Julie Kangisser, director, Think Communications
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Insight Experience is a company that helps leading companies develop leaders and execute strategy through business simulations and leadership development experiences. They work globally across industries with a focus on Fortune 1000 clients. Matrix organizations have become more complex with multiple dimensions including functions, business units, geographies, products, and channels. Leading in a matrix requires developing skills in three levers - perspective, relationships, and operating model. Mastering the complexity of the matrix can provide organizations with a competitive advantage.
3040414 pmi conference slides april 22-530pm v5Emma Dyson
This document discusses leadership challenges during mergers and acquisitions. It begins with an overview of a case study on leading a merger of equals transaction. It then outlines the key competencies needed for leadership during an M&A, including visionary leadership, driving results, and relationship building. The document notes that leadership comes in different forms and is a collective effort. It highlights that M&As often destroy leadership continuity in target companies for many years after a deal. Effective leadership during an M&A requires understanding different stakeholder perspectives and communicating a clear vision of the combined organization's future value.
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
Calling All Marketing Professionals : Nonprofit Boards Need YouTaproot Foundation
Nonprofit boards need you. Taproot and BoardSource interviewed and surveyed marketing professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 92% of your marketing peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 95% of your marketing peers who have served on boards believe it is important to share their marketing expertise with the nonprofit
You can play an incredibly valuable role on a nonprofit board — from sharing your perspective on an organization’s marketing & branding efforts, joining a board’s communications & marketing committee, to helping staff and board members learn how to effectively share the organization’s unique story.
Check out this presentation for more information on ways marketing professionals can drive impact for a nonprofit board. For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
The Nuts and Bolts of Nonprofit Mergers for Web SiteJan Glick
This document discusses the benefits and challenges of nonprofit mergers and consolidations. It notes that most nonprofits are small and financially vulnerable. Mergers can help organizations achieve economies of scale and sustainable business models faster. However, mergers are complex processes that require overcoming political, cultural and staffing challenges. Key factors for success include establishing a shared vision, carefully managing expectations, selecting the right partner based on trust and compatibility, and allowing sufficient time to integrate operations smoothly.
The document discusses the importance of first-line leaders and their impact on key business issues like increasing revenue, improving productivity and costs, boosting engagement, and retaining employees. It identifies the four essential leadership skills as self-leadership, people leadership, coaching, and thinking strategically. Specific skills discussed include providing effective feedback through coaching, focusing efforts on high-value activities like people leadership, properly delegating tasks, and understanding how to improve employee engagement by meeting core needs for accomplishment, recognition, enjoyment, belonging, and advancement.
The document discusses performance leadership and increasing organizational performance. It addresses the top challenges leaders face in 2011, including excellence in execution, improvements to profitability, and engaging the workforce. It also discusses translating potential to performance through strategic focus, leadership alignment, and productive synergy. Leaders are advised to focus on strategic drivers, know their people's capabilities, and develop individual operational leadership through focus, strategy, and follow through.
1) Leadership communication effectiveness is rated at only 62.5% according to employee surveys. Younger, female, and lower level leaders tend to communicate more effectively.
2) Leaders are still overly focused on telling rather than participating or delegating. The telling style does not connect well with audiences.
3) To improve, leaders must focus on their audience rather than themselves, understand how to adapt their communication style, and provide more constructive feedback. Effective communication is key to leadership success.
Insight Experience is a company that helps leading companies develop leaders and execute strategy through business simulations and leadership development experiences. They work globally across industries with a focus on Fortune 1000 clients. Matrix organizations have become more complex with multiple dimensions including functions, business units, geographies, products, and channels. Leading in a matrix requires developing skills in three levers - perspective, relationships, and operating model. Mastering the complexity of the matrix can provide organizations with a competitive advantage.
3040414 pmi conference slides april 22-530pm v5Emma Dyson
This document discusses leadership challenges during mergers and acquisitions. It begins with an overview of a case study on leading a merger of equals transaction. It then outlines the key competencies needed for leadership during an M&A, including visionary leadership, driving results, and relationship building. The document notes that leadership comes in different forms and is a collective effort. It highlights that M&As often destroy leadership continuity in target companies for many years after a deal. Effective leadership during an M&A requires understanding different stakeholder perspectives and communicating a clear vision of the combined organization's future value.
Building a Winning Sales Management Team: The Force Behind the ForceForum Corporation
Would you weather have excellent salepeople with an average sales manager, or average salespeople with an excellent sales manager? Watch a replay of this webinar with Forum and ZS Associates to find out: http://www.forum.com/register.aspx?id=d9ff62c2-eafe-401c-b32b-f70d7c98c025&edocid=939
Calling All Marketing Professionals : Nonprofit Boards Need YouTaproot Foundation
Nonprofit boards need you. Taproot and BoardSource interviewed and surveyed marketing professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 92% of your marketing peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 95% of your marketing peers who have served on boards believe it is important to share their marketing expertise with the nonprofit
You can play an incredibly valuable role on a nonprofit board — from sharing your perspective on an organization’s marketing & branding efforts, joining a board’s communications & marketing committee, to helping staff and board members learn how to effectively share the organization’s unique story.
