1. THE TECHNIQUE OF PLANNING
This planning technique is designed to be adapted to any communications problem. The professional communications manager takes a systematic approach to every problem, no matter how small, and steps through each phase of the process.
RESEARCH is an attitude and a function. It means listening carefully and defining the problem precisely before you plan.
Set out the situation that creates the need for the activity.
Give a clear, concise, complete definition of the problem.
Study the background and history of the problem
Be clear on the causes of the problem.
Study any precedents in your organization or elsewhere.
Discover any relevant policy guidelines in your organization.
Read the relevant literature.
Review previous media coverage.
Canvass your entire organization from executive to field for views, intelligence.
Consider formal research – opinion survey or focus group.
Identify supporters and opponents inside and outside your organization.
Refine your definition of the problem – clearly, concisely, completely.
PLANNING: Based on your research, define your objective, set out and weigh the alternatives and select one.
Establish your objective – clearly, concisely, completely.
Set out the criteria that indicate success in meeting the objective.
Identify, specifically your target group (s).
Define the message you want to communicate.
Identify constraints you must work within – budget, policy guidelines, time, traditions, etc.
PLANNING (cont’d):
Set out the alternative ways of communicating the message to the target group within the constraints.
For each one – identify the benefits, the risks, the downstream consequences, and the cost.
Select one of the alternatives.
Based on the alternative selected, develop a tactical plan, specifying media to be used and creative approaches.
Develop a budget for your plan.
Bring the plan and budget to executives for approval and support.
MANAGING: Use the resources you have, most efficiently, to achieve the desired result.
Put someone in charge – give that person the responsibility and the authority to do the job.
With the project manger, identify the resources needed.
Look for resources first inside your shop.
If they are not there, go outside for PR firms, advertising agencies, writers, designers, etc.
Set an agreed timetable for the project manager.
Establish regular reporting dates and keep to them.
Make sure the reports include budget status.
Leave the manager alone to run the project.
But, be available to lead, discuss, comment, suggest and support.
If reports and progress are not satisfactory, reinforce or replace the manager.
Keep your supporters, inside and outside the organization, informed and on side.
Keep an eye on your opponents and move to neutralize them.
EVALUATION: Review what you did objectively and learn from it.
Get out the criteria for success you set at the beginning.
Gather the data you need to decide how you did against each criterion.
Informal: Internal discussions
Reports from field offices
Interviews with executive
Interviews with outside experts
Review media coverage
Formal: Evaluation built into plan
Gather data by random survey or by survey of experts
Measure data against criteria.
Use inside group or outside experts to evaluate success.
Draw a conclusion – Repeat the project
Revise the plan
Reject it as a failure
Draw up a report on the project. If it is successful, use it to tell top management how well you did.
If not successful??