STEPS TO BUILDING A STRATEGIC COMMUNICATION.

 

JOHN CAFRENE

Do you have the confidence that every message and experience that customers have with your organization rings true and leaves a positive impression? Developing an integrated communications capability within your organization will give you just that. It will also enhance your reputation and the value of your brand. It’s essential to your business. But it’s not a simple task. The effort requires a combination of four things:

1.      A strong strategic foundation:

Many organizations view their communication teams as a service resource or as process enablers. Instead, communications should be viewed as a strategic imperative for high performance and growth. Leaders need to set the stage for the importance of communications with a clear mission, a statement of purpose, and objectives that convey the benefits that an integrated communications capability will bring to your organization. The obvious benefits are that you will communicate more effectively, saving time and money. But it gets better than that.

2.      The right set of tools:

 The next step is to develop a set of tools that guide the planning and creative efforts of your internal team and their external partners, using a what/how/who model, described below. I recommend starting with a mapping tool and a model that defines the messages and experiences you want to create (What), the means of communication you use to create them (How), and the people you need to reach to successfully do business (Who). This What/How/Who Model might seem simple, but making it visible and mapping your initiatives against it shows how complex it can be, and builds the case for integration.

3.      A development process:

Planning and tools alone will not ensure the best results. A process that is embraced company-wide will be needed to make sure that each initiative is on target, gets off to a good start, and is reviewed at key points in its development. Enterprise-level initiatives, departmental launch initiatives and individual projects can all benefit from a disciplined communications development and launch process.

4.      A team of people with the right spirit and skill set:

This brings me to the final and most nt requirement — assemblingthe right team with the knowledge and passion to do the job in an exemplary way. More often than not, I come into contact with communications leaders and team members who are miscast. They may have been high-performers in other roles, but they are not experienced in strategic communications, either through their education or their professional background. Start by appointing a person who can bring this type of leadership, who has the heart to understand the essence of the company, and who can mentor and motivate employees. Give them an executive-level position to signal the importance of this role to the organization. Recruit new players and external partners who can bring you the newest strategies, methods, and technologies, and who have the zeal to create communications that will make your company proud and help you achieve your goals.