Check out this presentation for more information on ways marketing professionals can drive impact for a nonprofit board. For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
The Nuts and Bolts of Nonprofit Mergers for Web SiteJan Glick
This document discusses the benefits and challenges of nonprofit mergers and consolidations. It notes that most nonprofits are small and financially vulnerable. Mergers can help organizations achieve economies of scale and sustainable business models faster. However, mergers are complex processes that require overcoming political, cultural and staffing challenges. Key factors for success include establishing a shared vision, carefully managing expectations, selecting the right partner based on trust and compatibility, and allowing sufficient time to integrate operations smoothly.
The document discusses the importance of first-line leaders and their impact on key business issues like increasing revenue, improving productivity and costs, boosting engagement, and retaining employees. It identifies the four essential leadership skills as self-leadership, people leadership, coaching, and thinking strategically. Specific skills discussed include providing effective feedback through coaching, focusing efforts on high-value activities like people leadership, properly delegating tasks, and understanding how to improve employee engagement by meeting core needs for accomplishment, recognition, enjoyment, belonging, and advancement.
The document discusses performance leadership and increasing organizational performance. It addresses the top challenges leaders face in 2011, including excellence in execution, improvements to profitability, and engaging the workforce. It also discusses translating potential to performance through strategic focus, leadership alignment, and productive synergy. Leaders are advised to focus on strategic drivers, know their people's capabilities, and develop individual operational leadership through focus, strategy, and follow through.
1) Leadership communication effectiveness is rated at only 62.5% according to employee surveys. Younger, female, and lower level leaders tend to communicate more effectively.
2) Leaders are still overly focused on telling rather than participating or delegating. The telling style does not connect well with audiences.
3) To improve, leaders must focus on their audience rather than themselves, understand how to adapt their communication style, and provide more constructive feedback. Effective communication is key to leadership success.
The document discusses the need for new leadership approaches to engage and retain younger generations in the workforce. As the large Millennial generation enters the workforce, leaders must understand how to motivate them. Millennials expect flexibility, meaningful work, feedback, and work-life balance. They also seek fun work cultures with opportunities for growth. Effective leaders will link business strategy to talent management, creating an employee value proposition that appeals to Millennials and other emerging generations.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
High Impact Executive Development - Rick HelliwellRick Helliwell
1. Effective executive leadership development programs must build agile and commercially savvy leaders who can make good decisions and keep pace with increasing business complexity.
2. They must also develop great collaborators and networkers who can build trust and credibility.
3. Programs should grow self-aware, emotionally intelligent leaders capable of inspiring and engaging employees to maximize performance.
This document discusses 10 common mistakes made by company boards that reduce their effectiveness and hinder company success. It summarizes each mistake with an example. The top mistakes include complacency and lack of timely decisive action, strategic market positioning being misaligned, lacking a highly defined business model, low reliance on processes and measurements, excessive focus on revenue generation without retention metrics, exiting for the wrong reasons or wrong time, board membership being misaligned to situational requirements, lack of leadership by the board members, micromanagement, and inadequate succession planning. The document provides guidance on how boards can avoid these mistakes to maximize shareholder value.
The document discusses entrepreneurial leadership and provides five principles for developing leadership skills as an entrepreneur. It notes that only 18% of entrepreneurs proactively develop their leadership skills, which limits their potential. The five principles of entrepreneurial leadership are: 1) understanding one's strengths and natural leadership advantages; 2) moving from repetition to innovation and growth by appealing to higher-level thinking; 3) focusing on entrepreneurial economics to engage employees and delegate for growth; 4) connecting with customers to create value; and 5) avoiding commoditization by focusing on experience over just products/services. Developing leadership is portrayed as an ongoing journey rather than a single outcome.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
The document discusses the importance of employee engagement and alignment within organizations. It defines employee engagement as a combination of perceptions including satisfaction, commitment, pride, loyalty, sense of purpose, and advocacy for the organization. The document notes that companies with high employee engagement see improved operating income while those with low engagement see declines. It also discusses how to measure engagement and alignment through diagnostics to identify areas for improvement across key business elements like strategy, people, processes, customers, leadership and culture.
This document discusses leadership and what makes an effective leader. It begins by stating that leadership is important for organizational success beyond just management, business acumen, and technical skills. It then defines leadership as having two components - results and relationships. The document contrasts the roles of managers and leaders, noting that managers focus on controlling processes while leaders focus on engaging people and pursuing change. It emphasizes that true leadership comes from personal influence rather than formal position or authority. Overall, the document argues that strong leadership is needed for organizations to adapt to changing times.
