There have been many organisations caught in the spotlight of the media glare after a crisis in recent years and as each of those stories hit the headlines it has made me think of the people working in those businesses. What must they be feeling? What an organisation does in a time of crisis is a real insight into their approach to comms. Are the communications timely, are the messages honest and leadership open, are the messages consistent over time and both internally and externally?
Katie Marlow recently went to Futurecomms15 and as she works with CIPR Inside to help us communicate what we do, we asked her to share her thoughts on futurecomms. Over to Katie: Thursday 18 June saw the second Futurecomms event, take place in London at the Crystal. It was a bright day. Glimmering in the summer sun, the Crystal overlooks the docks, with cable cars gliding overhead between the Emirates Royal Docks and Emirates Greenwich Peninsular.
I have been very quiet here for a while. I've been taking some golden time out to concentrate on my learning and professional development. There's something I've been putting off for too long, and I really needed to crack on with it. So over the last six months I've been putting my efforts into my Internal Communication Diploma. It's been a tough challenge, but one that I really wanted to succeed in. I found the whole process really interesting and inspiring, I had so many new ideas as a result of the reading and interviews I undertook. I carried out a broad study into the links between how an organisation copes with and recovers from crisis and the strength of its internal communication function and levels of employee engagement. My thinking was based upon the idea that many organisations face crises that arise because of their own action or inaction. 'Their own culture has left them predisposed to crisis'.