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…Sandra Bullock for both the best and the worst actress of the year. As I’m sure everyone knows, she won a Razzie for worst actress for her movie All About Steve and an Oscar for best actress for her role as Leigh Anne Tuohy in The Blind Side. Certainly a strange twist of fate in the entertainment world, but this outcome points to a few lessons we can apply as we work with our leaders throughout the year. Just like Bullock, leaders can swing wildly from great to terrible ratings from employees, but we, as communicators, can help reduce that swing and better position them to come out on top.

Choose Your Role Wisely

Though perhaps a comical read, I would imagine a pass through the script for All About Steve doesn’t leave one thinking this is the chance for a breakout performance. You could argue that maybe Bullock shouldn’t have put herself out there to play the part. The same principle applies in business. We need to ensure our leaders are put in a role that will help them succeed.

For example, it’s typically not appropriate for a CEO to spend his/her time talking to employees about food selection in the company cafeteria. Instead, we need to provide opportunities for him/her to engage in a dialogue with employees about the company strategy and priorities. How can we grow our business? What role do employees play in gaining market share? What differentiates us from the competition? These are the types of questions where CEOs can shine. It’s up to us to provide them and other senior leaders with the right opportunities to play that role.

Authenticity is Key

Your character has to be believable. I’m sure there were parts of Bullock’s character, Mary Horowitz, in All About Steve that struck a chord with people, but overall, Mary just wasn’t a credible character – even for comedy. As a result, you could see right through the acting and never really make a connection with the person on the screen.

By the same token, a leader in a town hall or on a webcast has to be credible or employees will see right through it. Everyone talks about the importance of authenticity today, but it’s true. Leaders need to be truthful, transparent and accessible if they want to build trust among employees. People have to feel that trust in order to truly connect with their leader and get on board with the direction in which they are taking the company.

 Roll With It

Sometimes, things just happen. It could be being in the wrong place at the wrong time, or it simply could be a mistake. Whatever the reason may be, we all know that things can go wrong from time to time. And, when that happens in the business world, we need to help leaders own up to it and move on. It’s not always that simple, but in general, we can recover from the past by admitting that a mistake has been made, taking accountability for it and then focusing on the future.

Though not the most eloquent example, Bullock did just that on her way into the Oscars last night (click here to watch the clip on YouTube). She acknowledged that there’s going to be good and bad moments in her career and then moved on. She didn’t try to bash the Razzie or minimize her role in achieving it. She simply acknowledged it and went on to the next question.

So the next time you’re writing out the screenplay for the CEO town hall, take a step back and ask yourself, “Have I cast him/her in the role of Mary Horowitz or Leigh Anne Tuohy?”

A recent study commissioned by Robert Half Technology, an IT staffing company, found that 54 percent of U.S. companies say they’ve banned workers from using social networking sites like Twitter, Facebook, LinkedIn and MySpace, while on the job. These companies have adopted the principle that access to social networking sites reduces productivity and engagement.

OK, no surprise – we’ve seen data that shows dips in productivity when companies allow full access to sites like Facebook. IT research company Nucleus Research reported last year a 1.5 percent dip in employee productivity in these companies. And to be fair, we’ve read just as much about how access improves productivity.  In October, a study published by the Melbourne Department of Management and Marketing showed that taking time to visit sites of personal interest throughout the day increased workers’ ability to concentrate and pointed to a nine per cent increase in total productivity.

This is now and probably will be for years to come an ongoing debate—to social network or not to social network.  But wait, it gets even more complicated.

Many of these companies that prohibit employee access (see above – 54%), are advertising, marketing, promoting and recruiting on these same sites.  Considering that Facebook users jumped over 700% last year, this is a no-brainer in terms of marketing strategy.  But does it send a mixed signal?  Is it a “yes, but not you” principle?  Yes, we want as many fans as possible commenting on our company page, but not you.  Yes, we want followers and tweeters chirping about our products and services, but not you. Or yes you, but only after you get home tonight.

Is this a double-edged sword?  Can companies prohibit employee use of social networking sites at work, but then use them as a means to growing and driving business results?

The debate continues…..

I was breezing through my latest issue of the Internal Comms Hub and I came across this article, “Three processes to enhance your professional skills.” You should read the whole article if you get the chance, but it was rule number three that resonated with me most: Imitation.

