A Refreshing Approach to Strategic Communication Planning by Robin Russell McCasland Dallas TX

Strategic CommunicationStrategic Communication Planning

Refreshing Approach; MultipleRefreshing Approach; Multiple Applications

IABC Houston WorkshopJuly 22, 2010

What We’ll Cover Todayy• The strategic process itself, with less “ick”

factorfactor– Why it matters; what it’s worth

• Ways to use the process forWays to use the process for– General planning– Talent management– Employee/audience engagement– Branding

• Examples of social (media) and cultural• Examples of social (media) and cultural communication to support your strategies– Easy, effective ways to incorporate social media

© 2010 Brain Biscuits Strategic Communication. All rights reserved. 2

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Why Plan Strategically?Why Plan Strategically?• Helps an organization determine what they

d d h t t thneed and how to get there• Identifies how the organization will

define successdefine success • Provides a road map with specific

directions/steps on how attain pthat success

• Keeps everyone headed in the di tisame direction

There is no perfect formula for developing a plan; do hat makes sense for o r gro p or o r client


do what makes sense for your group or your client.

How Planning May Be Usedg y• Aligning and supporting an organization’s

goals/prioritiesgoals/priorities– Ensuring channels are used most effectively to keep

employees informed and engaged; influencing behavior

S i h i i i f i hi h• Supporting the priorities of a group within the organization– Example: A communication strategy for HR to improve

employee engagement, to build an employer brand, to increase participation in a particular benefit program

– Launching a new process, benefit, product, etc.

• A stand-alone strategy for the communication department– Ensuring consistent communication processes


Ensuring consistent communication processes– Maximizing your resources and channels– Providing resources and counsel to groups that need support

Strategic vs. Tactical MessagingMessaging

• Tactical messaging– Provides information– Doesn’t necessarily drive action or behavior

change• Basic reminders announcements informationBasic reminders, announcements, information• May be a one-time event

• Strategic messaging• Strategic messaging – Targeted to various audiences– Causes people to take action, affects change,

difi b li fmodifies beliefs• Monitored and adjusted regularly• Never “done;” updated and redefined over time


Traditional Strategic Planningg g• Agree upon why you’re planning (begin with the end in

mind)mind)• Strategic analysis

– Stakeholders– Strengths, weaknesses, opportunities and threats (SWOT)

• Strategy planning– Goals and objectives– Mission, vision and values statements (sometimes these come

before the strategic analysis)g y )

• Action planning– Budget, tactics, responsibilities, timing, measurement and


evaluation

Refreshed Approachpp• Easier to follow

N i k t diti l l i l– No icky traditional planning language– We all have attention deficit, anyway

(Look! There’s a squirrel!)(Look! There s a squirrel!)• Gets you to the same result• Can be used in a variety of waysCan be used in a variety of ways

– Feed multiple initiatives with strategic communication that builds on complementary messages

• Potential for the same (or better) results


What You’re Up Against

(Good luck)

Employees Focus On…p y• Their jobs (we hope)• Their next pay raisee e t pay a se• Why their benefits stink • Why their boss sucks• Why their coworkers are freaksWhy their coworkers are freaks• Getting a pedicure• The idiot who rear-ended the new car• Bevo the Bulldog’s preference to pee on the sofa orBevo the Bulldog s preference to pee on the sofa or

bedspread• Their favorite pro or college game • Having to buy groceries after workHaving to buy groceries after work• Going to the parent-teacher conference• Enrolling child in military academy after parent-teacher

conference


Employees Think Ab tAbout…

• Their jobs (we hope)• Their next pay raisee e t pay a se• Why their benefits stink • Why their boss sucks• Why their coworkers are freaksWhy their coworkers are freaks• Getting a pedicure• The idiot who rear-ended the new car• Bevo the Bulldog’s preference to pee on the sofa orBevo the Bulldog s preference to pee on the sofa or

bedspread• Their favorite pro or college game • Having to buy groceries after workHaving to buy groceries after work• Going to the parent-teacher conference• Enrolling child in military academy after parent-teacher

conference


It’s Not About YouIt s Not About You• When it comes to strategizing communication

It i t b t– It is not about you– It is about your audience(s)– One message rarely fits everyone

• When communication is planned strategically and carried out appropriately…pp p y– It reflects nicely on many stakeholders

It is very difficult to overcome a bad first impression.


Why Should Anyone Change?y y g• Employees are focused on themselves

Unless you give them good reason to take action– Unless you give them good reason to take action– Explain what happens if action doesn’t take place– Provide a competitive scenario

• When communicating a change within an organization, people are thinking– What matters to ME?