CRMready Webinar Series - Part 1 - CRM: What It Is, Why It’s Important and Ho...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, how it can help your nonprofit and details next steps for you to take in order to adopt a new CRM to further your mission. In Part 1 they are joined by Heller Consulting, Idealist Consulting and Idealware to discuss what is CRM, why is it important and how can you make the case for CRM at your nonprofit.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document summarizes strategies for sustaining peacebuilding work, including collaborative leadership, authentic partnerships, and investment models. Collaborative leadership involves putting mission over organization, trusting rather than controlling partners, and using existing resources efficiently. Authentic partnerships are trust-based and equitable relationships between organizations committed to long-term cooperation. Investment models can fund peacebuilding through impact investors, social impact bonds, public-private partnerships, and applying business and social entrepreneurship principles.
5 Ts Of Marketing Ops: Learning Org to Increases Marketing EffectivenessClearAction Continuum
This document discusses marketing operations and ways to improve it. It begins by outlining common goals and challenges for marketing success, such as justifying marketing's role, collaboration, and an unsupportive culture. It then discusses key success factors like clarity, consistency, support, and buy-in. Several maturity models for marketing are presented, such as the 5 Ps, 3 Cs, and 5 Ts. Finally, it explores how learning organizations can further evolve marketing by embracing disciplines like personal mastery, mental models, and systems thinking.
Thinking big ernst_and_young_entrepreneurial_winning_women_think_big_impact_s...Yvonne Maier
The document discusses the Ernst & Young Entrepreneurial Winning Women program, which aims to help women-owned businesses scale up and accelerate their growth. It summarizes that businesses owned by women grow 49% in revenue and 26% in jobs on average since joining the program. The program addresses the "missing middle" for women entrepreneurs between starting a business and going public, and helps participants think big, build their profile, work on rather than in their business, establish advisory networks, and evaluate financing options.
Engagement, Transparency, Accountability: A Strategic Marriage - Michael Love...HRDstrategies
Michael Lovett of HRD Strategies provides an overview of engagement, transparency and accountability models for HR professionals. Michael Lovett introduces the AON-HEWITT model of Engagement, Syergistic Transparency and explains the integration of accountability and performance management.
This presentation was developed for the HR Management Association of Greensboro, NC (HRMAG) in January 2014 and presented again in March 2015 for the Alamance County (NC) Human Resources Association (ACRA). Both of these Chapters are affiliates of the Society of Human Resources Management (SHRM). These presentations earned HRCI credit, which enabled certified HR professional attending the meetings to receive strategic credit for required continuing education.
Learn more at www.hrdstrategies.com
M&A Communication Essentials for Acquiring CompaniesThomas H Kessler
This webinar, led by GPMIP Partner, Thomas Kessler, outlines the basics for M&A communications training for companies looking to train their teams ahead of a pending acquisition.
The document provides guidance on stakeholder mapping, which involves identifying relevant stakeholders, analyzing their perspectives and interests, mapping relationships visually, and prioritizing stakeholders. It outlines a 4-step process: 1) Identifying stakeholders, 2) Analyzing them based on their contribution, legitimacy, willingness to engage, influence, and necessity of involvement, 3) Mapping stakeholders visually based on their expertise, willingness, and value, and 4) Prioritizing stakeholders and identifying the most relevant issues. The document provides examples and prompts companies to apply the steps to develop their own prioritized stakeholder list.
NGO Connection Day keynote: Dan McCormickLisa Malone
Dan McCormick is a consultant who focuses on conducting mergers of nonprofit organizations to create stronger organizations that are more effective in their mission.
Employe Engagement Research Update by BlessingWhiteElizabeth Lupfer
This document provides a summary of research on employee engagement conducted in 2012. Some key findings include:
1) Engagement levels were stable or rising in most regions of the world compared to 2011 data.
2) "Intent to stay," an important predictor of turnover, remained stable globally. However, the specific dynamics of retention varied significantly between regions.
3) As in previous research, factors like tenure, level in the organization, and age were still correlated with higher engagement as people grew more experienced and senior.
4) Gender gaps in engagement emerged in some regions like India, the Middle East, and South America, where women reported lower engagement than men.
5) The top drivers of engagement
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
The document discusses the need for new leadership approaches to engage and retain younger generations in the workforce. As the large Millennial generation enters the workforce, leaders must understand how to motivate them. Millennials expect flexibility, meaningful work, feedback, and work-life balance. They also seek fun work cultures with opportunities for growth. Effective leaders will link business strategy to talent management, creating an employee value proposition that appeals to Millennials and other emerging generations.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
High Impact Executive Development - Rick HelliwellRick Helliwell
1. Effective executive leadership development programs must build agile and commercially savvy leaders who can make good decisions and keep pace with increasing business complexity.
2. They must also develop great collaborators and networkers who can build trust and credibility.
3. Programs should grow self-aware, emotionally intelligent leaders capable of inspiring and engaging employees to maximize performance.
This document discusses 10 common mistakes made by company boards that reduce their effectiveness and hinder company success. It summarizes each mistake with an example. The top mistakes include complacency and lack of timely decisive action, strategic market positioning being misaligned, lacking a highly defined business model, low reliance on processes and measurements, excessive focus on revenue generation without retention metrics, exiting for the wrong reasons or wrong time, board membership being misaligned to situational requirements, lack of leadership by the board members, micromanagement, and inadequate succession planning. The document provides guidance on how boards can avoid these mistakes to maximize shareholder value.
