Blog in 11 2014.
When big things happen in a business, it’s important not to forget about the little things. Like how people talk about change internally. And how they write about it, in particular.
Take Pfizer and AstraZeneca for example. Earlier this year, ‘big pharma’ player Pfizer attempted to take over AstraZeneca. The deal didn’t work out. It might still happen, though, once Pfizer gets to the end of a cooling-off period. But no one at AstraZeneca’s really sure what that means for them. A friend of mine who works there confessed, ‘no-one’s got a clue what’s going on’.
If you’re in a department like HR or internal comms, people look to you for information. And if there’s none available, those people will worry instead. Or they’ll listen to water-cooler gossip about how their function’s moving to the other end of the country. And that’s hardly going to boost employee morale, is it?
I think if there’s even the faintest scent of change on the horizon, like there is at Pfizer and AstraZeneca, then someone needs to speak up about it internally. And not in a cloud of corporate vagueness. But honestly. To show that the bods in the boardroom really do care about how employees are feeling. They certainly don’t want to make the same mistakes as Microsoft in their lengthy memo to employees that takes 11 paragraphs to get to the point: 12,500 people are about to lose their job.
Because if Pfizer claims ‘respect for people’ and AstraZeneca ‘to do the right thing’ that’s true, especially at times of change, isn’t it? And if both companies could get a sense of those values across in their writing, then maybe people wouldn’t feel so clueless anymore.
Much hoopla this week about the landing of a picture-taking, data-relaying thingmy on the back of a comet.
Am I alone in being left a bit cold by this? I mean, well done amazing scientists for working out how to fire the thingmy gazillions of miles into space and bump it down onto an object travelling gazillions of miles an hour.
But what’s it all for?
All I heard on the news was the technological achievement, or the ‘how’. Only after a good minute or two did the BBC’s David Shukman throw in any mention of the ‘why’. It seems the thingmy might tell us how the Earth got its water. Ah. Now I’m interested. Tell me more. Except Shukman didn’t. Shame. (Especially as I really like him, usually.)
This all reminded me a bit of something we tell people in workshops: talk about benefits, not features. Because people care more about how fast they can download films than how big the chip in their phone is.
I’m not averse to a science story. The Voyager probe transforming what we know about the universe. The boffins at Bletchley Park shortening WWII by cracking the Enigma code. But until someone tells me what use this thingmy really is, I’ll just think the money would have been better spent on developing an Ebola vaccine.
Once you’re a jaded 37 year old like me, it takes a lot for a bit of commercial writing to stop you in your tracks. But that happened to me on my walk to work last week.
I was sauntering round the Elephant & Castle roundabout (oh, the glamour!) and saw a billboard for HSBC. It featured a man with a little girl on his shoulders, but that wasn’t what got me. It was this line:
Raising a business.
The second hardest job in the world.
That’s it exactly, I thought to myself. As we’ve taken The Writer from three people in a chaotic serviced office to the slick multinational it is today (ho, ho), it’s been by turns exhilarating, frustrating, fascinating. So yes, like raising a child. It’s a simple idea, but one that I’d never really thought of, or put so succinctly. And even though I know how the ad writing game works, it really does make me think someone somewhere at HSBC knows what it’s like.
So well done to that copywriter. You gave an old hand a pause for thought.
Greek philosopher Aristotle reckoned he had this whole persuasion business nailed. His thinking was that if you combined logic, emotion and credibility, then there was no way your audience would disagree. In Aristotle’s opinion, it’s logic that’s the trump card, though. If your argument doesn’t make sense, no one’s going to care what you’re saying.
Except that logic doesn’t always do the trick, does it?
We might know that a bank or utility or supermarket or mobile phone company has a cheaper deal, but that doesn’t mean we’ll switch. Logic alone isn’t enough to persuade us. You need something else there too.
When it comes to writing at work, pretty much everyone needs their words to persuade. Marketing wants to sell more. Managers want to motivate. HR wants us to fill in some paperwork. Recruitment wants to convince candidates that their firm is a great place to work. Facilities don’t want us to park in a certain place next Friday. Good business writing is good sales writing. No exception.
Of course, the reality is that a lot of business writing – particularly the internal stuff – does a pretty poor job of persuading us, of selling an idea to us. And a lot of the time, that’s because the writers think logic’s going to make the case for them. They’ve forgotten about all the other ways that words convince us to do one thing instead of another.
We haven’t forgotten, though. When I run writing workshops, people always ask me for tricks and techniques to make their words work harder. So we’ve pulled them together to create win me over, our Academy workshop all about the art of persuasion. (In words, naturally.)