Transcript Retreat 2012 - Flametree Communication

Retreat 2012
10th – 11th September
The Forbury
Outputs
STRICTLY CONFIDENTIAL
www.flametreecommunication.co.uk/epic
Contents
Introduction
Summary of the epic Retreat 2012
3
epic feedback and testimonials
4
Speaker presentations summary
Graeme Leach, Chief Economist Institute of Directors
5
Patty O’Hayer, VP Global Employee Engagement Unilever
7
Conor Davey, Chief Executive Officer, Williams Lea Group
9
Jim Connor, Head of Employee Comms & Engagement, Tfl
10
David Bickerton, Director of Communications, BP
12
Chantal Tregear, Director Taylor Bennett
13
Jane Sparrow, Managing Director Northern Flight
14
Nita Clarke, Director, Involvement & Participation Association
18
Appendices
epic 2013 new pricing structure proposal
20
Contact information for speakers
21
Recommended by our members/speakers at the epic Retreat
22
Links and attachments
23
©Flametree Communication Ltd. 2012 (2)
Retreat 2012
Summary
In September 2012, a group of leading in-house communications practitioners, members of the epic* forum,
convened for a two-day Retreat at the luxury Forbury hotel in Reading. This year's theme was Re-engaging
during challenging times, a topic that the epic* members had expressed an interest in as all areas of the
economy continue to experience financial strain and workforces undergo considerable change.
It’s clear that IC leaders have a significant role to play in helping their business communicate recovery plans
during challenging times. Having to do more with less provides an opportunity for IC practitioners to set the
tone for their business and exercise their influence by capitalising on existing resources. Each activity affords a
chance to identify where they can add value and provide real-time benefits to leadership (see Patty O’Hayer’s
and Jim Connor’s presentations for examples).
In a hyper-connected world, approaching communications with a campaign mentality is also becoming more
important – understanding the audience, finding the story and the tools to tell it, being consistent and credible
and ensuring professional follow-up with an active community. While handling short-term demands,
communications leaders also need to take the long term view on engagement, working with the prevailing
culture of the business and moving beyond initiatives to engaging, equipping and developing their key
influencing groups (particularly managers) over time.
The IC leaders’ role is evolving from a communications and engagement position to one focused more on
driving business advocacy and growth. New skills are being sought in today’s communicator, in particular
broader business experience, a strong self-awareness and a high level of coaching capability – all of which give
the role the added gravitas discussed at previous meetings. *Executive Practitioners in Internal Communication
©Flametree Communication Ltd. 2012 (3)
Retreat 2012
Feedback and testimonials
 Most useful or enjoyable:
Watch epic member testimonials:
• Networking strength, seniority and strategic level of attendees
http://youtu.be/7idAB-0_GRk
• Continuing to create the right environment/right membership for open and candid discussion
• Quality of speakers and their insights and advice on specific areas (e.g. David Bickerton, BP reputation)
• Having speakers stay on to join the subsequent discussion worked well this year and was stimulating
• External perspectives from speakers outside the communications functions (e.g. Graeme Leach, IoD)
• Knowing others are going through similar challenges and being able to share solutions/new ideas
 Least useful or enjoyable:
• Need a higher membership quota to balance the absence of those unable to attend (see new pricing structure)
• Venue closer to London was good but didn’t match the open/relaxed environment of last year’s venue
• Ensure a personal development element so we can return to the office and implement right away
• Case studies and examples are useful: want more time to share best practice from our own companies
 Comments and recommendations
• Identifying areas where we can have influence/ set the agenda (e.g. Engagement Task Force)
• Set a point in time and agree a tangible, time-bound vision for epic with accountability for delivery
• Work to redefine the role of communications and engagement towards “business advocacy specialists”
• Next time we meet discuss what action we are taking in the space of engagement to move the needle
• Want to hear from other parts of organisations, especially HR, Strategy, IR – their perspective on IC
©Flametree Communication Ltd. 2012 (4)
Graeme Leach
Key take-outs from discussion
Chief Economist
Institute of Directors (IoD)
 Understand the nature of the current recession: All IoD data shows the
