No matter where you stand on the political spectrum, the Occupy Wall Street movement is a fascinating case study on how we connect and communicate in today's world. Over the past three months, this expanding movement has made headlines domestically and abroad — with its "We are the 99%!" rallying cry, savvy use of social media tools, and the ability to attract participants across all walks of life.

Personal ideologies aside, there are some key communications lessons we can learn from this socio-political phenomenon:

1. Transparency is key. Corporations are under greater scrutiny to be authentic, transparent and accountable. Employee communications will play a pivotal role in building and maintaining employee trust and loyalty.
2. Franchising is the new engagement. Communications today is not about building belief; it's about creating a franchise mentality. Is your initiative compelling enough to inspire ownership? If not, you have more thinking and planning to do.
3. Make friends with social media. If your company still hasn't embraced social media, perhaps it's time to rethink that position – and to find ways to leverage these tools in the workplace.
4. Encourage bottom-up messaging. Top-down, command-and-control messaging has gone by the wayside. If you want employees to have a stake in your initiative, give them an opportunity to weigh in on, and shape, key messages.
5. Be inclusive, yet discerning. While allowing for diverse voices and different perspectives will enrich your communications process, keep your agenda and messaging focused and concise.
6. Have an end-state in mind. Protest movements, like OWS, are given license to be messy, unfocused and meandering at times. Not so with corporate initiatives. Define your strategic objectives up front so your audience has a firm idea of where you're going and what's at stake, for you and for them.

Although it's not yet clear what version 2.0 of the OWS movement will look like, one thing is certain — our discourse, outside and inside the workplace, will never be quite the same.

If you've ever been on the giving or receiving end of a poorly written or poorly executed speech, you know how painful that experience can be. The truth is, bad speeches can happen to anyone — even if you're an expert on the topic, at ease in front of an audience or blessed with the gift of gab. Just a few rambling anecdotes, one too many details or an inappropriate joke can leave your listeners cold. So how can you keep an audience engaged during your speech? Here are some tips to keep in mind:

• Be yourself: Whether you've hired someone to pen your speech or plan on writing it yourself, make sure your content reflects the rhythm and cadence of your voice, the pace at which you speak and the types of words you'd typically use.
• Fine tune your facts: Being a subject matter expert can be both a blessing and a curse. On the upside, you have the expertise to lend substance and credibility to your presentation. On the downside, you may have a hard time paring down your information to an appropriate level of detail. In any case, stay focused on what your audience truly needs to know.
• Get ready for your close up: Know your speech by heart, so you're not fumbling with index cards when you should be making eye contact with your audience. Videotape your practice sessions so you can critique your facial expressions, gestures and overall body language.
• Stay balanced: It's great to bring energy and enthusiasm to your topic, but take care not to become too intense or overly emotional during your presentation. Your audience could end up feeling uncomfortable or alienated.
• Face front: Whatever you do, don't turn your back on your audience. Your attention should be on the people in the room — not on your visuals.
• Provide a verbal roadmap: State your central idea up front, quickly outline the main ideas you plan to cover and then at the end of your speech, close with a brief summary of the key points you've discussed.
• Handle humor with care: Without question, a well-timed joke or funny anecdote can break the ice and liven up a crowd, but be sure your content is suited to your audience and the occasion. If you’re not careful, you could spend the remainder of your podium time apologizing and backpedalling.
• Finish strong: Give your audience something to think about and/or do once they leave the room. Close your speech with a memorable anecdote, a call to action or a question to reflect on.
• Don't run late: Even an adoring crowd will turn on you if your speech drags on too long. Respect their time by sticking to your allotted time.

You don't have to be a great public speaker to give a really good speech. If you're sincere, succinct and deliver sound content — keeping the above tips in mind — chances are you'll do a great job at the podium and will leave a positive impression on your audience!

While electronic delivery may be the channel of choice for a number of employers, the fact remains that for many industries, such as retail, manufacturing, customer support, telemarketing and others, onsite computer access for employees is not readily available. So how do you keep employees connected when they don't sit at a computer? Here are some ideas to consider:

• Install kiosks: A common area, such as a lunchroom, is a perfect place for a kiosk that connects directly to your corporate intranet. Employees can perform self-service HR and benefits transactions or print out documents posted online.
  
