Channel Manager to Channel Manager to Strategic OperatorStrategic Operator

• …….. some thoughts and reflections .. some thoughts and reflections from Hamish Davidsonfrom Hamish Davidson

Entrepreneurs in ActionEntrepreneurs in Action

INTRODUCTIONINTRODUCTION

• Personally, I am a believer in talent of Personally, I am a believer in talent of the best of comms folkthe best of comms folk

• But…But…– ……I am not typical of I am not typical of recruiters/headhuntersrecruiters/headhunters– … … and I am most certainly not typical of the and I am most certainly not typical of the

attitudes of most public sector attitudes of most public sector employersemployers

If you wanna be a ‘strategic operators’, If you wanna be a ‘strategic operators’, you have to face some uncomfortable you have to face some uncomfortable truths and overcome a number of truths and overcome a number of hurdles:hurdles:

• 1) Being one1) Being one

• 2) Being ‘seen’ and ‘perceived’ to be one2) Being ‘seen’ and ‘perceived’ to be one

• 3) If it ‘is’ technically possible in your 3) If it ‘is’ technically possible in your organisation to oneorganisation to one

• 4) And if it isn’t …?4) And if it isn’t …?

SO, SOME SELF-ACTUALISATION SO, SOME SELF-ACTUALISATION AND SCENE SETTINGAND SCENE SETTING

CONTEXTCONTEXT

• First task - define ‘strategic operator’.  First task - define ‘strategic operator’.  • For a current Head of Comms – moving to For a current Head of Comms – moving to

a Director of Comms role?a Director of Comms role?• For those seeking to break free of the For those seeking to break free of the

'comms' yoke - any strategic role?'comms' yoke - any strategic role?• For the first, there are a number of people For the first, there are a number of people

who have made that leap. A few of you who have made that leap. A few of you are here today. are here today.

• For the second, within the public sector – For the second, within the public sector – sadly, examples exist, but they are very sadly, examples exist, but they are very rare indeed.rare indeed.

TRANSFERABLE SKILLSTRANSFERABLE SKILLS

• This takes us into the realms of This takes us into the realms of transferable skills to these strategic transferable skills to these strategic roles – and what are they?roles – and what are they?

• Odd thing is that people rarely seem Odd thing is that people rarely seem to identify the skills they pick up in to identify the skills they pick up in comms roles that can be of use comms roles that can be of use elsewhereelsewhere

PURPOSE OF COMMSPURPOSE OF COMMS

• Underlying purpose of a comms Underlying purpose of a comms function and a Head of Commsfunction and a Head of Comms

• Surely, it's to help deliver corporate Surely, it's to help deliver corporate policies and objectives.  Which policies and objectives.  Which means: KPI setting, delivery planning means: KPI setting, delivery planning and channel planning have to be and channel planning have to be core skills.core skills.

PURPOSE OF COMMSPURPOSE OF COMMS #2 #2

• A lot of the work undertaken within what is A lot of the work undertaken within what is traditionally taken to be covered by comms traditionally taken to be covered by comms (and most certainly, marketing) includes (and most certainly, marketing) includes things like: objective setting, audience things like: objective setting, audience segmentation, insight generation, behavioural segmentation, insight generation, behavioural mapping, intervention planning, trend and mapping, intervention planning, trend and stakeholder analysis, customer journey stakeholder analysis, customer journey mapping, econometrics, evaluation, identifying mapping, econometrics, evaluation, identifying return on investment etc.  return on investment etc. 

• These don't sound like classic 'comms' These don't sound like classic 'comms' functions and they are notfunctions and they are not

DO COMMS FOLK SELL DO COMMS FOLK SELL THEMSELVES SHORT?THEMSELVES SHORT?

• Probably Probably • A need to change the language / A need to change the language /

nomenclature / taxonomy of what nomenclature / taxonomy of what comms folk do?comms folk do?

• Not just semantics, but a matter of Not just semantics, but a matter of changing how comms folk work with changing how comms folk work with others and most critically, how others others and most critically, how others regard comms people.  regard comms people. 

DO COMMS FOLK SELL DO COMMS FOLK SELL THEMSELVES SHORT?THEMSELVES SHORT?

