The communications function

By: the Government of Canada Communications Community Office with excerpts from the Canada School of Public Service courses and Canada.ca

According to the teaching in the Orientation to Government Communications: participant’s manual (referred to hereinafter as the Manual):

• The Policy on Communications and Federal Identity (the Policy) states that communications are central to the Government of Canada’s work and management. As a function of good management, open and proactive communications ensure that the public receives government information, and that the public’s views and concerns are taken into account in the planning, management, and evaluation of policies, programs, services, and initiatives.
• Government communications are a vital public service and include both providing information and listening to the public. To develop policies, programs, and services that meet the needs of a diverse public, the government must understand the environment in which it operates and respond to the public’s concerns in relevant and useful ways. This includes communicating in the official language of a person’s choice and producing information in multiple formats to accommodate diverse needs.
• The Policy sees communications as a shared responsibility involving officials and employees at all levels. It calls for cooperation and coordination between institutions to better serve and inform the public.

The Policy outlines the rules for managing communications and corporate identity.

Roles and responsibilities

Communicators take on different roles based on the situation. Check out some of these roles below.

• Advise
• Advocate
• Build and manage relationships
• Be the guardian of official symbols, the Official Languages Act, plain language, accessibility, reflect diversity, and create products that are inclusive and equitable
• Challenge
• Coordinate consultations and public engagement
• Conduct a public environment analysis
• Coordinate with other departments, central agencies, and stakeholders
• Support programs, policies and ministers
• Plan and evaluate
• Manage projects

Communications challenges

There are two challenges that communicators face, regardless of the field in which they work. As explained in the Manual, communicators first have to identify the “right issue.” Sometimes, they can be asked to develop a communications plan or strategy for an issue that has not been clearly defined. Make sure that you step back, ask partners and colleagues the right questions, and do your research to understand the issue and how it relates to the government’s agenda.

Second, communicators have to manage relationships. They must respond to requests from central agencies, such as the Privy Council Office or the Treasury Board of Canada Secretariat, as well as deputy ministers’ and ministers’ offices, and provide a service to partners (sometimes referred to as clients). Your role is to provide your best communications advice in the given context, as well as options for consideration. Being adept at dealing with relationship challenges is essential to advancing your career as a government communicator.

Building and managing relationships

The Manual also explains that communications are central to many of the government’s relationships with its various stakeholders. The ability to build, nurture, and manage partnerships is fundamental to successful strategic communications. These partnerships include the deputy ministers’ and ministers’ offices, program and policy executives and partners, and communications colleagues. In many ways, communicators put the deputy minister’s and/or minister’s plans into action. They often help several departments to work together when needed.

Most relationships will be with colleagues and partners. Respecting requirements, timelines, and production schedules, and notifying partners ahead of time of project start dates and issues are key to building these relationships and creating trust.

Key principles of relationship building in communications

1. Managing relationships is central to communications work.
2. Relationships are vital to a communicator’s success. Strong relationships are:
   • essential to the credibility of your advice, strategies, and messages;
   • essential to gathering and disseminating information;
   • essential to media and interest groups; and
   • essential to mobilizing teams and collaborating across communications functions.
3. Relationships have to be managed.
4. Communicators have many relationships to nurture.
5. Communicators are central to a significant number of relationships.

The challenge function

Your role as a communicator requires you to use your expertise to offer a better plan or solution. “In fact, the challenge function and your skill in exercising it can significantly influence your and your colleagues’ credibility,” can prevent missteps in policy rollouts, makes you an invaluable member of any project team, and makes final products better. The challenge function requires confidence, expertise, and knowledge. Some communicators find it difficult to employ.

The challenge function must also be performed respectfully and objectively. As a communications professional, your role is to ask the right questions, listen to your partners’ perspectives and then make the appropriate recommendations about communications approaches and products. Asking the 6 key questions (who, what, when, where, why, and how) will result in a more effective approach and supporting tactics. The question to ask yourself is: “How will I help meet objectives?”

Thoroughly understanding business objectives, listening and understanding requirements, and focusing on outcomes rather than outputs (such as specific tactics and products) can help you make the best recommendations.

It’s best to be well prepared for meetings so that there are no surprises. If you need any support or advice from within your communications branch, ask for it before you meet with partners, so that you don’t commit time and resources to projects that you may not be able to deliver.

When challenging assumptions, demonstrate how your proposal will achieve the desired outcome by using an evidence-based approach. In other words, back up your advice or proposal with qualitative or quantitative data, not opinions. This is also why evaluation is important: it provides evidence and results to pull from to demonstrate the validity of the recommendations.

Avoid saying things like “I feel” or “I think,” because they can diminish your credibility. The approach should explain the issue, explain the reasons why you are challenging current thinking, and propose a solution that meets the communications objectives supporting the partner’s program objectives.

Dealing with partners: do’s and don’ts

Do:

• Prepare in advance for the meeting: familiarize yourself with the program or policy, current context in the media and social media, and know the interdependencies with other programs.
• Discuss the communications issue with your colleagues or manager before meeting the partner.
• Behave professionally: be courteous and listen to what the requirements are.
• Be open to new ideas and pivoting.
• Give realistic deadlines and negotiate.
• Figure out what the expected outcome is. Ask questions to better understand requirements. Remember, you are the communications professional and are there to give advice.                                                   
• Ask questions such as:
  • What is the program’s objective?
  • How does it fit in with senior management, departmental, and GC priorities?
  • What audience(s) are you trying to reach?
  • What reactions do they anticipate from the audience(s)?
  • Where are we in the decision-making process?
  • Strengths? Weaknesses?
  • Opportunities? Challenges?
  • Timing?

Don’t:

• Start the conversation with “No” or “It can’t be done.”
• Jump to conclusions. Give yourself time to think, even if that means saying you’ll be back later with a plan and branch advice.
• Accept arbitrary deadlines.
• Overcommit.

Assertiveness: The key to communicating effectively

Lastly, let’s look at some tips for communicating with partners and colleagues based on the (archived) online course “Assertiveness: The Key to Communicating Effectively” by the Canada School of Public Service. Your approach to communicating can make or break a relationship. Try these tips for expressing your thoughts, ideas, and suggestions in an honest and appropriate manner, while remaining respectful of others.

Tip 1: Assertive communications does not mean aggressive communications.

Tip 2: Active listening and effective negotiation skills are important tools in the communicator’s toolkit.

Tip 3: Avoid being argumentative, which can undermine credibility.

Tip 4: Use the DESC model (describe, explain, specify, and conclude) to communicate effectively, avoid conflicts, and boost your confidence.

References

1. I712 Orientation to government communications: participant’s manual version 1.02, Canada School of Public Service, 2013 (Revised 2013).
2. Government of Canada. (2019, August 10), Policy on Communications and Federal Identity. Retrieved June 23, 2022.
3. T712 Understanding and applying strategic communications: participant’s manual version 1.03, Canada School of Public Service, 2004 (Revised December 2014).
4. Canada School of Public Service, Assertiveness: The Key to Communicating Effectively [archived online course], 2021.