As a lecturer at the Faculty of Information Sciences at the Complutense University of Madrid, I have the privilege of sharing, every day, the concerns, aspirations and also the uncertainties of the younger generations. University lecture theatres are like small social laboratories where one can observe how ways of learning, interacting and understanding the world are evolving. Our students are constantly connected to multiple screens, handle emerging technologies with remarkable ease and possess an enormous capacity to adapt. However, they also face significant challenges: the speed at which information circulates, the pressure of immediacy, the polarisation of public discourse and the difficulty in distinguishing between knowledge, opinion and disinformation.

In view of this reality, Education in Communication cannot be limited to the acquisition of technical skills. Training professionals capable of leading social change necessarily implies developing individuals committed to the values that support responsible, ethical, and humanized communication. The university does not merely impart knowledge; it also contributes to developing critical perspectives on reality.

On too many occasions we associate leadership with the ability to lead teams or manage organisations. However, leadership in Communication has a dimension that is much more broad and profound. A good communicator is not only able to convey effective messages, but also to inspire, listen, build trust and contribute to collective well-being. Leading means, to a large extent, taking on the responsibility that entails influencing the way in which people interpret the world.

Perhaps one of the most pressing questions of our time is this: what sort of leaders does the future of communication need?

For decades, we have valued the ability to speak well, to persuade or to capture an audience’s attention. Today we know that these skills remain essential, but they are no longer enough. Contemporary leadership requires the incorporation of new skills relating to emotional intelligence, media literacy, creativity, adaptability and the ability to manage complexity. In other words, we need leaders capable of communicating with scientific rigour, human sensitivity and social commitment.

The advent of artificial intelligence is a prime example of this transformation. Our students are learning to use tools that, just a few years ago, seemed like science fiction. Artificial intelligence is revolutionising the creative industries, journalism, advertising and public relations. It can help us produce content, analyse large volumes of information and optimise communication processes. But it also forces us to ask new ethical and educational questions.

Are we teaching our students when to use artificial intelligence and when it is better to rely on human judgement? Are we training professionals who are able to identify the biases present in algorithms? Will our future communicators be able to champion creativity and authenticity in an increasingly automated world?

The answer to these questions will determine, to a large extent, the future of our professions.

Education in Communication must, now more than ever, become an education in critical thinking. It is paradoxical that we have practically infinite amounts of information at our disposal and yet, at the same time, phenomena such as disinformation and information fatigue are on the rise. Perhaps the greatest challenge of our time lies not in accessing information, but in learning to interpret it properly. Universities must therefore take a leading role in training citizens capable of understanding today’s complex communication ecosystems. Teaching communication involves teaching students to ask questions, to cross-check sources, to listen to different perspectives and to understand the social consequences that every message we disseminate may have.

In this context, I would like to raise a question that sparks interesting debates in the classroom: do we prefer to train excellent professionals or excellent people? The most immediate response is usually that these two aspects are inseparable. And that is precisely where one of the great educational challenges of the 21st century lies. We must not forget that behind every communication strategy there are people. Behind every advertising campaign there are emotions, needs and expectations. Behind every news story lie ethical and social responsibilities. Behind every technological innovation, there are still human beings who deserve to be heard and understood.

Perhaps this is why one of the concepts that has been gaining the most prominence in recent years is the humanistic leadership. In contrast to models that are overly focused on productivity or immediate performance, a conception of leadership is emerging that is based on empathy, care and the ability to create more inclusive and collaborative spaces. Humanistic leadership does not view communication as an instrument of power, but rather as a tool for building trust, fostering learning and driving social transformation. But, watch out!!! Productivity is, and will continue to be, essential, with two fundamental characteristics: effectiveness and efficiency.

Are we teaching our students to lead from a place of empathy? Are we showing them that active listening can be just as important as the ability to argue? Are we able to convey to them that success professional success should not be built at the expense of collective well-being?

These questions take on particular significance at a time in history characterised by profound cultural and technological changes. The younger generations are calling for different ways of learning and participating. They are no longer passive recipients of knowledge, but active agents who wish to understand the purpose and social impact of what they are studying.

I therefore believe that communication education must incorporate three main pillars. The first is critical thinking, understood as the ability to analyse reality from diverse and well-founded perspectives. The second is emotional intelligence, which is essential for understanding how emotions influence communication processes and decision-making. The third is social responsibility, which reminds us that communication always involves accepting the consequences of our words and actions.

Communication is much more than simply conveying information. It is about building bridges between people, facilitating learning and promoting more aware, inclusive and democratic societies. Similarly, leadership in communication is not merely about holding positions of responsibility, but about being able to make a positive impact on our professional and social environments.

I would like to conclude with a reflection aimed particularly at our students, but also at those of us who have the privilege of supporting them in their education. Perhaps the big question is not what professions will exist in twenty years’ time, but what values will continue to be essential when those changes come about.

Technology will continue to evolve and tools will continue to change. However, intellectual curiosity, the ability to listen, critical thinking, creativity and ethical commitment will remain the foundations of good communication. Perhaps true leadership in the future will not consist of speaking louder than others, but of being able to communicate better, understand more deeply and educate with the conviction that words have the power to transform reality.

And so this raises the question with which I would like to open the debate: if artificial intelligence can learn to write, design or report, what uniquely human skills should we be teaching in our classrooms today to train the communication leaders of tomorrow?

Life is beautiful.

*Article written by Almudena Barrientos-Báez, lecturer at the Faculty of Information Sciences, Complutense University of Madrid, and member of the Spanish Academy of Television.

