Ivy Sea's Organizational Communication Series
ENCOURAGE SELF-APPOINTED AMBASSADORS TO TELL YOUR STORY

Beyond the forced and machinistic public-relations plugs and news bites, there’s a band of people who can – and will – genuinely advocate for your enterprise and its vision if it’s meaningful, ethical, purposeful, and inspiring. These "natural ambassadors" might be employees, vendors, clients, business colleagues, or individuals that you have mentored or otherwise been generous with your time and expertise to – each of whom deeply connect with and are inspired by your vision and your unique way of bringing it to life.

Why wouldn’t these "natural ambassadors" tell your story?

If there is an obstacle that hinders these ambassadors from spreading the word, it’s that they don’t feel able, inspired, empowered, or equipped to do so.

Take, for instance, the employee who is sincerely inspired by concepts that mirror your company’s vision. However, she’s not aware of the vision, or doesn't connect with it, so fulfills her interests through a volunteering effort and considers her role at work "only a job." Her motivation isn’t as high as it could be, and your company isn’t tapping one of its richest and most authentic potential ambassadors.

Or consider the manager who believes that the strategic, visionary work is performed by the executive team. He doesn’t discuss the company vision at staff meetings unless he’s received a memo telling him to do so, and even then, he's not really sure how to take it beyond the jargon and rhetoric and connect it with the people and everyday action in the organization. Yet another missed opportunity to build personal and authentic connection with a potential natural ambassador of the organization. And, as we know, this connection can help to stimulate ideas, boost morale, clarify individuals’ purpose, and build a stronger sense of community and collaborative mission.

Imagine the leader who is frustrated by marginal performance from a high-potential employee or group – individuals whose potential shine is diminished by a lack of personal responsibility and motivation for their own vision for what they do and how they do it. Lacking this internal motivation, they’re uhable to see the opportunity for potential growth and meaning afforded by their current work.

Think of the idealistic and dedicated business owner who started the enterprise with great vision, grand values, and a high sense of purpose and service, only to fail to clarify and connect those macro-elements to his or her marketing, sales, communication, service, and follow-through. What started as an opportunity to authentically and uniquely "live the vision" settles into a separation between vision and action that is apparent to all involved — and slowly corrosive and dulling for the entrepreneur.

Or consider the customer or internal client who experiences something very different in her interactions with you or your group than what is conveyed in your vision statement or daily language; or who has trouble understanding just how you are distinguished from other organizations, or doesn't have a clear sense of what to expect.

Regardless of the connection that the person has with your enterprise, there are stepping stones that you can lay to help these natural ambassadors authentically and genuinely want to tell your organizational story, thus fostering the sustainability of the vision and the enterprise to the benefit of all involved.

Ensure that your vision is clear: A common tendency is to whittle down a vision to a neat single-sentence statement. Unfortunately, this act strips the vision of its heart and leaves behind a somewhat sterile, meaningless comment. First and foremost, ensure that your vision statement is easily understood. Use as many words as it takes. If it requires pictures, add them. If sound will help explain the vision, use it. Don’t hold back on the medium – get your point across clearly. Of course, the most inspiring "tool" of all is to ensure an excellent experience with your group’s products and services on a regular – thus consistent – basis.

Provide the necessary tools: Talking points, visual aids, anecdotes and symbolic trinkets are but a few of the tools that your ambassadors can use with ease in order to accurately and enthusiastically share your story with others. Just as you wouldn’t send a salesperson out in the field without keen knowledge of your product, don’t expect ambassadors to share your vision accurately without the right information.

Bust down the walls created by job titles: The Marketing and Communication departments are absolutely not the only groups who can or should communicate your vision. That’s like saying that the Information Technology group is the only one to use technology! Communicate to all departments and divisions that each employee is a representative of the company, and is encouraged to discuss and share the vision with others.

Ask them to share it: Make it known to the like-minded people whom you consider part of your "circle of understanding and vision" that you welcome and are grateful for their support. Collect feedback; share the positive input with group members, advocates and customers, and use criticism to further refine your skills, service and delivery to earn more positive feedback. If others show interest in further advocating for the business, ask them to!

Recognize those who do: Whether acting as an individual, leader, manager or employee, be certain to acknowledge the kind words, aligned actions and meaningful efforts of your ambassadors and advocates. A simple note, a conversation over lunch or recognition in the company publication can go a long way towards maintaining a strong relationship and nourishing similar behavior.

By Jamie S. Walters. All Rights Reserved. VIP Members with Gold, Diamond, and Platinum Memberships have license to reprint this and other Ivy Sea articles and resources according to the terms of their membership.

For all other inquiries about reprints, interviews, or consultations, contact Jamie Directly.

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