The document discusses entrepreneurial leadership and provides five principles for developing leadership skills as an entrepreneur. It notes that only 18% of entrepreneurs proactively develop their leadership skills, which limits their potential. The five principles of entrepreneurial leadership are: 1) understanding one's strengths and natural leadership advantages; 2) moving from repetition to innovation and growth by appealing to higher-level thinking; 3) focusing on entrepreneurial economics to engage employees and delegate for growth; 4) connecting with customers to create value; and 5) avoiding commoditization by focusing on experience over just products/services. Developing leadership is portrayed as an ongoing journey rather than a single outcome.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
The document discusses the importance of employee engagement and alignment within organizations. It defines employee engagement as a combination of perceptions including satisfaction, commitment, pride, loyalty, sense of purpose, and advocacy for the organization. The document notes that companies with high employee engagement see improved operating income while those with low engagement see declines. It also discusses how to measure engagement and alignment through diagnostics to identify areas for improvement across key business elements like strategy, people, processes, customers, leadership and culture.
This document discusses leadership and what makes an effective leader. It begins by stating that leadership is important for organizational success beyond just management, business acumen, and technical skills. It then defines leadership as having two components - results and relationships. The document contrasts the roles of managers and leaders, noting that managers focus on controlling processes while leaders focus on engaging people and pursuing change. It emphasizes that true leadership comes from personal influence rather than formal position or authority. Overall, the document argues that strong leadership is needed for organizations to adapt to changing times.
CRMready Webinar Series - Part 1 - CRM: What It Is, Why It’s Important and Ho...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, how it can help your nonprofit and details next steps for you to take in order to adopt a new CRM to further your mission. In Part 1 they are joined by Heller Consulting, Idealist Consulting and Idealware to discuss what is CRM, why is it important and how can you make the case for CRM at your nonprofit.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document summarizes strategies for sustaining peacebuilding work, including collaborative leadership, authentic partnerships, and investment models. Collaborative leadership involves putting mission over organization, trusting rather than controlling partners, and using existing resources efficiently. Authentic partnerships are trust-based and equitable relationships between organizations committed to long-term cooperation. Investment models can fund peacebuilding through impact investors, social impact bonds, public-private partnerships, and applying business and social entrepreneurship principles.
5 Ts Of Marketing Ops: Learning Org to Increases Marketing EffectivenessClearAction Continuum
This document discusses marketing operations and ways to improve it. It begins by outlining common goals and challenges for marketing success, such as justifying marketing's role, collaboration, and an unsupportive culture. It then discusses key success factors like clarity, consistency, support, and buy-in. Several maturity models for marketing are presented, such as the 5 Ps, 3 Cs, and 5 Ts. Finally, it explores how learning organizations can further evolve marketing by embracing disciplines like personal mastery, mental models, and systems thinking.
Thinking big ernst_and_young_entrepreneurial_winning_women_think_big_impact_s...Yvonne Maier
The document discusses the Ernst & Young Entrepreneurial Winning Women program, which aims to help women-owned businesses scale up and accelerate their growth. It summarizes that businesses owned by women grow 49% in revenue and 26% in jobs on average since joining the program. The program addresses the "missing middle" for women entrepreneurs between starting a business and going public, and helps participants think big, build their profile, work on rather than in their business, establish advisory networks, and evaluate financing options.
Engagement, Transparency, Accountability: A Strategic Marriage - Michael Love...HRDstrategies
Michael Lovett of HRD Strategies provides an overview of engagement, transparency and accountability models for HR professionals. Michael Lovett introduces the AON-HEWITT model of Engagement, Syergistic Transparency and explains the integration of accountability and performance management.
This presentation was developed for the HR Management Association of Greensboro, NC (HRMAG) in January 2014 and presented again in March 2015 for the Alamance County (NC) Human Resources Association (ACRA). Both of these Chapters are affiliates of the Society of Human Resources Management (SHRM). These presentations earned HRCI credit, which enabled certified HR professional attending the meetings to receive strategic credit for required continuing education.
Learn more at www.hrdstrategies.com
M&A Communication Essentials for Acquiring CompaniesThomas H Kessler
This webinar, led by GPMIP Partner, Thomas Kessler, outlines the basics for M&A communications training for companies looking to train their teams ahead of a pending acquisition.
The document provides guidance on stakeholder mapping, which involves identifying relevant stakeholders, analyzing their perspectives and interests, mapping relationships visually, and prioritizing stakeholders. It outlines a 4-step process: 1) Identifying stakeholders, 2) Analyzing them based on their contribution, legitimacy, willingness to engage, influence, and necessity of involvement, 3) Mapping stakeholders visually based on their expertise, willingness, and value, and 4) Prioritizing stakeholders and identifying the most relevant issues. The document provides examples and prompts companies to apply the steps to develop their own prioritized stakeholder list.
NGO Connection Day keynote: Dan McCormickLisa Malone
Dan McCormick is a consultant who focuses on conducting mergers of nonprofit organizations to create stronger organizations that are more effective in their mission.