• Display flat screen monitors: Like kiosks, flat screen monitors can be situated in high-traffic areas, to keep employees up-to-date about upcoming events (for example, Open Enrollment or onsite biometric screenings) or broadcast videos from senior leaders.
  
• Set up podcast stations: Podcast stations are convenient for conveying company-wide messages to remote locations.
  
• Develop communication toolkits: Unless you provide line managers with formal communications training — and reward them for being effective communicators — you're taking a risk by letting them convey corporate messages without benefit of tools and guidance. Provide slides, talking points and scripts to keep core messaging consistent, handouts that cover more detailed information and flyers/posters that can be posted on bulletin boards.
  
• Create customizable templates: Give local HR professionals (or whoever else has responsibility for site communication) newsletter/flyer templates "pre-loaded" with corporate news and information, with sections that are easily customizable for local messaging.
  
• Provide Flash videos: Provide sites with Flash-embedded presentations that can be played during team meetings. Subjects can include senior leaders addressing strategic issues or HR/benefits managers covering important health and welfare and/or retirement matters.
  
• Use displays: Table tents and acrylic brochure stands are great space-savers and are convenient vehicles for communicating both just-in-time and evergreen messages.

Keeping your workforce engaged can be a tall order in any work setting. But when your employees work in remote or field locations and/or PC-less environments, the challenges in keeping them informed and connected are even greater.

By considering both new school technology and old school tactics, you might find the right combination of tools to help keep your unplugged employees "plugged in" to your company's goals, objectives and priorities.

With the President and other public figures calling for more civil discourse, it's a good time to reflect on the state of civility in corporate life and how our communication style can support, or erode, the quality of life at work.

Why is a civil workplace so important? Well, research has shown that workplace incivility isn't just bad for morale, it's bad for your company's bottom line. Employees who are subjected to abusive behavior — as well as employees who witness abuse — are less focused, motivated and productive.

While extreme forms of incivility, such as harassment, bullying and physical confrontation, are easily identified and generally addressed by corporate policies, there are less blatant forms of incivility that can pervade an organization. These offenses, while less dramatic, can still take a toll on employee morale, engagement and retention.

Is your organization harboring bad behavior? See if any of the following characters sound familiar:

• The Screamer: Her motto is "Pump up the volume!" She screams to get her point across on issues large and small. Her frequent tirades leave staff members dispirited and unsettled, with some even reduced to tears.
• The Four-Letter Fanatic: His speech is peppered with f-bombs and other words your mother told you never to say. And it's not because he's angry. His expletive-laced commentary could be about his vacation in Provence or his two-year-old daughter's birthday party.
• The Put-Down Artist: If there's a way to insult you, she'll find it. And if you take exception to her disparaging remarks, she'll play it off as a joke and declare that you have no sense of humor.
• The Me, Myself and I: He constantly interrupts his colleagues and is an expert at hijacking conversations. He's obsessed with holding forth, even when it's evident he knows little about the subject at hand.
• The General: He doesn't give direction; he gives orders. "Please" and "thank you" are not part of this man's vocabulary. He doesn't have time for trivial pleasantries. After all, he has a business to run!
• The Naysayer: She loves nothing better than a good argument. In fact, she seems to thrive on being combative and won't rest until she's had the last word.

Sadly, some companies allow these behaviors to continue because the person instigating them is a senior leader or possesses skills highly valued by the organization. In the end, however, these employers pay a high price for tolerating such actions, through higher absenteeism, increased turnover and an exodus of talent.

So what can we do to promote a more civil workplace? Clearly, management and HR must play a leading role in promoting, teaching and rewarding positive behaviors, as well as addressing undesirable behaviors.

At the same time, we as individuals can do our part by being mindful of what we say and how we say it. With more discourse, less discord and a big helping of old-fashioned good manners, we can foster a business environment in which everyone can thrive — a workplace that's respectful, positive and professional.

You’re constantly emailing or texting. You wouldn’t leave home without your BlackBerry, iPhone or other handheld device. And your idea of relaxing is to spend time on Facebook and Twitter, download songs to your iPod or curl up with an ebook. You’re connected 24/7 and you couldn’t be more efficient, productive, and tuned in, right?