• Arguably, everything that the best comms Arguably, everything that the best comms teams deliver will be done through the prism teams deliver will be done through the prism of delivery, efficiency and effectivenessof delivery, efficiency and effectiveness

• And the tension of being, or perceived as And the tension of being, or perceived as being, or allowing yourselves to be perceived being, or allowing yourselves to be perceived as being - spinners & propagandists for the as being - spinners & propagandists for the organisation and/or Chief Executive, versus organisation and/or Chief Executive, versus being, and being seen to be - honest at all being, and being seen to be - honest at all times in internal and external communicationstimes in internal and external communications

ARE THERE ANY SIGNIFICANT ARE THERE ANY SIGNIFICANT DIFFERENCES BETWEEN DIFFERENCES BETWEEN COMMS IN THE PRIVATE COMMS IN THE PRIVATE VERSUS PUBLIC SECTORS, VERSUS PUBLIC SECTORS, RELEVANT TO THIS TOPIC?RELEVANT TO THIS TOPIC?

YesYes - one theme that occurs - one theme that occurs across disciplines within the across disciplines within the

top top levels of the private levels of the private sector… sector…

Private v’s public - the Private v’s public - the reality is: reality is: • There is more readiness to promote from There is more readiness to promote from

withinwithin• There is more readiness to see a period in There is more readiness to see a period in

comms (or any function) as merely part of an comms (or any function) as merely part of an ongoing investment by an employer in overall ongoing investment by an employer in overall career developmentcareer development

• There is more readiness to look at underlying There is more readiness to look at underlying transferable skill sets rather than, as most of transferable skill sets rather than, as most of the public sector does across most of the the public sector does across most of the various disciplines, obsessing about a track various disciplines, obsessing about a track record of direct experience in that discipline. record of direct experience in that discipline.

Private v’s public - the Private v’s public - the reality is: reality is:

• One does not see the same silo effect One does not see the same silo effect and therefore stunting, restricting and therefore stunting, restricting and blocking of talent in the private and blocking of talent in the private sector to anything like the extent sector to anything like the extent that we witness in the public sector that we witness in the public sector ……

NARRATIVESNARRATIVES

• Comms folk tend to be less effective than Comms folk tend to be less effective than most at justifying what they domost at justifying what they do

• A common failure to translate impact into A common failure to translate impact into monetary or other termsmonetary or other terms

• If comms functions are not rigorous and If comms functions are not rigorous and disciplined in what they do and how results disciplined in what they do and how results are measured and achieved and to what are measured and achieved and to what effect, then why indeed should anyone else effect, then why indeed should anyone else be interested in – or respect the function?be interested in – or respect the function?

NARRATIVESNARRATIVES

• The true partners of Comms folk are The true partners of Comms folk are those making and leading on policy those making and leading on policy and strategic business development and strategic business development and decision makingand decision making

• Heads of Comms need to ensure that Heads of Comms need to ensure that within their organisations, they within their organisations, they operate, at the very least, at this operate, at the very least, at this levellevel

CRITICAL PARTNERSCRITICAL PARTNERS

• Who do you work with the most - both internally Who do you work with the most - both internally and externallyand externally

• What functions and specialisms?  What functions and specialisms?  • Why and to what effect?  Why and to what effect?  • Identifying the contribution comms makes to the Identifying the contribution comms makes to the

organisationorganisation• Always being conscious that comms is a tool, Always being conscious that comms is a tool,

rather than an end in itself.rather than an end in itself.• In the private sector, the critical links are going to In the private sector, the critical links are going to

be with marketing, sales, public affairs (if be with marketing, sales, public affairs (if separate), investor relations, strategy and HRseparate), investor relations, strategy and HR

THE COMMS FUNCTION, AND THE THE COMMS FUNCTION, AND THE HEAD OF COMMS IN PARTICULAR, HEAD OF COMMS IN PARTICULAR, NEEDS TO BE TRUSTED – BY THE NEEDS TO BE TRUSTED – BY THE LEADERSHIP OF THE LEADERSHIP OF THE ORGANISATIONORGANISATION

• I am not saying liked I am not saying liked

• I am saying ‘trusted’ I am saying ‘trusted’

• And ‘respected’ helps too And ‘respected’ helps too

THE COMMS FUNCTION, AND THE THE COMMS FUNCTION, AND THE HEAD OF COMMS IN PARTICULAR, HEAD OF COMMS IN PARTICULAR, NEEDS TO BE TRUSTED – BY THE NEEDS TO BE TRUSTED – BY THE LEADERSHIP OF THE LEADERSHIP OF THE ORGANISATIONORGANISATION

• It’s the blinkered public sector employers with It’s the blinkered public sector employers with their obsession on qualifications and track their obsession on qualifications and track record rather than transferable skills and record rather than transferable skills and values – who are making the appointments. values – who are making the appointments. That’s ‘one’ of the significant hurdles that you That’s ‘one’ of the significant hurdles that you faceface

• Personally, I will be more interested in finding Personally, I will be more interested in finding excellent ‘people’ people and excellent excellent ‘people’ people and excellent strategists – with superb instinctsstrategists – with superb instincts

JOB TITLE – IS IT HEAD OF JOB TITLE – IS IT HEAD OF COMMUNICATION – OR COMMUNICATION – OR COMMUNICATONS?COMMUNICATONS?

