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Archive for the ‘Strategic Communication’ Category

Lesson 230 No Easy Answers

Posted in International, Lessons Learned, Media Literacy, Strategic Communication on August 15, 2014| Leave a Comment »

This week I have been at Chautauqua in upstate New York listening to speakers on the state of foreign affairs. Different parts of the world were discussed, but one theme emerged loud and clear: The current hostilities, from Ukraine to Gaza to Iraq, are the result of a thousand years of conflict between rival groups… and there will be no quick solutions.

In past blogs I have argued that the problem we face understanding each day’s events is that we lack knowing their “contexts.” This is especially true in our 24/7 breaking news world. The more complex the situations the more we need to know their context in order to fully understand them. And so daily statements from the White House (or anywhere else) offer little insight into what is really going on.

I wish everyone could spend at least a week every year at a place like Chautauqua. Providing context for complex problems and issues is what this place does best.

Imagine a small village with an extremely diverse population where everyone was interested in ideas. Each week during the summer a different theme is examined, and gaining a broad understanding of the history and background of that theme is generally what happens by week’s end.

And Chautauqua also surrounds this experience with enrichment for the whole family. There are concerts, theatre performances, films, short courses, and special interest events. There are recreation facilities and programs, including plenty of activities for children and teenagers. And many religious faiths also provide programming and housing for those who want them. You can do all of this… or as little as you wish.

So at this week’s end here are my foreign affairs conclusions: Little insight can come from “official” government statements about  each day’s events in the Middle East or Ukraine. These problems are hopelessly rooted in ancient history and won’t go away soon. Periodic U.S. interventions are not likely to solve much of anything either. So explaining these hard lessons of history might be the better approach, along with repeated reminders of what America really stands for.

Oh, and we must also try our best to avoid making things worse!

 

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Lesson 229 Staying on Message

Posted in International, Lessons Learned, Media Literacy, Strategic Communication on August 7, 2014| Leave a Comment »

“Herding” is what many critics call the tendency of the international news media to rush to the next big crisis… each one seeking a competitive advantage. One day Iraq is the big story, and the next day the gang moves to Cairo. Then a big story breaks in Ukraine, only to be trumped by a horrible crisis in Israel and Gaza.

In the meantime, chaos continues in Iraq, Libya, Egypt, Syria, parts of Africa, and more. And what about Iran and Turkey? Each one is a separate story with distinct characteristics. As the news media struggles to explain what is happening in each place, the result for most consumers is total confusion. And as  governments struggle to deal with each separate situation, the result is the impression that most are inept at handling anything.

An interview with a Libyan government official this week reminded me that while it is natural to get bogged down in the details of each event, there is an important central message that is getting lost. He said Libya desperately needs the world’s help to rebuild essential institutions and to defeat disrupting extremists.

As I listened I was reminded that there is a central message of justice, opportunity, freedom, and democratic process that has gotten lost in the details of chaos. And that staying on this message  relentlessly every day might have turned that message into a truly self-fulfilling prophesy. Experience has taught me that this can be the potential power of well-orchestrated strategic communication.

Lesson learned: Too many detailed messages turn to clutter. Staying on central messages can lead to self-fulfilling prophecies.

And for the USA:  Daily responses to crises have resulted in clutter and negative impressions. Simply explaining the idea of America always produces positive outcomes.

 

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Lesson 228 Leadership and “Presence”

Posted in International, Leadership, Lessons Learned, Media Literacy, Strategic Communication on August 1, 2014| Leave a Comment »

When must a leader be present to lead?  And what actually constitutes “presence” in this age of digital technology?

President Obama has been criticized for appearing at so many fund-raising events around the country when there are multiple crises that need to be addressed. His defenders explain that with the technology on his airplane, and his advisors around him, he is on top of world events no matter where he goes.

But even in this age of imagery does “take charge” leadership really work that way?  I suggest that in many circumstances it does not.

