Download Critical Corporate Communications: A Best Practice Blueprint by Naomi Langford-Wood PDF

By Naomi Langford-Wood

Powerful conversation lies on the center of each profitable enterprise. All strong verbal exchange consists of a good alternate of data, either internally and externally. furthermore, understanding what and the way to show a message is both vital. Proliferating tools of communique, e.g. e mail, fax, cellular, web, cell, verbal and non-verbal exchanges, widen the diversity of decisions, and likewise bring up the possibilities of selecting an beside the point channel for purchasing your message throughout.

Real-life examples illustrate top and worst perform in communique. A communications audit can also be supplied, taking a look intimately at which types of communique presently paintings, the place details is drawn from and its credibility and using varied channels. The audit will most significantly supply a benchmark for corporations to calibrate their current and destiny luck. A pattern audit reaction is usually incorporated.

Mid- to senior point executives, owner-managers, experts, running shoes and advisers will locate this an essential consultant.

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Extra resources for Critical Corporate Communications: A Best Practice Blueprint

Example text

We had to keep our clients and we had to keep our people during the process of the merger and I think in that time we only lost one client who blamed it on the merger. Staff turnover was at the lowest level that it had been in the previous five years. During periods of mergers or acquisitions, people usually expect there to be some job losses, so we were expecting to lose people even though we had said there wouldn’t be any job losses because this merger was about growth and we needed them. So people were waiting because they could see that this was a great opportunity.

Regrets? I Had a Few . . Mr X explained to us that the worst moment of the deal from his point of view was when he had to ring the chairman of the other company, with whom he had got on very well, to say that regrettably there had been a change and they were no longer the preferred bidder. He was apparently very upset. But then again, Too Few to Mention . . I don’t think he thought too highly of me and on moral grounds I didn’t either. But it was one of those things that you have to do because that’s what you’re being paid to do.

I did the proposal, said what it was going to do and how much it would cost, and he bought into it. We were then due to see the chief executive who effectively holds sway over the final decision, but he couldn’t make the meeting and therefore never found out what we were going to do. So we kicked off the project anyway (because my FD can sign things off) and so we were off and running. ’ So suddenly I was on the back foot. How could he say that? We had sent the papers to him, had asked him to attend a meeting, so we could tell him all about it, but he had missed it; and in the middle of that board meeting he then came up with a question like that.

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