Its relevance is sometimes questioned but professional development can help meet the changing demands of the communicator’s role, says Jonathan Jordan

Communications professionals are facing a perfect storm. Stakeholder management is getting more complex and more immediate, and while communications channels diverge, corporate governance and increased societal expectation are defining a new set of responsibilities for the guardians of reputation.

The ability to react quickly, expertly manage day to day issues and deliver against a calendar of varied commitments isn’t going away. However, new strategic dimensions to the role include identifying and managing the gaps that exist between commitments being made and what will actually be delivered, both now and in the future.

Continuous professional development is not a new or unfamiliar concept, but its relevance to the job is sometimes questioned. I remember a former colleague would always cite, “You can’t teach someone sound judgement, and at the end of the day experience and a network of trusted relationships matter most.”

I wouldn’t argue with this, but it’s my view that we need to lift our collective field of vision and identify where the knowledge gaps exist and then find ways to address them.

Most organisations face similar challenges and today’s priorities typically include improving the integration and flow of information between different departments and geographies, managing added dimensions of reputational risk, re-energising employees and finding new ways to communicate enhancements in the customer experience. Our role is at the heart of this, and much more, but to demonstrate our added value we have to become far more proactive at identifying the strategic opportunities, rather than just rolling up our sleeves and getting on with the daily grind.

This is why we need to invest in continuous professional development at every level. While there is a recognition in the industry of the importance of acquiring new skills, for example training in social media and its etiquette, in my experience communications professionals do less to develop their capability in strategic analysis, planning and evaluation. This is the language of the boardroom, and we need to become fluent.

If we want other professions to view us as equals, we need to act as equals and develop a culture of mentoring and sponsorship. While most talented communicators have empathy, this needs to be complemented by in depth understanding of the business, its goals and the risk profiles. In practice this means seeking out opportunities to broaden the skills of our best communicators and allowing them to build their confidence and demonstrate their talents and problem solving skills to colleagues from different functions within the safe confines of a learning environment. This is how lasting relationships rooted in mutual respect are forged.

Designing a professional development programme isn’t an onerous task, and ideally it should include ‘a balanced scorecard’ of components that build capability in both communications and business disciplines. The top performing communication professionals should be included in fast track management programmes and where appropriate, sponsored to complete MBAs and the like.

Ultimately, making it happen boils down to three things. Firstly, it’s securing management buyin and budget, and encouraging everyone in your team to make their own personal commitments. Secondly, we need to help colleagues manage their workloads and eliminate any feelings of guilt about leaving colleagues in the lurch on a busy day. And finally, we need to lead by example – and perhaps that’s the biggest challenge of them all.  

Jonathan Jordan is a Fellow of the PRCA and co-chair of its Qualifications Board as well as being founder and senior partner of strategic comms consultancy Sermelo – www.sermelo.com