La entrada Leading to communicate and communicating to educate: real challenges. se publicó primero en Agencia comma.

A good spokesperson should never improvise. They must prepare, practise and undergo proper training. This isn’t the first time we’ve discussed this on our blog, but we feel it is necessary and useful to summarise, in this post, the key points for understanding what spokesperson training involves, why it is so important, and the key steps involved in preparing a spokesperson.

What is spokesperson training?

Spokesperson training is a process designed to prepare the professionals who represent an organisation so that they can communicate in a manner that is effective, secure and consistent in various situations and when addressing different audiences.

Having a thorough understanding of a company, a sector or a particular topic does not necessarily mean knowing how to communicate it effectively. A good spokesperson must be able to convey that knowledge clearly and comprehensibly, always bearing in mind who they are addressing, through which channel and with what aim.

That is why a spokesperson training programme focuses both on verbal and non-verbal communication skills and on an understanding of corporate communication processes and how the media works.

During the spokesperson training, participants learn to identify, structure and convey their key messages, to handle interviews and all kinds of public appearances, to answer difficult or sensitive questions, and to adapt their message to different audiences, situations and channels. In addition, they practise key skills such as listening, the ability to summarise, clarity and how to react to unforeseen situations.

Why is it so important to include it in the communications strategy?

The training of spokespersons as part of a corporate communications strategy enables those who will represent the organisation to be prepared to deal with different communication scenarios and to do so in a manner consistent with its positioning, values and objectives. The role of a spokesperson should not be viewed in isolation, as it is directly linked to one of the key assets of any organisation and its communication strategies: its reputation.

Every time a spokesperson speaks, they are shaping perceptions of the company. Their clarity, confidence, ability to listen, approachability, the way they respond, and the consistency between what they say and what their organisation does all help to shape the image that different audiences have of the organisation.

A good intervention can build trust, raise profile, strengthen the positioning of the organisation and humanise a company. A poor campaign can lead to confusion, create headlines that are not desired or exacerbate a delicate situation. For that reason, investing time and resources in preparing the ones who represent the organisation is also investing in protecting its reputation and, therefore, consequently, its brand.

How does one prepare to be a good spokesperson?

Training a spokesperson does not consist of providing them with a set of talking points and teaching them to repeat them. Nor is it turning someone into someone they are not. Training in an appropriate manner to a spokesperson involves providing them with tools so that they are able to communicate with clarity, confidence and ease, whilst maintaining their personality and, at the same time, effectively fulfilling the role that they play within the organisation.

Practise active listening, show empathy, getting to know your audience or being clear and concise are some of the keys to being a good communicator and achieving effective communication communication.

But, above all, a good spokesperson is properly prepared through practice. You need to work on key messages, carry out mock interviews and/or press conferences, practise responses to tricky questions, and analyse your communication style to identify strengths and areas for improvement. Training is key, as is constructive feedback that helps you improve. And, of course, it’s not just the words that matter: you also need to pay attention to eye contact, gestures, posture and tone of voice, because non-verbal communication is also part of the message.

Spokesperson training gives the spokesperson confidence. When a person knows what they want to communicate, understands the context they are facing and has practised different scenarios beforehand, there is less room for improvisation and their ability to focus on what really matters—communicating—is enhanced. And they will do so effectively.

The importance of training courses that are tailored and bespoke

For over 25 years, we have been committed to providing bespoke spokesperson training, tailored to the needs of each organisation and the profile of its professionals. We combine knowledge, experience and practical training to help executives and experts communicate more effectively and represent their organisations with confidence and efficiency. If your organisation needs to prepare its spokespersons, refresh their skills or train them for specific communication situations, we can help.

La entrada Spokesperson training: what it is, why it is important and how to train a good spokesperson se publicó primero en Agencia comma.

I’m going to tell you what this article actually is: a post about how to ruin a 26-year-old reputation (both personal and corporate) in 26 minutes. A post about how to lose control by giving in to improvisation and emotions, ultimately turning a public appearance into a real battleground. And, although moral lessons are usually left until the end, I’ll give you a spoiler right now: any spokesperson must prepare and carefully consider every statement in detail, and have the tools to maintain control (or regain it if they’ve lost it). Otherwise, their image will be in tatters, directly impacting the corporate reputation.

A corporate reputation is built slowly (very slowly), over years and decades, through strategic decisions and, above all, leadership based on credibility and consistency, but it can be destroyed in an instant: a single public statement made without an awareness of the role you represent and without proper preparation is enough to jeopardise decades of reputational capital. And, I think we can all agree, the press conference on 12 May by Florentino Pérez, the (still) president of Real Madrid, is an extraordinary example of this.

So, let’s take a look at the three key points that stood out during this press conference and the lessons we can learn from each of them.

When the spokesperson ceases to represent the institution

One of the basic principles of spokesperson training is that anyone speaking in public must be clear that they represent an organisation, its corporate culture and values, and that they represent these above and beyond themselves. In other words, above and beyond the spokesperson themselves. Spokesperson roles are individual, yes, but above all, they are institutional.

However, for much of the press conference, Florentino Pérez moved away from institutional matters and onto a personal level: the press conference ceased to be a corporate explanation of the club’s future and instead became a response to personal rumours, media criticism and conflicts external to the club he represents. And this loss of control had a direct impact in three areas: firstly, on the message, which ceased to be perceived as leadership and began to be perceived as a reaction; secondly, on the image of the executive himself; and thirdly, on the image of the company itself.

