Me M b e r Sp ot l i g h t S

Bridges

OREGON COLUMBIAINTERNATIONAL ASSOCIATION

OF BUSINESS COMMUNICATORS

Improvingorganizational

effectiveness throughstrategic communication

From the Board…Notes from our 2006-2007 Strategic Planning Meeting ..........2Member Bio .................................................................................................................................................3Communicator’s Tip ................................................................................................................................5Welcome to the Human Web… ....................................................................................................5Ponderings ....................................................................................................................................................6 SepteMber 2006 • iSSue 13

2006 has been a big year for Jennifer Floyd. She was married in January and a few months later moved into a communication consultant role at the Standard. She now works with internal customers to build communi-cation strategies for their major campaigns and projects, while continuing to write for their employee maga-zine. Jennifer attended the IABC Conference in Vancouver, B.C. in June and was energized by everything she learned. She highly recommends all communication professionals attend an IABC conference at some point!

inS

ide .

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FroM the trencheS: criS iS coMMunic ation

pointS to ponderby Kathi VanderZanden

Steve Kuyatt is a long-time IABC member with a passion for the organization. A member since 1995, he is a past president of OCIABC and in July assumed the role of the communication director on the IABC Pacific Plains Region Board. Steve currently works as a freelancer and communication consultant. He has more than 15 years of experience as a professional communicator in the telecom, computer, medical and not-for-profit arenas. His background includes work for Tektronix, Microsoft, and most recently Southwest Washington Medical Center.

Be PrePared!Advance preparation is the key to effectively weathering a business crisis that has a communication dimension to it. (What crisis doesn’t?) Preparations include everything from steady, ongoing relationship building to a thorough under-

standing of every aspect of your organization. This includes interpersonal dynamics, leadership strengths and weak-nesses, physical spaces, processes, external key customer relationships, not to mention the business itself.

See page 4

See page 5

ah, the criSiS. it beginS with a phone call. perhapS Someone StopS by your of-fice and aSkS you to join a meeting. now. next, a brief Summary of the factS…and your mind (and heart) beginS to race. you and your company are…off on a criSiS! a criSiS can be defined aS anything that might Spell either a SeriouS blow—or the death—of your company and itS image.

Oregon Columbia IABCP.O. Box 9220Portland, OR 97207-9220

OREGON COLUMBIAINTERNATIONAL ASSOCIATION

OF BUSINESS COMMUNICATORS

po n d e r i n g SBridges iS a biMonthly publica-

tion oF the oregon coluMbia chapter oF

the international aSSociation oF buSineSS

coMMunicatorS. Chapter Board: Trac-

ey Barnett, President; Abigail Dougherty,

Executive VP; Andrew Longeteig, VP-Mem-

bership; Barbara Bryant, VP-Finance; Linda

Wilson Bauer, VP-Awards; Pat Snyder, VP-

Promotion & Community Relations; Deb-

bra Palmer, VP-Electronic Communication;

Sue Brundege, VP-Print Communication;

Glenn Perkins, Director-at-Large. Design

and Layout: Barbara Saunders, News-

letter Associates, (503) 282-3694. Con-

tact: For comments and suggestions,

please e-mail Sue Brundege at

newsletter@ociabc.org.

“There cannot be a crisis today; my schedule is already full. ”

~ Henry Kissinger

Fr o M t h e boa r d… not e S F r o M o u r

2006-2007 St r at e g i c pl a n n i n g Me e t i n g

By Tracey Barnett, OCIABC President

each year our ociabc board memberS get together for a Strategic planning SeSSion. thiS paSt auguSt 4, we reviSited our chapter objectiveS to See how far we’ve come and where we want to go, baSed on experienceS and feedback from our memberS.

Improvingorganizational

effectiveness throughstrategic communication

OREGON COLUMBIAINTERNATIONAL ASSOCIATION

OF BUSINESS COMMUNICATORS

As with many projects, we’ve learned we’re doing some things very well, with room for improvement in other areas. Based on the objectives that guide our board (in bold), here is what we discussed:

Use and oPtimize a range of commUnication tools to inform and connect oUr iaBc commUnication commUnity

Despite people’s penchant for elec-tronic gizmos and instant communi-cation these days, we recognize that paper is here to stay. Most of us still crave a tangible communication that we can touch and feel, and choose to read when it suits our fancy … not when email or cell phones urgently ping us to respond.

Offering a breadth of communication vehicles has been very success-ful in reaching a variety of communication profes-

sionals. The postcard reminders for

monthly events leads to a bump

in registration numbers each time,

and members rave

about Bridges, our bi-monthly newslet-ter. Integrating these with the chapter’s Web site, This Week e-newsletter, and outreach efforts gives us a full comple-ment. Our one addition will be some old-fashioned phone calls, providing yet another opportunity to connect more with members.

ensUre a staBle financial foUndation to sUPPort chaPter goals

Prudent financial decisions over the past several years have returned the chapter’s bottom line to a healthy level. We’re now in a position to begin to expand our efforts to invest in our members in more ways than just through our monthly professional development offerings. We’re evaluat-ing a loyalty program to reward those who frequently participate, as well as scholarships to help members further develop their skills.

