I believe there are Seven Big Things you need to ensure great communications for you and your organization. Adhering to each of these seven principles can help you thrive during any communications opportunity or challenge.
In this post, I’ll expand on one of the Big Things: Recognize that no one can tell your story better than you can.
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A prominent organization is introducing a major new program. A great deal of work by a lot of people has gone into its development. There has been extensive vetting and testing, and it’s ready to go live.
Quick quiz: Who can best talk about this new program, including how it works and who would benefit from it?
a. An objective journalist
b. An outside expert unaffiliated with the organization
c. A competitor or critic who welcomes any chance to knock the organization
d. The organization and its leadership
When you see it laid out that clearly, of course the last answer is the right one. And, yet, it’s way too common for organizations to cede the playing field instead of being proactive in telling their own story.
There are times when strategically it makes sense to keep a low profile and not draw attention to yourself. However, there is also a consequence of choosing to stay quiet: losing the narrative.
You may think that a new program or initiative can stand on its own against scrutiny. Or that sending an email directly to stakeholders will suffice. I’ve even heard from clients who worry about coming off as “too boastful.”
Here’s the thing: that program that you’ve invested in, which is the result of considerable blood, sweat, and tears? You should be boasting about it! You should be proud of it and be excited to share it with the world (or at a minimum your target audiences).
Nobody can speak with as much authority, veracity, and enthusiasm as you can. And nobody else can speak movingly about your organization’s mission, values, goals, and impact.
The channels/tactics may vary (a press call, an exclusive to a reporter, a conference call with members), but the important thing is that you - and not someone outside your organization - is taking the lead in telling your story.
While I’ve used the example of a product or program launch, this principle applies to other communications challenges and opportunities as well:
Raising your profile. Especially if you're a new organization, nobody else is going to be out there talking about your organization and the good things you’re doing. The onus is on you to be proactive in highlighting why your organization exists - why is your mission essential and how are you impactful?
Advocating for an issue or policy. The “inside” game of lobbying is important, but so is the “outside” game of influencing public opinion. The other side (e.g. opponents of the bill you support) is going to be talking publicly for their position. Reporters and third party experts likely will be talking about the issue. You need to be a powerful - and compelling - public advocate for what you believe in.
Managing a crisis. If you’re in the middle of a crisis that is drawing attention to your organization, there will be no shortage of critics and third parties who will be happy to provide commentary and second guess you. When doing crisis communications, it’s even more important that you defend yourself and try to reclaim the narrative. To be clear, this does not mean you need to do a press conference or put your CEO on the phone with an investigative reporter; it does mean that you need to determine how you can get your message out to stakeholders in the clearest and most direct way possible.
A wonderful former boss of mine liked to say that “people want to be led.” You can lead by telling your story. Not relying on someone else to do it for you, but to get out there and enthusiastically talk about your organization - your mission, your impact, your advocacy efforts, and that new program or initiative about which you’re so proud.
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