Interview with Rod Thorn, Director of Communications at PepsiCo

Dec. 11, 2012 - PRLog -- Employee Engagement Strategies – Cultural Storytelling in Internal Communications

Internal communicators are faced with the challenge to create effective messages which drive engagement to a workforce that has been through the large scale changes ranging from economic impacts to the organization to business transformations and organizational milestones. Leveraging available technologies, while structuring the right content to the right audience through various channels, will drive organizational unity and build solid culture.

While addressing these issues, the 2nd Annual Internal Communications & Situational Messaging Conference will build upon this foundation through a discussion of the strategies and insights needed to reach and engage diverse internal populations within the enterprise.

Rod Thorn, Director of Communications at PepsiCo, and speaker at the marcus evans 2nd Annual Internal Communications and Situational Messaging Conference, answered a series of questions provided by marcus evans and Employee Engagement Alliance. The responses to these questions strictly reflect the views and beliefs of Rod Thorn and not necessarily those of PepsiCo.

ME: Why should organizations engage in cultural storytelling?

RT: Throughout the history of civilization cultures all over the world have had individuals whose job it is to be the keeper of their cultures’ stories. In ancient times those individuals – called griots, shamans, seanachies or others – passed on the wisdom of where to hunt and gather, how to heal illnesses, with which tribes they should form alliances and why, and much more. Their survival depended on it.

Today, organizations are like tribes, except more numerous, far flung and disconnected. Their cultures are hard to identify and often consists of many cultures within one. Telling stories can be a common thread that knits the culture together. Not only for survival, but for overcoming obstacles, taking advantage of opportunities, launching new products, and any other challenges businesses face.

ME: What is your thought process for determining which stories to tell?

RT: I first start with the business issue I’m trying to solve, and then figure out which story can best be used to address the issue. This should be a story from the company’s own history that tells the tale of how the company has successfully addressed such an issue in the past.

If it’s the macro story or positioning for the entire company, I think about what is going on in the world that this company, through the very things that make it unique, has to offer that gives it a compelling reason for being? Then I tell that story in various forms, over time, to help the message sink in.

ME: How does one determine the correct time and delivery method for such a story?

RT: So much of that decision is based on authenticity: Is it right for the company or individual; is it right for the audience; is it right for that point in time; is it right for the mission at hand?

ME: Describe some of the challenges of communicating with different employee age/interest groups – do employee demographics play a role in your Communications efforts? How?

RT: One challenge is that storytelling is no longer one message delivered from on high to audiences who are waiting passively to receive it. Now, thanks to the demands on peoples’ time, the proliferation of connected devices, workforces that have a greater age span than ever, and companies that have cultures within cultures within cultures, the need for co-creation of stories is paramount. A story told in a vacuum is worth nothing. But a multi-direction conversation in which all parties have a hand in the story’s creation is worth everything.

ME: How do Communication and Engagement mesh? How are they different?

RT: The answer to the previous question applies here. Think of a parent telling his or child to do their homework, pick up their clothes, etc, while the child is “yessing” them while playing on an iPhone; “communication” is happening, but not engagement.

ME: Can you briefly describe your first encounter with the term ‘Engagement’?

RT: Exactly 25 years ago today my wife and I went from being engaged to being married. Other than that, the first time I heard of engagement was when my first play was produced. The director told me that a scene I had written was too busy “telling” the audience something instead of “engaging” them. That was in the late ‘80s. In a business setting, it was probably the mid-90’s, when I was with IBM.

ME: How has your perception of Engagement changed since then?

RT: I simultaneously have learned that it is more important than ever, yet harder and harder to achieve. It’s ironic that the same things that should make it easier can at the same time also make it more difficult. But that won’t stop me from trying.

ME: What are some keys to developing a cultural story into a management technique?

RT: Look at everything a business does and the myriad situations in which a business can find itself. Then look for iconic and authentic stories (see prior answer) that address those situations. The story is central. But after you’ve identified it you must then tell it in a variety of forms to a multitude of constituents and over a long period of time. You must not tire of it before your audiences have. Imagine if you’re an actor playing “Cats” for the one millionth time; you may be sick of it, but most of the people in your audience that night are seeing it for the very first time. The same is true in business. You should have a reservoir of stories, available in five-minute chunks that you can call upon at any time. You should also live your life with the awareness that it is all fodder for a story. It’s a lot more fun that way!

ME: What can attendees gain from this conference?

RT: Ideas and energy for making their communications that much more effective.

From his first job writing about local politics for a small-town newspaper, to becoming a much-produced professional playwright, to his current position as Director of Communications for PepsiCo, Rod has placed storytelling at the heart of everything he does. Prior to PepsiCo, he was a communications executive and consultant for some of the world’s best known organizations, including IBM, The Wall Street Journal, Xerox, Royal Caribbean, Columbia University, Reuters, Kodak, Bank of America, Pfizer, Time Warner, Boston Scientific, and Archer Daniels Midland. Rod has also worked for CBS and ABC television, and written several books for companies and CEOs. Rod holds a BA in Rhetoric and Communications from the University at Albany, is a member of the Dramatists Guild with more than 20 theatrical productions, and is a frequent speaker on the topic of strategic storytelling at universities and business conferences.

For more information regarding this conference, please contact Kara Drapala at 312.540.3000 x6491, or karad@marcusevansch.com.

About marcus evans:

Marcus evans conferences annually produce over 2,000 high quality events designed to provide key strategic business information, best practice and networking opportunities for senior industry decision-makers. Our global reach is utilized to attract over 30,000 speakers annually; ensuring niche focused subject matter presented directly by practitioners and a diversity of information to assist our clients in adopting best practice in all business disciplines.