building stronger relationships between digital and senior management
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Presentation by Matt Wright, Deputy Director of Shelter Communications, Policy and Campaigns. ECF 2014, Digital Leadership Forum, 11 April 2014
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- matt_wright@shelter.org.uk Building stronger relationships between Digital and Senior management
- 2matt_wright@shelter.org.uk
- 3 My view Informed by >20 years Client and agency side experience Current role: Deputy Director of Shelter Communications, Policy and Campaigns 2013: Acting Head of Digital, Shelter (on top of day job) matt_wright@shelter.org.uk
- 4matt_wright@shelter.org.uk
- 5 An analogue politician in a digital age" "I want to talk about the future...you were the future once." matt_wright@shelter.org.uk
- 6 The 7 deadly emotions of Senior Management Fear Pace of change Lack of knowledge uncertainty Insecurity Undermining their experience Ignorance Pride Lack of trust Defensiveness (e.g. PR) Resentment: passing the flame matt_wright@shelter.org.uk
- 7 Managements response Downplay: Same old shit, new channel Defensive Antagonistic But some truth? Control: keep it in its box run a commissioning strategy Fight: A power play to own it Freeze: Timidity/indecision Empower: (very few) Also known as: They just dont get it! matt_wright@shelter.org.uk
- 8 So theyre the problem matt_wright@shelter.org.uk
- 9 So theyre the problem or are they? matt_wright@shelter.org.uk
- 10 The 7 deadly emotions of Digital teams? Exercise: Do Digital teams have their own prejudices or behaviours that act as barriers to Senior Management? matt_wright@shelter.org.uk
- 11 The deadly emotions of Digital teams? Frustration: I cant get what I want done Everyones trying to do my job for me! Fear Insecurity Ignorance Pride Lack of trust Defensiveness Resentment Senior Management Digital teams matt_wright@shelter.org.uk Information = power (over-complication?) Righteousness Self satisfaction (even smugness?) Defensiveness (e.g. against devolution to spokes/ normalisation?) They just dont get it Anti-establishment? Idealism (cf. Pragmatism)
- 12 Transforming the Dynamic matt_wright@shelter.org.uk
- 13 Transforming the Dynamic you never really know a man until youve stood in his shoes and walked around in them. Atticus Finch, To kill a mockingbird matt_wright@shelter.org.uk
- 14 What does the world look like to them? What are their hopes? What are their fears? matt_wright@shelter.org.uk Transforming the Dynamic
- 15 How do they view Digital? The Finance Director The Marketing Director matt_wright@shelter.org.uk The CEO
- 16 How do they view Digital? The Finance Director The Marketing Director What are they worried about? How do they view Digital? What can you do to overcome their concerns? matt_wright@shelter.org.uk The CEO
- 17 How do they view Digital? The Finance Director Increasing area of spend Small scale activity measurable.. But ROI of new responsive site or CMS? Social Media unproven/unclear ROI Fit with my IT team? matt_wright@shelter.org.uk
- 18 How do they view Digital? The Finance Director Increasing area of spend Small scale activity measurable.. But ROI of new responsive site or CMS? Social Media unproven/unclear ROI Fit with my IT team? matt_wright@shelter.org.uk Ive got an evangelical youngster telling me he needs 200k for the latest kit. The scary thing is, he could be right.but Ive no way of knowing
- 19 How do they view Digital? The Finance Director Increasing area of spend Small scale activity measurable.. But ROI of new responsive site or CMS? Social Media unproven/unclear ROI Fit with my IT team? Build trust - use evidence from small scale activity matt_wright@shelter.org.uk Ive got an evangelical youngster telling me he needs 200k for the latest kit. The scary thing is, he could be right.but Ive no way of knowing
- 20 How do they view Digital? The Marketing Director Critical to success Measurable Constantly evolving difficult to pin down But has to be integrated with my other channels and digital talent is getting increasingly expensive matt_wright@shelter.org.uk
- 21 How do they view Digital? The Marketing Director Critical to success Measurable Constantly evolving difficult to pin down But has to be integrated with my other channels and digital talent is getting increasingly expensive matt_wright@shelter.org.uk The Digital team are great talented, creative and enthusiastic. But theyre a bunch of mavericks. I cant have them going off creating the wild west. And I cant have them hanging on to this we need everyone to get digital
