The importance of a client-service model

One of the cornerstones of my approach to communications, change management and branding has been a client-service model. Since becoming a consultant, it's become a lens through which I conduct any and every interaction - be it with a C-suite executive or senior manager.

Back when I was in-house, I was often loaned out from the Corporate Comms team to various departments to act as a business partner (with dotted reporting lines to said depts.' senior managers). I'm really grateful for that business partner experience, because it positioned me as a seasoned performer in stakeholder relations from an internal company perspective.

This might sound like a tactical context for communications, but I often see my role as a kiosk, where people come to me for comms and change management needs.

The reason I refute any notion that it's a tactical reference is because, with these requests, I first build a brief with the client - articulating their needs and understanding their goals. Then I go to town with strategic foundations prior to executing on tactical efforts.

Tailored messaging, most appropriate channels, segmented audience analysis - these are all strategic considerations I make prior to execution, based on my client's brief. So when I say kiosk, I mean it in the most strategic (and subsequently tactical) way possible.

Be the kiosk for leaders at all levels when you have the chance - it will set you up for a successful and exciting journey through which people hold you in high regard and look to you for advice across key projects.