Provide a range of Professional develoPment oPPortUnities that enrich the knowledge and skills of memBers

Our range of programming continues to be fairly diverse, aiming to reach members with different areas of inter-est, expertise, and tenure. This year will be no exception as we offer sessions focused on communication technol-

ogy, skill building, and trends. We’re also evaluating bringing in a national speaker. If you have a topic you’re in-terested in or know of a dynamic local speaker, let us know!

Promote excellence and awareness of BUsiness commUnication By recognizing the sUccesses of oUr memBers

Bridges has given us a wonderful tool for promoting your accomplishments, whether it’s job changes, award-win-ning projects, or your expertise on a special topic. But that’s just the tip of the iceberg. Support of the chapter has grown over the past few years and we aim to recognize your volunteer efforts even more. And, we’re brain-storming ways to share your successes outside of our chapter to shine the spotlight on the critical role of communications in business today.

create a cUltUre of ongoing involvement and fUlfilling chaPter leadershiP

Hopefully you’ve noticed our efforts to reach out more to members and non-members alike, to help make membership more active. Sometimes it’s the little things that matter most—networking at programs or sending

co M M u n i c ato r ’ S t i phere are Some web reSourceS for building your internal and external criSiS communication programS:

Current IABC resources for crisis communication: www.iabc.com/cw/private/cwb/2006/0806/Moed.htm

Institute for Crisis Management Web site: http://www.crisisexperts.com/essence_main.htm

PRSA’s crisis management resources: www.prsa.org/_Resources/Topic/crisis.asp?ident=topic34

Extensive list of crisis communication links: www.dshs.state.tx.us/riskcomm/resources/default.shtm

Centers for Disease Control crisis/emergency topics: www.cdc.gov/niosh/topics/prepared/

Nonprofit Crisis communication toolkit: www.coloradononprofits.org/crisiscomm.pdf#search=%22internal%20crisis%20communication%22

Welcome to the Human Web…Business is about people, and the relationships between them. The new "human Web" ampli-fies the ways people can connect with one another. People build relationships by reading each other's blogs, and listening to each other in podcasts. These human connections are what makes business run.

Join us on Oct. 26 from 3:30-5:00 p.m. at the Hotel Lucia in downtown Portland

for an exciting presentation by Josh Bancroft, Intel’s “Technology Evangelist and Geek Blogger.” Josh will be discussing how podcasting and other features of the new

"human Web" are taking over, and how easy it is to dive in and start using them. Seem scary and hard? Don't worry—it's easy. The only requirement is that you be human.

For more information about this event, visit www.ociabc.org or call 503.972.1770.

Wells Fargo has named Tom Unger, ABC, APR one of its top performing employees for the Pacific North-west for June 2005-June 2006. They will be sending him and his wife, Linda, on a three-day cruise to Brit-ish Columbia. Tom, a former OCIABC chapter president, manages external and internal communication in Oregon and southwest Washington for the financial services company. Oregon Business magazine has named Wells Fargo one of the 100 best places to work in Oregon for six straight years.

Kathi VanderZanden, Communications & Marketing Manager at PNGC Power, recently was awarded a Busi-ness Management certificate by Portland State University, following a year of study. Kathi said, "Initially, I was motivated by the ‘Finance for Non-Finance Managers’ and ‘Managerial Accounting’ courses. The program was stimulating and I found it enjoyable to be back in an educational environment. What I learned has been im-mediately useful; I am of more value to my employer as a result." Kathi has held the position with PNGC for the last five years and is a past president of the Oregon Columbia IABC chapter (1995-96).

member SpotlightS—continued

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OCIABC MIssIOn

To provide lifelong learning oppor-tunities that give our members the tools and information they need to excel in their chosen disciplines.

Strategic Planning—continued

Native Oregonian Linda Wilson Bauer is all about community ser-vice, both personally and profes-sionally. As community relations specialist for IBM in Oregon, Linda helps provide leadership and project management for statewide volun-teerism, non-profit and community partnerships, technology donations, and employee charitable contribu-tion campaigns. Using a range of communication tools, she works closely with teachers, students and health and human service organiza-tions to foster a stronger education system and help students explore career options in technology.

Linda also works within internal communications at IBM, providing effective communi-cations to employ-ees. She currently leads a team effort to provide mobile/remote staff with professional devel-opment opportunities, networking, events to boost morale, and a WIKI page to share contacts and best prac-tices.

Over the past 10 years Linda has held administrative and communication positions within Sequent Computer Systems and IBM. Prior to that she worked at a PR/media firm, devel-oping press releases and media ma-terials for high-technology clients. Linda has a professional certification in festival and event management from the University of Oregon, and is working on her B.A. in organi-zational communication through Marylhurst University.

Linda’s commitment to community goes far beyond her work duties. In 2005, she volunteered more than 100 hours in the community, earn-ing both the President of the United States Volunteer Service Award and special recognition from Junior Achievement, an international non-profit organization.