My experience over the years would argue that there are many crisis situations where it is essential for a leader to be physically “seen” as present, engaged and performing as the leader. Technology can maintain connections very efficiently between critical meetings, but nothing substitutes for “showing up and taking charge.” In the case of presidential leadership, it might also mean that when he is not attending a critical meeting he should be seen as physically present in his established command post directing operations.

Exceptions would be largely ceremonial events where a representative clearly is an adequate symbol of a country’s or institution’s presence. Or when the top person has a clearly more important event that conflicts with this one.  Or when an adversary has orchestrated a “photo-op” style event designed to put this leader on the defensive  Even in this situation, however, it might be possible to still show up and strategically take charge, or to create another similar event where taking charge is designed into the situation. For example, when the Texas governor tried to get the president to go to the U.S. Mexico border with him, the president might have declined based on schedule, but then travel there later with his own “take charge” agenda.

Attending fund-raisers and playing golf in times of crisis makes too much potentially negative news, no matter the justification. Incessant daily questions and criticisms begin to sound credible, and repeated explanations appear defensive. They make leaders of both countries and organizations sound and look weak… and even out of touch.

Even in these times of instant digital technology, actually showing up and visibly taking charge is essential when institutions and worlds seem to be coming apart.

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Lesson 227 Taking Charge in a Crisis

Posted in International, Leadership, Lessons Learned, Planning, Strategic Communication on July 25, 2014| Leave a Comment »

As I wrote about crisis communication over the years I found myself saying early on that you must “look like you know what you are doing.” I did not mean this superficially. Rather, I meant it as an observation about how difficult it is to look confident and sound completely informed when all hell is breaking loose around you. This certainly has been a big challenge for the U.S president. And the 24/7 breaking news environment has not been forgiving.

White House responses this week to crises in the Middle East and Ukraine had me once again reviewing my crisis management “lessons learned.” Here are some of my thoughts:

1. Timing is everything. Getting all the facts together under media deadline pressure is more difficult than it looks. But speaking out too late can also allow someone else to seize the moment and put you on the defensive. There are no set rules here to follow. Experience certainly helps. But an overall predisposition to lengthy analysis can be a liability and make you look tentative.

2. Achieve a balance between looking confident and being willing to listen. Make an early statement to establish visible leadership.  Then quickly prepare a plan to take charge of the total situation. Tell them what you know. And then tell them how you will quickly find out what you don’t. Never announce an action that you don’t take.

3. Avoid direct confrontation. Confrontation allows your adversary to take the higher ground and put you on the defensive. Once there, it’s a difficult position to change. Establish your own solid ground by concentrating on making your positive and compressive plan of action look more thorough and credible.

4. Try to anticipate crises.  If it’s possible to anticipate a crisis long before it occurs you may be able to inoculate the situation by putting the matter on the public agenda yourself.  This is called issues management, a practice that includes producing a set of initiatives to systematically manage the situation before it is a problem.

5. Clearly list the other side’s errors. But be careful. After you have taken charge, presenting a concise list of the other side’s flaws can work. But avoid negative rants, and focus on facts. Attacking too soon and too often will make you look too defensive. Remember that over time some of your attacks may lose credibility with the public.

The U.S. president has the reputation of taking his time to analyze each difficult situation before deciding what to do.  While his inclination to be thorough is laudatory, he also has a tendency to wait too long to take charge. And even then, his announcements can sound more like a confrontation than a game plan for taking charge of the total situation.

In the final analysis, success depends on making good judgements about timing and substance. This is a talent that is fine-tuned with practice and experience. The communication dimensions of leadership are many, and the sophistication required for success is too often underestimated.

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Lesson 226 Warning: Rough Seas Ahead!

Posted in Higher Education, Leadership, Lessons Learned, Strategic Communication on July 17, 2014| Leave a Comment »

Each year the Council for the Advancement and Support of Education’s Summit for Leaders in Institutional Advancement focuses on the big issues facing education… most especially higher education. This week much of the CASE Summit addressed the coming changes that will likely transform the entire industry.

