Strategic Management Communication for Leaders

Citation

Jennifer F. Wood (2016), "Strategic Management Communication for Leaders", Journal of Communication Management, Vol. 20 No. 1, pp. 94-96. https://doi.org/10.1108/JCOM-09-2015-0074

Communication is certainly acknowledged as important to the welfare of relationships, families, organisations, and many other settings. John Maxwell is known for saying everything rises and falls on leadership. With this in mind, it becomes important to continually acknowledge that organisational strategy takes on the words and actions of organisational leaders. At the same time, we must continually acknowledge that strategic communication must be planned, evaluated, and revised within the context of an organisation’s mission, values, and goals.

Robyn Walker is to be congratulated for spotlighting leaders as primary contributors to more effective strategic management communication. In the third edition of Strategic Management Communication for Leaders, the business communication four-step process of strategy formulation: identify the purposes; analyse the audience; consider the context; and select the channels – is coupled with case studies – fictional and field or library research-based – in an effort to guide practitioners at various levels to excelling in personal and organisational goals. Walker opens the book immediately with a chapter written to clearly answer the question “What is Strategic Communication?” Looking through the lens of leadership – also well understood to be synonymous with influence – it is clear that the meaning of strategic communication has embedded opportunities for shaping others’ understanding of organisations and their activities (p. 15). The Chapter 1 case study, focused on Whole Foods Market, is a strong and fitting case to put the book in context. Walker makes it clear that the text should provide for the practice of “critical and analytical thinking” (p. 10). The case study in this chapter offers individuals an opportunity to practice both, by immediately applying the chapter section How to Analyze Case Studies. The depth of the case study also provides readers with an opportunity for immediate experience with what it means to have layered influence grounded in strategy.

The Whole Foods Market case study also sets the stage for Part I, titled The Strategic Process. The four-chapter section begins with the Foundations of Communication. This chapter is thoughtfully organised to draw to the forefront several dimensions requiring continual contextualisation based on different scenarios and organisations – such as ethics, emotional intelligence, cultural intelligence, and global communication competence. The selected focus for this chapter guides a reader in learning ways of thinking necessary for staying grounded in foundational principles, while being flexible within formulated strategy. Walker argues, “requirements for strategic communicators closely mirror the competencies for globally literate leaders” (p. 27). This argument, along with the concepts of perceptual mind-sets and thinking styles, is what adds value to the four-step process discussed in the following three chapters.

Collectively, Chapters 3-5, demonstrate that leaders who embody the four-step process of business communication strategy formulation can do more than give orders related to the steps. Leaders can develop confidence in combined delegation of process and strategy, while considering mindsets, thinking styles and competencies in ways that ensure delegation to the right person. In Chapter 3, leaders learn about how to view the four-step process holistically in order to move toward strategic success in the professional workplace, regardless of the purpose of the communication – to inform, to convey goodwill, to establish credibility, or to persuade and influence (p. 57). Walker cautions that “although entertainment is the purpose of much of the communication that occurs in American culture today, it is not emphasised in communication for business purposes” (p. 57). This caution segues to Chapter 4, which brings to the forefront relationships with various business audiences – managerial, nonexpert, expert, international, multicultural, and mixed – not simply a listing of audience demographics or other characteristics. In short, relationships come alongside traditional concepts about audience analysis as a significant component guiding a strategic communicator’s decisions. Chapter 5 effectively combines steps 3 and 4 of the process in a way that keeps the two in the forefront of a reader’s mind as they engage with Part II, Communication Tactics for Differing Channel and Contexts.

This six-chapter section reads similarly to traditional business and professional communication textbooks. Unfortunately, the explicit focus on “leaders” gets lost. At the same time, several departures from traditional textbooks can be found within five chapters including the emphasis on visual impressions in written messages discussed in Chapter 6, Communicating in Writing; meeting management in Chapter 7, Communicating in Oral Presentations and Managing Meetings; reviewing personal social media content in Chapter 8, Preparing Employment Messages; motivating employees in Chapter 9, Communicating with Employees; and the dynamic differences between groups and teams in Chapter 10, Communicating in and Leading Teams. Significant differences from traditional business and professional communication textbooks can be found in Chapter 11 because of its emphasis on topics more often found in public relations and organisational communication textbooks.

Specifically, Chapter 11, Strategic Organizational Communication, addresses both internal communication – design of an internal communication plan with a communication audit – and external communication – issues related to public relations and image building, investor relations, issues management, risk and crisis communication, and handling the news media. This chapter is very detailed in its explanation of the three basic models of strategic communication at the organisational level – linear, adaptive, and interpretive – and its relevant audience – stakeholders (p. 336). Thus, Walker effectively addresses strategic internal and strategic external communication.

Collectively the six-chapter Part 2 section effectively covers each communication tactic and provides well-stated reminders of how and when communication channels should be used. In addition, the case studies used within each chapter are appropriately placed and beneficial to the process of dealing with strategic issues. Walker claims early on in the book that “one major way this textbook differs from others in the field of business communication is that it clearly distinguishes strategic issues from tactical ones” (p. 3). This claim holds throughout the book. So, an explanation of the loss of the explicit focus on “leaders” and “influence” would be a welcome addition or a welcomed correction within this section. Another enhancement to this section would be more discussions about developments in other countries and regions including case studies. International perspectives add a different dimension to strategy formulation. Thus, a more intentional mention of some of those perspectives would be useful especially after the open comparison to “globally literate leaders” (p. 27).

Leadership is valued in society. It is important for individuals and organisations alike to think about the ways “influence” is used in strategy. Walker’s book will encourage those who believe that leadership helps them succeed in their personal, social, and professional lives. At the same time, it will encourage those working in corporations to view leadership as an asset related to the achievement of organisation mission, values, and goals. Therefore, this textbook will benefit practitioners in various industries, just as much as it will undergraduate and graduate students.

About the reviewer

Jennifer F. Wood (PhD, Bowling Green State University) is an Associate Professor in the Communication and Theatre Department at the Millersville University of Pennsylvania. Her areas of expertise include media writing, business and professional communication, organisational communication, communication management, pedagogy, and public relations. She is the 2015 recipient of the University’s Educator of the Year Award. Associate Professor Jennifer F. Wood can be contacted at: jennifer.wood@millersville.edu