Have you considered ME?– Have you considered ME?– My boss/HR/company leaders don’t care about

ME!


A Refreshed PlanningA Refreshed Planning Approachpp

Keys To Your PlanKeys To Your Plan• Why do you need a plan?• Who are the stakeholders?• Who are the stakeholders?• How large is the scope?• What’s the hard-dollar cost tied to what you’re tryingWhat s the hard dollar cost tied to what you re trying

to achieve (or the problem you’re solving)?• How will this strategy benefit the stakeholders?gy• How does this strategy align with the larger

organizational strategy (if appropriate)?• Do you have leadership support, or can you get it?


The Heart Of The Matter• What is your budget?• What will employees and other audience care aboutWhat will employees and other audience care about

most?• Which subgroups, if any, need different messaging, and

h h ?what are those messages?• What topics will need plain-English translation?• Which parts of the strategy or messaging need to be• Which parts of the strategy or messaging need to be

provided in languages other than English?• Which existing communication channels will provide you g y

with the greatest impact?• Which new ones should you consider?


Potential DealbreakersPotential Dealbreakers• What other distractions might prevent employees (or

other audiences) from paying attention to the messages?Wh t th b i i ht t ?• What other barriers might prevent success?

• Do you have adequate time to initiate and complete the strategy?strategy?

• Do you have sufficient resources, or can you get them?• Who may dislike the messages you are delivering?Who may dislike the messages you are delivering?

– Can you craft the messages to help overcome their objections?


Success Or Consequences?Success…Or Consequences?

Wh t ill d fi f h t k h ld ?• What will define success for each stakeholder?

• What measures will you use to ensure your strategy

is working?

• What are the potential consequences if your

messages aren’t effective?

• What are the potential consequences if you don’tWhat are the potential consequences if you don t

have a communication strategy at all?


Analyze Then ActAnalyze, Then Act• Highlight the “ah-ha” insights

A k th t dd th t d t• Agree upon key messages that address the standout comments/messages

• Choose three to five on which to focus within one time period

• Formulate prioritized actions– Choose the message methods (including the addition ofChoose the message methods (including the addition of

social media, if appropriate)– Assign responsibilities– Assign deadlinesAssign deadlines

• Develop and maintain a timeline


Measure, Evaluate, Communicate

• Establish measurement metricsIf h t d i i t l t t i th ’ d t– If what you are doing is truly strategic, there’s a good way to measure it

– Connect directly to a bottom-line business cost or otherConnect directly to a bottom line business cost or other business-relevant statistic

• Share your progress and accomplishments regularlyy p g p g y– Measure your progress routinely

– Demonstrate how communication is helping shape success

– Show how you’ve changed your direction, if needed, given the interim feedback you’re getting


Timing And Feedback Are C i lCrucial

• A significant initiative should be supported with a longer communication timeline– At least six months in advance for a major initiative

G b i f l d• Get buy-in from top leaders

• Senior managers

• Rank-and-file human resources

• The “cynics” group (we’ll talk about this in a moment)• Then, employees

L l j t f t i th ti li– Less complex projects; four to six-month timeline

– Simple projects; two to three-month timeline


Convene The Cynicsy• Whiners can be very helpful

• Get their input before you launch communication

• Ignore the “blah, blah, blah”

• Listen for the “gems” that could improve your work

• Thank them for the feedback– Tell them how you used their feedback

– You might gain some converts, but if you don’t…

Q it i b t th• Quit worrying about them– Focus instead on the people who matter most


CommunicatingCommunicating Culturally,

Socially andSocially and Strategically

“I’m in the checkout line at Randall’s. Someone comments on the T-shirt I’m wearing from the company blood drive. So I respond…”

Making Your Strategy “Engaging”Engaging

• In a challenging economy (at any time, really) employee engagement is necessary for successful talent management g– No longer confined to certain industries

• Consistent messages and actions are keyBecause change and ambiguity are the norm for– Because change and ambiguity are the norm for many


Social Media Impacts Engagementg g

…therefore, your communication strategy

S i l di d h h d f lstrategy

• Social media does not change the need for employee engagement

• It DOES impact the way you approach your strategiesInstant and viral; anyone can do it– Instant and viral; anyone can do it

• Without appropriate social media policies it can be toughWithout appropriate social media policies, it can be tough to combat negative online communication


What Engages Employees?What Engages Employees?• They want to be valued

– Let them know what they are doing wellLet them know what they are doing well– Differentiate their pay, benefits and perks– Reassure them if and when you can

