Larry D. Lauer

The way the White House has been dealing with the recent crises in the state department, justice department and the IRS is certainly fueling the argument that the government is too large to govern efficiently. That may be so. But my experience would suggest that an important element of strategic thinking and planning just might be missing.

A complicated and rapidly developing competitive environment in higher education a number of years ago is what caused me to begin thinking about bringing integrated marketing concepts into our strategic communication practice. Bringing more sophisticated communication tools into marketing had been underway in business for some time. But bringing marketing thinking into strategic communication had not yet happened, at least to my knowledge. Yet it was coming to my mind now out of necessity.

There are many components to integrated marketing.  But one that can make a huge difference in crisis situations is facilitated group analysis and planning. Many people don’t think more meetings are feasible in a fast-moving setting. But my experience has been that taking enough time to get everyone on the same page before acting can really pay off. And these meetings can be quickly organized and effectively managed if an experienced trained facilitator is close at hand.

Admittedly, the larger the organization the more complicated the challenge. And it’s true that many executives are just not patient enough to work through appropriate group process in any situation. But when things go badly, as they have now at the White House, it takes even more time to work through an ongoing growing mess.

First the commitment to try must come from the top, as well as an understanding of how to go about organizing the initiative. In the case of the White House, the president and chief of staff would have to give some careful thought to who from the various involved segments of government must participate, and who has the skills to lead it. It could be the communication director, but he or she must have the facilitation skills… and many do not.

A working group like this has three specific tasks: First, identify all the relevent facts and get them on the table. What actually happened? What are we doing about it? Second, determine the most complete and yet concise way to tell the story. Stay focused on the heart of the story, but all of it must be told. Otherwise pieces always will continue to dribble out. And finally, choose the most credible and confident spokesman for this particular situation. The more important the story, the higher the level the  spokesman. In crisis situations this is often not the press spokesman, or even the communication director. It is the highest level person closest to the events. And in cases as important as this one, it’s likely to be the president.

For the White House, the need to concisely clarify its primary national policy “brand” themes and reinforce them in everything that is said has also become critical. Priority audiences’ interests must be understood and directly addressed. And they must now be carefully targeted. The most efficient interactive tactics for reaching each must be launched by experienced new and social media practitioners. One thing is certain: A circle the wagons and defend the fort mentality simply will not work in crisis situations.

Breakdown is inevitable. But broadly planned strategic and facilitated group message coordination, together with audience targeting and focused interactive communication, can effectively address critical issues and systematically move institutions and nations ahead. It’s clear now that the White House needs a new approach. What they are currently doing is not working.