Well, maybe not. While technology can help us save time and accomplish more, it can also become an obsession, preventing us from paying attention to what’s happening right now and interacting with our co-workers, as well as loved ones, in a meaningful way. Do you need to unplug? You might, if you say “yes” to one or more of the following scenarios:

• You take most of your meals while at a computer.
• You think nothing of bringing your laptop to the bathroom.
• Your headset/earbud has become part of your anatomy.
• You reply to text or email messages while driving.
• You spend more quality time with your BlackBerry than with your significant other.
• You break out your iPad while having dinner with friends.
• You begin to worry when your inbox is empty for more than five minutes.
• You’re swamped by RSS feeds.

If the behaviors above sound all-too familiar, you’re not alone. So how do you curb your tech obsession and reconnect with your life? Well, you can start by simply setting aside your gadgets for an hour each day. By giving yourself time to unplug:

1. You’ll increase your attention span: Bouncing from one digital device to another can take a toll on your attention span. Rediscover your ability to focus and concentrate for sustained periods of time.
2. You’ll enhance your creativity: Allowing yourself quiet time helps you nurture ideas and cultivate the creative process. Be still, take a breath and let your imagination flow.
3. You’ll be more productive: In today’s digital age, you can access data, share ideas and solicit opinions ad infinitum. Remove yourself from the constant flow of information so you can process what you’ve learned and put this knowledge to use.
4. You’ll nurture your people skills: Relying primarily on online communication can leave you feeling detached. Find opportunities to communicate face to face. You’ll hone your people skills and get better at reading nonverbal cues, such as facial expressions, posture, gestures and eye contact.
5. You’ll “reboot” your relationships: Taking a break from phone calls, emails, texts and IMs will give you an opportunity to focus on family and friends. Unplug and give your loved ones your full attention.

To use technology successfully, you need to strike a balance. By all means, make the most of your digital devices and the tremendous advantages they offer. But don’t forget the power of human connection and the simple joy of companionship — in-person, real time.

With more and more organizations leveraging social media to reach employees, the concept of “workplace communications” is rapidly evolving. Tools such as Facebook and Twitter are providing companies even more avenues for reaching employees. This expanded connectivity offers many advantages, but also calls for new guidelines to ensure that the communications experience remains productive for both employer and employee. While these guidelines may vary from organization to organization, here are some ideas to consider:

• Secure management support: Make sure managers understand the role of social media in your business and actively support its appropriate use. For example, a team leader might consider a microsite to encourage knowledge sharing and collaboration among his/her direct reports.
• Define rules of engagement: Have protocols in place to ensure that social media use (internally and externally) adheres to your organization’s policies regarding code of conduct, ethics, confidential and/or proprietary information and privacy.
  
• Provide education and guidance: Offer educational material and training to ensure that employees understand company guidelines for workplace communications, particularly social media.
  
• Have checks and balances: Not all employee-generated content is created equal. Just as Wikipedia has processes for reviewing user contributions, your company should have guidelines to support the quality and accuracy of employee postings.
  
• Make sure the medium suits the message: Choose the right tool for the task. For example, consider instant messaging to alert HR about a critical, time-sensitive issue, a vodcast/podcast to provide advance notice about changes to your company’s 401(k) plan or community forums for brainstorming.
  

A final thought: With increasing advances in communications technology, companies will soon have the capability to connect with employees virtually anytime, anywhere. That said, be sure that the volume and frequency of your workplace communications are what employees can reasonably manage, and that your efforts ultimately promote productivity and performance.

Hold on — there’s no need to call Gloria Allred. We’re not advocating office relationships. We’d just like to point out that tips for speed dating could actually apply to employee communications:

• Make a good first impression … and quick: Don’t forget — we live in the world of one-minute managers, five-minute abs and 30-minute meals. So be clear, concise and persuasive. Get your message right at first try; there may not be a second chance.
  
• Focus on the other person: It’s not about you, so leave out the unwelcome details about why the upcoming layoff or latest takeaway is actually good for the company. What do your employees need to know? What do they care about? What information would leave them with their dignity and self esteem intact, even if you were sharing bad news?
  
