1. Mind the Gap – Life Beyond ‘GANRO’ –
Marketing and Communications Workshop
February 24, 2014
New Orleans

2. Mind the Gap – Life Beyond ‘GANRO’ –
Get a News Release Out

3. Strategy What Do We Know? Distance. Atmosphere. Temperature.
Recap–Reverse Engineering Outcomes
What Do We Know?
Distance.
Atmosphere.
Temperature.
Landing Zone.
Gravity.
And More.

4. ??? Tactics What Do We Know? Nothing.
Setting Sail for an Unknown Destination
???
What Do We Know?
Nothing.

5. Strategy
Strategic Communications is Built on an Intentional Foundation
Comm’s
Strategy
People
Process
Perception

6. Strategy – People <>
Q: What are the characteristics of a Tactical Communicator?
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7. Strategy – People <>
Q: What are the characteristics of a Strategic Communicator?
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8. Formulaic Forward Looking
Strategy – Process
Tactics and Strategies are Polar Opposites
Tactical Characteristics
Strategic Characteristics
Static
Proactive
Existing Focus
Focus on New
Scalable/Repeatable
Green Field
Short-Term Time Window
Long-Term Time Window
Heading Somewhere
Getting Back to the Future
Formulaic
Forward
Looking

9. Strategy – Process Strategic Points of Focus Tactical Points of Focus
Defining the Gap
Strategic Points of Focus
Tactical Points of Focus
Messaging
Positioning
Signage
Market Analysis
Newsletters
Program Development
Social Media
Long Range Planning
Special Events
Intra-organizational Counsel
Media Materials
Communications Integration

10. C R A Strategy – Process Why integration? How can they be integrated?
D: Integration of Research, Communications and Advocacy
Why integration?
How can they be integrated? C R A

11. Strategy – Process
A Taste of Strategic Planning – Porter’s Five Forces

12. Strategy – Process 1. What steps would you follow in approaching an
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?

13. Strategy – Process 1. What steps would you follow in approaching an
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?

14. Strategy – Process TRICK QUESTION ALERT 1. Which was better and why?
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

15. Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity

16. 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

17. Strategy – Perception
Creating and Living the Strategy
Scenario 1: Strategic communicator; tactical agency
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18. Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity

19. 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

20. 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

21. Strategy – Perception
Creating and Living the Strategy
Scenario 2: Tactical communicator; strategic agency
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22. Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity

23. 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

24. Strategy – Perception
Creating and Living the Strategy
Scenario 3 : Tactical communicator; tactical agency
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25. Strategy – Perception
Creating and Living the Strategy
Scenario 4 : Strategic communicator; strategic agency
COMMUNICATOR
Strategic Capacity
ORGANIZATION
Strategic Capacity

26. Congratulations. You’ve Arrived! Strategy – Perception
Creating and Living the Strategy
Scenario 4 : Strategic communicator; strategic agency
Congratulations.
You’ve Arrived!

27. Strategy – Perception Level Setting the Ecosystem Operations Finance
Engineering
Planning
Comm’s

28. Strategy – Perception Level Setting the Ecosystem Comm’s Operations
Finance
Engineering
Planning

29. Strategy – Perception Level Setting the Ecosystem Operations Finance
Comm’s
Engineering
Planning

30. Strategy – Perception Communications Level Setting the Ecosystem
Operations
Finance
Engineering
Planning
Communications

31. Measuring Strategy After implementation:
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?

32. 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

33. 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!

34. Questions? Blake Lewis www.lewispublicrelations.com 214-635-3020
@blaketexas081