• They want to inspire (and be inspired)( p )– Help employees see that it is

how the company impacts the world that makes a difference


What Matters To Employees?What Matters To Employees?• Inform them of problems before they read or hear

about them in the mediaabout them in the media– Even if you don’t have all the answers, tell them when to

expect more information

• Give them opportunities to ask questions and tell you what they think– If you don’t, they will make things up– Do something meaningful with the input employees provide,

and then let them know how you used the feedback


Social Media Impacts E tEngagement

• Companies use social media routinely as part of i i ti t t iongoing communication strategies

• Social media can impact workplace culture significantlySocial media can impact workplace culture significantly if…– Leadership is on board– You choose the tools wisely– You choose the tools wisely

• Be in it and be consistent for the long haulO j i b i t t– Once you jump in, be consistent

– Manage your outlets; don’t abandon them


Perception Is RealityPerception Is Reality• Internal and external communication are mergingg g

– How do you want employees to feel about working at your company?H d t th ti th “ i ” f– How do you want them representing the “promise” of your organization’s brand externally?

• They represent you virtually and in reality

– How do you want your CEO and other leaders to be perceived internally and externally?

• Their presence (or lack of one) in social media can communicate as effectively as anything else you do


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Cultural and SocialCultural and Social Considerations For Your Communication Strategy

Additional Planning QuestionsAdditional Planning Questions• How do you wish to be perceived externally?• How do you wish to be perceived internally?• What’s the current external brand?

– Does it align with the perception you want?

• What’s the current internal brand?Does it align with how you want employees to behave and how– Does it align with how you want employees to behave and how they represent your organization?

• What distinguishes you from your competitors?– Do those attributes make your company more desirable to a job

candidate? Why?


How Do You Know For Sure?How Do You Know For Sure?• How often do you get candid employee feedback?How often do you get candid employee feedback?

• How often do you get candid feedback from vendors and customers?and customers?– Do you use a third party to help ensure the information

received is unbiased?

• How does your leadership define and perceive the organizational culture?g– Which questions should you ask?


Questions To Ask Each GroupQuestions To Ask Each Group• How should we operate?• What do we value?• What traditions do we uphold?• How are we expected to treat others?• How are we expected to treat others? • What do we expect of employees?• What should employees expect of us?What should employees expect of us?• What behaviors should we demonstrate

with our customers, partners and vendors?• Do any of these groups perceive issues with the

company culture, or with talent management?


How would the answers to these questions be

digested by the public if they were published in athey were published in a

social media outlet?


The Container Store: What We Stand For

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Foundation Principles

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Showin’ Employees Some LoveLove

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Values Its Partners

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USAA: Commentary Travels QuicklyQuickly

• Canceled an policy due to a bad experience

– Tweeted my experience; posted to Facebook

• Friends who have USAA coverage responded

• A few days later, the claim was paid

– Supervisor said a mistake had been made– Supervisor said a mistake had been made

• I reinstated my policy; added more coverage

• Tweeted my experience; posted to FacebookTweeted my experience; posted to Facebook

• Looked at TweetDeck a month later and… QuickTime™ and a decompressor

are needed to see this picture.

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Creative Cultural CommunicationCommunication

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Tools To Measure Social MediaMedia

Site What it doesHowsociable.com Measures mentions, related info from

f th t i l dimany of the most common social media outlets

Geekchart.com Input information and get a calculation (in a pie chart) of where your presence(in a pie chart) of where your presence is strongest

Addictomatic.com Shows where your brand/identity appears in various social media outlets ppand where you may be lacking a presence

Radian6 A comprehensive tool for tracking and measuring social media, engagement, listening; and

Alterian SM2 For PR/marketing professionals: Tracks iti / ti b d tpositive/negative brand segment,

conversations about your company, and competitors

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Summaryy• There is no “perfect” strategic planning formula; develop a

system that works for yousystem that works for you

• Strategic is ongoing, changes over time, may never be completedp

• Strategic can influence, change behaviors

• Strategic can be measured; direct bottom-line impactg ; p

• Social media impacts your communication, your culture, employee engagement

• Don’t be afraid of social media; don’t ignore it; use it wisely


Robin McCaslandRobin@brainbiscuits [email protected]

214-277-9778

Twitter:@robinrox@robinrox

@brainbiscuits

…everything else is just gray matter.SM

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A Refreshing Approach to Strategic Communication Planning by Robin Russell McCasland Dallas TX