Author Sue Dewhurst elaborates, “I once business partnered with a leader who regularly urged his team to network, look for good ideas and ‘steal with dignity!’ Whether it’s by attending conferences, reading case studies, getting in a room with other communicators and sharing experiences or just picking up the phone to a colleague, taking the time to learn from other people’s successes and mistakes can pay dividends.”

While copying one’s personal style may be slightly frowned upon in our daily lives (e.g.: running to the store to buy the exact same shoes your friend has on), I think copying is the best way to learn at work – from basic things like e-mail and memo-writing styles, to bigger things like best practices and techniques for clients. No matter how many years of experience we may have under our belts, we should never stop watching and learning from those who work around us because often times, the best ideas, tips and styles come from across cube walls and not at large, lavish conferences. As mentioned in the article, “…sometimes you may come across a technique you’ve not tried before… other times you’ll be reminded of something you know is important in theory, but haven’t been doing in practice.”

Recently I met a communications professional with considerable experience in the Asia-Pacific Region, most notably with postings in Tokyo, Beijing and Shanghai. He asked me about our work at Insidedge, and that led us to a conversation about how employee communications is “valued” in this region. Our experience in recent years has been that internal communications, like other disciplines in our field, has been perceived largely as a commodity in the East. The historic social, political and cultural practices of certain nations, and among their corporations, have led corporate owners and managers to be more “directive” and less transparent — telling employees what to do and investing limited energy in introducing campaigns designed to create engagement and two-way models for feedback and measurement.

The individual with whom I was engaging on this subject listened intently, looked away and said, “You’re right to an extent. But that’s changing now — and faster.” His response took me back to last October, when more than 200 Chinese and American business, advertising and communications leaders convened at the Intercontinental Hotel in Chicago to explore how China’s emergence as a world leader is affecting marketing, advertising, public relations, social and digital media — as well as employee communications. I moderated a panel of Chinese communications executives, and we tackled one of the more salient issues before us: As Chinese companies reach across global boundaries to acquire Western brands and gain access to their markets, how will this “new world order” alter corporate cultures and employee communications? Our panel was of a clear mind: The Chinese will look to the West for new talent to help them adopt American and Western models. Lenovo, the Chinese computer giant that acquired IBM’s personal computer business in 2004, is a classic case in point of East meeting West and becoming a heady blend of both, thanks to the infusion of new executives from North America and EMEA to help balance a slate of Chinese executives.

The Chinese have thousands of years of rich history, culture, knowledge and experience, but we know so little about it. Now the “Sleeping Dragon,” as this great nation is sometimes metaphorically described, has awakened. Napoleon once said that when the “Chinese giant awoke, the world would tremble.” For those of us in the West, this prospect may be unsettling because Eastern domination will require adaptation to what have been called “Asian values” — the most important  of which may be the precedence of the community over the individual. When East meets West, will worlds collide, or will we see yet another major movement on the axis of transformation? Time will tell.

We’ve all heard the news – employees hate their jobs, their companies, their work.  In fact, according to a recent survey by The Conference Board (which was highlighted in this CNN piece), 55% of workers are unsatisfied with their jobs.  And, 25% said they don’t plan to be at their current jobs a year from now. 

If you’re an employer, this should obviously cause you some concern – and if you’re smart, you’ll adopt some strategies designed to re-engage your workforce.  Because we all know (or at least, hope) that someday soon, this recession will end and new job opportunities will start to emerge.  And then, employees will have choices again about where they want to work. 

That said, this doesn’t mean you should totally discount your employees’ enthusiasm for your business or their desire to help make things better.

Case in point: I recently had a chance to work with a client that has not just survived, but actually thrived in the economic downturn.  But, the road hasn’t been easy – there’s been a fair amount of change and uncertainty.  As a result, the company’s leadership decided to create a new internal brand in an effort to excite and inspire employees and also to give them a shared sense of purpose – a clearly outlined destination for the company. 

As part of the rollout, we held a meeting with what I’ll call “everyday employees” – the ones who see customers and sell products.  These folks are relatively removed from the proverbial “table” and don’t have a ton of authority in terms of the company’s destination. Here’s what happened when presented with the concept: everyone got excited.  They told us how motivating it was and said they couldn’t wait to learn more.   What we heard was that they had been looking for this sort of rally cry to get behind and were ready to hit the ground running. 

