself, are you really spending time with the really key people?
- Ask yourself, are you really doing things to help the really key people sleep at night?
My own conclusion to doing this exercise was that I wasn’t really tackling the issues that matter for the people that matter and I’ll bet you a slice of Victoria sponge that you aren’t either.
The goal of the bright communications team should not be vague ‘reputation’ or ‘awareness’. It is to prove in pounds, shillings and pence if needs be the value of the team before it is too late. It’s why I’ve long been convinced that channel shift and customer service are things that comms teams need to be closely involved with.
So how can we help tackle the issues that keep senior people awake?
If I had a pound for every time someone told me the words: ‘What we need is a comms plan,’ I’d have been rich. What they meant was they wanted you to tick a box for them. What they really wanted was to outsource the responsibility to you when we all know to be effective it should be a joint thing.
What you really need is a comms plan agreed jointly with the senior people around a table. This can take many forms but they need to have the following:
- Where they are now.
- Where they want to go.
- Something measurable and tangiable to show when they’ve got there.
- Who they want to talk to and how they can do it.
- Some ideas of resources.
- Some idea of evaluation.
Some of what’s in your plan will be traditional comms and some will be digital. You’ll have a mix of both and you’ll be working to make a difference to your organisation for the people who are going to be making big budget decisions in the not too distant future.
If yuo get this right your bosses’ boss will sleep at night.
And you won’t be sleepwalking towards a cliff either
By the way, I’m now available to help you with all of this and would love to do so. I’m email@example.com and @danslee on Twitter.
Creative commons credits
We will awake https://www.flickr.com/photos/25028863@N00/5612074901/
Try to be happy. I’ve left local government so I can do more in local government and the rest of public sector.
For the past eight years I’ve been proud to be at Walsall Council helping to put them on the digital map and at times doing a bit to define what that map looked like. It’s been exciting. But it feels absolutely the right time to move on. March 31 was my last day and yes, I realise that breaking news on April 1 before midday carries risks. But this is no April Fool.
I’ve now become a freelance digital communications consultant turning comms2point0 into a start-up which means I can bring my expertise, drive enthusiasm and insight to help you do a better job for your organisation. That’s something I’m really, really excited about.
Three moments of epiphany
Former Sunday Times editor Harold Evans once said that he loved newspapers but he was absolutely intoxicated by the power and possibility of the internet. Me too. My first of three moments of epiphany came in 1993 when I discovered that I loved the art and craft of piecing together a story for a newspaper.
The second moment came in 2008 as a press officer when I heard the line: ‘With social media we no longer have to go through the Priesthood of journalists to talk to our residents’ and the third in 2011 when a chief executive spoke of the need to stop evangelising about social media but bring solutions that may just have some social media in.
In the next phase of my career I want to bring all three of those together and I’m massively excited and not a little nervous.
My proud moments
In leaving Walsall Council, I’m intensely proud of what I’ve helped do there. I was massively fortunate enough to have worked with a head of communications Darren Caveney who saw what the future would look like and trusted his staff to learn, grow and innovate. We both saw early that social media was not just a communications function. We shared the sweets with others. In leaving Walsall I leave more than 70 social media profiles and more than 100 staff trained. Some of them have gone on to develop into nationally significant digital innovators in their own right. Countryside ranger Morgan Bowers, for example. Environmental health officer David Matthews too. Dan Carins. And Kate Goodall. I’ve worked with some amazing people during my time there too numerous to list.
I’m proud I listened to Darren and Kate and that we were the first council in the country to use Twitter for 24-hours during #walsall24. We won the first LGComms social media gold award for that but best of all we shattered glass ceilings and in a day we embedded social media overnight. That makes me smile.
There’s a record industry giant you’ll not have heard of called Steve Jenkins. He was MD of Jive Records and was a key part in the success of Pete Waterman and Stock Aitken Waterman. He’s from Walsall and I got to know him quite well. He’s proud of the place. He used to have a railway sign from the town’s station over his desk in his office so people who came in would have to acknowledge it. “Where’s ‘Walsall’?” they’d ask. He’d fix them with a steely glare and say: “It’s nine miles north of Birmingham… it’s nine miles north of Birmingham.”
Walsall is big enough to be it’s own place and has a digital community whose vibrancy that will surprise you. The YamYam is a news aggregation site that brings together traditional newspaper websites with the websites of clubs, societies and bloggers. There’s more than 100 sites linked to it. Some are good, some are bad, some are contrary, some not.
It’s not always been straight forward, but I’ve grown to genuinely respect and admire many in that digital community. They care about their town. Their voice is part of the borough’s debate and discussion. At Walsall Council I’m leaving a stack of people who deserve to be garlanded daily for trying to make a difference in sometimes grim circumstances.
On local government comms
For those left behind in local government communications I’d say be proud, be determined and be very clear that you are a professional bringing value and demonstrate that value. Be the grit in the oyster and challenge. That’s your job. There’s a whole load of stuff I’d like to write about that.