• Most Heads of Comms call themselves 'Head Most Heads of Comms call themselves 'Head of Communications'.  Plural of Communications'.  Plural

• But 'communications' is the output, the But 'communications' is the output, the channels (a leaflet, a press release, a video channels (a leaflet, a press release, a video etc)  etc) 

• 'Head of Communication' – singular, the 'Head of Communication' – singular, the discipline, the process, the business tool?  discipline, the process, the business tool? 

• Your business card lately? What does it say?Your business card lately? What does it say?

BUT – EVEN IF YOU GET BUT – EVEN IF YOU GET THROUGH THE LONGLISTING; THROUGH THE LONGLISTING; EVEN IF YOU GET THROUGH EVEN IF YOU GET THROUGH PEOPLE LIKE ME; AND EVEN IF PEOPLE LIKE ME; AND EVEN IF YOU GET THROUGH THE YOU GET THROUGH THE SHORTLISTING – YOU STILL HAVE SHORTLISTING – YOU STILL HAVE A MAJOR HURDLE TO OVERCOME A MAJOR HURDLE TO OVERCOME – THE PANEL– THE PANEL

The Appointments PanelThe Appointments Panel

What a truly ridiculous and clunky What a truly ridiculous and clunky manner in which to make senior manner in which to make senior recruiting decisionsrecruiting decisions

What idiot invented this daft system?What idiot invented this daft system?

Appointments PanelAppointments Panel

– 40 minutes in front of the panel - if you are lucky40 minutes in front of the panel - if you are lucky– Set questions, in a set format – & often no follow-Set questions, in a set format – & often no follow-

upsups– An environment that constrains youAn environment that constrains you– Yet your challenge is actually to demonstrate the Yet your challenge is actually to demonstrate the

breadth of your styles and personalitybreadth of your styles and personality– A reluctance to ask you the direct and personal A reluctance to ask you the direct and personal

questions they ought to ask – for fear you’ll questions they ought to ask – for fear you’ll complain; or for some perverted equal opps complain; or for some perverted equal opps reasonreason

Appointments Panel #2Appointments Panel #2

– The impact of the Legion of the DamnedThe impact of the Legion of the Damned– Discussing concerns and issues about you at Discussing concerns and issues about you at

the wash-up that they never asked you at the wash-up that they never asked you at interview. Ridiculous!interview. Ridiculous!

– Obsessed with size of budgets and staffObsessed with size of budgets and staff– Tending to conservative (small ‘c’) decisions Tending to conservative (small ‘c’) decisions

and appointing to the lowest common and appointing to the lowest common denominator that they can all agree upondenominator that they can all agree upon

– Prone to not take risks – and tending to make Prone to not take risks – and tending to make the ‘safe’ as opposed to inspired appointmentthe ‘safe’ as opposed to inspired appointment

Appointments Panel #3Appointments Panel #3

– Cynical – and prone to assume Cynical – and prone to assume stereotypes re comms folkstereotypes re comms folk

– Prone to rescue defeat from the jaws of Prone to rescue defeat from the jaws of victoryvictory

– And … CEO’s tend not to get it either And … CEO’s tend not to get it either

Taken all in all, it’s an absolute Taken all in all, it’s an absolute nightmarenightmare

SO, TO SUMMARISE THIS TRULY SO, TO SUMMARISE THIS TRULY MISERABLE ANALYSIS …..MISERABLE ANALYSIS …..

From the viewpoint of From the viewpoint of landing a strategic landing a strategic operator role:operator role:• Most public sector employers are … Most public sector employers are …

– narrow minded and bigoted when it comes narrow minded and bigoted when it comes to making strategic operator appointments to making strategic operator appointments

– obsess with past narrow experience and obsess with past narrow experience and directly applicable skillsdirectly applicable skills

– put you in your siloput you in your silo– have a real problem seeing you in any have a real problem seeing you in any

capacity outside of that silocapacity outside of that silo

From the viewpoint of From the viewpoint of landing a strategic landing a strategic operator role #2operator role #2• Most appointment panels are …Most appointment panels are …

– conservative and risk averse when it conservative and risk averse when it comes to making appointmentscomes to making appointments

– tend to appoint to the lowest common tend to appoint to the lowest common denominatordenominator

– underestimate the talent pool available underestimate the talent pool available from that sectorfrom that sector

From the viewpoint of From the viewpoint of landing a strategic landing a strategic operator role #3operator role #3

• CEO’s, generally speaking …CEO’s, generally speaking …

– don’t rate the comms talent pool that don’t rate the comms talent pool that much eithermuch either

From the viewpoint of From the viewpoint of landing a strategic landing a strategic operator role #4operator role #4• Most recruiters ….Most recruiters ….

