IABC Convergence Summit Keynote
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Slides from my joint presentation with Annie Burt, Director for Staff Engagement Communications at Mayo Clinic, on the convergence of Internal and External Communications at Mayo Clinic.
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IABC Convergence Summit Keynote
- 1. ©2014 MFMER | slide- Convergence of Internal and External Communications at Mayo Clinic Lee Aase & Annie Burt IABC Convergence Summit 2016 #IABCMNSummit
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- 3. 3 Background: External Relations Evolution (2000-2008) • 2000-2005 • Media Relations fragmented across three sites • Medical Edge syndicated TV, Radio, Print • 2005 - External Relations Division was created • First podcast and beginning “new media” experimentation with syndication team • Media Relations fragmentation worsens • National (External Relations) • Local (MN Communications, AZ, FL) • Research Communication team created
- 4. 4 External Relations Evolution (2008-2014) • 2008 - 2009 • Added managers for Enterprise Media Relations and Research Communications • Significant social media advances, including News Blog, Podcast Blog, Sharing Mayo Clinic • 2010-2014 • Created Mayo Clinic Center for Social Media and added a manager for Syndication/Social Media • Began Developing Mayo Clinic News Network as online newsroom and brand journalism hub
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- 8. 8 A few problems in our old world • Interim leadership created a feeling of instability • Varying work/life balance practices across teams • Silo’d groups made teams small and hard to back up • Matrixed reporting relationships = role confusion • Professional development opportunities were lacking • Teams removed from decision-making • Collaboration was harder than it should be • Difficulty building cross-team relationships
- 9. 9 Lack of Processes • Inconsistent or under-developed processes in key areas: • Content management • Story idea pitching and sharing • News delivery • Publication coordination • Executive outreach
- 10. 10 Development Communications • Strategic communications consultation to Development • Messaging, content and communications products and services to elevate fundraising • Communications operations and processes to support Development Operations • Department leadership and coordination • AZ and FL public affairs leaders • Administrative assistant support • Financial and analytic support • Project management and process improvement Institutional Communications • Enterprise-wide internal communications • Internal news delivery • Leadership communications • Internal communications consultation and best practices Our old world Arizona • Site based communications functions; report locally Florida • Site based communications functions; report locally
- 11. 11 Marketing • Brand Building – increasing awareness and preference • Digital ecosystem (internet, social mobile, search, video) • US, international demand generation • Audience-specific marketing (medical professionals, diverse audiences) • Marketing analytics, research and insights • Product development • Customer loyalty and experience Our old world Government Relations • Engagement and advocacy with government and other authorities • Proactive regulatory and public policy advocacy • Issue assessment • Public policy objective development Mayo Clinic Health System • Strategic communications consultation • Support system level initiatives • Diffuse information across Mayo Clinic Health System • Interface with communications and business functions across locations
- 12. 12 External Relations • Media relations • Social media • Public Affairs/ Research • Executive outreach • Issue management Community Engagement • Community impact contributions • Direct Community Health Needs Assessment (CHNA), Enterprise Corporate Social Responsibility initiative • Inclusive community relationships - volunteers, nonprofits, schools/educational institutions, foundations, ethnic and underserved populations • Destination Medical Center Brand Management • Brand management • Internal brand education • Brand management consultation Our old world
