Mind the Gap
– Life Beyond ‘GANRO’ –
Marketing and Communications Workshop
February 24, 2014
New Orleans
Mind the Gap
– Life Beyond ‘GANRO’ –
Get a News Release Out
Strategy
Recap–Reverse Engineering Outcomes
What Do We Know?
 Distance.
 Atmosphere.
 Temperature.
 Landing Zone.
 Gravity.
 And More.
Tactics
Setting Sail for an Unknown Destination
???
What Do We Know?
 Nothing.
Strategy
Strategic Communications is Built on an Intentional Foundation
Comm’s
Strategy
Process
People
Perception
Strategy – People
Q: What are the characteristics of a Tactical Communicator?
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Strategy – People
Q: What are the characteristics of a Strategic Communicator?
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Strategy – Process
Tactics and Strategies are Polar Opposites
Tactical Characteristics
 Static
 Existing Focus
 Scalable/Repeatable
 Short-Term Time Window
 Heading Somewhere
Formulaic
Strategic Characteristics
 Proactive
 Focus on New
 Green Field
 Long-Term Time Window
 Getting Back to the Future
Forward
Looking
Strategy – Process
Defining the Gap
Strategic Points of Focus
Tactical Points of Focus
Signage
Newsletters
Social Media
Special Events
Media Materials
Messaging
Positioning
Market Analysis
Program Development
Long Range Planning
Intra-organizational Counsel
Communications Integration
Strategy – Process
D: Integration of Research, Communications and Advocacy
 Why integration?
 How can they be integrated?
R
C
A
Strategy – Process
A Taste of Strategic Planning – Porter’s Five Forces
Strategy – Process
Exercise: Tactical Planning
1. What steps would you follow in approaching an
assignment tactically?
2. What information would you need to take a
tactical approach to planning/problem solving?
3. What are the upsides to tactical planning/problem
solving?
4. What are the downsides to tactical planning/
problem solving?
Strategy – Process
Exercise: Strategic Planning
1. What steps would you follow in approaching an
assignment strategically?
2. What additional information beyond what you
needed for the tactical solution would you need
to take a strategic approach to planning/problem
solving?
3. What are the upsides to strategic planning/
problem solving?
4. What are the downsides to strategic planning/
problem solving?
Strategy – Process
Exercise: Discussion
1. Which was better and why?
2. Which was easier and why?
3. Is there an instance when you might not be able
to plan strategically?
TRICK QUESTION ALERT
Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency
Strategic Capacity
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency
 Assess history of leadership, organizational
development to determine periods of increased,
reduced strategic endeavors
 Align history with key financial, operational metrics to
build communications case for support of increased
strategic initiatives
 Use credibility of past personal strategic leadership in
communications to engage, enhance broader
communications thinking among agency leaders
Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency
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Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
Strategic Capacity
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
 Study history of leadership, organizational development
to understand agency strategies
 Identify organizational allies to amplify and/or alter
information from the independent study
 Engage with one or more APTA colleagues at other
relevant agencies where communications strategy is an
active aspect of the organization’s direction; structure a
mentoring relationship
Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
 Change-up approach to assignments, particularly new
projects; start with a new sequence of thinking:
 Desired long term outcomes
 Immediate outcomes
 Strategic Points of Focus – i.e., market analysis,
positioning, messaging, etc.
 Leverage this process in creation of content,
distribution and audience/constituent engagement
Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
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Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency
Strategic Capacity
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency
 Study leadership, organizational developments of
similar, strategic agencies to understand opportunities
 Engage with one or more APTA colleagues at one or
more relevant agencies where agency and
communications strategy were relatively recent
developments; create a mentoring relationship
 Determine prospects for change
 If favorable, prepare an executive briefing aimed at
identifying an opportunity to increase strategic focus ,
using mentor to test and validate before presentation
Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency
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Strategy – Perception
Creating and Living the Strategy
Scenario 4 : Strategic communicator; strategic agency
Strategic Capacity
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategy – Perception
Creating and Living the Strategy
Scenario 4 : Strategic communicator; strategic agency
Congratulations.
You’ve Arrived!
Strategy – Perception
Level Setting the Ecosystem
Operations
Finance
Engineering
Comm’s
Planning
Strategy – Perception
Level Setting the Ecosystem
Comm’s
Operations
Finance
Engineering
Planning
Strategy – Perception
Level Setting the Ecosystem
Operations
Finance
Comm’s
Engineering
Planning
Strategy – Perception
Level Setting the Ecosystem
Operations
Finance
Engineering
Communications
Planning
Measuring Strategy
How do we know we were successful?
After implementation:
 Was the future state clearly
defined in the beginning?
 Did selected/implemented
tactics create a clear path
toward achieving objectives,
consistent with the strategy?
 Were objectives accomplished?
The Strategic Communicator
How to Come Out on Top
 Understand core business objectives and strategies
 Strategy is a learned… and practiced… skillset
 Establish and sustain connections with strategists
 Get close to revenue… AND STAY THERE
 Remember that you were chosen for the task –
you are in the best position to take your
communications to the next level
The Strategic Communicator
How to Come Out on Top
 Strategic planning and implementation is about
positioning and promoting your brand and agency
 Know where you are, where the agency is and
where you both are going BEFORE you set out
 Lead in place
 Tactics are an individual sport, but strategy is a
team sport – be the Captain
 Have fun!
Questions?
Blake Lewis
www.lewispublicrelations.com
214-635-3020
blewis@lewispublicrelations.com
@blaketexas081
www.facebook.com/blaketexas