And that was exactly what happened.

The five lessons learnt:

1. Don’t speak without training first
2. Don’t lose sight of the main message
3. Don’t improvise
4. Don’t talk more than necessary
5. Don’t overlook non-verbal communication

The most dangerous mistake: speaking from a place of hurt

Let us always remember that the spokesperson’s emotional tone has as much, if not more, influence than the content of the message. This aspect marks a critical juncture in any public appearance: when the spokesperson ceases to steer and lead the conversation and begins to react to it and defend themselves personally.

In spokesperson training, there is one essential rule: you should never make a public statement driven by an emotional need for vindication or to settle scores, because when a spokesperson feels the need to deny something, explain themselves or seek revenge in public, they lose emotional control and their ability to exercise strategic control.

Corporate communication is not about winning debates or arguments. It is about leadership, and about demonstrating authority with confidence and transparency.

For this reason, one of the most sensitive aspects of the press conference was the constant personalisation of the conflict: naming journalists, accusing specific media outlets of orchestrating campaigns, or even using hyperbolic expressions such as “they’ll have to shoot me to get me out” are attitudes and elements that automatically shift the focus away from the institutional message and turn it into a personal conflict. And, in terms of reputation, this comes at a huge cost because the audience expects a calm, composed and controlled spokesperson who leads their statement with proportionality and reasoned arguments, especially in high-pressure situations. The spokesperson may be fundamentally right, but completely lose public support because of the manner in which they present their case, and that is one of the greatest risks in institutional communication: confusing firmness with aggression.

The five lessons learnt:

1. Do not get drawn into emotional arguments: do not react impulsively or speak out of anger
2. Do not use sarcasm or irony, nor display arrogance
3. Do not use a constantly defensive tone or threats
4. Confusing firmness with aggressiveness
5. Do not turn an official appearance into a settling of scores, nor adopt a victim mentality

When the spokesperson becomes the subject of the news

There is another fundamental rule regarding the role of the spokespersons in the field of corporate communication: the focus of the statement should never be the spokesperson. The protagonist should be the message, and the spokesperson, its messenger.

However, by the end of the press conference, the public debate was no longer centred on the elections at Real Madrid nor on the management of the club, but rather it centred exclusively on Florentino Pérez, his clashes with the press and the tone of his statements.

The ruling is clear from the perspective we are analysing: this shift in focus is one of the main indicators of communication failure. Because when public discourse strays from the strategic objective of the statement and focuses instead on the spokesperson’s behaviour, the organisation loses control of the narrative, with all that this entails for its reputation. And regaining that control often takes weeks, months or even years.

The five lessons learnt:

1. Don’t forget that you represent an institution
2. Don’t think that a reputation once established is indestructible
3. Do not make conflicts with journalists a personal matter or discredit the media
4. Do not ridicule uncomfortable questions or journalists because of their personal circumstances
5. Do not respond to provocations

Three key points and 15 lessons learned from a real-life example that highlight the pitfalls to avoid in public appearances, as they are exactly the kind of things any spokesperson should steer clear of.

A striking real-life example that illustrates how a business leader, accustomed to being in control and with three decades of reputation-building behind him, lost sight of the purpose of his appearance in the space of just a few minutes, and how this resulted in a complete loss of narrative control and emotional control. Because, beyond the political or sporting content of his statements, what is relevant from a corporate communications perspective is how a senior executive of an IBEX-listed company and a leading organisation such as Real Madrid lost the strategic focus of a speech that will take a long time to be forgotten.

That is why this is a prime example of how an institutional appearance can become a case study in poor media management. We must therefore always bear in mind one key principle: reputations can be destroyed in a matter of minutes – and almost always in front of a camera.

La entrada The case of Florentino Pérez: the three key factors in how to destroy 26 years of corporate reputation in 26 minutes se publicó primero en Agencia comma.

Communication is always a very delicate issue for companies to manage. Being exposed in public carries risks, controlling the message becomes more difficult as the degree of interaction with the press increases, and the media’s narrative may end up being very different from what the company had in mind, causing no small amount of upset and disappointment. However, there are always a number of easy-to-anticipate mistakes which, if we avoid them, will at least allow us to tread on solid ground. Below, we will outline the seven deadly sins that, unfortunately, are committed more often than they should be.

Forgetting that there is a thin line that separates communication from marketing

All executives know the theory, but in daily practice, many succumb to the temptation to approach communication with a “free advertising” approach in the news media. Every press release and every communication action must incorporate objectively interesting content with informational value. If a journalist asks a company spokesperson what they think of the current situation and the answer is “I think consumers should buy my product because it is the best on the market“, the result is counterproductive and contrary to the interests of the company: it creates a bad relationship with the press (which is looking for news, data and facts, not advertising), credibility is lost and the brand’s prestige suffers.

Trying to stop an ocean liner when it is going at full speed

What does this mean? Many firms are eager to communicate transactions that are very relevant to them and set the process in motion; but when it takes effect, they do not like what they see (or it frightens them) and they try to stop it. It is true that it is not the same to imagine yourself on the front pages of newspapers as it is to actually see yourself there: being the centre of attention, even if that was what we initially sought, can generate pressure or unforeseen side effects that are difficult to manage. Therefore, before initiating a communication campaign, companies must assess whether it really benefits them from a strategic point of view and analyse all the possible consequences, because once the game has started, it cannot be stopped.

“If it is very important to me, has to be important to the rest of the world.”