Employe Engagement Research Update by BlessingWhiteElizabeth Lupfer
This document provides a summary of research on employee engagement conducted in 2012. Some key findings include:
1) Engagement levels were stable or rising in most regions of the world compared to 2011 data.
2) "Intent to stay," an important predictor of turnover, remained stable globally. However, the specific dynamics of retention varied significantly between regions.
3) As in previous research, factors like tenure, level in the organization, and age were still correlated with higher engagement as people grew more experienced and senior.
4) Gender gaps in engagement emerged in some regions like India, the Middle East, and South America, where women reported lower engagement than men.
5) The top drivers of engagement
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
Conference Hub-Internal Communication and Employee Engagement Conference 2015...Nicola Columbine
This document discusses why change management is so critical for organizations today. It notes that strategy often fails due to a lack of leadership endorsement, shared vision, stakeholder involvement, and poor execution. Effective change management requires aligning communications with business goals, tailoring messages to different audiences, developing an implementation plan, and using innovative communication practices. Key elements that support change include distributed dialogue, a clear vision, transparency about the reasons for change, trust, and employee engagement. The document provides models for stakeholder analysis and communication planning.
Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.
This document discusses organizational success and failure. It notes that organizational failure has historically been less studied than success, despite being more common. Poor organizational design is identified as a major cause of failure, which can result in role confusion, lack of coordination, and failure to share ideas. Key factors that affect organizational design and the likelihood of failure include strategy, size, lifecycle stage, system/structural flaws, financial mismanagement, poor marketing, and failures of upper management such as bad decision making. Common reasons for organizational change to fail include inadequate planning, lack of leadership support, insufficient resources, and deficient change management skills. Sustaining change requires long-term investment and commitment.
The document discusses the challenges communicators face in getting buy-in from senior leadership and trustees in charities. A survey found that while 56% of communicators feel heard some of the time, 12% do not feel heard at all. The main barrier is the CEO's understanding of communications, as 83% who don't feel heard attribute this to lack of CEO understanding. For communicators to feel valued, they must prove the value of their work through specific campaigns, push for acknowledgement, communicate internally to explain their role, and demonstrate how they support other teams' work. Building professional networks is also important for support.
August 2018 internal comms measurement hour preso Paine Publishing
The document provides best practices for measuring internal, organizational, and employee communications. It discusses defining clear goals and metrics, understanding where employees get information, establishing benchmarks, and selecting appropriate measurement tools. The key steps outlined are: 1) rethinking how communication is defined, 2) understanding the information environment, 3) agreeing on measurable goals, 4) selecting benchmarks, 5) defining criteria for success, and 6) choosing tools to collect data. Measurement is important to demonstrate the impact and ROI of communications functions.
Driving Key Account Growth: Planning and Execution to Access the White SpaceRichardson
Decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. The presentation will cover the following:
1. The guiding principles for excellence in strategic account planning
2. Quantitative and qualitative factors to consider in choosing accounts for strategic account planning
3. How to align to the customer’s strategy
Account plan execution
10 Habits of Highly Successful IT OrganizationsLewisFowlerLLC
Lewis Fowler Managing Partner Amy Fowler Stadler explores ten habits that every successful IT organization has adopted. These practical habits ensure your IT organization will be ready to innovate and lead in your field.
The document discusses how organizational agility is important for anticipating and adapting to rapid changes in today's business environment. It introduces the Agile Model developed by Agility Consulting, which provides a framework for key agility processes like anticipating change, generating confidence, initiating action, liberating thinking, and evaluating results. The document then discusses how food company Land O'Frost used the Agile Model to assess its agility, align improvement plans across departments, and better execute its strategy in a faster changing market.
Beyond Stakeholder Analysis And ManagementJoe Newbert
This document summarizes a presentation titled "Beyond Stakeholder Analysis And Management" given by Joe Newbert on November 8, 2017 at the PMI Business Analysis Virtual Conference. The presentation provides tactics for building relationships that satisfy stakeholders, organizations, and oneself. It discusses performing practical stakeholder analysis and management through activities. It also provides context for business analysis, project delivery, and change management.
Strategic imperatives of running a successful business in nigeria by S. S. Af...SsAfemikhe Ssac
This document provides strategic imperatives for running a successful business in Nigeria. It discusses the importance of having a clear mission, vision, values and strategy. Key points include having a balanced organization using the McKinsey 7S model. Critical success factors include targeting new clients, improving service delivery and financial performance. The document emphasizes managing for liquidity and financial strength. Keys to survival include carrying out regular SWOT analyses, understanding the environment, and having long-term strategic focus to compete successfully. Threats to failure include lack of capital, poor management, and not keeping proper records.
The document discusses the evolution of social business strategies from 2010 to the present. It identifies common challenges such as misaligned executives, lack of clear metrics, and siloed efforts. Survey data shows that while listening and engagement have increased, many companies still struggle with issues like holistic strategies, metrics, and executive alignment. The document advocates developing social strategies in stages, beginning with listening and moving towards integration across the enterprise. It provides best practices and advice for each stage of social business maturity.
