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Crisis communication begins long before an organization experiences a crisis. Planning to communicate in a crisis involves considerable preparation, running the gamut from ensuring contact lists are up to date to establishing an organizational culture that is prepared to swing into action when things go south.

Organizations that prepare are able to identify most issues before they become crises. But every organization will experience a crisis when decisions must be made quickly and communicated deftly and frequently across multiple channels. Missteps can exacerbate the situation but a strategic approach to a crisis can help the organization recover quickly with its reputation untarnished (or, at least, ready to be rehabilitated quickly).

Four crisis-tested IABC Fellows gathered on Thursday, July 15 for a conversation about crisis communication and leadership. The conversation, moderated by IABC Fellow Shel Holtz, covered the preparation and execution of crisis communication, including a look at the leadership role communicators can play.
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What does it take to ensure success, both personally and professionally, as an organizational communicator? On June 17, five IABC Fellows gathered for a live-streamed discussion that explored some surprising elements of success.
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Internal communicators have been partnering with Human Resources for years. In larger companies, HR even has communicators of its own to handle messaging about people-related matters. Changes in the workplace have led to substantial changes in HR’s role, many of which are potential flashpoints, which now add external communicators to the mix. Consider the recent news about Basecamp, in which a decision by the company’s leaders to ban political discussion from internal forums led one-third of the company’s employees to quit.

In this episode of Circle of Fellows, four IABC Fellows discussed the relationship between communications and HR in an environment in which purpose and values drive employment decisions, employees expect companies to take a stand on issues that matter to them, and employee activism is on the rise.
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Return on Investment (ROI) is a term that is tossed around loosely in some circles. Strictly speaking, ROI is expressed as a percentage determined by dividing the return (or benefit) of a monetary investment by the cost of the investment. That’s not what most communicators measure, yet the industry frequently refers to the ROI of communication. Is that a number that applies to communication? Can communication contribute to an organization’s overall ROI? What are valid alternatives to ROI that company leaders will appreciate when communicators share them?

Four IABC Fellows gathered at noon ET on Thursday, April 15, 2021, to discuss these and other questions.
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Corporate Social Responsibility has never been hotter. With younger workers insisting on working for purposeful organizations, a surge of interest in investment funds that focus on sustainable companies, and organizations embracing comprehensive ESG (Environmental, Social, Governance) initiatives, communicators have their hands full. From reporting ESG results (annual ESG reports jam-packed with data are becoming commonplace) to pitching companies’ CSR commitments, challenges abound. Simply checking off CSR boxes (donation made: check) no longer cuts it.

Four IABC Fellows gathered on March 19, 2021, to discuss the state of CSR and the role communicators play in helping companies get it right and engage stakeholders appropriately.
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What does it take to be successful as an independent communication consultant? How do you transition from your current corporate role, with all the support and resources that come with it, to working on your own? How do you drum up business, manage multiple clients, and handle all the administrivia (like contracts, invoicing, accounting, and travel booking) that go along with going solo? How do you handle demanding clients?
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By any standard, 2020 was a challenging year for everyone around the globe. Communicators were among those who had to cope with the personal impact of the year’s events while simultaneously coordinating communication to their organizations’ or clients’ diverse audiences — both regular, ongoing communication and crisis-related communication.

On Thursday, January 21, a truly global panel of four IABC Fellows convened to review the year in communication. (Panelists are from Australia, The Philippines, and Canada.)
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The corporate environment comprises the various aspects of work that affect employees’ productivity, including when, where, and how they work. According to Indeed.com, “A work environment is the setting, social features, and physical conditions in which you perform your job. These elements can impact feelings of wellbeing, workplace relationships, collaboration, efficiency, and employee health.”

Elements of a corporate culture include the physical environment, the company culture, and working conditions. Business analysts have made attempts to categorize different types of corporate environments, like “artistic” (promoting innovation and experimentation, as well as personal expression), “enterprising” (emphasizing guidance of employees toward goals), and “conventional” (built on specificity, predictability, and organization).
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For a while, the wave of new technologies offered communicators obvious opportunities to incorporate these new tools into their communication strategies. The introduction of Twitter and Instagram, the rise of mobile use, chatbots, and other technologies that were grounded in communication were introduced at a dizzying pace.

Many of today’s new crop of technologies have less obvious communication applicability. That doesn’t mean communicators should ignore them. From Artificial Intelligence to Blockchain, from live streaming to machine co-creativity, there are technologies gaining steam that can have a significant impact on the effectiveness of both internal and external communication.
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Four IABC Fellows discuss how to effectively communicate workplace safety.
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