economy has “flatlined” and this recession is very different to those that have
gone before with the banks not in a position to finance a recovery
 Recognise that the recovery is likely to be ‘L’ shaped: which represents the
sharp downturn followed by a long period of flat, sluggish economic growth
 Be discerning about the headlines: which can conflict with underlying
economic measures. For example, the austerity programme is not as tough as
has been widely communicated, with current spending up 5% on last year
 Appreciate that recovery will take time: Is the ‘L’ the “lost decade “or the new
normal? We have yet to see, but it will take time to unwind the debt situation
and rebuild confidence. We could well emerge into a new environment
 Support the solutions: A lack of a robust strategy is apparent and the IoD is
pushing for ambitious, achievable policy changes to increase political
conviction in long-term recovery (see over)
©Flametree Communication Ltd. 2012 (5)
Graeme Leach
Key take-outs from discussion
…continued
Read the IoD’s Policy
Paper on the Route
Back to Growth 
 Build confidence: The tangibility factor in communicating the recovery is
elusive as it’s difficult to develop a cohesive narrative against a backdrop of
austerity images in the news. However, millions of enterprises are one part of
the story as many continue to be prosperous through recession and are
important drivers of job creation, economic growth and productivity
 Demonstrate what is being done: The IoD’s Policy Paper The Route Back to
Growth (attached above) identifies the top proposals for boosting the UK’s
ability to respond to the global competitive challenge ahead
 Find the stories: We are moving towards a new economy and the market is
likely to evolve towards something different and more efficient. Long-term
affluence continues to be driven by the exit/entrance of new firms. The IoD’s
Britain in Business database is collating stories that defy current pessimism
LINKS: Graeme in the news (22nd August 2012): UK economy – Action needed to boost confidence, says IoD: http://www.bbc.co.uk/news/business19341884 | IoD website: http://www.iod.com | IoD blog: http://blogs.iod.com | IoD on Twitter: http://twitter.com/The_IoD
IoD on LinkedIn (Members Only): http://www.linkedin.com/groups?gid=139461&trk=hb_side_g
©Flametree Communication Ltd. 2012 (6)
Patty O’Hayer
Key take-outs from discussion
Vice President Global Employee
Engagement, Unilever
 Connect people to growth: Help them feel like part of the business. Their role
is growth – show this to them 24 hours a day. Look at the moments in a day
and map out how this could look, explicitly and more subtly, across all areas
 Put your brand in the employees’ hands: Give employees a reason to use and
advocate the brands they work for. Try an amnesty day when employees
exchange a competitor brand product or service for one of their own
 Define what advocacy is for the business: then build this into the induction
process, connecting new hires with one another. Maintain momentum by
working with the energy of the organisation, sharing stories and encouraging
employees to self-mobilise around product and service launches
 Build advocacy into “the way we do things”: Hold suppliers accountable for
using your products, speak well of the company and adhere to your standards.
Ensure behaviours are supporting your desired outcomes
©Flametree Communication Ltd. 2012 (7)
Patty O’Hayer
…continued
Key take-outs from discussion
 Paint the big picture for leaders: show the benefits and the scope for scaling
ideas. Show what you can give and get in return
 Maximise resources: for example, new hires can serve as test groups to
provide real-time information on company products and services to the
leadership teams. Build on existing projects, programmes and activities; make
use of resources from other budgets; ask how can I add value here?
 Remember the importance of campaigning: Use existing networks across the
business to build tailored campaigns. Try making use of memorable triptychs
e.g. “Try me, love me, share me…”
 Don’t be precious: own your ideas long enough for them to be associated with
your function then give them away. Feed other people’s successes
 Start social: Over time, social engagement moves to business engagement
LINKS: Patty’s LinkedIn profile: http://uk.linkedin.com/pub/patricia-o-hayer/50/a1/4b9 | Patty O’Hayer on Twitter: http://twitter.com/pattyohayer
Patty at the University of Oxford Saïd Business School (May 2012): http://www.youtube.com/watch?v=g1ShhKbM2eo
©Flametree Communication Ltd. 2012 (8)
Conor Davey
Key take-outs from discussion
Chief Executive Officer
Williams Lea Group Ltd.