General sessions featured panels of university presidents, association CEO’s, professors, advancement professionals, as well as a corporation head, a digital media executive, a journalist, and a department of education administrator. Collectively they explored what the future might look like for education.

In a nutshell, they reviewed the consequences of universal government cutbacks, a revolution in digital technology, and rapid globalization… all happening simultaneously. The bottom line: Everything changes, from curricula and teaching methods to how money is raised and where students go to learn.

Education advancement areas include fundraising, alumni relations, marketing, communication, government relations, and sometimes enrollment management and student affairs. Many of the changes that will both threaten institutions and provide exciting opportunities are in these areas. Underlying all of the Summit’s discussions were these questions: What should advancement professionals do to prepare their institutions and constituents for these changes? What opportunities will they have to lead the way? And what should they do to prepare themselves?

As mentioned in a previous post I am writing a book that addresses these issues and questions. It is scheduled for release at next year’s CASE Summit. Between now and then I will be reporting here on my progress.

 

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Lesson 225 It’s Equally About the Content

Posted in Higher Education, Lessons Learned, Media Literacy, Strategic Communication on July 11, 2014| Leave a Comment »

Much of my recent work has been around the theme: “How media revolutions change everything!” I have been revisiting Marshall McLuhan’s assertion that “the medium is the message,” the idea that the appearance of a new dominant medium changes how everything functions in significant ways.

The implication here is that this ability of a dominant medium to force dramatic psychic and social changes is a more powerful message than its’ content. My experience suggests that this is initially true. But I also think that eventually the status of that medium’s content can also become a real matter of concern.

In today’s digital world the issue now is how to deal with an overwhelming hourly stream of fragmented information which produces clutter and confusion with little or no context for understanding.

For example, in my industry of higher education, a major transition is underway driven by government cut-backs and complicated by the economic forces of globalization. 24/7 media report “breaking news”headlines of student loan problems, rapidly increasing tuition and fees, sexual misconduct, executive salaries, and much more. But there is little or no context for understanding the complexity of the problems and the efforts being made to solve them.

The truth is… finding ways to provide context in today’s digital world will have to fall to those in strategic communication and institutional marketing. While these professionals use the same digital media tools, they can use a variety of them simultaneously… including more content-friendly publications and magazines, executive speeches, and face-to-face meetings and events. Media campaigns can be developed that identify priority issues, and then use broader briefing points and  multiple media platforms. The reality is that if strategic communicators don’t make this happen, who will?

The Council for the Advancement and Support of Education (CASE) is holding its’ Annual Summit for Leaders in Advancement in New York.  CASE is the largest institution-based education association in the world. The basic purpose of the Summit is to focus on the content issues that all professionals advancing institutions should be addressing with their constituents.

The bottom line is that media revolutions do change people and institutions. As for education, the coming sea-change is a game-changer, and everyone in advancement must take responsibility to make sure their institution is prepared. Now is the time to add context and content.

 

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Lesson 224 The Academy in Transition

Posted in Higher Education, Integrated Marketing, Lessons Learned, Planning, Strategic Communication on July 3, 2014| Leave a Comment »

Much of my summer is being spent writing my fourth book about advancing academic institutions. This time my motivation has been the major changes speeding our way in education, and how far-reaching they are likely to become.

On the one hand, governments are changing their roles and funding levels in significant ways. And at the very same time education, and most especially higher education, is also becoming a global industry. All this happening simultaneously is certain to become a major, possibly even revolutionary, game-changer.

When I also take into account that the digital technology revolution is already changing how teaching and learning are being delivered, I realize that everyone inside and outside the academy will be affected. Both how we deliver education and how we communicate institutions will be dramatically different tomorrow.

University presidents, deans, faculty members, students, everyone in advancement professions, as well as alumni, key donors, and anyone else supporting the academy, should therefore already be preparing  for a completely different marketplace. Student enrollment patterns will become more global. Faculty will have new and intriguing international opportunities. And foreign institutions will suddenly be offering your corporate partners and foundations visibility and business opportunities in very interesting places.

