Good writing is all about process

I've written all kinds of content. From defining a brand to complex financial products, legal documents and everything in between. And I always follow the same process.

It's really very simple. But let's use an analogy to make it a little more interesting.

Imagine you're a builder and your task is to construct a house. You're given nothing to begin with - it's up to you to do it all.

Gather the resources. Design the architecture. Put up the scaffolding. And, finally, pour the concrete, get the damn thing built, and make it easy on the eye.

So how does this relate to content writing?

Well, words don't simply flow from the mind to hand to screen (not good ones anyway). Good writing follows a very clear process.

Hunt and gather

First, I always start with the basics. What do we already have to work with? Often you'll find bits and pieces lying around. This is akin to a builder finding a brick here and window pane there. So first, we gather.

Boil it down

Then we deconstruct. If you've found an old draft that's relevant to what you're doing, strip it down to bullet points. If you've come across something on the net that speaks to what you're doing, take what you need and strip it down to bullets too. This'll leave you with a good long list of everything that exists right now.

Find the gaps

Then we brainstorm. It's a cliché term, and in practice means we look at the scatter we've collected and ask ourselves, "OK, what's missing...? What's relevant to this topic and the audience that we don't have on our plate yet?"

Add it in.

Make it make sense
Finally, we organise. Take your bullets and get them into an order that makes sense.

Look at what you've got from the lens of the audience. Start with the assumption that they absolutely don't care and their time is precious. What do they want to know? Why?

And always front-load the good bits. No one likes a waffler.

Where's the value?
If you have too much, now's the time to cull. It's very straightforward - simply look at each point and ask yourself, "Does this add value?"

If not, kill it. Be ruthless. Remember: no one cares.

And then write

If you've got that far, the rest is easy. You should have a clear structure already in front of you. Each bullet warrants a sentence, and sub-bullets mean you need to add a little more detail.

So write a draft. Then go make a cup of tea or work on another task, come back to it fresh, and polish.

Done.



Written by: Nathan Haslewood, Content Lead at  Service Victoria.

The original article can be found here: https://www.linkedin.com/pulse/good-writing-all-process-nathan-haslewood/

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Actioning a decision you don’t agree with

Whether you’re an executive assistant or a middle manager, one of the greatest frustrations is carrying out decisions that conflict directly with your opinions- perhaps even morals.

 You will likely find yourself performing the task and muttering bitterly to yourself, as well as those around you, that you’re not happy but you have to do it. Your attitude is passed on to the people around you and quickly creates an environment of resentment.

But you care about the future of your company. Your job, after all, is to help the organisation succeed which undermining the decision will do little to achieve.

The first question you ask should be to yourself: Do you trust the leadership of the organisation you work for? If you find yourself having a long mental pause it may be time to look for new opportunities elsewhere.

Otherwise you may need to consider your own stubbornness. Are you fixated on your own beliefs? Are you reluctant to consider alternatives to your own personal beliefs?

It’s logical any decision being made at an executive or board level has gone through rigorous assessment, consideration and discussion. That being said, if you see an issue which conflicts with your legal and ethical responsibilities, then you have a duty to voice your concern and continue voicing this until it is resolved.

The method of delivering the news to your team is important. Michelle Kankousy on Insperity suggests it could sound like, “I know this was a difficult decision for them. Several options were discussed over many weeks and they decided this was best for the longevity of the company.”

If your direct reports already know you disagree, it’s okay to say, “This isn’t the choice I would have made, but let’s try to implement this change to the best of our abilities. We can always suggest adjustments that will make this work better than we think right now.”

It’s in your best interests to be clear and reasonable after the decision has been made by not continually provoking the board or acting with hostility to those you disagree with.

Finally, remember there a few decisions which cannot be reversed. If the decision proves to have a negative effect on the company amendments can be made- with the added pleasure of a quiet “I told you so.”

Still interested? Stay tuned for information on upcoming conferences and summits by following us on Facebook @ Akolade Aust 

Written by: Claire Dowler

Claire is the manager of Akolade’s government and digital portfolio. She’s passionate about emerging digital trends, particularly in the public sector. In her spare time she enjoys picking up heavy things and putting them back down again and animals are her favourite kind of people. 

Follow me on LinkedIn for information regarding future Akolade events as well as future blog posts @ Claire Dowler

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Transformation - What it means to me...