The document discusses how organizations can stay one step ahead through continuous strategic thinking and management. It emphasizes understanding the market by analyzing customer needs and demands. Organizations should also accept that markets will change and adapt strategically. Strategic thinking involves asking the right questions to develop long-term strategies rather than short-term fixes. Staying ahead requires ongoing collection of both formal and informal data to inform strategic thinking.
Participate in a conversation about the challenges in running a top-performing CDFI loan fund. We will share our tips and experiences and learn how we can help you meet your performance goals.
What do you want from this session?
- first timers to employee research?
- some involvement – want to move forward?
- experienced: looking for new ideas?
Let’s look at how to jump the pitfalls
And join the stars
This document discusses how marketing can adopt principles from Formula One racing to generate sales leads and win business faster. It recommends focusing on attracting customers by understanding their needs, providing relevant content, connecting with customers across all stages of the buying process, and optimizing digital presence so the business can be easily found online. The key is aligning sales and marketing teams to work together, measuring performance at each stage of the customer journey, and continually refining strategies based on data.
“You can still dunk in the dark.” Those are Oreo’s now-famous words heard around the social media world, and the creative concept behind a great example of the new wave of real-time marketing. It’s is where Logic meets Magic!
You will learn:
Plan for real-time opportunities that transcend multiple channels
Get results that move campaigns beyond hype via social
Employ best practices for developing a program for real-time marketing
Similar a Making the case for comms in your organisation (20)
The science behind fake news and misinformation: lessons for effective charit...CharityComms
Dr Andreas Kappes, lecturer, City, University of London
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How to find the heart of your story and truly connect with your audienceCharityComms
Stephen Follows, creative director, Catsnake
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Testing stories in the real world: a case study breakdown with Unicef and Cat...CharityComms
Stephen Follows, creative director, Catsnake and Madhu Parthasarathi, digital campaigns manager, Unicef
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Shifting public perceptions of childhood obesity as part of a long-term appro...CharityComms
Rosa Vaquero, head of communications and Rachel Pidgeon, communications manager, Guy's and St. Thomas' Charity
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Golden rules for changing hearts and minds in divided timesCharityComms
Nicky Hawkins, director of impact, FrameWorks Institute
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How framing is changing the rules of charity commsCharityComms
Luke Henrion, strategic communications manager and Paul Brook, chief copywriter, Joseph Rowntree Foundation
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Applying behavioural insights to commsCharityComms
Clare Delargy, senior advisor, The Behavioural Insights Team
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Alexandra Chesterfield, behavioural scientist, Depolarization Project and Laura Osborne, associate, Depolarization Project and campaigns director, London First
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
What if we thought right outside the box?CharityComms
Antonio Cappelletti, director of engagement and communications, The Brain Tumour Charity
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Creating a new sea story - a first aid kit for ocean communicationsCharityComms
The document discusses creating effective communication strategies for raising awareness about ocean conservation. It recommends establishing that the ocean has health, showing how human health is connected, communicating past harms, focusing on solutions and stewardship, being creative, and repeating key messages. The Marine CoLAB aims to cultivate public understanding of ocean systems and solutions through collaboration, experimentation, and framing issues around shared values. Their "changing health" story and reframing the ocean as the planet's body or climate's heart are presented as promising communication approaches.
This document summarizes trends affecting charities and nonprofit organizations. It discusses how the COVID-19 pandemic may accelerate changes to flexible working arrangements. Younger generations are having different views of charities that organizations need to understand. While Brexit continues to impact politics, charities must work to build relationships with new MPs and consider how to engage Conservative voters. Mental health and environmental issues are rising up public and political agendas. Charities are experimenting with pop-up events and spoken word audio to engage new audiences.
What defines us? The importance of authentic communicators and the misconcept...CharityComms
Gary Mazin, stories library manager, RNIB
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
What has our brand got to do with our gossip culture?CharityComms
Kelly Smith, partner, NEO and Karin Tenelius, founder, Tuff Leadership Training
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How to identify or develop a values framework and apply it to your audiencesCharityComms
Cian Murphy, research director, nfpSynergy
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Embedding social research insights into your communications and culture CharityComms
Kate Nightingale, head of marketing and communications and Francesca Albanese, head of research and evaluation, Crisis
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
20 Voices for 2020: Using supporter-generated content to share personal storiesCharityComms
This document discusses a campaign by Fight for Sight called "20 Voices for 2020" that aims to raise awareness of the personal impact of sight loss in the UK. It will feature 20 supporter-generated videos sharing stories of how sight loss has affected people's lives. While supporter-generated content is authentic, it also poses risks like unsuitable language or poor storytelling. To address this, the document recommends carefully selecting case studies and having open conversations about language to guide stories in the right direction without compromising authenticity.