- 13. 13 Department Chair Medical Director Market Research & Analytics • Market Research • Market Insights • Market Analytics • Business Vision, Strategy, and Planning • External Partnerships and Relationships • Executive Level Leadership • Strategic Initiatives • Trusted and Affordable Campaign • Brand Presence and Consumer Engagement • BOT/BOG initiatives Marketing • Specialty Care Demand Generation • Product Teams Communications • Internal • Media Relations • Social Media • Practice, Research, Education • Leadership Comm • Development • Executive Outreach • Client Services • Development Creative Media • Brand Design • Digital & User Experience Design • Experiential Design • Scientific and Medical Visuals Community Health • Community Engagement • Community Care • MCHS • DMC Government/ Policy • Policy • Lobbying • Federal, State and Local • Operations Manager • Admin Assistants, Budget, Facilities, Equipment Our new vision Consolidate with other related units. Phased integration may extend into early 2015. Consolidate within Planning Services ECH, community and population health, community activities, Midwest integration Reallocate and supplement staff to support institutional priorities Consolidate Internal, External and Development communications Increase focus on policy • Arizona Site Administrator • Florida Site Administrator
- 14. 14 Public Affairs Chris Gade Interim Administrative Chair John T. Wald, M.D. Medical Director Public Affairs and Marketing Senior Administrator Arizona Breeann Adleman Senior Administrator Florida Jill Chandor Community Public Affairs Joe O’Keefe Interim Division Chair Marketing Adam Brase Division Chair Communications Amy Davis Division Chair Creative Media Bob Morreale Division Chair Policy and Advocacy Kathleen Harrington Division Chair • Digital Content Marketing • Channel Marketing • Consumer Driven Healthcare • Clinical Services • GBS Products and Services • Brand and Identity Design • Digital Design • Experience Design • Medical and Science Visuals • Development Communications • Media Relations • News and News Delivery • Practice Communications • Research and Education Communications • Social and Digital Innovation • Staff Engagement Communications Senior Administrators: single point of contact for site leaders, leverage enterprise resources and staff to meet local needs • Policy • Advocacy/Thought Leadership • Lobbying: Federal, State and Local • CSR • Community Engagement • Community Benefit • MCHS Public Affairs • Community communications and marketing • Mayo Model of Community Care Operations Amy Davis Genae Morris Lizann Williams
- 15. 15 Communications Shared Services • Consultation from communications professional on communications best practices • News distribution via enterprise communications vehicles • News Center (intranet home page) • News Network, news releases and targeted pitching to journalists • Social media channels • Digital and print publications (This Week at Mayo Clinic, Supervisor publications, Scope, Mayo Clinic Magazine, Inside Mayo Clinic Research, Discovery’s Edge, etc.) • Leadership meetings and messages • Crisis and issues management communications • Media inquiries responses and triaging (77) 4-5500 • Internal and external news story ideas (newsdesk@mayo.edu) • Social media consultations or post requests (or email socialmediacenter@mayo.edu) • Self-service tools (Public Affairs intranet page)
- 16. 16 Dedicated Support • Aligned with Mayo Clinic strategic priority areas • Partner with internal clients • Build communications strategies and plans to support business plans and objectives • Plan, drive, implement, monitor, measure and refine • Implementation often shared between Communications and client • Provide ongoing strategic communications and guidance on appropriate tools, tactics and outcome • Develop high level messaging in alignment with Mayo Clinic core/ brand messaging and Mayo’s mission/values • Understand and promote Mayo’s differentiators
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- 18. 18 Lesson #1: Common priorities, mission, strategy
- 19. 19 Mission The Division of Communications tells stories and uses strategic communications to advance Mayo Clinic’s mission and top strategic priorities.
