Taking National Advocay and Making it Local


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Christina Kelly if Golley Slater on what we can do at our own level to advocate our library services.

Presentation given on the 27th October at the Carnegie Conference Dentre (Dunfermline) at the CILIPS Autumn Gathering.

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  • Being in touch with the world outside an organisation means being in touch with the people who will shape and influence its future: other government departments, non-governmental organisations, influencers, decision-makers, consumer groups and thought-leaders. Barkers PR works with clients to help them map and prioritise the portfolio of stakeholders in their organisation or on a particular issue, and facilitate effective engagement that brings insight to societal expectations, the dilemmas they need to manage and opportunities to innovate.
    It is unusual for any of our projects to not involve some stakeholder analysis or engagement of some sort, to help garner intelligence, inform an options appraisal, reporting process or just build mutual understanding.
  • .
  • Keep it short. Be succinct. According to  Wikipedia, an adult's attention span is eight seconds, so be sure to give just enough information (and more importantly perhaps the right information) so that after only hearing a sentence or two, someone knows what you do - and if it's a pitch, what you need.
    2. Have a hook. As Mel Pirchesky advises, "The objective of the first ten or fifteen seconds is to have your prospective investors want to listen to the next forty-five or fifty seconds differently, more intently than they would have otherwise."
    3. Pitch yourself, not your ideas. As Chris Dixon writes, "The reality is ideas don't matter that much. First of all, in almost all startups, the idea changes - often dramatically - over time. Secondly, ideas are relatively abundant." Instead of talking about ideas, highlight what you've done - the concrete accomplishments or skills - rather than some intangible concept or a future goal.
    4. Don't forget the pitch. It's easy to get so caught up in the details of who you are that you neglect to mention what you need. What amount of financing are you seeking, for example?
    5. Don't overwhelm with technical or statistical terminology. While being able to tout one or two amazing and memorable phrases or figures can be useful, don't fill your elevator speech with numbers or jargon.
    6. Practice. Rehearse your elevator pitch so that when the opportunity to give it comes, you can deliver it smoothly.
    7. Use the same tactics for print. You can hone your elevator skills by practicing them in writing. Babak Nivi describes the email elevator pitch here.
    8. Revise. As your startup moves through various stages, be sure to update and refresh your pitch.
    9. Be involved in the startup community before you pitch. Business Insider suggests "Engaging in online discussions, writing insightful blog posts, and participating in the relatively small startup community can earn you a 'strong presence' that gets you noticed by potential investors." Building relationships with investors before pitching to them will help your success.
    10. Listen. When seeking to build strong networks, remember it can be just as important to listen as it is to talk.
  • Taking National Advocay and Making it Local