Crisis at Christmas: Sharing real-life stories at the point of supportCharityComms
Grace Stokes, senior media officer and George Olney, stories manager, Crisis
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
How Bowel Cancer UK maximise case studies during Bowel Cancer Awareness MonthCharityComms
Francesca Corbett, press manager, Bowel Cancer UK
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Crisis communications isn't always about the negativeCharityComms
Nicola Swanborough, acting head of external affairs, Epilepsy Society
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
What opportunities does the new parliament offer charities?CharityComms
This document summarizes a report on opportunities for charities in the new UK parliament. It finds that Brexit, housing, education, and the economy top MPs' agendas. Conservative MPs were more likely to trust and engage with local charities. Face-to-face meetings and events were seen as the most influential ways for charities to contact MPs. The report advises charities to emphasize their local links and constituency-level impacts to appeal to Conservative MPs.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Contributi dei parlamentari del PD - Contributi L. 3/2019Partito democratico
DI SEGUITO SONO PUBBLICATI, AI SENSI DELL'ART. 11 DELLA LEGGE N. 3/2019, GLI IMPORTI RICEVUTI DALL'ENTRATA IN VIGORE DELLA SUDDETTA NORMA (31/01/2019) E FINO AL MESE SOLARE ANTECEDENTE QUELLO DELLA PUBBLICAZIONE SUL PRESENTE SITO
6. THE PROBLEM
MAY BE
BIGGER THAN
YOU THINK
Our CEO values comms 85%
Our organisation respects comms 59%
Our trustees understand the value of comms 54%
[Charity Comms Comms Benchmark 2017]
7. MAKING THE CASE – TALKING BUSINESS
SOLVING PROBLEMS
FOR THE
ORGANISATION
CREATING NEW
OPPORTUNITIES
STRENGTHENING
RELATIONSHIPS
CHANGING
ATTITUDES AND
BEHAVIOURS
WIN THE
ARGUMENT IN
PRINCIPLE
DATA CAN FOLLOW
9. Big organisational challenges
Ensuring we comply with new legislation and best practice 71.39%
Struggling to recruit for a key role 37.46%
Setting up a new partnership 34.22%
Major IT upgrades and IT failures 32.74%
Restructuring of organisation 32.74%
Withdrawal of major funding source
26.25%
Rationalising and reorganising property and sites 17.99%
Making staff redundancies
17.11%
High staff turnover
15.34%
Closing services
12.39%
Exploring or completing a merger 9.73%
None of the above 6.78%
Criticism in the media, including social media 5.90%
10. Getting inside your CEO’s head
Rise Same Fall
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
Do you expect your charity’s income to rise or fall next year compared to this
year?
Responses
11. Do you feel there is more uncertainty in your
operating environment than in previous years?
Much more
uncertainty
More
uncertainty
Same
uncertainty
Less
uncertainty
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
Responses
13. Stakeholder support
local people local
businesses
local
government
central
government
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Level of support
Excellent. We get the support we need.
Good. But we need more.
We don’t get the support we need.
N/A we don't need their support
14. It’s not all about the money
work for us volunteer for us skills pro bono ambassadors fundraisers
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Aside from money, what are you currently looking for from local people (choose all
that apply)?
Responses
15. Which skillsets would your charity most
benefit from?
Fundraising 57.23%
Building partnerships with the commercial sector 51.33%
Branding and communications 38.35%
IT and digital 38.05%
Strategy development 24.19%
Staff development and performance management 21.24%
Legal 14.45%
Building partnerships within the not for profit sector 14.16%
Governance 14.16%
Financial 13.27%
Estates and facilities management 8.55%
Expertise in organisational mergers 2.95%
None of the above 0.88%
16. Activity 1: Solving organisational problems
SOLVING PROBLEMS FOR THE
ORGANISATION
CREATING NEW
OPPORTUNITIES
STRENGTHENING
RELATIONSHIPS
CHANGING ATTITUDES
AND BEHAVIOURS
• What are your organisation’s biggest problems
now and longer-term?
• Is/should your charity exploring new ways of
working e.g. new partners; new funding streams;
new services; different geography?
• Which of your charity’s stakeholders are the most
critical? Are these relationships actively
stewarded?
• Does your charity seek to change attitudes and
behaviour (even if you’re not a public
campaigning charity)?
BETTER COMMUNICATION CAN HELP BY:
17. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
18. 1. Selective to be effective
• Danger of getting pulled into marketing support for
lots of individual streams of work.
• Recommend communications team focus on key
audiences – perhaps do one properly before
moving on e.g. local authorities; prisons.
• Flagship approach – range of programmes is quite
large. Identify the one that you wish to be known
for. Other programmes to benefit from ‘halo effect’.
19. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
20. 2. Bringing the outside in – offering
constructive challenge
• Does organisational strategy make sense to the outside
world?
• Licence to ask tricky questions that an outsider might
• Have you ever done an audit of stakeholder views? Do you
have sufficient objectivity to conduct this – in many cases,
yes
• Position communications proposals in context of external
audience’s views.
21. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
22. 3. Expanding comms’ remit
• Issues management - have you identified risks to the charity? How
are you addressing these? Do you have a crisis communications plan?
• Do you look at the accounts before they get published. Ask for an
explanation/prevent people drawing false conclusions?