 Recognise the strengths and weaknesses of your business: As the business
grows and changes, be clear on what your team excels at and what is best
done by more skilled and experienced people
 Communicate clearly and openly: across all media frequently – and in person
wherever possible. Have a clear, over-arching goal (e.g. Williams Lea’s ‘£1bn
business by 2010’). Be transparent in communications up/down the business
 Embed the values of the business: keep it simple, and incentivise your people
to live your values 24 hours a day. Be consultative and consistent
 Recruit the best talent you can afford: Never rush a hire but always find
people who can work collegiately
 Be entrepreneurial: learn to think independently and differently. Question
long-held views and common wisdom frequently
 Enjoy what you do: and don’t do it otherwise
LINKS: Williams Lea website: http://www.williamslea.com | Williams Lea Public Sector on Twitter: http://twitter.com/@govcommspartner
©Flametree Communication Ltd. 2012 (9)
Jim Connor
Key take-outs from discussion
Head of Employee Communications &
Engagement, Transport for London
 Use inspirational events (in this case the London 2012 Olympic Games): to lay
the foundations for an integrated approach to employee comms/engagement
 Shift from an information-led to an engagement-led approach for employee
communications: to become a real strategic partner to the business prove that
you can help the business exceed its own expectations around engagement
 Get leaders to take accountability for engagement themselves: help them to
see Internal Communication as a coaching force as well as a doing force
 Forget platform events: Remove the formality and go out informally with real
employees in their real environment. Listen and act on the support needed.
Move from polished corporate editorial to real blogs where directors and
employees write for themselves – authenticity is key to trust
 Improve the engagement and soft skills of managers: by offering tailored
training, particularly for the Top 100 “centurion” managers, and help them to
switch their mindset from managing a space to managing people
©Flametree Communication Ltd. 2012 (10)
Jim Connor
Key take-outs from discussion
…continued
Read Jim’s full summary of
Tfl’s employee engagement
activity during the London
2012 Games 
 Get staff operationally ready and geared up to deliver for customers:
mobilise the workforce and help them connect with and support each other
across the business (e.g. via closed online communities, mobile technology)
 Make employee campaigns visible to customers: where this is appropriate, to
stimulate interest and dialogue between them (e.g. the ‘One transport team
bringing noise to the Games’ campaign across Tfl)
 Ensure campaigns are interactive and tangible: Encourage employees to share
and comment on their own stories and images around a campaign. Keep the
buzz going on “business as usual” days
 Remember there are no thunderbolt solutions: Just make a start. It’s about
making employees feel different about themselves and their environment
 Read the full Tfl London Olympic Games 2012 story: attached above
LINKS: Jim’s LinkedIn profile: http://www.linkedin.com/pub/jim-connor/10/94/254 | Transport for London website: http://www.tfl.gov.uk
Tfl on Twitter: http://twitter.com/TfLofficial
©Flametree Communication Ltd. 2012 (11)
David Bickerton
Key take-outs from discussion
Director of Communications, BP
 Clarify decision rights early: Ensure sign-off processes are robust so
information can move around the organisation quickly in a crisis
 Take a campaign approach: Learn from the best campaigns and how you can
structure a professional response to a crisis along political campaign lines
 Consider the culture of the business: and work/communicate within the grain
of the dominant culture (e.g. in BP’s case, an engineering culture)
 Recognise that the media world has fundamentally changed: In a hyperconnected world prepare accordingly with: appropriate web capability;
sufficient server bandwidth available to cope with increased web traffic in a
crisis; well-established real-time media monitoring and social media response
systems; internal enquiry-handling processes; film production and editing
crews; satellite broadcast capability if needed etc. Valuable response time is
lost setting up teams, technology and procedures when a crisis hits
©Flametree Communication Ltd. 2012 (12)
David Bickerton
Key take-outs from discussion
 Be aware of the visual nature of a crisis: people
See how BP is communicating with its
remember powerful images of big events. Prepare
customers on Deepwater Horizon:
http://www.youtube.com/user/BPplc
to respond in a transparent, equally-visual way
 Provide communications freedom within a framework: and use policy as an
enabling tool rather than a restraining tool
 Use internal research as a predictive tool: Consider the science of behaviour
in addition to business tracking as usual and use big data to look forward
 Consider business as usual: when a crisis subsides but legal issues continue,
stories will appear in the media at intervals and will require a response
 Equip employees: with the means to be confident to talk about the business’s
direction. Coach influential leaders to speak up for the organisation and