So, what’s the very exciting what’s next?
I’ll be working at comms2point0 full time. It’s now a company. Three years ago my colleague Darren floated the idea of comms2point0. It’s an idea we kicked around and shaped one sunny day watching a cricket match. We mapped it out with sticky notes, pens and paper. What is it? We post six links a day for comms people on Twitter and we have a blog which has mushroomed to more than 400 case studies ranging from 10 Downing Street, Unicef, Orkney Council, Unicef and the EU. We now have reached 30,000 unique users a month. That’s a bit crazy, really.
We’ve helped run events, we’ve trained people and for IEWM we’ve written the best whitepaper on using social media in the public sector that has ever been written (disclaimer: I’m biased.)
I’ve been nominated to be a Fellow of the RSA and I’ve been appointed to The Guardian public leaders editorial board. I want to carry on with pro bono work for the localgov digital group.
When I’ve been working late at night on comms2point0 I’ve joked with my wife that this would help me get my next job. It’s now become my job and with Darren continuing to play a big role I’m nervously bouncing with excitement at what it will help people to achieve and is already helping.
I’m working and will be working with IEWM, Public Health Wales, the LGA, a number of councils, the Langstone Society and several others. I’m grateful to those people on my journey I’ve asked for advice and who have been generous in giving it.
The free element of comms2point0 will remain. There will be links. There will be a blog – now more than 400 – there will also be a reactivated regular email. But other rather good things are in development. If I was American or younger I’d be calling them: ‘awesome.’ I’ll still be blogging on my own blog that’s in its fifth year.
So, in saying goodbye I’m also saying hello. It would be good to hear from you to hear what your challenges are and maybe see if I can help. Or maybe just to wish me luck. You can do that via @danslee or @comms2point0 on Twitter or via firstname.lastname@example.org.
I’m excited but nervous which is just how it should be. I’m taking a leap but it already feels like the right one. But if you’ve gained something from something I’ve written or shared I’d love to help you further and tell your friends too. I’ll get you a slice of cake next time I see you out.
Creative commons credits
Hello, Lionel https://www.flickr.com/photos/79294591@N00/5506213445/
Three great things happened in local government in the West Midlands last week and it’s been a while since that happened.
Firstly, new Birmingham City Council chief executive Mark Rogers posted his first blog in his first week in charge there… and it was human. It didn’t fall into the trap of councilspeak. Or jargon. It felt like it was written by a real person. Online, the mood of staff and those who care about the city rose by several degrees. You can read the blog here and see some of the reaction here.
Okay, so this is a small step and ranged against the good times is the small matter of the £822 million that needs to be saved from Birmingham’s budget, the need to sell-off the flagship NEC, the 1,000 jobs that will go this year and the need to turn around the giant super-tanker pretty darn quick.
The task facing Birmingham City Council is immense. It’s going to hurt. But the knowledge that there is a human being in charge gives an injection of hope and the knowledge that the city stands a chance. You could argue that from this point on Mark will never be as popular. You could also say that times must be bad for public sector when a demonstration of being obviously human behaviour from someone at the top gets such a warm welcome.
And engaging on Twitter
Secondly, Mark started to engage with people online and Twitter saw a few human interactions between the bloke in charge and the bloke who does things for him as a far smaller part of the wheel. He even quoted Joe Strummer.
— Kevin Johnson (@urbancomms) March 5, 2014
Lessons from a dancing nut
Thirdly, and rather wonderfully someone in Mark’s network Liz Newton shared a link that Mark suggested people go watch. It’s leadership lessons drawn in under three minutes by a dancing guy in a field at a festival. At first, it’s just one dancing guy but in under three minutes the field is transformed.
(QUICK NOTE: THE YOUTUBE CLIP REALLY IS A KEEPER SO DON’T SKIP IT.)
To quote the narrative spoken by Derek Sivers who posted the video:
First of course, a leader needs the guts to stand alone and look ridiculous. But what he is doing is so simple it’s almost instructional. This is key. It must be easy to follow. Now here comes the first follower with a really crucial role. He shows everyone else how to follow. Notice how the leader embraces him as an equal so it’s not about the leader anymore it’s about THEM the plural. It takes guts to be the first follower. You stand out and you brave ridicule yourself. The first follower is an under-appreciated form of leadership. The first follower transforms a lone nut into a leader. If the leader is the flint the first follower is the spark.
Now here’s the second follower… this is the turning point. It’s proof the first has done well. Now, it’s not a lone nut and it’s not two nuts. Three is a crowd and a crowd is news. A movement must be public. Make sure outsiders see more than just the leader. Everyone needs to see followers because new followers emulate followers.
Now we’ve got momentum. This is the tipping point. Now we have a movement.
Leadership is really over-glorified… there is no movement without the first follower. When you see a lone nut doing something great, have the guts to be the first person to stand up and join in.’
So, that’s three lessons for leaders delivered by social media by one lone bloke in a suit in less than a week.