In my years of delivering small to large-scale change, there are a number of consistent themes and lessons (I refer to them as scars) that I have gleaned. So I would like to share with my network.

Now I don’t profess to know everything because as human beings we are always learning and growing, and are capable of so much more than we give ourselves credit for. And I am pretty sure I have not covered everything - so I preface this as a discussion rather than a dictation.

Seems transformation is the buzz-word at the moment and has been for some time. Do we really know what it means and what is required to achieve this?

My handful of ‘sparkles or crystals’ – as I like to call them – will not guarantee success but will definitely provide a good base to start from.

1. Clarity like a Diamond

Do we really know why we want to undertake a transformation? I am sure you have seen many amazing videos to understand this (Simon Sinek is definitely one of my inspirations), however I am not sure that this is practised. Instilling feeling and passion in our 'why' is critical to accelerate understanding and buy-in, improving chances of success.

A clear vision of future business capability and a target state operating model – as aligned to our 'why' – allows development of a traceable plan between where we are today and where we want to be. More importantly, this clarity bonds the 'guiding senior team' and drives consistent messaging across the organisation.

2. Committed as a RockStar

Commitment at the senior level is an action statement not a spoken sentence. Walking the talk is key to shifting resistance and if demonstrated consistently from the top, expedites shifts in behaviours and ways of working across the organisation. This includes role modelling future behaviours and changing what gets measured. 

It takes an organisational team effort to shift cultures, peoples attitudes and ways of working, which is best expedited from the top. 

3. Co-Design like kids building a sand castle

Do not assume that senior people know best, as often the best ideas and innovation come from our front line people and customers. Our customers will honestly outline what is most important to them. The benefits of collaboration and co-design far outweigh the risks of non involvement. Yes it might take a little longer, but the investment upfront multiplies value at the back-end.

The motivation and inspiration I have witnessed in teams from being asked to contribute to a company’s future still brings tears to my eyes. And these projects and changes have in my experience, been the most successful ones. As human beings, we want to contribute, be the best we can be, and then be acknowledged for our efforts.

4. Communicate using a blingy loud speaker

The best projects and programs I have been involved in embedded a consistent program of clear, concise and targeted messaging at all levels. Not only is this an effective tool for outlining plans and acknowledging success, it also reinforces clarity and alignment of purpose, often encouraging valid questions.

Make sure that your communications strategy leverages multiple channels to tackle different audiences and needs, and never, never under-estimate the value of face to face communications.

5. Credibility like the moon and stars

It is difficult to sell a large-scale change to the Board, Senior Managers, people and customers as it requires investment and potential diversion from the main game. Build credibility by intentionally planning ‘quick wins’ to consistently demonstrate and communicate achievement.  Make sure your metrics for success include these objectives.

5. Combine ‘glitter’ with BAU

To ensure we are set up for success, we need to understand that if we are doing something additional on top of our existing operational activity, then something has to give. It means acknowledging that this transformation will impact everyone in some way, shape or form and we need to re-align our priorities. Expecting people to do more on top of their daily job is unreasonable and unrealistic.

6. The Crowd – The People – The Gems

If I had to choose only one thing to make transformation successful, it would be to put people first. Listen to the people, engage the people, understand their concerns and address them, communicate and communicate again, have empathy and be kind.

Transformation is not about implementing a new system or a new process, it is not about saving the company money and it is not about increasing revenue. These are outputs not outcomes.

Transformation is about winning the hearts and minds of the people so that they are inspired to contribute and facilitate the change. By delivering true value to people (and customers), we in turn improve profitability and make our customers and shareholders happy.

More importantly, we change people’s lives forever, who come to work motivated and inspired to be the best they can be every single day.

This is what true transformation is. 

Still interested? Stay tuned for information on upcoming conferences and summits by following us on Facebook @ Akolade Aust 

Written by: Renee Armstrong 

Making a difference in life and career through helping people and organisations realise potential and value. As an inspirational and motivating leader, I am passionate about leveraging people as the differentiator to enable organisational strategy and success. I pride myself on changing people's lives and transforming organisational culture.

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What defines a thought leader?

Do you have to be forward-thinking or is it more important to have a grip on current reality?

Do you have to have been in the industry for a long period of time, or can you come in as a fresh mind and unleash what you perceive to be the most important focus areas for improvement and foresee to be the most intriguing avenues to go down as an industry?

