The Credible Company: Leadership Communication Strategies for a Skeptical Workforce Hardcover – 16 Oct 2008
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"Roger D′Aprix offers a practical prescription for effective internal communication in a time of turbulent change." (Personalfuhrung, December 2008)
From the Inside Flap
The Credible Company
Today′s organizations are undergoing revolutionary change change that has turned their relationship with their employees upside down. With the onset of widespread downsizing, outsourcing, corporate reorganizations, and other transformations, employees in every company want to know, "what′s going to happen to me?" and those employees are increasingly skeptical, if not cynical, about the communication they receive at work. Company leaders and the communication professionals who advise them need to recognize the changed relationship in which talented and knowledgeable workers have become the very means of doing business in the Information Age. These changes in the contemporary workplace together constitute a revolution in an increasingly complex global economy.
In The Credible Company, communication expert Roger D′Aprix provides a logical and tested strategy to inform skeptical employees in a time of turbulent change. With information being the lifeblood of today′s intellectual–capital assembly line, D′Aprix explains, the internal communication task has taken on an unprecedented importance. Drawing on his experience as a corporate communication executive and consultant, the author offers a practical prescription for effective communication: INFORMS (as in a communication strategy that informs). Based on the principles of Information, Needs on the Job, Face–to–Face Communication, Openness, Research, Marketplace, and Strategy, INFORMS provides a winning formula for those with the insight and motivation to work for greater credibility within companies and other institutional organizations. Throughout the book, D′Aprix provides numerous illustrative examples from his rich consulting experience as lessons in what to do and what not to do in communicating with the workforce.
For the leaders and all others who carry the responsibility to make their organizations competitive and credible to the people they employ, The Credible Company will show how to reach today′s skeptical workforce and provide the kind of workplace culture where people can flourish in the pursuit of worthwhile goals.See all Product description
Top customer reviews
"The wisdom of a lifetime of experience of the world's greatest internal communication guru in one very easy to read volume. Compulsory and compulsive reading for everyone interested in improving organizational performance."
And I also said, because D'Aprix (an IABC Fellow for 30 years) is in the twilight of his very long and illustrious career, that this book was:
"The last will and testament of the global godfather of the employee communication profession. D'Aprix has bequeathed us a lifetime of careful observation and true understanding. Ignore this at your own risk."
So what's so good about it? Well, reading this is like sitting at the feet of a genius grandfather chatting about his personal experiences and listening to everything you need to know for career success in internal communication in what he calls the "dog-eat-dog global environment". It's a chatty book (e.g. "Who's kidding whom? It's already in the toilet.")
D'Aprix truly understands what the internal communication "process" is all about He explains not so much "how to do it" but rather "how to think about it" with an introduction on morality then chapters on: Information, Needs on the job, Face-to-face, Openness, Research, Marketplace, and Strategy (with the acronym "informs").
These days we depend on "engaging" increasingly skeptical knowledge workers (with a section on Gen Y). Contemporary issues such as social media get a mention. D'Aprix names companies and people - including gurus new on the scene and others around for years (e.g. Gladwell, Chip and Don Heath, Buckingham, Orwell, Friedman, Orwell, Covey, Welch, Bossidy, Henry Ford, Sun Tzu, Nadler, Levinson, Potter, Shaffer and Quirke).
This is a book you can read on a long flight. It's uncommon wisdom from a sage who truly understands both individual behaviour and the organizational implications of what people do at work. Unreservedly recommended.
Most helpful customer reviews on Amazon.com
"The Credible Company: Communicating with Today's Skeptical Workforce" presents D'Aprix's strategy for communicating with people in the workplace. It's especially applicable in the current economic situation of erratic stock markets, recession, layoffs and spectacular corporate and financial business failures. And it's also applicable because, in a knowledge economy, knowledge can ultimately be found only walking around on two legs -- knowledge and competitive advantage is first and foremost about people.
He uses a model called INFORMS. I'm no fan of acronyms, but this one makes sense -- Information, Needs on the Job, Face-to-Face, Openness, Research, Marketplace and Strategy. Quickly and succinctly, D'Aprix walks the reader through an understanding of what to do and how conceptually to do it. And the epilogue, "A Profession at the Crossroads," is work the price of the book by itself.
Too many organizations pride themselves on hiring the smartest people available, and then treat them like they lose half the IQs as soon as they walk in the door. "The Credible Company" is a solid antidote for countering that kind of thinking and practice.
Written in a warm, sincere and personable style that is framed within a well-designed book, D'Aprix focuses on how communication professionals can work within large global organizations undergoing revolutionary change to bridge the gap between increasingly skeptical and cynical employees and company leaders who often need to change their present perspective of viewing employees as "cost of doing business" line item in their budgets to see them instead as a "precious asset" that will help them and their organization compete in the highly competitive global marketplace.
Developed as a practical guide to "analyze the critical elements of a communication strategy to reach a skeptical workforce," his ultimate goal is to help those readers who "care about the process of helping people find greater meaning in their work and in making the workplace more productive and more honest." Despite citing many instances of "a failure to communicate" he has seen in his career, it's still a honest and optimistic book, one that offers practical advice to leaders and communicators stuck in the muddy terrain of poor communication strategies and distrustful players on both sides.
In the Prologue, D'Aprix discusses the theoretical work of Harvard Business Review's Tom Stewart to lay the framework for this book, namely: "today's organizations can have all the money and resources of the world and not be competitive if it doesn't have the right workforce in place, creating the intellectual capital the organization needs for the sake of innovation and growth."
Chapter one focuses on his negative personal experience and observations while employed as a manager of employee communications specialist at Xerox and uses these and other lessons learned as a basis for designing the strategy of effective communication presented in this book. Chapter two outlines the use of information as a raw material for corporate success. Chapter three discusses the needs and expectations that employees bring to the workplace that need to be recognized and addressed by managers. Chapter four focuses on the need for face-to-face communication in our "highly wired society." In chapter five D'Aprix urges readers to open-up and be less secretive in their daily work. Chapter six discusses research strategies that communication professionals need to engage in. Chapter seven emphasizes the need for employees and managers alike to at look at external factors and use what they see to motivate them to work more closely together. Chapter eight seeks to serve as a capstone overview of the strategy presented.
Serves as a persuasive argument for managers and employees to recognize that global pressures cannot be ignored and that both must work more closely together to participate in today's new "information economy." In short, that poor or miscommunication can no longer be ignored as communication is the "lubricant [needed] to prevent corporate machinery from self-destructing from the friction of change."
Highly recommended for corporate communication managers and for academic and public library collections that focus on business management and marketing communication.
R. Neil Scott
Middle Tennessee State University
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