Over the years I have adopted a job responsibilities mix that I seem to be sharing with many colleagues in communications.Here it is, ranked by effort:
- Project management.
- Corporate adviser function.
- External adviser function.
- Managing people.
What I like about this mix is that the top three functions are about leadership. I oversee the external communications center at RIA Novosti which has two full time employees, an adviser and a project manager. You can see the structure is fractal. Having less people to manage and focusing on projects allows for more leadership practice.
I am sure that the more people you manage, the less you can be a leader for them. And that the the more you manage people, the less you are a leader for them.
Being an external adviser is a very important element in corporate advocacy and building trust, both inside and outside the company. This involves collaborating in industrial associations and work groups, sitting on jury panels of awards and contests, blogging, tweeting, speaking at conferences.
Implications for business are evident. So, the bottom line is that such leadership is a proper way for a communicator to contribute to the company's bottom line.