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Mind the Gap – Life Beyond ‘GANRO’ –

Join us for a marketing and communications workshop on February 24, 2014 in New Orleans. Learn strategies for effective communication and reverse engineering outcomes.

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Mind the Gap – Life Beyond ‘GANRO’ –

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  1. Mind the Gap – Life Beyond ‘GANRO’ – Marketing and Communications Workshop February 24, 2014 New Orleans

  2. Mind the Gap – Life Beyond ‘GANRO’ – GetaNewsReleaseOut

  3. Strategy Recap–Reverse Engineering Outcomes What Do We Know? • Distance. • Atmosphere. • Temperature. • Landing Zone. • Gravity. • And More.

  4. Tactics Setting Sail for an Unknown Destination ??? What Do We Know? • Nothing.

  5. Strategy Strategic Communications is Built on an Intentional Foundation Comm’s Strategy People Perception Process

  6. Strategy – People Q: What are the characteristics of a Tactical Communicator? • <>

  7. Strategy – People Q: What are the characteristics of a Strategic Communicator? • <>

  8. Strategy –Process Tactics and Strategies are Polar Opposites Tactical Characteristics Strategic Characteristics • Static • Proactive • Existing Focus • Focus on New • Scalable/Repeatable • Green Field • Short-Term Time Window • Long-Term Time Window • Heading Somewhere • Getting Back to the Future Forward Looking Formulaic

  9. Strategy –Process Defining the Gap Strategic Points of Focus Tactical Points of Focus Messaging Positioning Signage Market Analysis Newsletters Program Development Social Media Long Range Planning Special Events Intra-organizational Counsel Media Materials Communications Integration

  10. Strategy –Process D: Integration of Research, Communications and Advocacy • Why integration? • How can they be integrated? C R A

  11. Strategy –Process A Taste of Strategic Planning – Porter’s Five Forces

  12. Strategy –Process Exercise: Tactical Planning 1. What steps would you follow in approaching an assignment tactically? 2. What information would you need to take a tactical approach to planning/problem solving? 3. What are the upsides to tactical planning/problem solving? 4. What are the downsides to tactical planning/ problem solving?

  13. Strategy –Process Exercise: Strategic Planning 1. What steps would you follow in approaching an assignment strategically? 2. What additional information beyond what you needed for the tactical solution would you need to take a strategic approach to planning/problem solving? 3. What are the upsides to strategic planning/ problem solving? 4. What are the downsides to strategic planning/ problem solving?

  14. Strategy –Process Exercise: Discussion 1. Which was better and why? 2. Which was easier and why? 3. Is there an instance when you might not be able to plan strategically? TRICK QUESTION ALERT

  15. Strategy –Perception Creating and Living the Strategy Scenario 1: Strategic communicator; tactical agency Strategic Capacity Strategic Capacity COMMUNICATOR ORGANIZATION

  16. Strategy –Perception Creating and Living the Strategy Scenario 1: Strategic communicator; tactical agency • Assess history of leadership, organizational development to determine periods of increased, reduced strategic endeavors • Align history with key financial, operational metrics to build communications case for support of increased strategic initiatives • Use credibility of past personal strategic leadership in communications to engage, enhance broader communications thinking among agency leaders

  17. Strategy –Perception Creating and Living the Strategy Scenario 1: Strategic communicator; tactical agency • <>

  18. Strategy –Perception Creating and Living the Strategy Scenario 2: Tactical communicator; strategic agency Strategic Capacity Strategic Capacity COMMUNICATOR ORGANIZATION

  19. Strategy –Perception Creating and Living the Strategy Scenario 2: Tactical communicator; strategic agency • Study history of leadership, organizational development to understand agency strategies • Identify organizational allies to amplify and/or alter information from the independent study • Engage with one or more APTA colleagues at other relevant agencies where communications strategy is an active aspect of the organization’s direction; structure a mentoring relationship

  20. Strategy –Perception Creating and Living the Strategy Scenario 2: Tactical communicator; strategic agency • Change-up approach to assignments, particularly new projects; start with a new sequence of thinking: • Desired long termoutcomes • Immediateoutcomes • Strategic Points of Focus – i.e., market analysis, positioning, messaging, etc. • Leverage this process in creation of content, distribution and audience/constituent engagement

  21. Strategy –Perception Creating and Living the Strategy Scenario 2: Tactical communicator; strategic agency • <>

  22. Strategy –Perception Creating and Living the Strategy Scenario 3 : Tactical communicator; tactical agency Strategic Capacity Strategic Capacity COMMUNICATOR ORGANIZATION

  23. Strategy –Perception Creating and Living the Strategy Scenario 3 : Tactical communicator; tactical agency • Study leadership, organizational developments of similar, strategic agencies to understand opportunities • Engage with one or more APTA colleagues at one or more relevant agencies where agency and communications strategy were relatively recent developments; create a mentoring relationship • Determine prospects for change • If favorable, prepare an executive briefing aimed at identifying an opportunity to increase strategic focus , using mentor to test and validate before presentation

  24. Strategy –Perception Creating and Living the Strategy Scenario 3 : Tactical communicator; tactical agency • <>

  25. Strategy –Perception Creating and Living the Strategy Scenario 4: Strategic communicator; strategic agency Strategic Capacity Strategic Capacity COMMUNICATOR ORGANIZATION

  26. Strategy –Perception Creating and Living the Strategy Scenario 4: Strategic communicator; strategic agency Congratulations. You’ve Arrived!

  27. Strategy –Perception Level Setting the Ecosystem Operations Engineering Planning Comm’s Finance

  28. Strategy –Perception Level Setting the Ecosystem Operations Engineering Comm’s Planning Finance

  29. Strategy –Perception Level Setting the Ecosystem Operations Comm’s Engineering Planning Finance

  30. Strategy –Perception Level Setting the Ecosystem Operations Engineering Planning Finance Communications

  31. Measuring Strategy How do we know we were successful? After implementation: • Was the future state clearly defined in the beginning? • Did selected/implemented tactics create a clear path toward achieving objectives, consistent with the strategy? • Were objectives accomplished?

  32. The Strategic Communicator How to Come Out on Top • Understand core business objectives and strategies • Strategy is a learned… and practiced…skillset • Establish and sustain connections with strategists • Get close to revenue… AND STAY THERE • Remember that you were chosen for the task – you are in the best position to take your communications to the next level

  33. The Strategic Communicator How to Come Out on Top • Strategic planning and implementation is about positioning and promoting your brand and agency • Know where you are, where the agency is and where you both are going BEFORE you set out • Lead in place • Tactics are an individual sport, but strategy is a team sport – be the Captain • Have fun!

  34. Questions? Blake Lewis www.lewispublicrelations.com 214-635-3020 blewis@lewispublicrelations.com @blaketexas081 www.facebook.com/blaketexas

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