This article outlines my 'Top 4' essential skills as a Communications Team Leader, developed over ten years of dedicated work and study in the field. The insights shared are not theoretical; they are drawn from my personal experiences, and I hope they assist you in creating and mastering your own path to success.
A story I rarely share is about my unique path into the fascinating world of Communications, where I have spent the past decade exploring the intersection of information, narratives, society, and the various channels that connect these.
In fact, it might surprise many to know that I also have a background in Engineering, having been formally trained as a Geomatics Engineer at the undergraduate level. Strange perhaps? Maybe not as much as my battles with imposterism would have compelled me to believe, as it's quite clear - in view of my approach to research, data, analytics, and digital technology - how my Engineering background has shaped my approach to the contemporary demands of marketing and communications.
With that in mind, here are my top 4 go-to skills, developed over a decade of dedicated work and research in this incredibly rewarding industry.
1. People-Centered Leadership
My work today is largely about helping global brands and organizations build and sustain that critical mass of purposeful human connections that underpin their growth and programming. This of course hinges on the extent to which one is able to first of all devise the right solutions for connecting key internal and external audience segments with clearly defined messages, brand elements and corporate or business profiles.
In the early stages of my career as a Communications professional - working on smaller regional initiatives, with timelines spanning just a few months - I would often find myself a lone ranger covering every conceivable phase of strategy development, work-planning and implementation.
While this proved an invaluable learning experience, I truly grappled with the reality of not having sufficient time to focus on honing those specialties that I had grown particularly fond of - like creative writing, broadcasting, public speaking and film production. But as the old adage goes, with age comes wisdom.
From preliminary analyses and work planning, to brand development and content creation, I quickly learnt that not only is delegation a prerequisite for success, but that a communications strategy is only as effective as the team assembled to implement it.
Having been thrust into leadership roles very early on, my natural reflex (at this point of my career) is to take great care (and I often encourage other leaders to do likewise) in selecting, training and mentoring staff and contractors - taking into consideration the connection between the emotional/ psychological and professional, and how this impacts performance.
As a Communications Team Leader, your work is not merely that of a Chief Technical Officer. In fact, central to your remit, is creating a working environment that inspires excellence and accountability. If you find yourself needing to constantly demand that these core values be observed, then there is either some disparity between your expectations and the talent available, or you are simply struggling to bring the best out of your team.
Here are 3 simple but effective ways of completely avoiding this predicament:
Identify 3 to 4 core values that will underpin the success of your team. Values such as 'Accountability', 'Excellence', 'Responsiveness', and 'Teamwork' typically yield the best results;
Apply these core values throughout the recruitment process, ensuring that all prospects are evaluated against a fixed criteria that measures their demonstrated commitment to consistently meeting these standards; and
Lead by example - let your actions do the talking. It is verging on impossible for an individual to master all disciplines within the broad field of Media & Communications. It is also quite unnecessary - including for managers. An effective Communications Manager however, must be wary of the need to be hands-on - communicating ideas both vertically and horizontally (preferably via visual means) to ensure coherence across the team.
2. Digital and Social Media
With over 5 billion social media users worldwide as of January 2024, 63% of whom are daily active users, it might seem obvious that one could attract a large audience and keep their attention. However, there are three fundamental considerations that must not be ignored.
The first is the intense competition for the attention of every possible segment of this 5 billion+ user base. We cannot underestimate the vast number of competing interests in this highly saturated environment. Additionally, one must deal with the diversity of these interests and stimuli, made more challenging by short attention spans.
Nonetheless, with an effective content strategy and the smart use of digital technology, data and analytics, it is possible to identify, target, engage, and retain an intended audience segment.
3. Public and Press Relations
What do some of the world's most successful brands and organizations have in common? A culture of consistently leveraging the latest technology for connecting with and engaging their audiences on the subjects that matter most to them.
Public and press relations is therefore not merely about sharing the latest news and updates from within the organization, but offers an opportunity to cultivate shared ownership, accountability and behavioral change.
4. Branding and Corporate Design
Maintaining a consistent corporate design and well-defined brand elements—such as logos, taglines, color schemes, and mission statements—is crucial for converting and retaining customers.
Investing in a well-defined brand and corporate design is also a reliable way to attract top talent and create organic market traction.
Brand elements like Core Values are the essence of your organization and should be established with careful consideration and transparency. Once defined, these Core Values should ideally be reflected in all internal and external communications.
It's important to note that there is no expectation for a complete application of the lessons discussed here. While some leaders may naturally possess certain qualities and skills, others might encounter a learning curve in these areas, despite having achieved success in other ways.
The key takeaway is to evaluate what has been effective for your team, documenting and further motivating personnel when possible, and identifying areas that need immediate attention—whether through honest team discussions or by engaging team-building experts as necessary.
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