It’s the age old debate of aptitude vs attitude, cold hard facts vs intuition, inherent skills vs expertise and knowledge.

In my opinion, everyone who dares to engage and passionately immerse themselves in their industry is a thought leader.

Everyone has a different way of seeing things, and therefore, their reality is vastly different. What you consider to be insightful and thought leader worthy, may not even relate to the concepts and ways another has pieced together the puzzle of their world. We are all diverse and no one has the exact same thought process or life experience. Collaboratively, we are one heck of a force to be reckoned with!

That’s what gives me the greatest pleasure – that moment when a dynamic of people click and create an experience that will likely never happen again – those exact minds, creativity and energy in the same room, discussing the same issues and being inspired in different ways by the same content and speakers.

The collective knowledge of the room, when people dare to speak up and participate, is often far greater than that one ‘thought-leader’ on stage.

It’s when we all come together to discuss ideas that a certain hype is generated and genius is born.

Still interested? Stay tuned for information on upcoming conferences and summits by following us on Facebook @ Akolade Aust 

Written by: Gracie Fea

Originally from NZ, Gracie worked as a Broadcast Journalist for a few years before moving to London, and then to Sydney, where she fatefully came across conference production and quickly realised it was her dream role. Getting to speak with such passionate and successful people and create an agenda so that people can see themselves in other’s experiences, really spins her wheels.

She has a hunger to hear everyone’s unique story and really thrives from creating a platform for them to share these and help move their industry forward through collaboration.

Follow me on LinkedIn for information regarding future Akolade events as well as future blogs posts @ Gracie Fea

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EAs and PAs – same difference?

People often ask what is the difference between a PA and an EA.

If we consider a PA and an EA to have completely different functions, then we can perhaps distinguish them on the basis of the duties they perform – or perhaps, the emphasis of their duties.

The primary job of a Personal assistant is to alleviate the individual or individuals they are supporting of their general organisational admin, so that their time can be dedicated to the more pressing demands of their own role. Mostly, this will include duties taking phone calls, organising and booking any travel, accommodation and venues, as well as being responsible for general diary management and making sure no important deadlines or meetings will be overlooked. A PA is fundamental to the smooth running of the business and will be one step ahead in terms of making arrangements and knowing times, dates, names and places to provide for those they support.

Whereas a PA may work for a private household, media personality or sportsperson for instance, an EA would more generally be associated with a business or company – one distinction between the two.

An EA is also more likely to be heavily involved in the business itself, for instance having specialist knowledge of the business sector. EAs generally report to the CEO or managing director of the company and they may have a high level of responsibility over lots of projects going on within the company as well as just providing a support role.

The mind-set of an EA is very pro-active, involving being one step ahead and having exceptional decision making and problem solving skills. Perhaps, we could distinguish on the basis that the PAs mind set is more reactive – responding to any issues that may arise and always making sure everything is taken care of. An EA may be called upon to take the place of a CEO or Senior Director in a meeting and report back on actions discussed, which is perhaps less common in a PA role.

In any sense, EAs and PAs are a valuable asset to any organisation and are often the unsung heroes of workplace success!

If you’re an EA or PA looking for an opportunity to kickstart your professional development, come and join us in Perth for the 5th Public Sector EA/PA Summit. Stay tuned for information regarding the summit by following us on Facebook @ Akolade Aust 

Written by: Beth Hampton

I came to Australia in late 2016, having spent some time travelling through Southeast Asia and briefly living in Singapore – I was ready to embrace the lifestyle of a working Sydneysider!

I grew up in London, and completed my degree in Psychology at the University of York. I always dreamed of landing a job in the police, but figured it was worth swapping the handcuffs and late shifts for an exciting new city and a job full of fun and opportunity in a fantastic company like Akolade!

Love cooking, playing the piano, terrible British soap operas, an ice-cold G&T and exploring new places.

Follow me on LinkedIn for information regarding future Akolade events as well as future blogs posts @ Beth Hampton

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Improving your soft skills as an executive assistant

Executive assistants continue to be in high demand, especially those with strong technical and soft skills. But what exactly ARE soft skills?

Your soft skills include your personality traits or character traits, your interpersonal skills and your social skills. They are intangible, less measurable, and not so easy to observe.

However, you can detect soft skills in an individual by observing their behaviour, how well they interact with others, and their ability to effectively lead others.