- 22 How do they view Digital? The Marketing Director Critical to success Measurable Constantly evolving difficult to pin down But has to be integrated with my other channels and digital talent is getting increasingly expensive Show Digital is a team player. Information is not power share it! matt_wright@shelter.org.uk The Digital team are great talented, creative and enthusiastic. But theyre a bunch of mavericks! I cant have them going off creating the wild west. And I cant have them hanging on to this we need everyone to get digital
- 23 How do they view Digital? The CEO An area of worry An area of threat from new digital entrants and a source of x-divisional tension everyone fighting over this resource Plus a growing area of spend Yet critical to success matt_wright@shelter.org.uk
- 24 How do they view Digital? The CEO An area of worry An area of threat from new digital entrants and a source of x-divisional tension everyone fighting over this resource Plus a growing area of spend Yet critical to success matt_wright@shelter.org.uk I dont have a clear view on where were going here! Do we have a joined up Digital strategy? Do we even need one? My senior management team arent giving me clear answers....and while the digital team seem really enthusiastic, how much of their plans fit with our bigger corporate issues?
- 25 How do they view Digital? The CEO An area of worry An area of threat from new digital entrants and a source of x-divisional tension everyone fighting over this resource Plus a growing area of spend Yet critical to success Overtly demonstrate how your plans fit with the wider organisational strategy. Be the honest broker in x- divisional power battles matt_wright@shelter.org.uk I dont have a clear view on where were going here! Do we have a joined up Digital strategy? Do we even need one? My senior management team arent giving me clear answers....and while the digital team seem really enthusiastic, how much of their plans fit our bigger corporate issues?
- 26 Transforming the Digital / Senior Management dynamic Find where you can help If theyre concerned about their lack of involvement and knowledge, perhaps ask them to mentor some of your team? Gain their trust Find the bridges. If they think its the same shit, new channels, how/where is that true? Show you get it and then show them where it isnt true Firstbe positive exceed their expectations Then be proactive matt_wright@shelter.org.uk
- 27 Transforming the Digital / Senior Management dynamic Recognise Digital operates in the real world affected by petty politics. It will be fought over. But you can bring the two Senior Management parties together. Value the differences. What do they bring? And what do you bring? Value both. matt_wright@shelter.org.uk
- 28 Lessons from other sectors matt_wright@shelter.org.uk
- 29 The Advertising industry Significant parallels A creative, talent driven industry Full of passionate people Delivering means (Ads) to an end (Sales) Using skills the client doesnt have matt_wright@shelter.org.uk
- 30 The Advertising industry The key lesson: matt_wright@shelter.org.uk Humility!
- 31 The IT department A steady transformation From a curious oddity To a suspicious consumer of (lots of!) money to a strategic driver, trusted. matt_wright@shelter.org.uk 1. Sold efficiency benefits 2. Generated the case studies to prove it 3. Became intrinsic to the operations of the organisation 4. Used that platform to sell the transformational potential of IT 5. Gained a seat at strategy discussions (though sometimes via FD)
- 32 The charity sector itself matt_wright@shelter.org.uk
- 33 Checklist Put yourself in their shoes Emancipate the Senior Manager - take their digital issues away Excite them Make it accessible Transform digital from a worry run by a flaky team to a strategic asset driven by a trusted team matt_wright@shelter.org.uk
- 34 THANK YOU @ur-twitterid ur@emailaddress.here
- 35 Three types of CMO Traditionalists (37 per cent of marketing leaders) Social strategists (33 per cent) Digital pacesetters (30 per cent) The traditionalists are categorised as those least adept at exploiting big data and digital opportunities; social strategists are more adept but still have room for improvement, and digital pacesetters are the most effective at harnessing the latest technologies. The latest IBM Global C-suite Study matt_wright@shelter.org.uk
- 36 The good news matt_wright@shelter.org.uk
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