This is an extremely common mistake, despite how obvious it is. There are issues that are crucial for a company, but which are not important enough to be published at a general level. Companies must accept this reality: no matter how important something is to them, that does not mean it should necessarily make the headlines. On the other hand, if a corporate event is not newsworthy in itself, it is probably not as important to appear in the media as was previously thought.

Haste makes waste

Managing communication in a hurry is like buying all the tickets in a lottery where the prize is disaster. The communication management of an issue that is crucial for a company must be commensurate with the strategic importance of that action or decision. Communication must be an integral part of that strategic development from day one. The “I want this out now” approach, as an abrupt order with no room for planning, can only yield satisfactory results by pure chance. Typically, neither the repercussions nor the message will come close to achieving the quality and impact they could have had if careful planning had been done from the outset. Communication is not simply a matter of pressing a button and believing that everything will flow, as is too often thought.

The trees in the short term that prevent us from seeing the forest in the long term

Corporate communication is not limited to a one-day impact. To achieve a good relationship with the media, based on trust and influence, it is necessary to constantly cultivate and nurture that relationship. The desire to achieve short-term results, pushing the media to their limits or betraying their trust, jeopardises the long term, which is the road the company will have to travel throughout its life. Today’s impacts, if achieved at the cost of damaging relationships with journalists, sow the seeds of tomorrow’s failures. Communication, like economic development, must be sustainable and not compromise the resources that will be needed in the future.

Measure quantity and quality by the same yardstick

We really enjoy receiving a clipping from the press with hundreds of hits (if it’s good news). But, be careful, many times, a single impact can be more determining and decisive than 250. An exclusive in the launch of a medium with maximum dissemination and prestige is more valuable than a tonne of briefs to the weight, with all the affection and appreciation for the briefs. In communication, quantity matters, but quality matters much more.

In times of crisis, employ the ostrich technique.

Crisis communication is one of the classic methods that never fails, sooner or later it ends up happening. When a crisis erupts in a company, the technique of the ostrich is one resource that has been used since ancestral times: hiding one’s head under ground and trusting that the storm will pass. It may work, life is full of surprises, but that is a trump card with some cards that are very dangerous. Nor is it advisable to feed trolls by communicating compulsively, because transparency does not consist of that. It is about leading and maintaining control over the discourse of the company, make its message visible, manage the crisis with diligence and decisiveness, without allowing that third parties (media outlets or other sources) take ownership of the company’s discourse the discourse of the company and twist it to their whim.

These sins capital of communication may seem of common sense. However, the truth is that I have seen how for years many companies make one and another mistake after these errors. That is why I have wanted to highlight them. Planning and placing communication at the level of importance that it deserves, companies will have an easier life in the always complex relationship with the media.

La entrada 7 capital sins of communication that are as frequent as they are easy to avoid se publicó primero en Agencia comma.

These functions can be developed both from within the organizations and from outside, using the services of specialized communication agencies . Its main mission is to organise and coordinate different strategic actions with the media in response to the objectives set (reputation, notoriety, strategic positioning, brand image, etc.) and in accordance with the action plan;

What are the functions of a press office?

Among the most basic functions of a press office we can find:

• Construction of the news story;
• Elaboration of basic communication materials (key messages, question and answer document -Q&A-, thematic argumentation…);
• Identification of key journalists, creation of specific databases and media agenda;
• Relations with the media and journalists: management and handling of press requests, presentation of proposals, etc.
• Organisation of joint activities;
• Creation and dissemination of information content (press releases, opinion forums, current affairs commentaries, etc.).
• Management of interviews and other communication tools;
• Identification of information opportunities linked to current affairs;
• Active listening: company, sector and competition.

The reality is that there is a diversity of conceptions regarding the communication tasks of a company or organisation, so that, in some cases, the press office performs the functions of a communication department, taking the parts for the whole; Hence, many press offices include functions related to the area of the Public Affairs, public relations, protocol, institutional relations, etc.

In any case, the main challenge for any press office is to be able to realistically define the conversation with the media in an increasingly liquid environment, in which we must not stop innovating and designing new models, channels and languages to connect with our audiences;

The role of the press officer

The press officer has a decisive role within this department and his basic functions are:

• Define and lead the media strategy;
• Personal relations with journalists;
• Select the most appropriate communication tool depending on the context or the objective to be achieved (press release, media call for press event, video, presentation, report, interview, infographic, etc.);
• Define messages/communication materials for spokespersons and prepare public interventions. (E.g.:press conferences, speeches, etc.).
• Active listening to the media to identify issues and opportunities arising from current news;
• Coordinate with the different communication teams; You will need to ensure that the communication strategy with media is coherent with other areas or functions (external communication, internal communication, digital communication, etc.). That is to say, even if the press officer is not personally responsible for preparing, for example, copies for social media, he/she must supervise and be aware of all the contents published in them, as well as in all the company’s communication channels (web, blog, newsletter, internal bulletin, etc.) so that the company’s story is consistent;
• Set KPIs
• Evaluate results and if necessary, refocus the strategy;

The evolution from press office to communication department

There is some confusion about what exactly a press office is; This is mainly because it is an old concept; What used to be a press office is now – in most cases – a communications department;

Press offices have undergone an important evolution in recent years, mainly due to the new channels and ways of relating that companies have nowadays with their public; Traditional media have undergone a transformation driven by the Internet, with the rise of social media as one of the main channels of interaction;

