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Brujula uganda-5-feb-2013
- 1. Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 2. Strategic communications What does and doesn’t Guillermo Cuellar Brújula Comunicaciones info@brujula.com.co Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 3. Strategic communications Developing a communications strategy is not about finding the perfect slogan but about building key messages to be delivered to the audiences we target by our spokesperson in terms they can understand Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 4. Strategic communications Is not about what you want to say but what the audience needs to hear Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 5. Strategic communications It is about identifying your audience Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 6. Identify your audiences More power (not in agreement) (in agreement) Less power Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 7. Identify your audiences threats Audiences allies Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 8. Strategic communications It is about identifying the influencer for each audience target Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 9. Strategic communications Develop key messages Starting with the problem everyone can understand Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 10. Key messages Arguments highlighting problems Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 11. Key messages Key messages are instruments designed to answer any questions, including those awkward, misleading or negative ones to which you must respond correctly. You must always try to respond with your message, not what the interviewer wants to hear. Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 12. Key messages What do I need to say as opposed to what I want to say What does the decision maker need to hear to make the decision I want? (implies having identified who the decision makers /influencers are) Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 13. Key messages • Basic arguments • Max of 3 • Can (and must) be told in different ways • Can (and must) be used to respond to any question • Do not vary over time Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 14. Key Rational messages Evidence Facts Actions Expert opinions Statistics Emotional Feeling of well being Connecting to values Connecting to feelings Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 15. Strategic communications Focus on reality Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 16. Strategic communications Tailor your message for each target audience Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 17. The source Spokesperson Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 18. The source Spokesperson The face of the project, of the idea, of the process Direct contact with the original source of information The authorized voice The official source on the issue Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 19. Being a spokesperson What does it take? Being available Being well prepared Understanding why others (journalist) want to speak to you Believe in what you say Being trained Being prepared for the most difficult questions Managing key messages clearly and concisely Being able to say your key messages in half a minute or less Practicing and repeating and practicing and repeating Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 20. Strategic communications Every time you have the chance to speak publicly it is an opportunity to send your message (regardless of what question is put to you). Interviews, meetings, interaction with key actors. Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 21. The interview In touch with the media Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 22. Remember: You define the objective of the interview Pick the most relevant key messages and use them Be cool! You have the information thus you control it There is never an “off the record” Transform negative into positive Control your body language Your audience are not experts, avoid legal jargon Take advantage of, and create, your own opportunities and don’t create opportunities for your opposition Never pick a fight, stay calm, don’t be aggressive Connect emotionally with your audience Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 23. Seeking out the media? An opportunity? Threat? Strategy? Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 24. Seeking out the media Only if you have an strategy Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 25. Before seeking out the media? Who’s this journalist? Anticipate Type of media? every possible What do I want and why? situation What is the most important aspect? Who listens to this media, who am I going to communicate with? What does this person think/know about our issue and what do I need them to understand? Strategic thinking for communications Kampala, Uganda – February 5, 2013
- 26. Gracias For more information please visit our website www.brujula.co It is in Spanish but you might use Google translator through this link http://translate.google.com/translate?hl=es-419&sl=es&tl=en&u=http%3A%2F%2Fwww.brujula.co%2F Strategic thinking for communications Kampala, Uganda – February 5, 2013
Editor's Notes
- If a tree fall in a place where nobady can hear it, does it make any noise?