• Ask open-ended questions: There’s an art to asking a good question. Whether it’s a one-on-one conversation or a group discussion, design your questions to help draw out your listener(s) and avoid the dreaded “yes/no” response. You’ll come away with some valuable insights, and your employees won’t feel that they’ve wasted a perfectly good lunch hour.
  
• Watch your body language: No matter how carefully you craft your message, your posture, gestures and facial expressions will reveal the truth. Crossing your arms, leaning away from the table and avoiding eye contact are surefire ways to shut down your audience.
  
• Keep it professional: In the work world, as in the dating world, TMI is a big NO. So be personable, but not overly familiar.
  
• Follow up when you say you will: If you’ve committed to getting back to an employee, don’t put him/her on the back burner. And telling that person, “Sorry, I’ve been so busy,” is not a valid excuse. Whether you’re 16, 36 or 56, it’s no fun waiting for a call!
  

So the next time you’re preparing an email blast or putting together a staff presentation, think about what it takes to be a good “date.” Whether you’re trying to find the love of your life, or engage your employees, it’s all about being genuine, making an honest connection and treating the other person with respect.

There’s nothing more painful than listening to a boring presentation, unless, of course, you’re the one giving it! So what’s the secret to giving a great presentation? Well, in many ways, it’s a lot like creating a great meal:

• Use fresh ingredients. You wouldn’t serve leftovers when you’ve got dinner guests. Likewise, your presentation should have something fresh to offer — new information, new ideas or new insights.
  
• Strike a balance. Just as over-seasoning can ruin a dish, providing extraneous information can have your audience nodding off or ducking out early. So no matter how passionate and knowledgeable you are about your topic, make sure the level of detail you provide is appropriate to your audience.
  
• Make it visually appealing. We eat with our eyes. Similarly, the right images — graphics, video clips, illustrations or charts — will help your audience grasp and retain key concepts and bring your material to life.
  
• Watch your pacing. You don’t want to deliver the entrée in the middle of the appetizer course. Similarly, you don’t want to rush through your material or, on the other hand, drag it out with filler just to take up the allotted time. Always practice your presentation out loud to get a feel for the rhythm and cadence of your words to ensure a smooth, polished delivery.
  
• Make it personal. There’s something intimate about a great meal. You’ll feel as if it’s been prepared just for you, even if other diners are enjoying the same dishes. As you develop your content, weave in appropriate anecdotes, stories, quotes or analogies to connect with your audience emotionally, as well as intellectually.
  
• Keep your focus. Everyone knows the risks of having too many cooks in the kitchen. Well, writing by committee also has its risks. Although it’s tempting to divide and conquer, especially when you’re preparing a lengthy presentation, allow time for a final edit and polish to ensure that your material flows smoothly and presents a consistent “voice” and point of view.
  
• Have a vision. Each course of a meal should complement one another. Just so, the segments of your presentation should coordinate together and build towards a strong and satisfying conclusion.

So the next time you’re asked to give a presentation, don’t just focus on what you can tell people. Think about creating an experience that will nourish your audience and provide sustenance for both heart and mind.

It can take years to build a great brand … and just one misstep to undermine it. Witness the recent experience of pro basketball superstar LeBron James. Since joining the NBA seven years ago at the age of 18, James has been quick to build a strong personal brand as a team player and hometown hero, while amassing a tidy fortune at the same time. Unfortunately, the basketball wunderkind’s media savvy appeared to desert him when he announced his much-anticipated NBA plans on July 8th, during an hour-long ESPN special titled “The Decision.”

Part infomercial, part kiss-off to his old team, the Cleveland Cavaliers, the event was an ill-conceived PR disaster that left the James personal brand in tatters, earned the derision of fans nationwide and prompted the one-time media darling to appear defensive and uncomfortable in subsequent interviews. While James’ situation is unique in many ways, it’s also a very familiar tale about a brand that’s lost its way. So what should you do when your brand takes a wrong turn? Here are some ideas to consider:

1. Do some soul-searching. When your brand goes south, change for change’s sake is mighty tempting. Surely a new PR firm, ad agency, marketing guru or even CEO will have the answer and quickly right the ship. While it’s true that a fresh perspective can be helpful, more often than not, it’s better to look inside, rather than outside, for initial guidance. Think about your brand values and brand essence. What did your brand stand for in the beginning? What does it stand for now? Is there a gap? If so, is it because your brand has changed or because you’ve lost touch with your brand? Some candid reflection might lead you to the source of the problem … and to a meaningful solution.