The press office and the new information ecosystem

This has led to the emergence of a new information ecosystem in which it no longer makes sense to engage only with the media in one way; Relationships go much further; And this is where the press office, conceived purely for managing relations with the media, has been forced to transform itself into a communications department that can respond to the new needs of companies to relate to the media;

In this sense, and immersed in a changing and increasingly complex and diverse context, it is increasingly important for companies to count on the strategic advice of partners with experience in the development of 360º communication strategies, such as comma agency, to help them manage relationships with their target audiences in the most effective way; A great deal will depend on this:

• Generating a relationship of trust with the media that can be maintained over time.
• To be able to transmit the company’s purpose and value proposition.
• Achieve the desired reputation and brand positioning;
• Generate notoriety and visibility: publicise new products, initiatives, corporate milestones, etc.
• Differentiate yourself through communication
• Achieve your business objectives

La entrada What is a press office and what are its functions? se publicó primero en Agencia comma.

What are the keys to being a good communicator?

1. Practice active listening

Let us start with one of the most important aspects of effective communication, which is undoubtedly the ability to listen actively. To be a good communicator, you should not only pay attention to your interlocutor’s words, but also to his or her gestures, facial expressions and tone of voice.

Active listening will help you to process the message correctly and respond appropriately. It will show your interlocutor respect and interest in what he or she is telling you.

2. Show empathy towards your interlocutor

Empathy is essential to establish connections with your interlocutor. Always try to put yourself in their shoes and understand their feelings, needs and concerns. This will allow you to tailor your communication to meet the needs of your interlocutor and build relationships based on trust and mutual understanding.

3. Know your interlocutor or your audience

Understanding your audience or interlocutor beforehand is crucial to tailor your message effectively. Research and understand your target audience, including their interests, values and views. Use this knowledge to personalise your communication and make your message relevant and meaningful to them.

4. Be clear and concise in your messages

Another key to being a good communicator and effective communicator is clarity and conciseness in your messages. Organise your ideas logically and get your message across in a straightforward and easy-to-understand way. Avoid using unnecessary jargon or complicated words that may confuse your interlocutor. And remember that less is more when it comes to communication. Try to express your ideas as simply and briefly as possible.

5. Don’t forget to be authentic

Authenticity in your messages and in the way you convey them will help you build trust and credibility. Be honest with yourself and others, and communicate your thoughts and feelings in a sincere and genuine way. And always avoid falsehood or manipulation in your communication.

6. Flexibility always

To be a good communicator you will need to be able to adapt to different situations and people. You will need to be flexible to adjust your communication style according to the context and the needs of your interlocutor, and sometimes this will involve changing your tone, language or approach to ensure that your message is understood and well received.

7. Manage emotions

Emotion management is essential to maintain calm and composure during communicative interactions. Learn how to recognise and manage your own emotions, as well as how to deal with the emotions of others in an empathetic and constructive way. Remain calm under pressure and avoid reacting impulsively or aggressively in conflict situations.

8. Practice constantly

Like any skill, you will learn to be a good communicator with practice and feedback. Look for opportunities to practise your communication skills in different contexts and with different interlocutors or audiences.

9. Continuous Learning

To be a good communicator you must always be in a process of continuous learning, open to new ideas and perspectives and looking for opportunities to expand and improve your communication skills. A good feedback from your practices will help you identify areas for improvement and work on them effectively.

10. Trust in you

Self-confidence is fundamental to communicate effectively and be a good communicator. Be confident in your skills and knowledge, and convey that confidence through your body language, tone of voice and facial expression. Confidence helps you project confidence and credibility in your interactions, which makes it easier to connect with your audience.

In short, being a good communicator requires a combination of technical, emotional and social skills. From active listening to authenticity and flexibility, each will contribute to making your communication more effective. If you practice and develop these skills, you will undoubtedly improve your communication skills in any situation and you will be able to establish stronger and more successful relationships in your personal and professional life.

La entrada 10 keys to being a good communicator se publicó primero en Agencia comma.

Without being clear about this, it will not be possible to achieve effective communication. However, if we are sure of what we want to achieve and we take into account the following points, it will certainly be much easier:

The best improvisation is good preparation

Improvisation has no place in strategic communication. Never get in front of a journalist without being clear about what he wants to talk about and what you want to talk about. Take an argument with you, internalize your key messages and try not to give more than three. Try to reiterate them throughout the presentation.

Listen carefully, think and then answer

A common mistake is to be thinking about what we want to say instead of listening carefully to what they are asking us. The subconscious, when we are in front of a journalist, can betray us. Listen carefully to what the question is, decide what the key message is within that question and answer with confidence.

Don’t let others speak for you

Always take the initiative. Lead the interview or the meeting; lead the conversation. Don’t get into topics you don’t want to get into and steer the conversation back to your own territory, to what is really interesting for your organization. The more you control the message and the less you leave to the journalist’s interpretation, the easier it will be to lead a conversation.

Putting the message first

Before going in front of a journalist, it is important that you think about the headline you would like to read the next day in the media. This headline should clearly and directly summarize our message, for which it is essential to use short and simple sentences: subject, verb and predicate.

Repeat your message

Whenever you have the opportunity, repeat your message and use different arguments that allow you to emphasize the most important part of what you want to convey. Do not hesitate to refocus some questions in order to contextualize the message. The key is to know how to redirect them to your interests. A good previous preparation and having the messages well internalized will always help. Do not hesitate to use examples to make yourself understood; the less you leave to interpretation, the better.