This was a bit of an unexpected outcome. Collectively, we had worried that employees wouldn’t willingly adopt this new internal brand or believe in its ability to help unite the company.  Some of the more senior executives were worried they couldn’t credibly talk about this destination because it was aspirational – it didn’t reflect the current reality. 

If I had to guess, I’d wager that this sort of debate is happening all across corporate America.  Executives are worried that employees are frustrated, upset or burned out.  And that very well might be true.  But, what I learned is that while the inclination might be to just go radio silent for a while (out of a feeling that you’ve lost the “permission to speak”), often what employees are craving is something that reignites their spark and reinvigorates their work. 

Our client was willing to keep charging forward and engaging with their employees, and they’ve now they’ve given their workforce the morale boost they were craving. 

So, give your team a little credit. At the end of the day, many employees WANT to be engaged, they WANT to be a part of something and they WANT to make a difference.  Sometimes they just need you to help them see how.

Recently I had a conversation with a very close friend and colleague about life, how we prioritize work and personal time, and the tightrope we walk in trying to keep it all in balance. It was a heartfelt conversation and it moved me, as this subject always does, to think more deeply about it. That night, I went online and placed an order for Louis Upkins, Jr.’s book, Treat Me Like a Customer, that provokes a simple question: Why do we fail at times to treat our families and loved ones with the same attention, respect and devotion that we may shower on a customer or client? I gave a copy to my colleague and kept one for myself. It’s a quick read and it will stir your thoughts.

I wish I had a nickel for every time someone told me they have given up a weekend, a holiday, a cherished family event, or a longed-for vacation for a work commitment. I truly value the commitment we make to our company and clients. We go the extra mile, and I am proud of this ethic. Yet we need to learn when to accelerate to meet the demands of our work, and when to say no to requests that threaten to overwhelm the boundaries of our personal lives.

I still remember the time a few years ago when I made a personal commitment to be home when my daughter was honored at her high school. As luck would have it, I was delayed in New York by aircraft problems. I struggled emotionally with every delay that afternoon and early evening. When I finally arrived at the stadium hours later, the game had ended and my wife and daughter were walking across the field. I was crushed because I had missed one of those moments in life that we should never miss.

Tonight is my eleventh anniversary with our company. I sit in an airport, as I have so many nights before, waiting for another flight, another evening away, another meeting in the morning. I love my work, our company and my colleagues. As I grow older, however, I’ve learned the lesson that a manufacturing supervisor with 30 years of service reminded me of recently when he said: “My job is not my life. I have a life outside of this place.”

The lesson for me — for all of us — is to keep the balance. As Al Golin has said,  “We’re more interesting when we do more in life than work.” Our families certainly would agree.

William Bridges, a well-known workplace consultant, has said that we live in our expectations, not in our experiences. I was reminded last week of my expectations and how they shape my beliefs about a “brand experience” when my preferred airline seemingly reversed course on a new practice for its most frequent travelers.

It was the fall of 2009 when the airline decided to unveil a new program offering wine, beer and mixed beverages, along with premium snacks, at no charge to its elite frequent fliers traveling in coach. Chalk up another benefit to being a high mileage customer, I marveled at the time. The flight attendants even went the extra mile to fuss over me and a seat mate, recognizing us both by name and announcing loudly that we would be treated royally. Others nearby surely wondered why.

On a recent flight out west, it all came crashing down. In Seat 10C, I faded into the grey decor of the cabin and warranted no more than a club soda with ice and a lemon wedge. What happened to my red wine and premium nuts? Sometimes a great notion fades without mention, which apparently happened here. Or did it?

As they came back through the cabin serving another round of beverages, I stopped the attendants and asked if the aforementioned affinity program had been abandoned without notice. “I don’t know,” said one of the attendants. “They’re not always good in communicating with us, so we don’t know,” said the other in referring to the airline’s management. They offered to get me a complimentary wine and nuts anyway, and I thanked them both and said no. They never came back to tell me what happened to the program.

