Integration, or the lack of it, is something customers brush up against all the time, often without realizing it. A customer is online with a brand representative and asks, “Have you done business with us before?” “Yes, for years,” is the customer’s response. The customer’s next thought: “Why didn’t you know that?” It might be an integration issue.
A recent integration issue nearly cost Uber dearly. CEO Dara Khosrowshahi apologized to London last month for his brand’s past mistakes. This effective charm offensive—London’s mayor agreed to a meeting with Uber this week—was nearly derailed when a senior Uber executive, clearly speaking from different talking points, told the BBC he was unclear what mistakes Uber had committed that prompted authorities to halt renewal of the business’s permit in the city (PRN, Sept. 26, 2017).
Integration, of course, also is spoken of often in PR, marketing and sales circles. It’s such an important trend that Hubspot coined the term “smarketing” to signify aligning PR, sales and marketing. As you know, PR, marketing and sales departments increasingly are merging; still, with all the talk about integration, crafting a seamless relationship between departments is easier said than done. Egos, territoriality and budgets come into play (PR News, Oct. 26, 2015).
Senior Director, Internal Communications, Dow Jones and The Wall Street Journal
For Nikki Hotvedt, senior director, internal communications, Dow Jones and The Wall Street Journal, though, integration is far from an aspirational goal. Part of her job is to facilitate integrating employees in 40 countries.
Since integration often starts with meetings, Hotvedt offers tips to facilitate such sessions. Her philosophy is internal communications “is all about personalization…reading between the lines…having empathy…”and approaching staff as PR pros do audiences. “Who are they? What are their communications styles? Reaching a comfortable spot with [an employee]” is your goal.
1. Shake Up the Basics: Hotvedt often begins with the roots of an issue. As we noted above, meetings are an inevitable part of the integration process. Ask: “Do I need to hold these meetings in a conference room?” More and more Hotvedt opts to gather teams in cafés or outdoors. People relax “immediately when they get outside a conference room.” As a result, Hotvedt often uses “odd spaces” to hold meetings where integration will be discussed.
A tip: Another way to improve the results of difficult meetings about integration when international personnel are involved, she says, is to “note the times” they occur. When teams in various time zones need to be accommodated, the resulting meeting time usually will be less convenient for one group or another. Hotveidt counters this issue by briefing groups individually at a convenient time for them.
2. The Invitation:This is another chance to influence behavior, Hotvedt says, specifically “to set positive expectations.” She advocates “introducing the players…say who will be attending the meeting…talk about their hobbies and interests as a way to relax them.” Important: At the meeting never assume people know each other. Reintroduce them.
3. Pre-Meeting Work:When you know there’s a sensitive player who’ll be attending the meeting, “meet with him or her first, before the meeting,” and let the person express his or her opinion. “They’ll be much more collaborative during the meeting,” she says. To garner insights on these players, Hotveidt urges communicators to “make friends with B-level” people, the top executive’s deputy and/or executive assistant…”nurture these relationships.”
4. Take the Lead: Hotveidt urges communicators experienced in running meetings direct the conversation’s flow. “Get in the director’s chair…keep people on topic…make sure everyone gets to speak.” She allows long-winded executives latitude to make lengthy comments, but eventually asks them to wrap up. She then summarizes their points and re-asks the main question to see if others have comments.
5. Shared Vision:The communicator should be the meeting’s “eyes and ears,” listening for similar comments so you can “move the group to a shared vision…when you hear similar views say them, repeat them and make them clear.”
6. After the Meeting:Leverage technology such as Google docs, Slack and email to distribute notes, summarize the shared vision and “keep momentum going.” Note:follow-up on meetings often is where things fall apart, she says.
NOTE: PR News asked 24 PR leaders to answer the question “How can public relations leaders become stronger strategic business advisers as the lines between PR, digital and marketing continue to blur?” Visit: http://tinyurl.com/y973u6g8
Contact:@nikkihotvedt