Despite all her hard work, Linda also knows how to enjoy herself. She loves spending time with her hus-band and 12-year-old daughter; sa-

voring the outdoors while running, hik-ing, or geocaching; and making her home and landscape more beautiful. Linda also loves to

travel. She’s been to Italy, Germany, France, Canada, and several US States, claiming Hawaii as a favorite vacation (and honeymoon!) spot.

Although fairly new to OCIABC, Linda has already become a valuable asset to our chapter, volunteering on the awards committee last year and now serving as VP-awards on our board. Feel free to contact Linda at (503) 578-3749 or liwilson@us.ibm.com to say hello or if you’re inter-ested in helping with our Bronze Beacon awards program or judging other chapters’ submissions.

MeMber bio:linda WilSon Bauer

Improvingorganizational

effectiveness throughstrategic communication

In 2005, she volunteered more than 100 hours in the com-

munity, earning the President of the United States Volunteer

Service Award

welcome letters to new members or engaging people to volunteer on projects. Professional development is a two-way street and your participation, no mat-ter how big or small, makes it richer for everyone. So, ponder what you have to offer your chapter and we’ll keep trying to make connections and find opportuni-ties for involvement.

CultIvAte And engAge A prOfessIOnAlly dIverse MeMBershIp

Our membership has been steadily climbing for a few years and represents new employers that haven’t been tapped before—welcome Nike and Bonneville Power Administration! Our members represent industries from high tech to higher education, healthcare to food, banking to insurance, and agencies to independent practitioners. And, once you join, you stick with us. Our chapter was highlighted by IABC recently as being one of the tops for retention with a rate of 82 percent—thanks for your support! With ongoing attention to network-ing, we strive to continue our trend of improving membership diversity.

As stewards of your chapter, we want to hear from you—ideas, concerns, ques-tions or suggestions. Contact us any time (see back page for board members). We look forward to serving you this year!

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criSiS communication—continued WhAt nOt tO dO

Here are the 10 biggest mistakes in dealing with a crisis, according to Edelman Public Relations Crisis/Issues Management group:

1. Putting profits above public safety, even temporarily.

2. Responding to media when you get around to it.

3. Reacting to events, rather than proactively framing the issues.

4. Acting arrogantly, contemptuously.

5. Passively accepting whatever me-dia and other stakeholder groups say about you.

6. Ignoring employees.

7. Failing to enlist governmental agencies as partners in solving the problem.

8. Shifting blame to someone else.

9. Lying. Don’t ever lie. You will get caught.

10. Exposing vulnerabilities and harm-ful information unnecessarily.

Planning, in a formal manner, is also key to being effectively prepared for a crisis. Be sure you are involved in any company-wide disaster or crisis plan-ning as the communications profes-sional. Practice is good, as is walking and talking through whatever space you intend to use for media. You un-cover your plan’s weaknesses that way.

Have your media distribution method-ology in place and tested; same with tracking functions. And be sure to have your own work group and family crisis communication plans in place before crisis hits. These plans should include, if need be, how you can be reached 24/7 every day of the year. Crises do not respect business hours.

A feW MOre pOInts tO reMeMBer

Gather as much information as quickly as possible from what you consider your most reliable sources. This is where having spent time getting to know and creating a good working re-lationship with colleagues and execu-tives will prove most useful. Establish your credibility in advance. These relationships are the launching pad for effective work under duress.

Make no mistake about it, a busi-ness crisis that has a communications dimension to it is a huge source of immediate—and possibly long-term—stress in our profession. Consciously practice managing stress so you will have personal coping tools when your company’s crisis hits. Know what your limits are and then, when you’ve exceeded them, what the minimum

is that you need to do to care for

yourself (sleep, enough hydration, etc.) to be able to keep going. Sometimes a crisis can stretch for days, even weeks.

Try hard to maintain balance that enables you to retain your sense of humor and perspective. These two characteristics will serve you well when others are running around with their hair on fire.

Whenever possible go immediately to the scene of whatever is unfold-ing. There’s nothing—nothing—that compares to being present both as an eyewitness and to manage the media. That, after all, is what your company counts on from you. Be prepared to respond quickly, but be rigorous in commenting only on what you know.

tAke AdvAntAge Of helpful resOurCes

There are many good on-line resourc-es available (see Communicator’s Tip).

In addition, world-class international public relations firms are able to pro-vide counsel and staffing remotely, po-tentially within the hour, with as little as a phone call. Edelman, for example, has offices throughout North America and a Crisis/Issues Management prac-tice group. If need be, they can have a representative on the ground in hard-to-access places—often before you can get there.

Kathi VanderZanden is a public relations professional with more than 20 years of media relations and executive counsel-ing experience, with expertise in crisis communication. She is currently Manager of Communications and Marketing for PNGC Power (www.pngcpower.com). To learn more contact Kathi at KVander-Zanden@earthlink.net.

OF BUSINESS COMMUNICATORS

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OREGON COLUMBIAINTERNATIONAL ASSOCIATION