The most important thing, always at the beginning

The order of your presentation should always start with the most important points and, whenever possible, repeat them just before the end to reinforce the message. Don’t beat around the bush, focus your speech and be clear, concise and direct.

Adapts the use of language to the situation

Depending on the profile of the audience to whom the presentation is addressed, it will be necessary to use one language or another. It is important to maintain authority in the tone in order to achieve the same register from the beginning to the end of the speech and try not to diminish it when faced with uncomfortable or complicated questions to answer. Combining rhythm with tone will help to emphasize messages. When in doubt, it is always preferable to use simpler language in front of a supposedly knowledgeable audience rather than miss the opportunity to convey a message that is understandable to the majority.

Don’t forget that everything communicates

We must keep in mind that our body also speaks and transmits a lot of information; controlling body language techniques is as crucial as controlling the message. Avoid crossing your hands tightly or sitting too awkwardly. Let the air into your lungs. Be clear that what we don’t say is just as important as what we say. Gestures, our posture or a simple look can transmit as much or more than a sentence.

Before any appearance before the media and, in addition to the preparation, it is important to believe ourselves what we are and internalize our own strengths and the great ability to provide appropriate solutions for each of the current or future needs that may have the audience to which we are going to address.

La entrada 8 keys to effective communication for spokespersons se publicó primero en Agencia comma.

Positive language is an effective tool to change the way we express ourselves, improve our relationships and increase our ability to persuade. Therefore, it is essential to understand what it is, why it is so important and how to apply it to transform our daily communication.

What is positive language?

Positive language is a communication strategy based on the intentional use of words and expressions that generate confidence, motivation and clarity in messages. It is not simply a matter of being optimistic or friendly, but of constructing a discourse that promotes well-being, cooperation and problem solving.

The way we speak shapes the way we think. The words we use influence the way we perceive reality, feel and react to different situations. When we use negative language, we unconsciously activate the amygdala, a brain region linked to fear and anxiety. On the other hand, when we use positive language, we stimulate the prefrontal cortex, which is responsible for creativity, problem solving and rational decision making.

In addition, positive language not only impacts our own attitude and mood, but also the perception and response of those around us.

Some examples of the use of positive language

Let’s look at some examples. Although the meaning is similar, the second option in each case encourages a more proactive and decisive attitude:

• “It’s a difficult and complicated problem.” → “It’s an interesting challenge and we have a chance to find a good solution.”
• “I have no experience in this, I’m going to have a hard time doing it.” → “It’s a good opportunity to learn something new and put my skills into practice.”
• “This customer is very demanding and complicated.” → “This customer knows what he wants; that will help us provide him with better service.”
• “We failed in this task, it was a disaster.” → “We were not right, but this experience has given us valuable learnings to improve in the future.”

What are the benefits of using positive language?

Positive language brings benefits both personally and professionally:

• Generates trust and empathy in conversations.
• Facilitates conflict resolution by focusing on solutions.
• Reinforces self-esteem and that of others.
• Improves the work environment and strengthens the team culture.
• Increases persuasiveness by making messages more attractive.

On the contrary, a negative language-loaded with criticism, pessimistic expressions or aggressive tones-can generate rejection, resistance and affect the motivation of those who listen to us.

Applying positive language in our communication allows us to more effectively influence our daily interactions and obtain better results in our personal and professional relationships.

Strategies for putting positive language into practice

1.- Substitute negative words for positive alternatives. Small changes in the way we express ourselves can change the perception of a message:

• “I don’t know” → “I’m going to look into it.”
• “This is impossible” → “Let’s look for a workable solution.”

Rephrase sentences in a positive way. Instead of focusing on what cannot be done, emphasize what is possible:

• “I don’t know how to do it” → “I’m going to research the best way to do it.”
• “This report has many errors” → “We can revise this report to improve it”.

3.- Use constructive questions. Well-phrased questions direct the conversation toward solutions rather than problems:

• “Why did the project go wrong?” → “What can we learn from this experience and how can we improve it next time?”

4.- Enhance the use of affirmations and positive reinforcement. They always motivate and reinforce a constructive attitude:

• “I’m confident we can make it.”
• “Your work is bringing a lot of value to the team.”

Reinforce your communication with positive nonverbal language. We have already mentioned on many occasions the importance of nonverbal communication. Smile, posture and tone of voice reinforce the message you want to convey. And when it is a written message, read it out loud before sending it. Does it sound friendly, positive and clear?

Integrate positive language into your daily life

I insist, positive language does not imply ignoring problems, but expressing ourselves in a way that fosters trust and conflict resolution. We must not forget that words influence the perception and reaction of others. If we learn to reformulate our messages in a positive way, we will achieve that our communication (with ourselves and with others) will have a completely different impact.

Take the test. During the next few days, pay special attention to how you communicate – with others and with yourself – and try to apply some of these strategies to change the way you express yourself. I’m sure you’ll notice the difference.

La entrada Transform your communication with the use of positive language. se publicó primero en Agencia comma.

What is a spokesperson?

The spokesperson of an organisation, company, association… is the person designated and prepared to transmit its key messages to its internal and external target audiences (journalists, shareholders, employees, investors, suppliers, etc.)….) in a direct, simple and impactful way; It is constituted as the voice of the company and is assumed to always works (or should work) based on the organisation’s business strategy and in coordination with its communications team.

