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Mind the Gap
– Life Beyond ‘GANRO’ –
Marketing and Communications WorkshopFebruary 24, 2014
New Orleans
Mind the Gap
– Life Beyond ‘GANRO’ –
Get a News Release Out
StrategyRecap–Reverse Engineering Outcomes
What Do We Know? Distance. Atmosphere. Temperature. Landing Zone. Gravity. And More.
TacticsSetting Sail for an Unknown Destination
???What Do We Know? Nothing.
StrategyStrategic Communications is Built on an Intentional Foundation
People
Process
Perception
Strategy
Comm’s
Strategy – PeopleQ: What are the characteristics of a Tactical Communicator?
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Strategy – PeopleQ: What are the characteristics of a Strategic Communicator?
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Strategy – ProcessTactics and Strategies are Polar Opposites
Tactical Characteristics Static Existing Focus Scalable/Repeatable Short-Term Time Window
Strategic Characteristics Proactive Focus on New Green Field Long-Term Time Window
Formulaic ForwardLooking
Heading Somewhere Getting Back to the Future
Defining the Gap
Tactical Points of Focus
Newsletters
Media Materials
Signage
Special EventsSocial Media
Strategic Points of Focus
Positioning
Program Development
Intra-organizational Counsel
Messaging
Long Range Planning
Market Analysis
Communications Integration
Strategy – Process
D: Integration of Research, Communications and Advocacy
Strategy – Process
Why integration? How can they be integrated?
RC
A
A Taste of Strategic Planning – Porter’s Five Forces
Strategy – Process
Exercise: Tactical Planning
Strategy – Process
1. What steps would you follow in approaching an assignment tactically?2. What information would you need to take a tactical approach to planning/problem solving?3. What are the upsides to tactical planning/problem solving?4. What are the downsides to tactical planning/ problem solving?
Exercise: Strategic Planning
Strategy – Process
1. What steps would you follow in approaching an assignment strategically?2. What additional information beyond what you needed for the tactical solution would you need to take a strategic approach to planning/problem solving?3. What are the upsides to strategic planning/ problem solving?4. What are the downsides to strategic planning/ problem solving?
Exercise: Discussion
Strategy – Process
1. Which was better and why?
2. Which was easier and why?
3. Is there an instance when you might not be able to plan strategically?
TRICK QUESTION ALERT
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity
Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency Assess history of leadership, organizational
development to determine periods of increased, reduced strategic endeavors
Align history with key financial, operational metrics to build communications case for support of increased strategic initiatives
Use credibility of past personal strategic leadership in communications to engage, enhance broader communications thinking among agency leaders
Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency <>
Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity
Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency Study history of leadership, organizational development
to understand agency strategies
Identify organizational allies to amplify and/or alter information from the independent study
Engage with one or more APTA colleagues at other relevant agencies where communications strategy is an active aspect of the organization’s direction; structure a mentoring relationship
Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency Change-up approach to assignments, particularly new
projects; start with a new sequence of thinking: Desired long term outcomes Immediate outcomes Strategic Points of Focus – i.e., market analysis,
positioning, messaging, etc.
Strategy – Perception
Leverage this process in creation of content, distribution and audience/constituent engagement
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency <>
Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity
Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency Study leadership, organizational developments of
similar, strategic agencies to understand opportunities Engage with one or more APTA colleagues at one or
more relevant agencies where agency and communications strategy were relatively recent developments; create a mentoring relationship
If favorable, prepare an executive briefing aimed at identifying an opportunity to increase strategic focus , using mentor to test and validate before presentation
Determine prospects for change
Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency <>
Strategy – Perception
Creating and Living the Strategy
Scenario 4 : Strategic communicator; strategic agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity
Strategy – Perception
Creating and Living the Strategy
Strategy – Perception
Scenario 4 : Strategic communicator; strategic agency
Congratulations.You’ve Arrived!
Level Setting the Ecosystem
Planning
Comm’s
Operations Finance Engineering
Strategy – Perception
Level Setting the Ecosystem
PlanningOperations Finance Engineering
Comm’s
Strategy – Perception
Level Setting the Ecosystem
EngineeringOperations Finance Comm’s Planning
Strategy – Perception
Engineering
Level Setting the Ecosystem
Finance
Communications
Operations
Strategy – Perception
Planning
Measuring StrategyHow do we know we were successful?
After implementation: Was the future state clearly
defined in the beginning? Did selected/implemented
tactics create a clear path toward achieving objectives, consistent with the strategy?
Were objectives accomplished?
The Strategic Communicator
Understand core business objectives and strategies
Establish and sustain connections with strategists
Get close to revenue… AND STAY THERE
Remember that you were chosen for the task – you are in the best position to take your communications to the next level
Strategy is a learned… and practiced… skillset
How to Come Out on Top
Know where you are, where the agency is and where you both are going BEFORE you set out
Lead in place Tactics are an individual sport, but strategy is a team
sport – be the Captain Have fun!
The Strategic CommunicatorHow to Come Out on Top
Strategic planning and implementation is about positioning and promoting your brand and agency
Questions?
Blake Lewiswww.lewispublicrelations.com
@blaketexas081www.facebook.com/blaketexas