So, let’s have a moment of self-reflection. Do you have good people skills?  Do you have good leaderships skills?  How about communication skills?  

Some examples of the key soft skills that make for a killer EA are:

•     Attention to details
•     Common sense
•     Active listening 
•     Flexible personality
•     Strong communication
•     Time management
•     Project management
•     Curiosity

If you have any doubt that soft skills matter, just think about some of the most successful administrative staff you know. Chances are, they all have strong people skills – they’re excellent communicators and adept leaders, and they seem to have the magic touch when it comes to getting things done. They also have a knack for problem solving and negotiation and always exercise sound judgment.

The good news for those people who feel they may not possess these soft skills is that they – just like hard skills – can be developed over time. All that is required is a commitment to learning these skills, a willingness to acknowledge the areas where you may be lacking and education. Indeed, some workplaces are more than willing to help employees strengthen their soft skills.

Soft skills will continue to be a big factor in the success of administrative professionals. If you make the effort and take the time to improve your interpersonal skills at work, there’s a good chance it will pay off in advancement opportunities! 

Still interested? Stay tuned for information on the upcoming 5th Public Sector EA/PA Summit by following us on Facebook @ Akolade Aust 

Written by: Beth Hampton

I came to Australia in late 2016, having spent some time travelling through Southeast Asia and briefly living in Singapore – I was ready to embrace the lifestyle of a working Sydneysider!

I grew up in London, and completed my degree in Psychology at the University of York. I always dreamed of landing a job in the police, but figured it was worth swapping the handcuffs and late shifts for an exciting new city and a job full of fun and opportunity in a fantastic company like Akolade!

Love cooking, playing the piano, terrible British soap operas, an ice-cold G&T and exploring new places.

Follow me on LinkedIn for information regarding future Akolade events as well as future blogs posts @ Beth Hampton

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Why are you even talking?

If you look up the definition of stakeholder engagement, in its simplest form, it is a transaction.

But for me, it’s not about what format or what channels to use or how many times or who is responsible for the communicating. These are important components, and certainly should be addressed but in my view, the most crucial element of the equation that needs to be answered first and foremost is the WHY.

Why should I communicate with this person? And equally… Why would this person want me to engage with me?

To understand the why, our role as a chief communicator, head of function, trusted adviser, or whatever it may be called, it helps if we have an inquisitive mind in everything you do.

I’m constantly imploring my team to question everything. The ‘why’ – why are we doing this a specific way? Why have we not tried this before? Why have we not thought about this way or that…? Why are we still doing this? and the questions can go on and on.

Understanding the why is critical to trying to influence and sustaining effective stakeholder engagement. As we delve into the WHY, essentially what we are determining is the degree of value we are going to deliver.

So keep questioning. Never stop asking questions. If you don’t understand the ‘why’ then how do you expect to communicate the what to your customer?

I will always remember what a wise man once told me; the smartest person in the room is not the one with the right answer, it’s the one with the right question.

Written by: Joe Adamo, General Manager Public Affairs at AEMO

With over 15 years experience in the Public Affairs sector, Joe Adamo has built a reputation of ingraining corporate affairs as a critical business function that will help shape and drive an organisation's narrative and deliver measurable stakeholder value.

Mr Adamo has spent more than half his career within the energy sector, and is currently the Executive General Manager of Public Affairs at Australian Energy Market Operator.

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Why being a conference’s last speaker is a compliment and opportunity

Many people would shudder seeing their name last on the programme, closely followed by ‘end of conference’.

The closing session of the conference agenda is no one’s preferred speaking slot but the last speaker is given an opportunity not afforded to the other presenters. In fact, the last speaker has the potential to be the most memorable and leave the greatest impact.

“I know I’m standing between you and networking drinks so I’ll keep this short,” is a well-worn line we become used to hearing as producers (I’m even guilty of having used it myself on occasion). What we don’t realise though is this immediately sets the tone of the presentation. Audience members are left with thoughts like ‘he doesn’t want to be here’, ‘there probably won’t be enough detail in this to be useful’ or even ‘she’s right- I wonder what canapés they’re serving.’

The crowd may have thinned slightly- some may already be at the bar getting the first round of networking drinks. But you can find confidence knowing the people who remain are those who are genuinely interested and, most importantly, want to be there.