– are as bigoted and narrow minded as the are as bigoted and narrow minded as the employersemployers

– will tend not to see you as the obvious will tend not to see you as the obvious candidate for these strategic rolescandidate for these strategic roles

– with very few exceptions, they will not tend with very few exceptions, they will not tend to fight your case for you with their clientto fight your case for you with their client

From the view point of you From the view point of you selling yourselves …selling yourselves …

• You, as a pool of talent …You, as a pool of talent …– tend to undersell yourselvestend to undersell yourselves– tend not to focus sufficiently on your tend not to focus sufficiently on your

transferable skillstransferable skills– tend not to plan on how to ‘beat the tend not to plan on how to ‘beat the

system’ that is heavily loaded against system’ that is heavily loaded against you landing strategic operator rolesyou landing strategic operator roles

– tend not to work out a strategy for tend not to work out a strategy for seizing every opportunity to convert seizing every opportunity to convert yourself into a strategic operatoryourself into a strategic operator

But fear not ….But fear not ….

• You are not unique as a discipline in You are not unique as a discipline in making these mistakes – legal and HR making these mistakes – legal and HR have been there before youhave been there before you

• Ironically, though, because of the Ironically, though, because of the incredibly wide coverage of your incredibly wide coverage of your discipline, you have more opportunity discipline, you have more opportunity that those two disciplines to do that those two disciplines to do something about it … should you choose something about it … should you choose to do soto do so

OK. IT’S A NIGHTMARE. SO, OK. IT’S A NIGHTMARE. SO, WHAT TO DO IF I STILL WANNA BE WHAT TO DO IF I STILL WANNA BE A STRATEGIC OPERATOR?A STRATEGIC OPERATOR?

• Two strands:Two strands:

- The interview- The interview

- Developing yourself- Developing yourself

SO, WHAT WILL YOU NEED TO DO SO, WHAT WILL YOU NEED TO DO AT INTERVIEW IN ORDER TO AT INTERVIEW IN ORDER TO CHALLENGE THE STEREOTYPE CHALLENGE THE STEREOTYPE

VIEWS OF COMMS FOLK?VIEWS OF COMMS FOLK? • Pre-think what issues ‘you’ would ask ‘you’ Pre-think what issues ‘you’ would ask ‘you’

about?about?

• Pre-think what weaknesses you have or Pre-think what weaknesses you have or might be perceived to havemight be perceived to have

• Have answers ready for all of theseHave answers ready for all of these

• Hijack some questions so as to give answers Hijack some questions so as to give answers to questions they ought to have asked youto questions they ought to have asked you

SO, WHAT WILL YOU NEED TO DO SO, WHAT WILL YOU NEED TO DO AT INTERVIEW IN ORDER TO AT INTERVIEW IN ORDER TO CHALLENGE THE STEREOTYPE CHALLENGE THE STEREOTYPE

VIEWS OF COMMS FOLK?VIEWS OF COMMS FOLK? #2 #2

• For every question you are asked, give a For every question you are asked, give a strategic answer and then two, practical, on strategic answer and then two, practical, on the ground examples to back up your the ground examples to back up your answer, if possible from beyond the comms answer, if possible from beyond the comms remitremit

• Show that you have a greater breadth and Show that you have a greater breadth and perspective than most (preferably, all) of perspective than most (preferably, all) of the other candidates the other candidates

Building your credibility for Building your credibility for these strategic operator these strategic operator appointmentsappointments• Get mentors from different sectorsGet mentors from different sectors

• Get a coachGet a coach

• Develop your networksDevelop your networks

• What are you reading? Expand it. What are you reading? Expand it. Books, newspapers and periodicals, Books, newspapers and periodicals, blogsblogs

• Build, invest in, nurture and protect Build, invest in, nurture and protect your personal brand and reputationyour personal brand and reputation

Building your credibility for Building your credibility for these strategic operator these strategic operator appointments #2appointments #2• Teach yourself to be ‘ethical’ in how Teach yourself to be ‘ethical’ in how

you behave; and learn how to manage you behave; and learn how to manage ‘boundaries’ ‘boundaries’

