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The Fifth Estate
Five Steps to Communicating Effectively
In Our New and Shifting Landscape
Don’t like PowerPoints? Skip th...
The Fifth Estate
For the first time in post-literate human history, those who
control content are on an equal strategic pl...
The Fifth Estate
For the first time in post-literate human history, those who
control content are on an equal strategic pl...
The Fifth Estate
For the first time in post-literate human history, those who
control content are on an equal strategic pl...
Step 1:

Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely un...
Step 1:

Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely un...
Step 1:

Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely un...
Step 1:

Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely un...
Step 1:

Understand why People Hate PR People
In other words …
PR people put the development of the message last, at the
e...
Step 1:

Understand why People Hate PR People
In other words …
PR people put the development of the message last, at the
e...
Step 1:

Understand why People Hate PR People
But that’s not how things get done.
In life … in business … in advocacy … to...
Step 1:

Understand why People Hate PR People
But that’s not how things get done.
In life … in business … in advocacy … to...
Step 2:

Integrated Goal-Setting
One of the chief mistakes an organization makes in
developing a communications strategy –...
Step 2:

Integrated Goal-Setting
One of the chief mistakes an organization makes in
developing a communications strategy –...
Step 2:

Integrated Goal-Setting
One of the chief mistakes an organization makes in
developing a communications strategy –...
Traditional Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communication...
Traditional Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communication...
Traditional Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communication...
Traditional Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communication...
Traditional Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communication...
Step 2:

Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, e...
Step 2:

Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, e...
Step 2:

Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, e...
Step 2:

Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, e...
The Fifth Estate Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communic...
The Fifth Estate Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communic...
The Fifth Estate Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communic...
The Fifth Estate Organizational Model
Executive
Executive
Development
Development

Program
Program
Communications
Communic...
Step 2:

Integrated Goal-Setting EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’ll have left …

Download...
Step 2:

Integrated Goal-Setting EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’ll have left …

Download...
Step 2:

Integrated Goal-Setting EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’ll have left …

Download...
Step 2:

Integrated Goal-Setting EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’ll have left …

Download...
Step 2:

Integrated Goal-Setting EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’ll have left …

Download...
Step 2:

Integrated Goal-Setting EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’ll have left …

Download...
Step 3:

Who You Are
Who you think you are is one thing, but the assumption that
who you think you are is the same as who ...
Step 3:

Who You Are
Who you think you are is one thing, but the assumption that
who you think you are is the same as who ...
Step 3:

Who You Are EXERCISE
First …

Find some people who’s opinion you’re seeking, both
from within and outside your or...
Step 3:

Who You Are EXERCISE
First …

Find some people who’s opinion you’re seeking, both
from within and outside your or...
Step 3:

Who You Are EXERCISE
First …

Find some people who’s opinion you’re seeking, both
from within and outside your or...
Step 3:

Who You Are EXERCISE
First …

Find some people who’s opinion you’re seeking, both
from within and outside your or...
Step 3:

Who You Are EXERCISE
First …

Find some people who’s opinion you’re seeking, both
from within and outside your or...
Step 4:

Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to ...
Step 4:

Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to ...
Step 4:

Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to ...
Step 4:

Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to ...
Step 4:

Evaluating Organizational Structure
Maximizing communications effectiveness means
defining – in a formal, clearly...
Step 4:

Evaluating Organizational Structure EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’re working t...
Step 4:

Evaluating Organizational Structure EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’re working t...
Step 4:

Evaluating Organizational Structure EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’re working t...
Step 4:

Evaluating Organizational Structure EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’re working t...
Step 4:

Evaluating Organizational Structure EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’re working t...
Step 4:

Evaluating Organizational Structure EXERCISE
First …

Fourth …

Second …

Fifth …

Third …

What you’re working t...
Step 5:

Putting it all Together
These exercises should leave you with a clearly defined, metric-oriented,
measurable set ...
Step 5:

Putting it all Together
These exercises should leave you with a clearly defined, metric-oriented,
measurable set ...
Step 5:

Putting it all Together
These exercises should leave you with a clearly defined, metric-oriented,
measurable set ...
The Fifth Estate
Five Steps to Communicating Effectively
In Our New and Shifting Landscape
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Fifth Estate Toolbox

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The Fifth Estate approach to communications begins not with the "how," but with the "why"

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Transcript of "Fifth Estate Toolbox"

  1. 1. The Fifth Estate Five Steps to Communicating Effectively In Our New and Shifting Landscape Don’t like PowerPoints? Skip the slides and give us a buzz: 202/525-1945 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  2. 2. The Fifth Estate For the first time in post-literate human history, those who control content are on an equal strategic playing field with those who control distribution. In such a world, advocacy communications has – for good or ill – entered a place in our political and policy landscape where it is now effectively a fifth “branch” of government, sometimes complementing, sometimes confounding, and sometimes supplanting the traditional role of the media. This self-guided series of exercises – a scaled-down version of our full training – can help you successfully navigate your organization through this new reality. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  3. 3. The Fifth Estate For the first time in post-literate human history, those who control content are on an equal strategic playing field with those who control distribution. In such a world, advocacy communications has – for good or ill – entered a place in our political and policy landscape where it is now effectively a fifth “branch” of government, sometimes complementing, sometimes confounding, and sometimes supplanting the traditional role of the media. This self-guided series of exercises – a scaled-down version of our full training – can help you successfully navigate your organization through this new reality. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  4. 4. The Fifth Estate For the first time in post-literate human history, those who control content are on an equal strategic playing field with those who control distribution. In such a world, advocacy communications has – for good or ill – entered a place in our political and policy landscape where it is now effectively a fifth “branch” of government, sometimes complementing, sometimes confounding, and sometimes supplanting the traditional role of the media. This self-guided series of exercises – a scaled-down version of our full training – can help you successfully navigate your organization through this new reality. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  5. 5. Step 1: Understand why People Hate PR People People hate all sorts of things for all sorts of very good and completely understandable reasons. They hate PR people for completely understandable but very poor reasons. And that’s the way PR people think:  Goal. The first thing we do in the morning is ask ourselves: “How can I make the world different tomorrow than it was yesterday?” 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  6. 6. Step 1: Understand why People Hate PR People People hate all sorts of things for all sorts of very good and completely understandable reasons. They hate PR people for completely understandable but very poor reasons. And that’s the way PR people think:  Audience. Then we ask ourselves, “Who, exactly, do I need to reach to make that thing happen, and what, specifically, do I need them to do?” 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  7. 7. Step 1: Understand why People Hate PR People People hate all sorts of things for all sorts of very good and completely understandable reasons. They hate PR people for completely understandable but very poor reasons. And that’s the way PR people think:  Channel. Next we say, “OK, given my goals, who I need to reach, and the means at my disposal, what communications vehicles am I going to use to reach them?” 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  8. 8. Step 1: Understand why People Hate PR People People hate all sorts of things for all sorts of very good and completely understandable reasons. They hate PR people for completely understandable but very poor reasons. And that’s the way PR people think:  Message. Finally – after all that – we pose the question, “OK, now what am I going to say that will travel effectively through my channels to resonate with my audience so that they will help me achieve my goals?” 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  9. 9. Step 1: Understand why People Hate PR People In other words … PR people put the development of the message last, at the end of a long process that begins with establishing what we want to accomplish. “Spin!” they say. “Manipulation!!” “Twaddle!!! [though rarely “twaddle”.] If your message really mattered, you’d start with that!” 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  10. 10. Step 1: Understand why People Hate PR People In other words … PR people put the development of the message last, at the end of a long process that begins with establishing what we want to accomplish. “Spin!” they say. “Manipulation!!” “Twaddle!!! [though rarely “twaddle”.] If your message really mattered, you’d start with that!” 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  11. 11. Step 1: Understand why People Hate PR People But that’s not how things get done. In life … in business … in advocacy … to achieve an outcome we want we have to begin the process by defining what it is we actually want, not by defining what it is we think we want people to hear. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  12. 12. Step 1: Understand why People Hate PR People But that’s not how things get done. In life … in business … in advocacy … to achieve an outcome we want we have to begin the process by defining what it is we actually want, not by defining what it is we think we want people to hear. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  13. 13. Step 2: Integrated Goal-Setting One of the chief mistakes an organization makes in developing a communications strategy – or development strategy or policy strategy or any strategy – is stovepiping one part of the process from the others. Compounding this mistake, most often communications is considered a support function to other functions, to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  14. 14. Step 2: Integrated Goal-Setting One of the chief mistakes an organization makes in developing a communications strategy – or development strategy or policy strategy or any strategy – is stovepiping one part of the process from the others. Compounding this mistake, most often communications is considered a support function to other functions, to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  15. 15. Step 2: Integrated Goal-Setting One of the chief mistakes an organization makes in developing a communications strategy – or development strategy or policy strategy or any strategy – is stovepiping one part of the process from the others. Compounding this mistake, most often communications is considered a support function to other functions, to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  16. 16. Traditional Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  17. 17. Traditional Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  18. 18. Traditional Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  19. 19. Traditional Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  20. 20. Traditional Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  21. 21. Step 2: Integrated Goal-Setting Rather, goal-setting should be integrated. This is critical for two reasons: Otherwise, each department can achieve its individual goals but the organization as a whole can fail to achieve mission success. In the Fifth Estate, failing to account up front for how information will be sent and received is tantamount to unilateral surrender. Rather than support, communications is a strategic function, the central clearinghouse of all inbound and outbound information. to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  22. 22. Step 2: Integrated Goal-Setting Rather, goal-setting should be integrated. This is critical for two reasons: Otherwise, each department can achieve its individual goals but the organization as a whole can fail to achieve mission success. In the Fifth Estate, failing to account up front for how information will be sent and received is tantamount to unilateral surrender. Rather than support, communications is a strategic function, the central clearinghouse of all inbound and outbound information. to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  23. 23. Step 2: Integrated Goal-Setting Rather, goal-setting should be integrated. This is critical for two reasons: Otherwise, each department can achieve its individual goals but the organization as a whole can fail to achieve mission success. In the Fifth Estate, failing to account up front for how information will be sent and received is tantamount to unilateral surrender. Rather than support, communications is a strategic function, the central clearinghouse of all inbound and outbound information. to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  24. 24. Step 2: Integrated Goal-Setting Rather, goal-setting should be integrated. This is critical for two reasons: Otherwise, each department can achieve its individual goals but the organization as a whole can fail to achieve mission success. In the Fifth Estate, failing to account up front for how information will be sent and received is tantamount to unilateral surrender. Rather than support, communications is a strategic function, the central clearinghouse of all inbound and outbound information. to wit: 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  25. 25. The Fifth Estate Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  26. 26. The Fifth Estate Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  27. 27. The Fifth Estate Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  28. 28. The Fifth Estate Organizational Model Executive Executive Development Development Program Program Communications Communications Media Media Public Public 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  29. 29. Step 2: Integrated Goal-Setting EXERCISE First … Fourth … Second … Fifth … Third … What you’ll have left … Download the handy “plan-in-a-box” template or take a piece of paper and divide it into three columns, DEVELOPMENT, PROGRAM, COMMUNICATIONS. (Modify to match your structure.) Write down the goals of each department as articulated by the board or organizational leadership. CROSS OFF everything on the list that does not have a specific, quantifiable measurement associated with it (e.g., “raise awareness” or “promote public understanding”). Draw lines between the goals in each column that are directly related to a goal in another column. CROSS OFF every goal that is NOT connected to EACH of the other columns on the sheet. Is your integrated goal set, upon which you can build your strategic plan. Or, a lot of crossed off goals that might be worth reevaluating. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  30. 30. Step 2: Integrated Goal-Setting EXERCISE First … Fourth … Second … Fifth … Third … What you’ll have left … Download the handy “plan-in-a-box” template or take a piece of paper and divide it into three columns, DEVELOPMENT, PROGRAM, COMMUNICATIONS. (Modify to match your structure.) Write down the goals of each department as articulated by the board or organizational leadership. CROSS OFF everything on the list that does not have a specific, quantifiable measurement associated with it (e.g., “raise awareness” or “promote public understanding”). Draw lines between the goals in each column that are directly related to a goal in another column. CROSS OFF every goal that is NOT connected to EACH of the other columns on the sheet. Is your integrated goal set, upon which you can build your strategic plan. Or, a lot of crossed off goals that might be worth reevaluating. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  31. 31. Step 2: Integrated Goal-Setting EXERCISE First … Fourth … Second … Fifth … Third … What you’ll have left … Download the handy “plan-in-a-box” template or take a piece of paper and divide it into three columns, DEVELOPMENT, PROGRAM, COMMUNICATIONS. (Modify to match your structure.) Write down the goals of each department as articulated by the board or organizational leadership. CROSS OFF everything on the list that does not have a specific, quantifiable measurement associated with it (e.g., “raise awareness” or “promote public understanding”). Draw lines between the goals in each column that are directly related to a goal in another column. CROSS OFF every goal that is NOT connected to EACH of the other columns on the sheet. Is your integrated goal set, upon which you can build your strategic plan. Or, a lot of crossed off goals that might be worth reevaluating. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  32. 32. Step 2: Integrated Goal-Setting EXERCISE First … Fourth … Second … Fifth … Third … What you’ll have left … Download the handy “plan-in-a-box” template or take a piece of paper and divide it into three columns, DEVELOPMENT, PROGRAM, COMMUNICATIONS. (Modify to match your structure.) Write down the goals of each department as articulated by the board or organizational leadership. CROSS OFF everything on the list that does not have a specific, quantifiable measurement associated with it (e.g., “raise awareness” or “promote public understanding”). Draw lines between the goals in each column that are directly related to a goal in another column. CROSS OFF every goal that is NOT connected to EACH of the other columns on the sheet. Is your integrated goal set, upon which you can build your strategic plan. Or, a lot of crossed off goals that might be worth reevaluating. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  33. 33. Step 2: Integrated Goal-Setting EXERCISE First … Fourth … Second … Fifth … Third … What you’ll have left … Download the handy “plan-in-a-box” template or take a piece of paper and divide it into three columns, DEVELOPMENT, PROGRAM, COMMUNICATIONS. (Modify to match your structure.) Write down the goals of each department as articulated by the board or organizational leadership. CROSS OFF everything on the list that does not have a specific, quantifiable measurement associated with it (e.g., “raise awareness” or “promote public understanding”). Draw lines between the goals in each column that are directly related to a goal in another column. CROSS OFF every goal that is NOT connected to EACH of the other columns on the sheet. Is your integrated goal set, upon which you can build your strategic plan. Or, a lot of crossed off goals that might be worth reevaluating. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  34. 34. Step 2: Integrated Goal-Setting EXERCISE First … Fourth … Second … Fifth … Third … What you’ll have left … Download the handy “plan-in-a-box” template or take a piece of paper and divide it into three columns, DEVELOPMENT, PROGRAM, COMMUNICATIONS. (Modify to match your structure.) Write down the goals of each department as articulated by the board or organizational leadership. CROSS OFF everything on the list that does not have a specific, quantifiable measurement associated with it (e.g., “raise awareness” or “promote public understanding”). Draw lines between the goals in each column that are directly related to a goal in another column. CROSS OFF every goal that is NOT connected to EACH of the other columns on the sheet. Is your integrated goal set, upon which you can build your strategic plan. Or, a lot of crossed off goals that might be worth reevaluating. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  35. 35. Step 3: Who You Are Who you think you are is one thing, but the assumption that who you think you are is the same as who other people think you are is a dangerous one. This gets to the heart of “brand,” which is not something, as commonly assumed, that you create for others to fall in line behind. Rather, it is a shared experience that you, your audiences, and even your critics, build and nurture together. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  36. 36. Step 3: Who You Are Who you think you are is one thing, but the assumption that who you think you are is the same as who other people think you are is a dangerous one. This gets to the heart of “brand,” which is not something, as commonly assumed, that you create for others to fall in line behind. Rather, it is a shared experience that you, your audiences, and even your critics, build and nurture together. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  37. 37. Step 3: Who You Are EXERCISE First … Find some people who’s opinion you’re seeking, both from within and outside your organization. You can do this yourself, or hire someone else to do it for you. Second … Recognize that absent a sophisticated representative survey, the results from this exercise are qualitative, they will provide insights but not statistical certainty. Third … Questions What do you think we do? What do you think we want you to think we do? What do we do well? Poorly? How important is what we do? Who else does what we do? Better? Not as well? What are we not doing that we should be doing? What are we doing that we should not be doing? What you’ll get … Choose the way that fits within your resources (e.g., Are the gaps, if any, between who you think you online survey; focus group facility; drinks at your are and who others think you are. Your strategic favorite watering hole) to get these people together plan should seek to close those gaps either by 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good and ask them these questions: changing who you are
  38. 38. Step 3: Who You Are EXERCISE First … Find some people who’s opinion you’re seeking, both from within and outside your organization. You can do this yourself, or hire someone else to do it for you. Second … Recognize that absent a sophisticated representative survey, the results from this exercise are qualitative. They will provide insights but not statistical certainty. Third … Questions What do you think we do? What do you think we want you to think we do? What do we do well? Poorly? How important is what we do? Who else does what we do? Better? Not as well? What are we not doing that we should be doing? What are we doing that we should not be doing? What you’ll get … Choose the way that fits within your resources (e.g., Are the gaps, if any, between who you think you online survey; focus group facility; drinks at your are and who others think you are. Your strategic favorite watering hole) to get these people together plan should seek to close those gaps either by 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good and ask them these questions: changing who you are
  39. 39. Step 3: Who You Are EXERCISE First … Find some people who’s opinion you’re seeking, both from within and outside your organization. You can do this yourself, or hire someone else to do it for you. Second … Recognize that absent a sophisticated representative survey, the results from this exercise are qualitative. They will provide insights but not statistical certainty. Third … Questions What do you think we do? What do you think we want you to think we do? What do we do well? Poorly? How important is what we do? Who else does what we do? Better? Not as well? What are we not doing that we should be doing? What are we doing that we should not be doing? What you’ll get … Choose a methodology that fits within your resources Are the gaps, if any, between who you think you (e.g., online survey; focus group facility; drinks at your are and who others think you are. Your strategic favorite watering hole) to get these people together plan should seek to close those gaps either by 202/525-1945 | and ask them the following questions: www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good changing who you are
  40. 40. Step 3: Who You Are EXERCISE First … Find some people who’s opinion you’re seeking, both from within and outside your organization. You can do this yourself, or hire someone else to do it for you. Second … Recognize that absent a sophisticated representative survey, the results from this exercise are qualitative. They will provide insights but not statistical certainty. Third … Questions What do you think we do? What do you think we want you to think we do? What do we do well? Poorly? How important is what we do? Who else does what we do? Better? Not as well? What are we not doing that we should be doing? What are we doing that we should not be doing? What you’ll get … Choose a methodology that fits within your resources Are the gaps, if any, between who you think you (e.g., online survey; focus group facility; drinks at your are and who others think you are. Your strategic favorite watering hole) to get these people together plan should seek to close those gaps either by 202/525-1945 | and ask them the following questions: www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good changing who you are
  41. 41. Step 3: Who You Are EXERCISE First … Find some people who’s opinion you’re seeking, both from within and outside your organization. You can do this yourself, or hire someone else to do it for you. Second … Recognize that absent a sophisticated representative survey, the results from this exercise are qualitative. They will provide insights but not statistical certainty. Third … Questions What do you think we do? What do you think we want you to think we do? What do we do well? Poorly? How important is what we do? Who else does what we do? Better? Not as well? What are we not doing that we should be doing? What are we doing that we should not be doing? What you’ll get … Choose a methodology that fits within your resources Are the gaps, if any, between who you think you (e.g., online survey; focus group facility; drinks at your are and who others think you are. Your strategic favorite watering hole) to get these people together plan should seek to close those gaps either by 202/525-1945 | and ask them the following questions: www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good changing who you are