- 20. 20 3 Main Objectives 1. Increase staff engagement • Metric: All Staff survey 2. Increase brand strength and relevance • Metrics: brand monitor, share of voice, share of social media buzz 3. Support Mayo Clinic’s demand generation and philanthropic activities • Metrics: # of new patients, payer mix, benefactor gifts
- 21. 21 Communications Division Objectives Transform the Practice Achieve Operational Excellence Expand Our Reach PEOPLEPROCESSESOUTCOMES GOALS Deliver Highest-Value Care to Be Most Trusted and Affordable Achieve Mission-Advancing Financial Performance Invest in Talent and Technology Increase Mayo Clinic staff engagement Increase Mayo Clinic’s brand strength and relevance Support Mayo Clinic’s demand generation activities
- 22. 22 Lesson #2: Input, Expectations, Accountability
- 23. 23 Staff feedback directly to division leader • Assignments • Most people in right seats, people enjoy their colleagues and teams • Top priorities • Advocate with leadership • Priorities, clear direction • Advance organizational structure • Bring teams together • Get to know each other • What’s Working Well • Strong sense of collaboration in division • Great staff, experts in their fields, sense of camaraderie • Issues and crisis communications system • Internal news desk • Daily leads • Health minutes • News Network • Social media center
- 24. 24 Opportunities for Improvement (staff feedback) • Need focus, priorities, ability to say no • Integrate media and social teams • Relationship with other divisions • Bring everyone in single space • Integrate news network with media team • Update processes, systems • All locations not integrated • More professional development • Ability for timely updates on internet • Rethink client support • Too many media beats • More metrics and focus on journalist side of news network • Time to be proactive • Umbrella and core messaging
- 25. 25 Creating our Communications Division Culture • One team supporting Mayo Clinic • Single division all contributing to what is best for Mayo Clinic • All of our division colleagues are our teammates, regardless of previous division boundaries • Our culture reflects Mayo’s values, mutual respect, courtesy, collaboration and trust • Assume colleagues’ good intent
- 26. 26 Creating our Communications Division Culture • Expectations of division leadership team • Commitment to people • We will be transparent and honest with good information…and bad • Consistent, shared management approach • Welcome conversations with “open door” policy • Help with workload prioritization and we will help you say “no” when appropriate • Support professional development
- 27. 27 Creating our Communications Division Culture • Expectations of division staff • Input, involvement and engagement • We are here to do our best work • Be flexible and open-minded, especially as we change • Continuous improvement mindset • Plan ahead and involve our colleagues early in the work process • Standardize templates/process/tools for division consistency, simplicity and workload management • Learn, measure, improve, iterate • Team and division meetings and projects are a priority • Drive projects, volunteer, be proactive, collaborate
- 28. 28 Lesson #3: Disruptive Change can be Good
- 29. 29 Potential Functional Areas Functional Areas of Expertise • News Desk • Staff Engagement • Media Relations • “Communications R&D” (supporting Center of Excellence) Consultation/Support for Top Strategic Priorities • Development • Practice and Education • Research • Affiliated Practice Network
- 30. 30 Purpose • Maximize resources • Reduce duplication • Make information sharing easier Goals • Transform culture through people and systems • Create infrastructure to share assets • Focus strategy across all divisions Content Coordination
- 31. 31©2014 MFMER | slide-31 News Desk Delivery Process News Engine Practice/Education Research/Centers Development Marketing Mayo Clinic
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- 33. 33 A Taste of Success with Precision Medicine • Genomics/Individualized Medicine a Mayo Priority • Early January 2015, assets gathered • Expert videos • Patient story • Case Report for Mayo Clinic Proceedings • News release, Audio/Video sound bites prepared • Indications of probably mention in SOTU on Jan. 20 • Draft News Network posts developed. Team conference call during speech, ready to spring into action
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- 37. 37 Lesson 4: Eliminate Duplication & Redundancy • Claire’s Story: at least not harmfully uncoordinated • More typical: internal and external teams getting tips independently and producing separate stories • New Process: Daily Leads • Participants from all Communications teams and other enterprise representatives • 9 a.m. CT call to highlight/coordinate • Proactive News Plans • Industry News • Mayo Clinic News coverage
- 38. 38 Lesson 5: Content is Content • The Story is the Thing • Employees are People Too • Strategies to promote broader use and sharing • Twice-weekly traffic meeting • Desk-Net platform for story ideas • Links to sharable versions
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- 49. 49 Lesson 6: Prioritize Innovation • With Center for Social Media in 2010, Mayo Clinic invested in leadership among health care providers in social • Also created blog/community platform we use for • Mayo Clinic Social Media Network • Mayo Clinic News Network • Sharing Mayo Clinic • In the Loop • Mayo Clinic Connect • Social and Digital Innovation Team (SDI) charged with continuing to explore communications frontiers
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- 57. 57 What’s Next in Convergence? • Hosting employee NewsCenter outside firewall • Most articles OK for general public, so let’s put them in a place that enables sharing • Employee-only access for restricted articles • By IP address range if at work, or • By LAN ID login • Possibly moving from cross-posting to single stories • Mayo Clinic Social Media Champions – advocacy program for employees and patients to facilitate curated story sharing
- 58. ©2014 MFMER | slide- Questions and Discussion