My book will be my contribution to preparing for these changes. What lies ahead looks very scary, I must say. But on second thought, this new day could also be very exciting!  The book is scheduled for release mid-way through 2015.

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Lesson 221 Strategy…Then Tactics

Posted in Higher Education, Integrated Marketing, International, Leadership, Lessons Learned, Strategic Communication on June 12, 2014| Leave a Comment »

On a recent trip to London I met with several university colleagues. I was interested in how they saw the challenges facing the future of our industry affecting those who market and communicate our institutions.

They shared my concern that many people new to our profession are focused so intensely on social media that they may be missing opportunities to learn about strategic thinking and planning, which is what really drives everything we do.

We discussed how social media use was changing almost daily. Experience is revealing what each one does well, and what it doesn’t. Facebook is good for reaching some constituents, but can be a waste of time when overused or when your “friends” are changing their patterns. Twitter can bring people to a website or meeting, but following or tweeting too often can be more fun than useful. It’s true that you can tweet links to connect people to more substantive material, but that works only when they follow those links and respond to them. True professionals in this field will be constantly evaluating all their tools, and will be making adjustments as use patterns change.

Leadership in marketing and communication happens at the strategic thinking and planning level. Knowing how to select the tools preferred by each audience, and then to use them simultaneously to increase intensity, is the key to success. And by the way, the tools selected will almost always include a mix of both old and new media.

With the coming sea change in higher education, this profession will have more opportunities for leadership than ever. Becoming an expert in new media might get you a job today, but learning about strategic thinking and planning just might get you a really exciting career!

 

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Lesson 220 Why the Digital World Can Make You Crazy

Posted in Lessons Learned, Media Literacy, Strategic Communication on June 5, 2014| Leave a Comment »

Every day we face frustration trying make sense out of the confusing clutter of this information saturated world. At first, trying to understand a complex problem can seem hopeless. Then, when we search the internet we can think we are moving toward understanding. And as the “water-glass” of information fills we begin to feel satisfied. But then, the glass suddenly spills over and confusion comes back again. So in this digital technology dominated world, searches for resolutions to complex problems can become never-ending.

A similar experience is likely to be had consuming daily 24/7 cable news. I first realized this trying to understand the Vietnam war. As I watched the news I began to think I knew what was going on.  And then, the very next day new events, followed by a deluge of more information, overwhelmed me. And so eventually I would have to conclude that I really had no idea what was going on in Vietnam. Suddenly I had to accept that more information wasn’t necessarily better. It all was turning to confusing clutter!

We live in a time when fleeting “ah ha” moments seem to be all we can hope for. And sometimes we must act on them. We can think we understand today, and then find out tomorrow we don’t. This is the reality of a digital world. And it certainly can make us crazy.

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Lesson 219 Pope “Communicator” Francis

Posted in International, Leadership, Lessons Learned, Media Literacy, Strategic Communication on May 30, 2014| 1 Comment »

Many people have found this Pope refreshing. As a communicator he seems to possess a special instinct for relationship building and reconciliation. Here is my thinking about why he is so effective:

1. He first travels to the location of conflict or misunderstanding.

2. He focuses on “looking” comfortable and breaking down barriers. He thereby takes stress and tension out of the air.

3. Eventually he makes observations carefully worded to avoid direct confrontation and enable the possibility of fresh thinking.

4. He then invites key players to come to “his house” at a later time for conversation and prayer, where he will begin by clarifying common interests. Doing this at a later time in a neutral and private location is important.

5. He thus establishes common ground, and a “safe” place for candor and fresh thinking.

6. Finally, he also demonstrates how different religions’ history and beliefs need not divide, but rather can establish mutual respect and accommodation.

This Pope’s communication strategy is not one of how to win an argument. Rather, it is one of demonstrating how to side step confrontation and choose what unites over dwelling on what divides.

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