    1. 1. CILIPS conference Taking national advocacy and making it local 27th October 2010
    2. 2. Agenda • What do SLIC want to achieve? • The national campaign – Public affairs – Public relations • What can you do locally? • Over to you!
    3. 3. What do SLIC want to achieve?
    4. 4. What do SLIC want to achieve? • Create better understanding of the role of libraries in modern, civic Scotland • Stop unnecessary cuts to services • Remind local and national politicians of the value placed on libraries by their constituents • Remind local politicians and civil servants of their statutory duties
    5. 5. How will this be done? • A public affairs programme: – Local and national politicians engagement • A public relations programme: – Stakeholder engagement – Media relations
    6. 6. What is being done nationally? Public Affairs • Lobbying political parties to discuss their manifestos and inputting to these • Writing and distributing a manifesto for libraries in Scotland • Engaging with national politicians – Garden Lobby event
    7. 7. What is being done nationally? Public Relations • Engaging with local authority decision makers • Engaging with other influencers, e.g. CoSLA, UNISON • Speaking at relevant events & conferences • Developing a campaign to ensure national and trade media coverage • Building a consumer campaign - ensure public are supporting libraries at a grass roots level
    8. 8. Stakeholder engagement
    9. 9. Why are stakeholders important? • They represent wider communities or interests • Are decision makers • Are opinion formers or opinion leaders • Can be experts or enthusiasts • Often feed the media • Shape the environment within which you work
    10. 10. Who are stakeholders? • Those individuals and organisations with a stake in your organisation’s success or failure • For example: – local & national politicans – Civil servants/government departments – NGOs / NDPBs – high profile influencers and thought-leaders – decision-makers – trade & professional associations – consumer groups / pressure groups – charities / voluntary organisations
    11. 11. Who are not stakeholders? • The general public – they are a target audience, a community, a market segment….. – Parts of the public are influenced through the various bodies representing them • Your own employees – they are your partners, your team…… • Not the media – they are a channel of communication….. – Unless they shape opinion, e.g. specialists in their field
    12. 12. When do we turn to stakeholders? • Problems in the media • When a crisis hits • As part of wider communications strategy • Preparing the way for change…
    13. 13. Stakeholder mapping • We typically map and prioritise stakeholders according to likely: – influence / power – awareness / interest in you – impact on your organisation's ability – credibility to engage • This has to be reappraised on an annual basis as environmental factors can cause stakeholders to rise or lower in priority
    14. 14. Public Relations
    15. 15. What is PR? You’re at a party and you see someone particularly attractive on the other side of the room. What do you do? • If you walk straight up to them and tell them that you are extremely good looking, excellent company for an evening and pretty rich along with it - that’s advertising • if you walk over, explain why you are the perfect partner for them for the evening and manage to convince them - that’s direct marketing • if they walk over to you, tell you that they’ve heard how charming you are and they’ve been dying to meet you and please could they spend the evening - that’s public relations
    16. 16. Media relations Ask yourself these questions: • Who is your audience? • What do you want to tell them? • What are you trying to accomplish? • What is your ideal headline?
    17. 17. The concept of “Newsworthiness” “News” does not have a precise definition Editors’ screening process to consider: • Timeliness (relevant to media lead times) • Proximity (relevant to media’s ‘community’) • Consequence (affect the health, financial well- being, social status or political future?) • Human interest angle
    18. 18. Engage with your local media • Find out who cover areas where libraries could get involved, for example – Education – Enterprise – Jobs – Technology • Arrange to meet the journalists to introduce yourself • Invite them to visit a local library on a day where there is an activity going on, e.g. ITC taster session • Let them know any good news stories
    19. 19. What can you do at a local level?
    20. 20. Amplifying national activity locally • Contribute to the debate at a local level • Map your stakeholders and meet with them to ensure their support – arrange to meet local decision makers • Look for local speaking / networking opportunities, e.g. chamber of commerce • Publicise your successes in the local media • Distribute campaign materials
    21. 21. What should you say? • Write your elevator speech • Prepare your pitch: – What have you done locally – What would you like to do? – What can the person you are talking to do to help? • Be clear about what you are asking them to do, e.g. publicly endorse your work, contact national politicians
    22. 22. The elevator pitch An elevator pitch is an overview of your service and is designed to just get a conversation started • Keep it short – around 200 to 250 words • Have a hook, e.g. an interesting statistic that you can compare to something easy to understand • Make it clear – no acronyms or jargon • Ensure it is credible – how can you add value? • Practice so you remember it
    23. 23. Golley Slater elevator pitch • Golley Slater Scotland is part of the wider Golley Slater marketing group, with offices across the UK • We have around 350 people working with us • We draw on a national pool of highly-skilled and talented people in Scotland and across the UK to deliver fantastic results locally • We are experts in planning, PR, marketing, advertising, direct, recruitment advertising & contact management • We build a bespoke team for our clients, based around their needs and requirements • As one of the leading agencies in Scotland, we are proud to be chosen to be a supplier of the Scottish Government marketing services framework • In fact we are the only agency in Scotland who is listed on advertising, PR and digital rosters. • Our belief is none of us is as smart as all of us
    24. 24. Over to you • At your tables – come up with a list of your local stakeholders - between eight and ten individuals or organisations • On your own – write your elevator pitch • 20 minutes for both exercises
    25. 25. Feedback • One stakeholder per table – build a list you can take with you to get you started • One elevator pitch at random from each table
    26. 26. The end Any questions?