Communication

http://www.dreamstime.com/stock-photos-communication-concept-image29214163As some readers of this blog know, I have been dealing with an issue with H&R Block on behalf of a family member. I believe that it is important to acknowledge their efforts when an organization responds to an issue that is put in front of them.

Yesterday, I received a response from H&R Block that they are dealing with this issue. What they have put forward satisfies me for the moment. They have had someone with knowledge about the type of issue that my stepmother is facing (due to their error) look into this and they are taking steps to correct it. I was told that my stepmother should receive the refund that she is entitled to (and has been trying to get for the last year) in two to three months. I appreciate that they have taken this issue seriously and are working to resolve it. I will keep you posted on what happens next.

What I want to focus on in today’s blog post is the communications aspect of my interaction with H&R Block.

As a person with an issue, here is what I did to get results:

  • I was polite. (I said please and thank you; I did not use profanity.)
  • I did not get personal. (My issue is with H&R Block, not with any one person.)
  • I outlined my expectations, and they were not unreasonable.
  • I followed up. (I was the polite squeaky wheel.)
  • I did some research and included people in senior positions in the organization in the e-mail conversation.
  • When I felt that my issue was not receiving the consideration it deserved, I reached out via social media (this blog, Twitter and Facebook) to share my frustration and engaged the support of others.
  • I let the person who was communicating with me know that I appreciated the efforts they told me they are now taking.
  • And I will continue to follow up. This is not over until my stepmother has the refund cheque from the government in her hands.

Good customer service is a key element of operational excellence and brand reputation. In my opinion, customer service should be a priority for every organization. If you drop the ball here, it can turn into something quite costly in the long run.

And if you messed up, say you are sorry. I have dealt with issues and crisis with clients where the legal team and I have had incredibly loud discussions about this. I understand the challenges around “legal” responsibility, but if you made a mistake, acknowledge it, explain why it happened and what you will change so it will never happen again. As human beings, we want to forgive – but we won’t do that unless you apologize and take responsibility. (Which – I have to say – H&R Block has not done yet. I am waiting for them to get to this stage of our discussion.)

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How people take in information has changed. I read The Shallows: What the Internet is Doing to Our Brains a while ago and it resonated with me. Communication has shifted and people want short, informative pieces that they can quickly read, hear or view.

Years ago, when I worked at Maclean’s magazine, the People page was consistently the most read page in the magazine. It wasn’t because the people who read Maclean’s weren’t interested in the other longer pieces – it was partially because that page had information on interesting people and partially because the pieces were short bites of content that could be easily digested.

In working with clients, we often have to remind, encourage, cajole and even push them to edit their work. (Five pages is not a briefing document!) We have clients who are incredibly intelligent and sometimes that works against them. The curse of knowledge can be a challenge, as can the curse of words. For many of us, we grew up in a time when using “big words” was encouraged and many people think that way – they aren’t trying to impress anyone using those words; that’s just how they think. The challenge is in how people absorb what you are trying to communicate. If you use big words that some people won’t know the meaning of, they will tune out. If you use too many words – they will tune out. If you don’t focus on what they need to know and how they want to take it in, they may not tune in at all.

Writing for the People page prepared me for online writing and writing for social media – short, informative and engaging pieces with smart, cheeky headlines. Take a look at the last five communications pieces that you developed – how long are they? How straightforward are they? How engaging are they? Do they really meet the needs and expectations of your audience? These are tough questions to ask, but once you view your communications pieces through this lens – you will find they are more effective.

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They say: “timing is everything.” It’s true. And perspective is right there beside it.



We have a fun, interesting looking clock in the AHA kitchen. I am sure it was inspired by the works of Salvador Dali. It is kind of melting and surreal, and when a person first sees it, they are unsure how to tell what time it is. It’s been hanging in the kitchen for about a year now. It seems perfectly normal to those of us who spend any time in the room.



Please visit our blog to read the rest of the post.

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At AHA, we are working with a new client that is dealing with a serious issue within its organization. This particular issue had a great deal of misinformation, miscommunication and speculation around it. One of the challenges that this organization faces is that for quite some time, it has had an internal culture of little or no authentic communication. Not because the senior executive team is uncaring or doesn’t want to communicate, but it is a busy, successful business that has seen rapid growth in the past decade. For many people, there just didn’t seem to be the time to reach out and connect.



Unfortunately that neglect has come back to create internal issues. There are human resource challenges, inefficiencies between departments and some information circulating is just plain wrong – and it is creating concern and anxiety among employees. In the past, this organization had not considered communication a priority. That has changed. There is a new Chief Operating Officer (COO) who is committed to creating open, two-way communication opportunities. He is also ready to work with staff to identify and improve the blocks to communication.



In beginning to create a strategic plan for internal communications, we quickly realized that it is going to take more than an inspiring speech and a promise to respond from the new COO. Credibility and trust need to be rebuilt and the employees are a little skeptical about whether honest, open and two-way communication will become their day-to-day reality. This is going to take a culture change and for that to happen, the shift has to come from a range of areas within the organization. We’re still working this through and will blog more about the innovative ways we’re working with this company to move forward in this area.



For this post, we’re focused on the importance of an organization to quickly and thoughtfully respond to an issue. One of the challenges that most organizations now face is that it is crucial to respond quickly when a potential issue, challenge or opportunity comes up. Gone are the days when you had days or weeks to think about things, to develop the right messaging and positioning. Our world is now fast paced. There is an expectation of a quick response for both internal and external stakeholders. At best, you have 24 hours – and I have to admit, even that seems like a long, drawn-out response time to me. Journalists update their online articles and post new articles throughout the day and night. There is no more news cycle tied to print production and broadcast times. Many people connect with their BlackBerry or iPhone and very few people don’t check their inbox, Facebook, Twitter or other social networking accounts on a daily basis.



Each organization is different, but there seems to be a gap when it comes to providing information to stakeholders in a timely fashion. Approval processes are outdated and cumbersome. Creating a streamlined process is crucial.



Could your organization turn around a response within 24 hours? Within 12 hours? How about eight hours or in four? If it was urgent and a crisis hit, could you have a written document, a video or other form of communication developed, approved and distributed in an hour? These are important questions to ask yourself and your colleagues.

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