The major airlines have been battered by the economy, a drop in business travel, poor performance and bad service in recent years. They struggle to win new customers, to claw back others who’ve abandoned them, and to seize new footholds in on-time reliability and customer satisfaction. Would it make good sense to show consistency in delivering the benefits of a simple program created to reward the patience and patronage of a loyal high-milage customer? Absolutely. Roughly 86 percent of 200 top airline managers asked which priorities are most important to an airline’s business picked customer loyalty and retention as having a positive impact, according to a survey by Sabre Airline Solutions. But it all starts with clear direction and consistent communication on programs designed to show travelers that they care about their business. We’ve had it drummed into us that business travelers are critical to the airlines. So my expectations — of an upgraded seat when possible and some extra attention when I’m captive for four or more hours — are high. I want consistent programs, and I want the people in the cabin watching over our safety and serving us to know the details.

We do, in fact live in our expectations. Companies who get this thrive because they reward people like me who spend money with them. It’s simple. Help the people who deliver on the promise of the brand to understand what is expected of them.

You may have seen Fortune’s recent listing of the “Ten Best Companies to Work For.” Personally, I love lists and find the “Ten Best” to be among my favorite kind. It’s always interesting to me what qualifies something as one of the ten best out of all the options out there. Of course, working in internal communications, this particular list really piqued my interest.

This year, the number one company on the list was SAS, a company that has often made the list but is enjoying its first year at the top. The story lists a number of reasons why SAS employees are so happy: discounted massages, on-site gym, you name it. Other companies on Fortune’s list include investment advisor Edward Jones (who hasn’t had a layoff in 94 years, despite even this terrible economy), Dreamworks, a number of grocery chains and, of course, Google.

I’m sure that by now we’ve all heard that Google is the “Heaven of the workplaces.” Breakfast, lunch and dinner available to employees free of charge, free massages on-site and a million other perks. I recently had a friend start at Google and, from what I hear, it’s all true folks.

So all this got me to thinking: what really makes the perfect job, “perfect?” I have to say that free massages and catered meals would be pretty nice, and I’m guessing most of us would not turn those down. However, to me, those things mean more than just free grub and smaller spa bills – they say that the employer truly values and respects their employees. That’s something I would say should be on the top of every employees’ “workplace heaven” shortlist. 

As I read over the article about the amazing things that some companies are doing for their employees, I found my passion for lists merging with my passion that employees should be treated like one of your company’s most valuable possessions. At the end of the list of the “Ten Best” is a quote from SAS John Goodnight, “My chief assets drive out the gate every day. My job is to make sure they come back.” Now that is some number one thinking.

I had the occasion recently to go into the field for client work. In the process of completing my orientation and the paperwork required for vendors, I was told that facial hair was not permitted at this facility. As a result, I couldn’t complete my badging process until I shaved my goatee. So I shaved it.

In the hours and days that followed, a number of people remarked about this experience as they heard about it. Some were annoyed by it. Some found it humorous. Some thought it lame that I agreed to do it. I listened and remained non-plussed, as I did the day I lathered up and shaved. You see, I know something that others don’t. One, I can grow it back quickly; it’s only hair. More important, this experience was very much like a lab experiment that helped me to understand the culture, rules and processes for this facility as we do our work.

As I was looking in the mirror last week while shaving, the voice of a former client, Jerry Calhoun of Boeing, came into my head. “Just remember one thing,” he said, “when you’re out here. Your work is not in the corporate office, it’s in the field where we build airplanes and on the front lines where people do real work.”

Every company and every location has a distinctive culture. And rules exist for a reason: They tell us that there is a system, how it operates, and what is expected of us.

Last week, I attended the Consumer Electronics Show in Las Vegas. Besides being an impressive, inspiring showcase of new and emerging technologies, it was a Mecca for complete sensory overload. The major tech companies were touting everything from 3D television to game-changing mobile apps, augmented reality, advanced videoconferencing, mobile DTV and green technologies. The audible buzzing alone made my head spin.

Though a lot of what I saw were new products, most were just tweaks to existing technologies. And many will have far-reaching implications for employee communications. Exhibit A: eReaders. They’ve been around for years, but souped-up versions seemed to be everywhere on the show floor at CES. Imagine a Kindle on steroids, used as an enterprise tool to replace hard copy documents in the office. One eReader version I saw had dual screens: one was an black-and-grey screen made for easy-on-the-eyes reading, the other a full color touch screen laptop. Say goodbye to the print agenda when it can be wirelessly sent in the conference room, edited in real-time and pleasing to read.

Regardless of what new technologies take off in the workplace, I’m reminded that no amount of tech buzz can replace the need for effective, well-written content that engages audiences through informative data, interesting stories and thoughtful, targeted messages.