Employees are being forced to prove their worth, and communication functions are not exempt. It’s when communication practitioners think they’re exempt that bad things happen—like people and budgets being cut. But did you ever know a CEO who reduced funds for a department that was generating big returns for the organization? This session will show you how to generate those big returns.  But you gotta wanna!  Details and Registration
 

Melcrum Workshop
2008 Summit
September 9, 2008
Sydney, Australia  

Competitive forces are pressuring communication functions to increase the value they add to their enterprises. Many are responding by reinventing their work.  They’re focusing less on merely distributing information and more on solving real business problems caused by communication breakdowns such as lack of information, mixed messages, inaccurate and slow-moving information. They’re worried less about getting messages out and more about getting results that matter. An infatuation with “staying within a budget” is being replaced by an obsession with generating high returns on investments. 

What are these best practice companies doing and how are they doing it? 

You can't not communicate.

Everything a leader says and does communicates. Leaders communicate their priorities by how they use their time, what's first and last on their agenda, who they reward and who they promote.  They signal what's important by questions they ask, structure they create and bureaucracy they eliminate.  Everything a leader says and does communicates something.  People who surround that leader search every action or inaction for meaning.  And they act accordingly.