How do we get a seat at the table?

In most organizations, communications competes for attention and resources... and often comes up short. How can we demonstrate the value of our discipline and make it a priority? The solution lies in rethinking the role of communication and measuring its impact more consistently.

The changing media environment gives us a unique opportunity to redefine what a successful communications program looks like. In the past, success was measured largely by the number of news releases and the delivery of key messages. Today, our job is to build strong relationships with influential experts who will determine how our organizations and products are understood.

With this goal in mind, we help organizations uncover and meet the needs of diverse audiences, ranging from media to investors, physicians, patients, policy makers and employees. We take a disciplined approach by:

• Creating an inventory of opportunities and risks
• Opening a dialogue with people who influence the discussion
• Using quantitative and qualitative data to measure stakeholder support

Following these simple steps can produce impressive results and build confidence in our function.

Our take on news and trends

Just Do It

In his latest missive called Poke the Box, Poke the Box, Seth Godin argues that the only way to succeed is to take initiative and be our own best advocate – rather than wait for permission, approval or acceptance. Listen to the story as reported by Marketplace. While "poking the box" sounds great, is it practical or even possible in the highly regulated pharmaceutical industry?

The best-selling author applied his own advice by launching a new distribution model called the Domino Project, an Amazon imprint that sells the book in e-format only in quantities of 1, 5, or 50 to maximize sharing. Godin also talks about overcoming the fear of risk, being willing to fail, and breaking the rules — all directives that would make your organization's legal and regulatory officers cringe.

Whether or not you share his views, Godin makes some salient and inspiring points. We do need to challenge ourselves to approach our work in fresh and interesting ways. In fact, it's vital if we hope to succeed in a new and rapidly changing communications environment.

So how can we innovate without rattling the powers that be? For starters, by:

• Involving physician experts in developing programs and messages
• Engaging patient organizations early – and across countries and
• Using multiple media formats, including social media, audio and video

These are just some of the ways we are working with our clients to poke the box. If you'd like to rethink your communications plans, we can help.


Truth Trumps Conviction

We've been trained to speak with conviction. If you want people to trust you, you better know what you're talking about. New research challenges this long-held belief.

In a study conducted at Stanford Business School and featured in Harvard Business Review, researchers asked people to read a fictitious review of a restaurant by an expert.

One group read a confident review, while the other read an uncertain review. All reviews awarded the restaurant four out of five stars. The study found that people who read the review by the tentative expert were willing to pay significantly more for a meal than those who read the review by the confident expert.

Wait, what? The author is careful to point out that this phenomenon applies to tastes and attitudes, not factual scenarios. Still, it calls into question many of the assumptions we've made as companies and communicators. Our instinct is to project the image that we have all the answers and are confident in our conclusions. After all, as the HBR article argues, nobody wants a CEO who projects uncertainty.

But with trust in business eroding, there's something to be said for honesty and candor -- and occasionally admitting that we “just don't know.” The benefits of humility are most apparent in high-risk situations such as product recalls, natural disasters or issues that involve our health. When not all of the information is known, declarative statements from a company can ring false, particularly when they deflect blame.

We recognize that companies need to communicate with emotional intelligence in order to build trust. By no means should we fail to project confidence, particularly when we are, in fact, confident. But we also must remember the benefits of a little well-placed humility. We can help you find the balance.