An organisation may have more than one spokesperson, usually related to different specialities within the organisation, but it must always have a spokesperson of reference who is the most representative image of the company;

The main spokesperson is usually the president or CEO of the organisation and his/her charisma and profile should match; In other words, there must be coherence between what the brand says it is and its main representative. The reality does not always coincide with the most advisable and it is not unusual to find spokespersons who do not adequately represent the role that corresponds to them, which will directly affect the perception of the brand;

It is therefore essential that the spokesperson is aware of the role he or she represents, of the responsibility he or she has as the main voice of the organisation and of the importance of taking that role very seriously;

The importance of the spokesperson in corporate communication

The spokesperson is like the captain of a great ship and must be aware that he/she is the highest representative of the ship; Knowing where you are going and which sailors you have, knowing the route to take, the risks you may encounter, weather forecasts and other possible unforeseen events are on your list of responsibilities;

A bad spokesperson can spoil an organisation’s reputation or confuse its target audiences by portraying an image that is inconsistent with the raison d’être of the company he or she represents;

Giving voice to an organisation is essential; What you don’t say about your organisation, others will say for you, so it is essential that the importance of good spokespersonship for brand perception is taken seriously; Everything a spokesperson does, he or she communicates, that also includes what he or she does not do;

Efficient communication

In 1967, anthropologist and psychologist Albert Mehrabian of the University of California (UCLA) presented a study that collected the percentage that each element of communication – words, body and voice – represents in conversation. Although Mehrabian focused on emotional communication, his conclusions are very timely to understand how important the role of a spokesperson is and what must be taken into account in order to communicate effectively;

La entrada The spokesperson and his role in corporate communication se publicó primero en Agencia comma.

What is nonverbal communication?

Nonverbal communication, also called body language, is the process of sending and receiving messages without using words, whether spoken or written. Just as some spelling marks are useful to emphasize written language, nonverbal behavior can emphasize parts of a verbal message.

It is considered that in a face-to-face communication, nonverbal behavior represents an important percentage of the information we transmit, compared to the rest that corresponds to verbal communication: hence the importance of taking nonverbal communication into account. In any case, below we will review some myths about the weight of nonverbal behavior in communication.

Non-verbal communication should not be confused with non-spoken (oral) communication, since there are non-verbal forms of communication, such as written or sign languages, which are not oral either.

Origins of nonverbal communication

The term nonverbal communication was introduced in 1956 by psychiatrist Jurgen Ruesch and author Weldon Kees in the book “Nonverbal Communication: Notes on the Visual Perception of Human Relations.Nonverbal Communication: Notes on the Visual Perception of Human Relations.“.

However, nonverbal behavior has been recognized for centuries as a fundamental aspect of communication. An example can be found in “The Advancement of Learning” (1605), a work in which Francis Bacon observed that “the lineaments of the body reveal the disposition and inclination of the mind in general, but the movements of the countenance and parts not only do so, but also reveal the mood and present state of the mind and will”.

It is also important to remember the influence of works published by Charles Darwin in 1872, entitled “The Expression of the Emotions in Man and Animals” and the figure of Paul Ekmanthe best known researcher in the field of non-verbal behavior, especially with regard to the facial expressions of emotions.

This same author establishes, together with Wallace Friesen, three types of nonverbal acts:

Non-verbal acts

• Origin: physiological or through our social environment.
• Uses: non-verbal language can be used -or not- to reinforce and clarify a verbal message.
• Coding: can be arbitrary or iconic.

What are the elements of nonverbal communication?

Facial expressions

The human face is capable of expressing countless emotions without saying a word. And unlike some forms of nonverbal communication, facial expressions of emotions are universal. The facial expressions of happiness, sadness, anger, surprise, fear and disgust are the same in all cultures.

Gestures

Gestures are part of our daily lives. We wave, point, gesture and use our hands when discussing or talking animatedly, often unconsciously expressing ourselves with gestures. However, the meaning of gestures can be very different depending on the culture and region, so it is important to be careful to avoid misinterpretations. Gestures, body movements and postures are studied by kinesics, also known as kinesics or kinesics.

Touch

We communicate a lot through touch. Think of the messages they convey: a firm handshake, a shy pat on the shoulder, a warm bear hug, a reassuring pat on the back, a condescending nod of the head or a controlling squeeze on the arm.

Space

Have we ever felt uncomfortable during a conversation because the other person was too close and invading our space? We all have a need for physical space, although that need differs depending on the culture, situation and closeness of the relationship.

We can use physical space to communicate many different nonverbal messages, such as signals of intimacy, aggression, dominance or affection. This concept is called proxemics, which is none other than the discipline that studies the spatial relationship between people as a social and signifying manifestation.

Body movements and posture

People’s perception of us varies depending on the way we sit, walk, stand or hold our heads, because the way we move and behave communicates a great deal of information to the outside world. This type of nonverbal communication includes posture, demeanor, stance and movements.

Visual contact

Because the visual sense is dominant for most people, eye contact is an especially important type of nonverbal communication. The way you look at someone can communicate many things, such as interest, affection, hostility, or attraction. Eye contact is also crucial for maintaining the flow of conversation and for gauging the other person’s response.

Voice

It’s not just what we say, but how we say it. When we speak, others “read” our voice, as well as paying attention to our words in a process of active listening. They focus on timing and rhythm, voice volume, pitch and inflection, and sounds that convey understanding and assent. Let’s think that the tone of voice can show sarcasm, anger, affection or confidence.

This is where paralinguistics comes into play, a science that studies elements such as the intensity or volume of the voice; the speed of utterances; the tone, variants and nuances of intonation and syllabic duration or volume.

What roles and functions does nonverbal behavior play?