• Leadership comms – internally and externally
• Thought leadership activity – what do you want to be known for? E.g.
raising awareness of the issues that you address rather than what you
do.
24. CEO’s view on communications – mixed
messages
“Promoting what we do
among potential funders -
philanthropists, corporates,
foundations”
“We have loads and loads of great human
interest stories but how can we tell those in
a coherent way to raise our profile,
breaking beyond the bubble of people who
know us?”
“Social media channels need a
very authentic voice not
corporate sounding”
“Not too much publicity as
can’t cope with demand”
25. CEO’s views
“Reaching new
volunteers and
keeping them
engaged”
“thoughtful work engaging with
deaf communities around their
needs”
“Being in the right place at the right
time to comment on emerging
trends and being able to be part of
that conversation, keeping our name
out there.”
“Someone to work at a
community-level, we don’t do
very well at shouting what we
do and demonstrating our
impact”
26. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
27. 4. Getting senior buy-in
SHOW THEM WHAT GOOD LOOKS LIKE (AND WHAT IT DOESN’T LOOK
LIKE)
• Do an audit of your communications. (coherent and consistent?)
• Quick competitor comms analysis always useful. – how will you be
different or better?
• Stakeholder audit
• Use any data if you have it of the impact of previous good practice
• WHAT ABOUT YOUR TRUSTEES?
28. Trustees and
trust
• The time is right
• Comms essential to good governance:
• Raises brand awareness
• Risk management
• impact reporting
• accuracy of information, transparency
• reputation management
• DOES YOUR BOARD HAVE A COMMS CHAMPION?
• DO YOU GO TO BOARD MEETINGS?
RECOMMENDED READING:
https://www.charitycomms.org.uk/how-to-make-the-case-
for-comms-with-trustees
29. Bernard Jenkin MP,
chair of the Public
Administration and
Constitutional Affairs
Committee (PACAC)
“Charities really only
have one asset: your
reputation. It is trustees’
responsibility to look
after it.”
30. Not just strategic nous – some quick tactical
wins
• Over a third of small charity trustees’ annual reports and accounts
fail to meet the Charity Commission’s basic benchmark [Sept 2018]
• tools to be effective and consistent
• Messaging card for SLT and trustees
• Profiles/case studies of beneficiaries
31. ORGANISATIONAL
PITFALLS
1. Expected to do everything
2. Too internally focused
3. Narrow view of comms
4. Failing to get senior buy in
5. Disintegrated comms
32. 5. Get
integrated
• Sub brands
• Internal service delivery silos
• Personal fiefdoms
• Lack of control over visual identity and messaging
• Campaigns and fundraising uncoordinated
WHY HAVE INTEGRATED, JOINED-UP COMMS?
• Make you case more clearly
• Attract more support
• More attractive package to sponsors
>>> audience centric
33. The opportunity for comms
From
• Tactical
• Implementers
• “All things to all men”
• Responsive
• Stretched
• Pockets of support
To
• Strategic and aligned
• Advisors
• Prioritised
• Proactive/agents of change
• Resourced for role
• Organisational buy-in
34. 5. Next steps (take your pick) 1 of 2
your own strategic comms reviewINITIATE
case for comms in relation to organisational strategy (use template)DEVELOP
dangers of failing to invest in commsLIST
flagship services/propositionsIDENTIFY
stakeholder audit – of your charity/your charity’s commsCONDUCT
existing commsAUDIT
competitor commsREVIEW
data and anecdotal evidence from previous comms successCOLLATE
35. 5. Next steps(take your pick) 2 of 2
team of comms allies inc. trusteesBUILD
to acquire new skillsPLAN
yourself as an advisor not just a doerPOSITION
at the top tableBE HEARD
a comms strategy with broad strategic remit and organisational backingTHEN WRITE
37. SOLVING PROBLEMS FOR THE
ORGANISATION
CREATING NEW
OPPORTUNITIES
STRENGTHENING
RELATIONSHIPS
CHANGING ATTITUDES
AND BEHAVIOURS
Key organisational problem: ____________________________________________
Opportunities to be pursued to resolve problem______________________________
How comms will help ___________________________________________________
_____________________________________________________________________
Key stakeholders ______________________________________________________
Comms can help by ____________________________________________________
Comms can make people feel, think and act_________________________________
____________________________________________________________________
TALKING “BUSINESS”
Reputational risk posed by problem is______________________________________
Comms can help by ____________________________________________________
38. Making the case for comms in your organisation
Seminar Room 6
How is ‘communications’ perceived in your charity? And where does it sit in the organisational
structure? Small charity leaders recognise the need for strong communications support, yet often
identify a shortage of these skills in their organisations. In this interactive session Julie will draw on
research and experience working with small charity leaders through the Pilotlight programme, to help
you identify steps you can take to ensure the importance of comms is recognised in top-level decision-
making, and that your comms skills are deployed by your charity as a strategic asset, rather than an
on-demand service.
Julie Kangisser
director, Think Communications
40. Visit the CharityComms website to view
slides from past events, see what events
we have coming up and to check out
what else we do:
www.charitycomms.org.uk