• Become famous, rather than infamousBecome famous, rather than infamous

• Write articlesWrite articles

• Develop your personal websiteDevelop your personal website

• Speak at eventsSpeak at events

Building your credibility for Building your credibility for these strategic operator these strategic operator appointments #3appointments #3• Build a reputation for recruiting and Build a reputation for recruiting and

developing future starsdeveloping future stars• Never, ever delegate recruitment Never, ever delegate recruitment • Learn to have the confidence to give power Learn to have the confidence to give power

away; gain influence instead – and the space away; gain influence instead – and the space to do other thingsto do other things

• Who do you want to work for? Cultivate Who do you want to work for? Cultivate themthem

• What organisations do you want to work for? What organisations do you want to work for? Research them and the key players and Research them and the key players and cultivate them too. Get known to their CX’scultivate them too. Get known to their CX’s

Building your credibility for Building your credibility for these strategic operator these strategic operator appointments #4appointments #4• Which recruiters do these organisations use? Which recruiters do these organisations use? • Who in your sector gets rung up and sourced Who in your sector gets rung up and sourced

most often – get to know themmost often – get to know them• Address your known skills gapsAddress your known skills gaps• More important - address your unknown More important - address your unknown

skills gaps - get people you trust and/or skills gaps - get people you trust and/or respect (even if you don’t like them) to tell respect (even if you don’t like them) to tell you about themyou about them

• Never stop doing courses – Harvard, MBA Never stop doing courses – Harvard, MBA programme, Common Purpose, leadership programme, Common Purpose, leadership programmesprogrammes

Building your credibility for Building your credibility for these strategic operator these strategic operator appointments #5appointments #5• Recruit the best teams to do yourself out of Recruit the best teams to do yourself out of

your current jobyour current job

• Move into the danger zone – and out of Move into the danger zone – and out of your comfort zoneyour comfort zone

• Seek secondmentsSeek secondments

• Volunteer for tough projects and Volunteer for tough projects and assignmentsassignments

• Volunteer to take on more responsibilities, Volunteer to take on more responsibilities, especially outside of your current remitespecially outside of your current remit

Building your credibility for Building your credibility for these strategic operator these strategic operator appointments #6appointments #6• Learn and understand what being ‘corporate’ meansLearn and understand what being ‘corporate’ means• Learn and understand about ‘finance’ and ‘budgets’Learn and understand about ‘finance’ and ‘budgets’• Learn and understand about ‘leadership’Learn and understand about ‘leadership’• Learn and understand about ‘transformation’ and Learn and understand about ‘transformation’ and

‘change’, and being an ‘agile leader’, and why ‘change’, and being an ‘agile leader’, and why ‘resilience’ is so important‘resilience’ is so important

• Learn about ‘managing’ and ‘leading’ through Learn about ‘managing’ and ‘leading’ through ‘inspiring and leading others though adversity’, ‘inspiring and leading others though adversity’, rather than through doing personallyrather than through doing personally

• Dress, look, sound like and act like you have already Dress, look, sound like and act like you have already moved on to that broader strategic operator role, moved on to that broader strategic operator role, rather than some PR hack rather than some PR hack

ABOVE ALL ….ABOVE ALL ….

• Strive to be ‘authentic’ in all that you do and say; Strive to be ‘authentic’ in all that you do and say; live the values and behaviours that are important live the values and behaviours that are important to youto you

• If you are truly intent on gaining that wider role, it If you are truly intent on gaining that wider role, it is easier to be promoted from within supported by is easier to be promoted from within supported by those that know you – than to land a role those that know you – than to land a role elsewhere from people who don’t know youelsewhere from people who don’t know you

• Remember always that if you are not the obvious Remember always that if you are not the obvious ‘on paper’ candidate for a role, then you really ‘on paper’ candidate for a role, then you really need to be recommendedneed to be recommended

• Therefore, network like hell – cause this is the Therefore, network like hell – cause this is the real key to getting on and upreal key to getting on and up

ABOVE ALL ….ABOVE ALL …. #2 #2

• In every way that you conduct yourself, In every way that you conduct yourself, challenge those stereotype views of the challenge those stereotype views of the limitations of comms folklimitations of comms folk

• And to repeat – dress, look, sound and act And to repeat – dress, look, sound and act like you have already moved on to that like you have already moved on to that broader rolebroader role– Perceptions are realityPerceptions are reality– If you wanna be a strategic operator – you need If you wanna be a strategic operator – you need

to change your reality and other people’s to change your reality and other people’s perceptions and misperceptionsperceptions and misperceptions

Thank you ….Thank you ….

……and good luckand good luck

Hamish DavidsonHamish DavidsonEntrepreneurs in ActionEntrepreneurs in Action

hdavidson@theeia.comhdavidson@theeia.comhamishid@gmail.comhamishid@gmail.comM: 07932 698 807M: 07932 698 807