Communicating Your Vision in Good Times and Bad

16
CASE District 1, Boston Communicating Your Vision In Good Times and Bad January 28, 2010

description

Is your strategic plan gathering dust on a shelf or is the vision it inspires spurring your donors (and staff) into action? Are you making the most of every mode of communication available—including social media outlets Linkedin, Facebook, and Twitter—to articulate your vision? Are you using the same stale language and style of communication you used 25 years ago to get today’s messages across? Now more than ever, creating and communicating a strong shared vision is one of the most important activities an institutional leader can perform. In uncertain economic times, it can mean the difference between floundering and thriving. Join us to discuss the most effective way to turn a strategic plan into a vision that moves people into action, what innovative communication and writing techniques work best in today’s digital age, and what your personal communication style says about you.Session developed by Tracey Palmer of Palmer Communications, Andy Tiedemann of Emerson College, and Tamsen McMahon of Sametz Blackstone Associates. Presented as part of the CASE District 1 2010 Conference in Boston, January 27-29.

Transcript of Communicating Your Vision in Good Times and Bad

Page 1: Communicating Your Vision in Good Times and Bad

CASE District 1, Boston

Communicating Your Vision

In Good Times and Bad

January 28, 2010

Page 2: Communicating Your Vision in Good Times and Bad

Hi

Tamsen McMahonSametz Blackstone Associates

Tracey Palmer

Palmer Communications

Andrew Tiedemann

Emerson College

Page 3: Communicating Your Vision in Good Times and Bad

Are you strategic?

• What’s your Mission Statement?

• What’s your Positioning Statement?

• What’s your Vision Statement?

Page 4: Communicating Your Vision in Good Times and Bad

7 Definitions

1. Strategic Plan

A comprehensive document that covers how all aspects of an organization’s work, programs/services, management/operations, fundraising, finances, facilities & governance will be aligned over a set period of time toward the achievement of strategic goals

Page 5: Communicating Your Vision in Good Times and Bad

7 Definitions

2. Mission Statement A concise expression of the organization’s purpose. It should answer: Why do we exist? What do we do?

3. Vision A concise, compelling description of the organization’s desired future state

Page 6: Communicating Your Vision in Good Times and Bad

7 Definitions

4. Values Statement Answers: What do we believe in? What characterizes how we do what we do?

5. Communication Plan Articulates how an organization will achieve goals using communications media

Page 7: Communicating Your Vision in Good Times and Bad

7 Definitions

6. Positioning Statement What position do you occupy in the constituent’s mind? Based in reality, not an image or posture, grounded in actual accomplishments and relationships. Articulates what makes you ‘you’ (AKA brand)

Page 8: Communicating Your Vision in Good Times and Bad

Positioning Statement Template

For (target audience), (brand name) is the (frame of reference) that delivers (benefit/point of difference) because only (brand name) is reason to believe).

Page 9: Communicating Your Vision in Good Times and Bad

7 Definitions

7. Messaging

Communicates the ideas of the positioning statement, leads to action

Page 10: Communicating Your Vision in Good Times and Bad

Why Now?

In turbulent times, we need inspiration,

clarification, and direction.

A vision can do this.

Page 11: Communicating Your Vision in Good Times and Bad

Communicating Vision

(if you have a Strategic Plan)• How does it relate to today’s challenges/opportunities?

• How is your institution doing at following the plan? (Measurable progress?)

• Who needs to act for your vision to be successful?

• What action(s) must they take?

• What information do they need to take action?

• Does your audience understand your message(s)?

• Are you repeating regularly, across multiple channels?• Can your institution back it up with actions?

Page 12: Communicating Your Vision in Good Times and Bad

Communicating Vision(If you don’t have a strategic

plan)

• Accreditation study report

• Case statements/feasibility study findings

•Annual report message from president/leaders

•Master plan

Page 13: Communicating Your Vision in Good Times and Bad

Channels

•Multiple media

•Repetition

•Social Media, Twitter, Facebook, Linkedin, texting, IM, blogs, mobile apps…

Page 14: Communicating Your Vision in Good Times and Bad

Language• Make it memorable/Tell stories

• What’s in it for me?

• ‘Hey’ ‘You’ ‘So’ ‘See’

• Translate it

• Keep it short• B

lackberry: 15 words

Twitter: 140 characters

Page 15: Communicating Your Vision in Good Times and Bad

Measurement

• Determine measurement FIRST

• Monitoring v. Measurement

• Qualitative v. Quantitative

• Goals Metrics Tools

Page 16: Communicating Your Vision in Good Times and Bad

Questions