identify key operational people who can communicate in a credible way early
LINKS: David’s LinkedIn profile: http://www.linkedin.com/pub/david-bickerton/2/95/133 | BP website: http://www.bp.com
BP on Twitter: http://twitter.com/BP_Press | BP on Facebook: http://www.facebook.com/bp
©Flametree Communication Ltd. 2012 (13)
Chantal Tregear
New IC skills emerging
Director Taylor Bennett
epic Associate
 There has been a noted increase in the diversification of skills sought in
today’s Internal Communications leader
 An understanding of Corporate Responsibility and Sustainability is emerging
as a more prominent requirement in recent months
 A high level of coaching capability is also favoured, coupled with a strong selfawareness – who you are, how you come across, how you respond to
situations and the flexibility of your style of communication. Good coaching
skills can help individuals to be stronger IC players and provide added gravitas
 A broader array of skills and practical experience is also sought, and IC leaders
should develop in as many areas as they can. Extending skills even across
differing projects within the team, or with a secondment, helps to shape
thoughtful communications leaders with a greater perspective
LINKS: Taylor Bennett website: http://www.taylorbennett.com | Chantal on LinkedIn: http://www.linkedin.com/pub/chantal-tregear/3/ab0/103
©Flametree Communication Ltd. 2011 (14)
Jane Sparrow
Workshop: The Culture Builders
Managing Director of behavioural change
consultancy Northern Flight
 Move beyond initiatives: In most cases, higher employee engagement and
performance demands that leaders and managers do more than organisationwide initiatives can achieve alone
 Identify the manager-as-engager: Managers are the most audible,
unavoidable and potentially influential communication feed to employees:
and thus have the ability to drive and enhance change, or strangle it at birth
 Build culture through the management group: How this group is engaged,
equipped and developed is the most important consideration for organisations
 Recognise the value of people management: The manager’s role in
engagement starts with leaders and managers seeing it as a core part of the
management job
 The four lenses: Managers who want to increase engagement levels within
their areas of influence need to recognise that four levels of focus, or lenses,
are necessary: I (me); You (my colleague); Us (our team); All (the organisation)
©Flametree Communication Ltd. 2011 (15)
Jane Sparrow
…continued
View Jane Sparrow’s
presentation slides on
The Culture Builders
The Culture Builders
 The five Manager as Culture Builder Roles: To be a great engager
and have the capacity to deliver through all four lenses, a manager
must master five fundamental roles and recognise when each is needed:
Jane Sparrow
The Culture Builders survey
…continued
A copy of Jane’s book ‘The
Culture Builders’ is on its way
to all epic Forum members
with the next edition of
epicNews 
To help you understand what your natural approach is when leading people
during times of change, development and engagement activity complete the
free Culture Builders Survey below.
There are no right answers, and no particular outcome that would make you
more or less capable than another respondent.
All responses are kept confidential and only shared with you, and used to form
an anonymous comparison group.
Link: https://www.surveymonkey.com/s/theculturebuilders
LINKS: Jane’s LinkedIn profile: http://www.linkedin.com/pub/jane-sparrow/0/3b5/a62| Jane on Twitter: http://twitter.com/janiesparr
The Culture Builders website: http://www.theculturebuilders.com| The Culture Builders Blog: http://www.theculturebuilders.com/blog.html
The Culture Builders on Facebook: http://www.facebook.com/TheCultureBuilders| Jane’s new book on Amazon: http://goo.gl/NpD9K
Nita Clarke
Key take-outs from discussion
View Nita Clarke’s
presentation slides on
the Engage for Success
movement 
Director of the Involvement
& Participation Association
 Full presentation attached above
 Disengagement costs business: In 2008 the Department for Business
estimated that the total cost to the UK economy of disengagement could be as
high as £60bn – a figure that has almost certainly increased
 There is room for more discretionary effort: with 75% of jobs having a
discretionary /knowledge element to them. A lack of trust in leadership and
the growth of knowledge-based jobs has made this more important than ever
 Active engagement requires a different mindset: it requires “sustainability
through integrity” with “employee voice” the best mitigation of risk
 The Engage for Success movement: is taking the long-term view v. the
prevalent commercial short-termism around engagement. It takes time. The
Task Force is urging shareholders to value employee engagement in companies
and has compiled a list of CEOs who have lent their support to its aims
©Flametree Communication Ltd. 2012 (18)
Nita Clarke
Key take-outs from discussion
 The Engage for Success “go live” phase: takes place
Watch the latest Engage for Success update:
at the start of November with an event at the QEII
http://goo.gl/l1mxL
centre in London and the release of a film to raise the profile of engagement.