2. Throw out the Kool-Aid. In the end, your brand promise has to deliver, so be sure you and your team can clearly separate the facts from the hype. If you can’t, your consumers or employees will do it for you. And in this age of instant information, they won’t be shy about pointing out the discrepancies between your brand promise and brand reality.

3. Hold your brand stewards accountable. Brand stewards must be uncompromising about protecting your brand. "Yes men" need not apply. Great brand stewards can dissuade management from wrongheaded ideas and stave off brand disasters. So if your brand is starting to flounder, take a look at your brand stewards and be prepared to ask some tough questions.

4. Focus on action, not words. Strange advice to find in a communications blog - nevertheless, it’s important to remember that the best way to repair a damaged brand is not through a well-crafted sound bite, but through right action and timely follow-up.

5. Try a slice of humble pie. Believe it or not, brand-building and humility can go hand in hand. While some brands have made their mark by relying on a brash, in-your-face marketing style, brands that endure more often than not exude a sense of dignity, class and quiet confidence.

6. Lead with your heart. Instead of searching for the next cool idea that will generate a lot of media buzz, take a moment to consider this question: Why is the world a better place with your brand in it? After all, a great brand isn’t about a person, product or service; it’s about a human experience. But be warned - if you find yourself grasping for an answer about your brand’s raison d'être, your current crisis is more than a blip on the screen and major changes may be in order.

We used to think of crisis communications planning as something you’d need if something bad happened. But with disasters befalling more and more global brands these days, it seems that crisis is now the new normal. And that means your internal communications function better be ready to spring into action when bad things happen. To help you handle your internal messaging when disaster strikes, here are some guidelines to keep in mind:

• Stick to a few key points: Craft two to three key points you want to make about the issue. Keep them short enough to fit on a few 3x5 cards, easy to remember, and simple to convey to others.
  
• Forget the platitudes: This is no time to hide behind corporate-speak. Be candid, stick to the facts and give your employees the respect and honesty they deserve.
  
• Have FAQs prepared in advance: Think about the questions employees are likely to ask first, and include them in an FAQ handout (if appropriate) for the face-to-face sessions.
  
• Prepare for an emotional, or even hostile, environment: Depending on the nature of the crisis, people may be upset or angry in your sessions. Think about how you’ll want to handle such situations and keep them from escalating.
  
• Share the news verbally first: Although it may be tempting to send out an email as your initial communications effort, it’s better to convey your news in person; for example, in an all-hands meeting or several group sessions held simultaneously. Face-to-face communication shows that you value employees, allows you to dispel rumors and gives you greater opportunity to assess and manage employee reaction.
  
• Allow time for questions: In your face-to-face meetings, give people an opportunity to ask questions, share their concerns and yes, even vent a little. Doing so will enable you to identify key concerns among your workforce.
  
• Don’t leave employees hanging: Let employees know when you’ll have more information to share. And be sure to follow up when you say you will, even if it’s to say you don’t have all the answers yet.
  
• Set up a triage system for handling additional questions: Provide a channel that employees can use to submit follow-up questions and get prompt answers. Whether it’s a locked drop box, an 800 number or a temporary website, be sure to give employees a means of getting questions answered after your initial meetings.
  
• Make sure your internal and external messages are in sync: Take care that the messages you’re providing to employees and the ones you’re sharing with the public are aligned. There’s always a chance that an internal communication might be “shared” with your local news station — or posted on the Internet — so be consistent with your messaging.
  

In today’s volatile business environment, it’s foolhardy not to have a crisis communications plan in place. No matter how profitable your company, how beloved your brand or how impeccable your corporate reputation is today, bad things can and do happen. How well your communications team prepares for them now will affect how you fare as a business, and as an employer, in the aftermath.