• Repetition: non-verbal communication reinforces the message we deliver verbally.
• Contradiction: our nonverbal behavior may contradict the message we are trying to convey, thus indicating to the listener that, in certain cases, we may not be telling the truth.
• Substitution: Non-verbal communication can substitute for a verbal message. For example, our facial expression often conveys a much more vivid message than words.
• Complement: you can add to or complement your verbal message. As a boss, if in addition to praising an employee we give him or her a pat on the back, it can increase the impact of our message.
• Accentuate: You can accentuate or underline a verbal message. Tapping the table, for example, can emphasize the importance of your message.

Examples of the importance of nonverbal communication

Nowadays, the importance of nonverbal behavior in the context of communication is unquestionable, and we can find numerous examples:

A good alternative is to take a look at this video by Sonia El Hakim, lecturer in Nonverbal Behavior in different universities and institutions and for the State Security Forces and Corps, in TEDxRuzafa. It is an interesting and fun review of the relevance of our nonverbal behavior in everyday situations.

In this other video, psychologist and researcher David Matsumoto describes the importance of nonverbal communication and what “microexpressions” and “emblematic gestures” consist of, as a universal language, suggesting that nonverbal communication is learned almost innately and becomes an educational tool to promote learning.

Matsumoto is a psychologist and professor of psychology at San Francisco State University, and founder and director of the Culture and Emotion Research Laboratory, which studies the role of culture, emotion, social interaction and human communication.

Finally, in this video by Sinapsis-Lab, a consulting firm specializing in improving sales results, influence and leadership, reviews Barack Obama’s non-verbal communication in a speech at the Democratic Party convention in Boston in 2004, when he was a senator and not yet so well known.

Non-verbal communication and politics

In the same way as in any other field, non-verbal behaviors are key in political communication. In fact, it is quite common that when an electoral debate has taken place, some experts make an analysis on television of the non-verbal language used by the participants, and draw some conclusions about the message they wanted (or tried) to convey.

In this regard, our colleague Cristina Rubio wrote a post a few years ago on the analysis of the non-verbal language of politicians in campaigns.

Books on nonverbal communication

In our favorite bookstore we can find numerous works about nonverbal communication. Here are some examples:

• Mark L. Knapp (1982). Nonverbal communication: the body and the environment (Editorial Paidós). This is one of the classic works on nonverbal communication, in which the author reviews the most important works carried out to date on the subject and offers the reader a rigorous synthesis. The book addresses, among others, the role of tactile contact in interpersonal relationships, gestures in sexual rituals, the role of appearance in expression, the interrelation between the environment and personality, the direction and meaning of glances, facial expressions, etc.
• Flora Davis (2010). “La comunicación no verbal”. (Alianza Editorial). The author not only establishes an inventory of the techniques used by researchers in this interdisciplinary field where psychological, anthropological and ethological approaches intersect, and of their most important achievements, but also provides numerous examples of how this silent language influences daily life.
• María Calvo del Brío (2021). “Nonverbal communication for curious humans”. (Editorial Almuzara). The author gathers in the book the lessons learned from her professional practice through conferences, lectures, courses and workshops, transmitting these concepts with concrete examples applied to different personal and professional environments: negotiation, interviews, presentations…

Myths of nonverbal communication

One of the most widespread myths about nonverbal communication is the claim that words account for only 7% of what is communicated in a conversation. The rest would consist of 38% of the use of the voice (paralanguage) and 55% of body language (nonverbal communication).

This myth is even supported by a specific study conducted by Dr. Albert Mehrabian, a retired psychology professor) at the University of California, Los Angeles (UCLA).

But those numbers – suspiciously specific – come from a single study, which should be enough on its own to cast doubt on this claim. Moreover, the study deals with a very specific situation where people are talking about emotional content, and there is a disconnect between the words they use, the tone of voice and the body language.

Can non-verbal communication be misrepresented?

There are hundreds of references and websites that offer tips on how to use body language to your advantage. For example, they can teach us how to sit in a certain way, to join our fingers together or to shake hands in order to appear self-assured.

But it’s really not easy for those tricks not to work, since we can’t manipulate all the signals we constantly send out about what we really think and feel. And the more we try, the more unnatural those signals will probably become.

However, that does not mean that we do not have some control over our verbal communication. For example, if we do not agree with what someone says and want to establish a assertive communicationWe can use negative body language to reject the person’s message, such as crossing our arms, avoiding eye contact or tapping our feet.

Liars do not make eye contact.

Another common myth about nonverbal communication is that liars avoid eye contact. While some liars (especially children) find it difficult to lie while looking at us, other liars, especially more blatant or habitual liars, may overcompensate to “prove” that they are not lying by making too much eye contact and holding it too long.

If we associate lack of eye contact with deception, we run the risk of misinterpreting the signals of people who are shy, introverted or come from cultures where prolonged eye contact is considered rude or threatening.

Exercises for nonverbal communication

There are numerous exercises that allow us to better understand nonverbal communication and use it appropriately when communicating with others:

• One of the most common activities is to seat the members of a group in a circle and one person stands in the circle. Through nonverbal communication, he/she should address one of the participants indicating that he/she wants to sit down and take his/her place.
• Another common example for exercising nonverbal behaviors is to assign each participant a situation to describe to others using only body language. These are simple situations, such as one that might involve being in a hurry and missing the bus.
• The silent interview also represents an excellent dynamic to be aware of the importance of nonverbal communication.

La entrada Non-verbal communication: elements and characteristics se publicó primero en Agencia comma.