This will be followed on 26th November by the launch of a new, interactive
website containing research, evidence and case studies collected by the
Employee Engagement Task Force. The website is intended to help other
practitioners make a case for engagement, as well as provide free tools,
networking opportunities and ideas to help them deliver. The website will be
accompanied by a series of free workshops right across the country
 Darren is speaking to Nita Clarke to find out what epic can do to help bring the
initiative alive (10/12th January 2013 Engage for Success event planned – epic members to be invited)
LINKS: Nita’s LinkedIn profile: http://www.linkedin.com/pub/nita-clarke/19/88b/427 | Nita on Twitter: http://twitter.com/nita_clarke
Nita article 15th August 2012: http://www.publicservice.co.uk/feature_story.asp?id=20512 | Engage for Success website and blog:
http://www.engagingforsuccess.org | Engage for Success on Twitter: http://twitter.com/engage4success | IPA website: http://www.ipa-involve.com
David MacLeod’s book ‘The Extra Mile: How to Engage Your People to Win’ on Amazon: http://goo.gl/eVt6f
©Flametree Communication Ltd. 2012 (19)
New pricing structure
Take a look at the new epic
pricing structure that offers
flexibility and value to new
and existing members
epic 2012-13
 Based on feedback from past and present members, we have been exploring
how we can continue to offer the high quality professional development
network that everyone seems to value in epic and at the same time provide
more flexibility with the cost
 Operating and supporting the network in a way that is commercially
sustainable is also important and we think that we have developed a pricing
structure (attached above) that does all of this and now offers a bit more!
 You'll also see that we are proposing to introduce an epic Academy that will
offer a development programme to build the next generation of IC leaders
(currently in development).
 We welcome your feedback and hope that this proposal offers more value and
flexibility while giving you the best of what epic has to offer
CONFIDENTIAL
©Flametree Communication Ltd. 2012 (20)
Contact information
Speakers
Speaker
Telephone
Email
 Darren Briggs
07867 900745
[email protected]
 Chantal Tregear
020 7580 4300
[email protected]
 Graeme Leach
020 7766 8778
[email protected]
 Patty O’Hayer
07557 540384
[email protected]
 Conor Davey
07899 811965
[email protected]
 Jim Connor
07837 044432
[email protected]
 David Bickerton
020 7496 4076
[email protected]
 Jane Sparrow
07786 114831
[email protected]
 Nita Clarke
07767 622576
[email protected]
CONFIDENTIAL
©Flametree Communication Ltd. 2012 (21)
Recommended at the epic Retreat
Reading
 UK economy: Action needed to boost confidence, says IoD
Recommended by epic speaker Graeme Leach. Link: http://goo.gl/4yTGJ
 The Culture Builders by Jane Sparrow
A complimentary copy of The Culture Builders is on its way to all epic members.
 Management in 10 Words by Terry Leahy
Recommended by epic speaker Nita Clarke. Link: http://goo.gl/kX6bM
 The Extra Mile by David MacLeod
Recommended by epic speaker Nita Clarke. Link: http://goo.gl/eVt6f
Browsing
 The Culture Builders Survey. Find your natural approach to leading people through
times of change. Link: https://www.surveymonkey.com/s/theculturebuilders
Viewing
 Hans Wijers' leaving video as CEO of AkzoNobel. A great piece of CEO communication
with a few lessons to learn: http://youtu.be/wqseLp-vMGg
 Engage for Success update: with David MacLeod Sep 2012: http://goo.gl/l1mxL
©Flametree Communication Ltd. 2012 (22)
Links and attachments
Copies and websites for handouts
 Available slide decks are embedded in presentation slides for each speaker
 Employees – the difference that makes the difference – Nita Clarke
 Why Employee Engagement? 28 Research Studies – Forbes
 How to beat the holiday blues and get back to business quickly – Jane Sparrow
 Edelman Trust Barometer 2012 Global Deck
 Sunday Telegraph Employee Engagement Report 2012
 Global Social Media Check Up 2012 – Burson Marsteller
FOR NEW MEMBERS: Summary of last year’s epic Retreat also attached.
CONFIDENTIAL
©Flametree Communication Ltd. 2012 (23)