  42. 42. Step 4: Evaluating Organizational Structure An army, it’s said, moves on its stomach. An organization that is seeking to get something done travels on its ability to:  Effectively communicate the value of that thing to audiences who can either … • Make that thing happen, or • Advocate to make that thing happen. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  43. 43. Step 4: Evaluating Organizational Structure An army, it’s said, moves on its stomach. An organization that is seeking to get something done travels on its ability to:  Effectively communicate the value of that thing to audiences who can either … • Make that thing happen, or • Advocate to make that thing happen. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  44. 44. Step 4: Evaluating Organizational Structure An army, it’s said, moves on its stomach. An organization that is seeking to get something done travels on its ability to:  Effectively communicate the value of that thing to audiences who can either … • Make that thing happen, or • Advocate to make that thing happen. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  45. 45. Step 4: Evaluating Organizational Structure An army, it’s said, moves on its stomach. An organization that is seeking to get something done travels on its ability to:  Effectively communicate the value of that thing to audiences who can either … • Make that thing happen, or • Advocate to make that thing happen. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  46. 46. Step 4: Evaluating Organizational Structure Maximizing communications effectiveness means defining – in a formal, clearly articulated way – the role each member of an organization and its board has as a communicator, whether that be answering the phones, speaking to the media, or networking at cocktail parties. Note: This is a long-haul exercise, and not for the faint of heart. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  47. 47. Step 4: Evaluating Organizational Structure EXERCISE First … Fourth … Second … Fifth … Third … What you’re working toward … Download the handy “plan-in-a-box” or write down on a piece of paper the name of each staff and board member. Include interns and especially engaged volunteers. Put a check mark next to every individual who is CURRENTLY EVALUATED based on the performance of at least one communications function. For anyone who does not have a check mark by their name, write down the communications function they COULD BE serving. Consider the time, energy, training and resources that would be required to have each function served, recognizing this could be as simple as a conversation or as complex as afterhours coursework. As annual reviews, board nominations and renominations, and other opportunities cycle through the year, develop a mutually agreed upon communications job component with each individual on your list. Is a renewed set of organizational policies and metrics that recognize the invaluable contribution each and every member of your organization can make toward achieving each and every thing you do. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  48. 48. Step 4: Evaluating Organizational Structure EXERCISE First … Fourth … Second … Fifth … Third … What you’re working toward … Download the handy “plan-in-a-box” or write down on a piece of paper the name of each staff and board member. Include interns and especially engaged volunteers. Put a check mark next to every individual who is CURRENTLY EVALUATED based on the performance of at least one communications function. For anyone who does not have a check mark by their name, write down the communications function they COULD BE serving. Consider the time, energy, training and resources that would be required to have each function served, recognizing this could be as simple as a conversation or as complex as afterhours coursework. As annual reviews, board nominations and renominations, and other opportunities cycle through the year, develop a mutually agreed upon communications job component with each individual on your list. Is a renewed set of organizational policies and metrics that recognize the invaluable contribution each and every member of your organization can make toward achieving each and every thing you do. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  49. 49. Step 4: Evaluating Organizational Structure EXERCISE First … Fourth … Second … Fifth … Third … What you’re working toward … Download the handy “plan-in-a-box” or write down on a piece of paper the name of each staff and board member. Include interns and especially engaged volunteers. Put a check mark next to every individual who is CURRENTLY EVALUATED based on the performance of at least one communications function. For anyone who does not have a check mark by their name, write down the communications function they COULD BE serving. Consider the time, energy, training and resources that would be required to have each function served, recognizing this could be as simple as a conversation or as complex as afterhours coursework. As annual reviews, board nominations and renominations, and other opportunities cycle through the year, develop a mutually agreed upon communications job component with each individual on your list. Is a renewed set of organizational policies and metrics that recognize the invaluable contribution each and every member of your organization can make toward achieving each and every thing you do. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  50. 50. Step 4: Evaluating Organizational Structure EXERCISE First … Fourth … Second … Fifth … Third … What you’re working toward … Download the handy “plan-in-a-box” or write down on a piece of paper the name of each staff and board member. Include interns and especially engaged volunteers. Put a check mark next to every individual who is CURRENTLY EVALUATED based on the performance of at least one communications function. For anyone who does not have a check mark by their name, write down the communications function they COULD BE serving. Consider the time, energy, training and resources that would be required to have each function served, recognizing this could be as simple as a conversation or as complex as afterhours coursework. As annual reviews, board nominations and renominations, and other opportunities cycle through the year, develop a mutually agreed upon communications job component with each individual on your list. Is a renewed set of organizational policies and metrics that recognize the invaluable contribution each and every member of your organization can make toward achieving each and every thing you do. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  51. 51. Step 4: Evaluating Organizational Structure EXERCISE First … Fourth … Second … Fifth … Third … What you’re working toward … Download the handy “plan-in-a-box” or write down on a piece of paper the name of each staff and board member. Include interns and especially engaged volunteers. Put a check mark next to every individual who is CURRENTLY EVALUATED based on the performance of at least one communications function. For anyone who does not have a check mark by their name, write down the communications function they COULD BE serving. Consider the time, energy, training and resources that would be required to have each function served, recognizing this could be as simple as a conversation or as complex as afterhours coursework. As annual reviews, board nominations and renominations, and other opportunities cycle through the year, develop a mutually agreed upon communications job component with each individual on your list. Is a renewed set of organizational policies and metrics that recognize the invaluable contribution each and every member of your organization can make toward achieving each and every thing you do. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  52. 52. Step 4: Evaluating Organizational Structure EXERCISE First … Fourth … Second … Fifth … Third … What you’re working toward … Download the handy “plan-in-a-box” or write down on a piece of paper the name of each staff and board member. Include interns and especially engaged volunteers. Put a check mark next to every individual who is CURRENTLY EVALUATED based on the performance of at least one communications function. For anyone who does not have a check mark by their name, write down the communications function they COULD BE serving. Consider the time, energy, training and resources that would be required to have each function served, recognizing this could be as simple as a conversation or as complex as afterhours coursework. As annual reviews, board nominations and renominations, and other opportunities cycle through the year, develop a mutually agreed upon communications job component with each individual on your list. Is a renewed set of organizational policies and metrics that recognize the invaluable contribution each and every member of your organization can make toward achieving each and every thing you do. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  53. 53. Step 5: Putting it all Together These exercises should leave you with a clearly defined, metric-oriented, measurable set of integrated goals, the importance of which cannot be overstated. Once those are locked in, you will also have the information you need to identify your audiences, select your channels and develop your messages. Use the handy “plan-in-a-box” template to help assemble what you’ve got, or visit our Online Resource Library for tips and tools that others have developed. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  54. 54. Step 5: Putting it all Together These exercises should leave you with a clearly defined, metric-oriented, measurable set of integrated goals, the importance of which cannot be overstated. Once those are locked in, you will also have the information you need to identify your audiences, select your channels and develop your messages. Use the handy “plan-in-a-box” template to help assemble what you’ve got, or visit our Online Resource Library for tips and tools that others have developed. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  55. 55. Step 5: Putting it all Together These exercises should leave you with a clearly defined, metric-oriented, measurable set of integrated goals, the importance of which cannot be overstated. Once those are locked in, you will also have the information you need to identify your audiences, select your channels and develop your messages. Use the handy “plan-in-a-box” template as a reference in assembling what you’ve got, or visit our Online Resource Library for tips and tools that others have developed. 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
  56. 56. The Fifth Estate Five Steps to Communicating Effectively In Our New and Shifting Landscape Got ideas for how to make this toolbox better? Give us a buzz at 202/525-1945 or e-mail info@fifthestateci.com 202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com
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