Jun 14, 2013 0
Guest post by DeAnndra B.
I recently had the pleasure of sitting down with Community Media Workshop President, co-founder, and resident communications expert Thom Clark, to pick his brain about the upcoming Developing A Communications Plan training.
It’s currently one of the most requested trainings and is offered by The Workshop multiple times each year. Led by Clark, it has been a core training at The Workshop for more than twenty years. There is clearly a demand, and need, for this type of communications training; marrying traditional media relations strategies with new media strategies.
Q1 – How did the Developing A Communications Plan training come to be one of the most popular trainings at The Workshop?
It’s a basic strategy workshop we’ve done from day one. Born of the first week of the core training, Professional Media Relations, there was a need to provide a shorter training for a conference in Denver as an early effort to help children advocacy groups improve their access to the media and their storytelling. Collaborating with Workshop co-founder Hank DeZutter, we built a syllabus and curriculum as an effort to get down on paper what this training was really about.
Over the years it has evolved as I collaborated with former vice-presidents of The Workshop, including some spokesperson and messaging training elements, similar to week two of Professional Media Relations. In addition to some elements from Sue O’Halloran’s Storytelling training, in particular the elevator speech technique. The current version of the training is a basic strategy workshop with a sharper focus and far better materials, establishing the basic plan as something we ought to put front and center. It worked well and I am doing this training all the time now.
Q2 – Can you speak to the need for a non-profit to have a communications plan?
Most nonprofits have identified a problem that they’re trying to solve. There are customers and clients they want to attract to programs, there are board members, funders, donors, and volunteers they need to tell their story to, which includes successes or challenges in addressing that problem. Often, there are policy makers, government officials, and regulators who also need to hear how an organization discovered a problem and have come up with, or attempted, a solution to it.
If a nonprofit operates in a vacuum, they wont be as successful in changing public policy or moving clients along to be more successful in their lives (after the program), much less raise money, and attract the right staff and board members if they’re not telling their story. Organizations can tell their story through their own media (websites, e-newsletters, etc.), and/or traditional media (print and broadcast). Media coverage doesn’t just happen, it takes strategy and some persistence to gain media attention to help amplify your work which will hopefully help raise more money and attract better staff and volunteers to the organization.
Q3 – Here at Community Media Workshop we produce a media guide. How do you plan on incorporating how to use the media guide* into this training?
I could do a better job than the seven minutes I cover it, usually. “The book alone can be a training in terms of what’s in the front part as well as what’s in the back.” We do try to cover the media guide in trainings especially if participants have this tool in front of them.
In a recent training, I talked about how to use it as a browsing tool. I usually talk about finding reporters who you may not know are covering your issue, and get to know one a month, every other month. At the end of the year you will have 6 new reporters who are paying attention to your issue. I discussed how to attract the attention of a reporter, who doesn’t know you, by phone or email and it is largely by paying attention to their last piece, or last several articles and commenting on them, usually with a glass half –full approach.
*(Note: the media guide contains an editorial section with tips on pitching, worksheets for creating a communications plan, building a media list, an online communications plan, a social media policy and more.)
Q4 – Can you tell me your top three objectives or goals that you would like attendees to get out of this training? If they leave with nothing else what are 3 things you would like them to walk away with?
First, we often use an elevator speech exercise that leaves most participants with a far keener sense about the importance of being concise. They have to decide what one program or offer you want to tell this new audience about. You have to get them to the point where they’re asking for more information instead of overwhelming them with too much in the first few minutes of talking with them.
Secondly, a better sense of strategically discovering which 6 or 12 reporters they need to build a relationship with and not worrying about a several hundred-name press list. They should pay attention to the media and figure out whom they need to learn and get to know.
Lastly, I expect people to have a keen sense of the 3–legged stool model of goals, audience, and message working together leading to better storytelling. That’s really at the core of what we do. That basic approach to strategy has not changed much over the last 20 years even with all the new technology available and changes in the media landscape. This model is a really good way to break down to the non-media relations professional how to get a handle on building an effective communications plan.
Q5 - You often mention that, in developing a communications plan, working with the media, and doing media relations is not about getting publicity for the boss, what do you mean by that and why is that important?
It comes out of my sense that for many years we had trouble getting foundations to support our work because they say it as so much PR for the boss and didn’t feel the need to fund that type of communications. It was perceived that, “if a group is making news the media will find them”. Not only is that a naïve understanding about how the media works, but also more than likely if a group is making news and the media finds them, it is because of a crisis. So, it is not the type of coverage they want to have.
In addition, the perception that most nonprofit organizations are run by self-described visionaries who had a great idea, was able to get some funding and went on with the work, but are primarily ego-driven ‘cause why would anyone want to do this work for next to no pay. And, in some times that stereotype is true, but more often than not it undermines the real motivations of people who are in this field.
The nonprofit sector represents over 7% of the employment base in Chicago. So there is something we’re trying to do to help the world. We see gaps in what people need to have fulfilling lives and we try to help them with those gaps. So the story, to me, is not about who is running the organization, but what the organization is doing. My interest in helping organizations tell their story more effectively is to get other people to join the journey. To understand what problems they are trying to tackle, why they’re effective, and to come help us. Whether it is volunteers, donors writing larger checks or bringing in clients. That is far more effective than having the ego of a founder or executive director soothed with a profile in Crain’s Chicago Business or the Chicago Tribune.