Instead, consider starting your presentation with a bang. Public speaker and author Ben Parr does this very literally. In a presentation he gave at the West Coast Contently Summit, he reached behind a banner and with a loud bang released a party popper which spewed streamers over guests. Parr refers to this particular tactic as a ‘disruption trigger’- people react to things we aren’t expecting (which is also the same basis as what we find humorous).

But your opening doesn’t have to be so left-field. It could be a short video, a controversial statement or interacting with the crowd. Consider the effect it would have when the chairperson introduces you, the audience claps and expects to see you walking to the stage.

But you don’t.

The audience is somewhat perplexed, suddenly roused from their post-afternoon tea stupor, before you speak directly from one of the cabaret tables using a hand-held mic. You ask the delegates at that table what they are hoping to learn from your presentation.

Remember their name and come back to them during your presentation- “John, you asked how we measure customer satisfaction rates and this is how.”

Throughout your talk, speak their language and relate your content back to things they know well. Can you compare your marketing strategies to the way the Kardashians have grown their market reach? Your audience is interested.

You can fall into the trap of being the last speaker and accept your fate to be background noise as people check Facebook and doodle on notepads, or you can be the disruptive force that they talk about for the rest of the week.


Written by: Claire Dowler

Claire Dowler is a Senior Conference Producer with Akolade. She recently graduated with a double degree: a Bachelor of Journalism and a Bachelor of Media and Communications Studies majoring in International Communication. Claire minored in sarcasm and puns.

A ballroom-dancer who collects salt and pepper shakers and volunteers for animal rescue, you might say Claire has eclectic interests.

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Young people still job-hunting in WA

In the past year, Australia saw rates of unemployed and underemployed 16-24 year- olds rise to its highest numbers for 40 years.

Funding changes and economic turbulence have caused uncertainty in the job market landscape, and an increasing number of Australia’s young people grow unconvinced of their employment options for the future. Fewer students are engaging in programs and schemes that increase their employability and enhance their skillsets.

But what’s causing the disengagement? And what’s the solution?

Put simply, it’s a multifaceted problem.

From a social perspective, young people from disadvantaged backgrounds of low-income families, mental health issues, criminal histories or poor housing are much less likely to engage in meaningful engagement opportunities. This is particular prevalent amongst indigenous communities.

Also contributing to disengagement is the rise of technology and web-based interaction.  A young person’s employability rests heavily on the strength of their social and communication skillsets, both of which are strongly impeded by the anonymous, limited and artificial nature of online interaction.

These issues unsupported by the current instability in the labour market and the number of opportunities available. More and more young people are surrendering to part-time or casual work, offering very limited job security and financial stability.

It’s a critical time for talking about how and why disengagement has become so widespread. Not only are young people’s employment prospects affected by youth disengagement, but it’s a social issue that concerns communities, families, schools and society as a whole.

Now is the time for conversation about how we ensure young people are put on the path to meaningful professional careers. What are the gaps, where are they prevalent, and how do we close them?

To discuss WA’s leading strategies for this, Akolade is taking The 4^th Future of Youth Employment Forum to Western Australia.

This event is bringing WA’s most influential thought-leaders together to share best practices for re-engagement, successful collaboration, and effective transition pathways into employment for Australia’s young people. This is your opportunity to hear insights and case studies from the Federal and State Government, as well as WA’s biggest education providers, NFPs and industry leaders.

Join us to hear from:

Kellie Hippit, Branch Manager Youth Employment, Department of Employment

Gail Manton, Program Manager, School Pathways Program, Department of Education WA

Professor Dawn Freshwater, Vice-Chancellor, The University of Western Australia

Ross Kyrwood, CEO, YMCA WA

Darshi Ganeson-Oats, Director Strategic Partnerships, South Metropolitan TAFE                    

Deborah Hancock, CEO, Scitech

Peter Nikoletatos, National Industry Lead in Education, Optus

We hope to see you there!

Written by: Beth Hampton

Beth came to Australia in late 2016. Having spent some time travelling through Southeast Asia and briefly living in Singapore – she was ready to embrace the lifestyle of a working Sydneysider!

Beth grew up in London, and completed her degree in Psychology at the University of York. She always dreamed of landing a job in the police, but figured it was worth swapping the handcuffs and late shifts for an exciting new city and a job full of fun and opportunity in a fantastic company like Akolade!

Beth loves cooking, playing the piano, terrible British soap operas, an ice-cold G&T and exploring new places.

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