| Like all functional areas of a company, the | | | | 4. Map the Audiences. |
| Communication Department plays a key role in helping | | | | Determine your audiences that need to be reached |
| an organization reach its objectives. It makes an | | | | and lay out a plan to connect with them. Think about |
| organization understandable; it emphasizes its | | | | existing channels of communication and current |
| differences; it prioritizes messages for its key | | | | messages. Leverage what's already in place. |
| audiences. Ultimately, Communications works to | | | | The objective of a Communications Department isn't |
| package and position an organization - to make sure | | | | necessarily to create new communication tools or |
| its messages are clear, coherent and consistent only | | | | establish new channels, but rather to make |
| then, can stakeholders be most supportive. | | | | communications more effective. |
| This packaging and positioning takes the form of a | | | | 5. Plan for Improvement. |
| Strategic Communication Plan. Whether it's focused on | | | | Determine how to measure success. What |
| the organization in its entirety or its products or | | | | quantitative and qualitative data will demonstrate that |
| services, it addresses two important areas: Internal | | | | your communication strategy is on track? Be sure to |
| Communication and External Communication. Internal | | | | have a consistent, sustainable process for connecting |
| communication is concerned with creating and | | | | with your audiences, measure it, and don't forget to link |
| promoting a positive, productive workforce. External | | | | your results to your initial communication plan |
| communication is concerned with the messages | | | | objectives. |
| directed to outside audiences, with a goal of increasing | | | | 6. Execute the Plan. |
| visibility, enhancing reputation, and influencing perception. | | | | Create an implementation plan, work it, and stick with it! |
| Following is a six-step process for developing such a | | | | It's as simple and difficult as that. |
| plan. Every organization, no matter its size, needs to go | | | | An important point to remember throughout the |
| through these steps. | | | | development of your plan is that it's not necessary to |
| 1. Understand the Challenge. | | | | focus on all your stakeholder groups at once. The best |
| Don't guess. It's important to start by taking the time to | | | | strategy is to target those that will have the most |
| determine your mission âEURo the real | | | | immediate and positive impact on your business, and |
| communication concerns and opportunities for | | | | those that are a source of specific concern. |
| improvement. Are stakeholders confused and can | | | | For example: Do your employees have a thorough |
| communication clarify the mystery? Have internal or | | | | understanding of your mission so they can work |
| external audiences been neglected? Is this the year to | | | | productively toward your goal? Do your customers |
| increase awareness and ramp up media relations | | | | have sufficient information about your products or |
| efforts? | | | | services so they know when to call? Do your media |
| 2. Conduct a Communication Audit. | | | | outlets understand your business enough to use your |
| If objective research isn't done, the plan won't be | | | | executives as subject matter experts? Is there |
| customer focused and will tend to be based on past | | | | potential for your company to have a negative impact |
| experience, historical knowledge, or hearsay. Look at | | | | on the community? |
| existing communication tools and messages being sent. | | | | The last thing you want to do is develop and commit |
| Talk with folks inside and outside your organization | | | | to a process only to realize that it can't be sustained |
| about their perception of the organization. Consider | | | | because of limited company resources. |
| competitors. Who does it make sense to emulate? | | | | Clearly your strategic communication plan will become |
| 3. Package and Position. | | | | a useful and powerful tool. It will focus your |
| Formalize your messaging. How will you talk about | | | | stakeholders on what's truly important in the eyes of |
| your organization so your internal and external | | | | your organization and will create reality, simply by |
| audiences will understand what you do? What are the | | | | putting words on paper and sharing information |
| differential advantages you need to accentuate? | | | | consistently and predictably. Your plan will be an |
| Make sure you create official corporate | | | | important catalyst for change and will ultimately lead to |
| communication tools to ensure consistency, e.g., a | | | | organizational development, enhanced productivity, |
| Brand Positioning Document, Key Messages and an | | | | greater employee satisfaction, and improved |
| Elevator Pitch. | | | | performance. |