8:00 a.m.
Continental Breakfast & Networking

8:30 a.m.
Chairperson's Opening Of Day Two

Kathryn Yates, Global Practice Director – Communication
WATSON WYATT WORLDWIDE

8:40 a.m.

A Legacy Of 21st Century Leadership:
How To Use Strategic Internal Communication To Engage Employees And Drive Organizational Outcomes

In this session, you will hear about an innovative, research-based approach designed to build and exercise 21st century leadership competencies. No one questions the important and vital role that managers play on employee performance and retention. Now, see how a long list of possible managerial activities and competencies was reduced to the "vital few accelerators" that have the most impact on improving both employee engagement and leadership effectiveness. Using this approach, time-oppressed managers can edit their "to-do" lists to retain only those activities that create positive energy by recognizing and appreciating what is working (success), which produces greater engagement and momentum for change; ultimately achieving "breakthrough" increases in organizational results.

• The value of using an appreciative inquiry-based approach to leadership development
• The "vital few accelerators" that drive outcomes of employee engagement and leadership effectiveness -- developing others, performance management (results-driven performance) and communication
• How to apply the "vital few accelerators" on-the-job

Jim Trinka, Director, Air Traffic Organization Training and Development
FEDERAL AVIATION ADMINISTRATION,
U.S. DEPARTMENT OF TRANSPORTATION

9:55 a.m.

An Inside Job: The Keys To Successfully Launching An Internal Brand That Drives Bottom-Line Business Results

Internal branding has the potential to be a critical component of a company's long-term success. It can align employees around a vision, create greater efficiency and understanding across an organization, and ultimately manifest itself externally through marketplace results.

Internal branding success depends on generating genuine employee "engagement." The goal is to make all employees part of the communications process, create evangelism among the formal and informal leaders within an organization, capture hearts and minds across the workforce, and ultimately create the kind of behavioral changes that will drive the company's intended business results.

• Identifying the critical business "inflection point" before a moment of opportunity is missed to enhance, evolve or completely redefine an internal brand image
• Understanding the cultural implications related to establishing an internal brand and mitigating issues before they happen
• Realizing the shift in employee influence from the CEO, to the supervisor, to peers and "people like me"
• Creating engaged, empowered and believable "storytellers" throughout the organization
• Translating the brand effort into bottom-line business benefits – from recruiting, to retention, to revenue

Marguerite Copel, Vice President, Corporate Communications
DEAN FOODS COMPANY

10:50 a.m.

Building A One-Company Culture In A Multi-Brand Business

When a leading consumer services company, ServiceMaster, was taken private in 2007, it was faced with an interesting internal communications challenge: how to create a single, values-driven growth culture without compromising the integrity of each of its highly recognized, industry-leading brands, like TruGreen, Terminix and Merry Maids. It’s still a work in progress, but there are positive signs of change everywhere. Building employee awareness (and buy-in) of the one-company concept requires more than a new logo and slogan; it takes time and requires a completely new approach to communications, talent management, corporate giving – even team meetings.

• Encourage employees to deliver a unique brand promise while seeking a broader corporate perspective
• Start breaking down the walls and silos that often keep employees – and the brands they serve – from delivering top performance
• Communicate the one-company story in ways that engage employees and ensure they start to "own" the corporate brand
• Identify some quick wins that spotlight individual brand success, even in a one-company culture
• Turn best practice-sharing into a key performance metric

Peter Tosches, Vice President of Corporate Communications
SERVICEMASTER

Join a group of your communication and marketing colleagues for lunch with an informal discussion facilitated by one of our expert speakers. Take this opportunity to join others in a small, interactive group setting to network and brainstorm solutions to your most pressing internal branding concerns.

You asked for it, you got it! Interact and discuss solutions to your internal branding challenges with your fellow attendees and our experienced speakers. You will leave with new tools and hands-on experience and ideas for more successfully applying best practices to your own branding initiatives.

2:00 p.m.

How To Create Internal Alignment That Fosters High Levels Of Engagement In A Highly Decentralized Organization

Exel, a Deutsche Post World Net company, is the Americas leader in contract logistics with over 40,000 employees across North and South America, most of them in non-skilled positions. And as a third-party logistics provider (3PL), most of these associates are deployed in warehouses and other facilities that are more identified by Exel's clients than its own brand. Employee engagement is a challenge in any company, but when you add the possibility that people aren't even sure which brand they should be loyal to, it can be a monumental challenge.

• Translate employee research into a focused messaging strategy
• Develop an effective internal branding campaign that both inspires and informs
• Deploy the campaign so it will be received in the most effective and consistent manner
• Measure qualitative and quantitative results
• Evolve the campaign over time

You won't want to miss this fascinating case study on how this organization overcame immense obstacles in building a workforce of brand ambassadors.

Lynn Anderson, Vice President of Communications
EXEL

William Faust, Partner and Chief Strategy Officer
OLOGIE

3:10 p.m.

Operationalizing Your Brand Internally To Increase Success During Restructuring And Change: How A Strong Internal Brand Can Smooth The M&A Process

According to McKinsey, only about 32% of mergers and acquisitions actually meet their financial goals, often because of differing corporate cultures and structures. So how can an organization using acquisitions as a growth strategy avoid this fate? Through strong internal branding.

• Use your brand promise to help choose acquisition targets
• Improve acquisition integration through clear, brand-based employee behavior expectations
• Align your brand with operational metrics
• Ensure delivery of your brand promise during times of restructuring and change

Russell Benaroya, CEO
REM MEDICAL CORP.

Lynn Parker, Principal
PARKER LEPLA

4:05 p.m.

How To Build A Strategic Branding Campaign From The Inside Out To Successfully Re-Brand Your Organization

George Brown College is the third largest college in Ontario with approximately 2,000 full and part-time employees. It is situated in the city of Toronto; one of the most competitive post secondary markets in Canada. Over 200 post secondary organizations from around the world advertise to attract and recruit students in Toronto every year and double digit spending growth continues.

The education category in Canada is a service sector employer that has its single largest investment in people. It is therefore paramount that those individuals are united in contributing to, understanding and delivering against a relevant brand promise. Much like other categories whose stock and trade is intelligence; such as law firms or consulting companies; education is staffed by hundreds and thousands of entrepreneurs who have a natural desire to forge a unique path. While this is an overall organizational strength, in branding, it can also be a great organizational barrier to achieving unity.

• How to build a strategic branding campaign from the inside out
• Specific tactics and strategies you can use to successfully re-brand your organization
• How to overcome resistance to an internal branding campaign

Karen Thomson, Vice President Marketing
GEORGE BROWN COLLEGE

5:00 p.m.
Chairperson's Recap:
Key Takeaways And What To Do When You Get Back To The Office

We'll recap the highlights of the past two days and ask you to share key insights and next steps with the group.