Communicating Strategy:
What you will learn
What will you learn?
The book, "Communicating Strategy", by Phil Jones, is a guide to
communicating your strategy and engaging your people in the strategy of the organisation.
It takes you through the thinking behind communicating
strategy including, dispelling some myths about strategy communication,
thinking through who to communicate to, understanding motivations,
ensuring your strategy is complete enough to tell as a story,
telling the story of the strategy, making sure that the management
team all understand and are telling the same story of the strategy,
and making sure the organisation is aligned behind the story and
does not undermine it.
It provides techniques, that you can learn and practice,
for effective story telling and ensuring you engage as many people
as possible. Finally it provides a checklist for developing a
strategy communication plan.
How will Communicating Strategy benefit you?
Communicating your Strategy
addresses "Ten heresies" associated
with Communicating Strategy. Heresies that will challenge
your thinking and beliefs about people in organisation and communicating
the strategy. Heresies that cause organisations to have
so few people that understand the strategy. Heresies that
you can overcome.
Reach the right people
If you want to engage people you have to reach them.
The techniques and ideas in Communicating
your Strategy helps you think through who are
the right people, what state of mind are they in at the moment,
what is in it for them and how best to engage them.
Have a compelling story
Because Communicating your Strategy
is specifically about strategy, we have a chapter
dedicated to making your strategy compelling. This includes
proven techniques for engaging your staff, describing the various
aspects of the strategy and making sure that the organisation
is aligned.
Communicating outside the organisation
People outside the organisation also need to know about your
strategy. Communicating
your Strategy provides tips and tools to help
you develop the compelling strategy for your customers, investors,
stakeholders, regulators, suppliers and other external bodies.
Make sure your organisation is saying the same message as you
are
Communicating your Strategy contains a specific advice on aligning the organisation behind
the message of the strategy. You would not want to put
all your effort into communicating the strategy, only to find
that the other parts of the organisation are working against
you. The Aligned Organisation provides you with the ability
to ensure the message that the organisation sends out is congruent
with your strategy.
Learn from the success of others. Avoid the
mistakes of others.
Communicating your
Strategy is based on over ten years work communicating
strategy in a variety of organisations. From FTSE100 and
International Financial organisations, through to SMEs and dot.coms.
Across the Public sector as well as the private sector.
Communicating your Strategy
contains stories, case studies and anecdotes from a whole variety
of organisations, situations and strategies.
Learn to tell a compelling story of your strategy
Communicating your Strategy
contains a chapter specifically on
how to tell the story of your strategy. How you can develop
the stories that get your message across. How to tell
the story of the strategy in a compelling way, so it engages
the maximum number of people. How to choose your language
so its matches that of the organisation.
Maximise the quality of the feedback
Its is not just about telling other people. It is also
about listening to the feedback and reactions you get.
Communicating your Strategy specifically addresses
how to maximise the feedback.
Overcoming historic and cultural blocks
In some organisations the culture may have switched off and
discouraged feedback in the past. Some organisations suffer
from change fatigue. To help you overcome this,
Communicating your Strategy provides specific
advice on diagnosing, identifying and unlocking such blocks,
so you can be sure that people are listening this time.
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