1. Presenter: Adrienne Schutte
You Can’t Build a House Without Blueprints: Creating a Communication Strategy and Plan for Change
Presenter: Adrienne Schutte

4. Get to excited audiences…start with a communications strategy
Research
Plan
Execute (and train)
Measure

5. Communication is one piece of change management
Description / Benefit
Build program awareness, understanding, and buy-in
Feedback mechanisms
Best Practices
Communications support the business objectives
Plan aims to build program awareness, understanding, and buy-in over time among key audiences
Messages effectively position program at organizational, functional and individual levels
Key audiences are identified and segmented
Two-way communications and push/pull systems are deployed
Communication is targeted to key risks and opportunities
Align Organization
Articulate Business Case & Vision for Change
Mobilize & Align Leaders
Align Culture
Engage & Communicate with Stakeholders
Enable Workforce
Assess Organizational Change Readiness & Risk

6. How do you create a blueprint for communications success?
Research
Plan
Execute (and train)
Measure
Research
Plan
Execute (and train)
Measure

7. Communications Strategy
What is a communications strategy?
A framework that guides communications activities over a specified timeframe
Why create a communications strategy?
To set measurable communications goals and objectives
To articulate and drive approval for guiding communications principles and approach for use throughout entire project, including key messaging
To align project communications with other communications activities and corporate/business unit strategy
3 min
Take all of your research, and create a comprehensive document;
To engage project management/sponsors in early project alignment discussions
A communications strategy includes:
Background information and the burning platform
Communications goals (measurable) and objectives (outcomes)
Guiding principles and/or critical success factors
List of audiences and their unique needs
Project milestones
Set of approved key messages
Roles and responsibilities of communications network members, including spokespeople
Description of communications approach, including high-level description of likely communications channels/vehicles
Definition of communications approval process
Plan for communications measurement
Tip: ensure communications objectives support business objectives of the initiative

8. Outline of a communications strategy
Research:
SWOT Analysis of the Current State
Audience and Communications Audit
Plan
Communication Objectives
Key Messages and Message Map
Editorial Guidelines and Brand
Communication Infrastructure
Execute (and train)
Communication Plan
Measure
Monitoring and Measuring
Next Steps

9. SWOT Analysis, Audience and communications audit
Research
SWOT Analysis, Audience and communications audit

10. Good communication begins with listening
Find out what’s going on currently
Do interviews, focus groups, surveys

11. There are four activities for Sections 1 & 2
Conduct Situational Analysis
What are communication strengths, weaknesses, opportunities, threats?
Conduct Stakeholder Analysis
Who’s involved in the effort?
Conduct Audience Assessment
What are the differences among audiences? What do they look like? What do they need? How do they like to receive information?
Conduct Communications Audit
What channels are available to deliver messages?
3 min
Situational Analysis
Understand factors in current environment that will influence perceptions and behaviors
Stakeholder Analysis
Determine current level of project awareness and perceptions
Recommend actions to achieve desired level of awareness, buy-in and ownership
Audience Assessment
Identify audience segments, their characteristics and communications needs, based on degree of change impact
Communications Audit (see example at top of page)
Review current client communications activities and effectiveness of most frequently used channels/vehicles
Research methods
Interviews with stakeholders
Review of client communications studies/research
Review of existing communications documents and messages
Ask for copies of existing department or company-wide communications strategy and plan documents
Ask for copies of previously deployed communications vehicles (e.g., newsletters, briefings, announcements, etc.)
Paper or web-based stakeholder surveys
Focus group sessions
To complete these work products, talk to stakeholders, team members, client staff – during this time, you’ll build relationships and credibility with people

12. SWOT Analysis The current state assessment provides:
An early opportunity to engage important client contacts, such as project managers/sponsors, senior leaders, and communications staff
A view into the organizational structure and culture of the organization relative to communications
Assessment helps in understanding:
Potential enablers and barriers of communications and change
Perceptions, needs, and preferences of key stakeholders/audiences
Client’s communications infrastructure and its strengths and weaknesses
1 min

13. Example SWOT analysis Performance Area Today
Strengths: What is working for xxx communications?
Existing distribution infrastructure
Strategic message framework, linked to business case and vision
Commitment from xxx leadership
Weaknesses: What is not working for xxx communications?
Existing tools (e.g., website)
Inconsistent approach (i.e., messages, vehicles, timing)
No systematic process for gathering stakeholder feedback
No defined measurement for communications effort
Uncertain levels of awareness, understanding and commitment across key stakeholders
Internal stakeholders do not fully understand the vision and mission of the xxxx Group
The xxxx Group does not have a distinct brand in the minds of stakeholders. Some stakeholders are unclear about full scope of xxx activities
Various xxx communication vehicles do not reflect a common xxx brand to audiences
Xxx and xxx operate in silos from a communication perspective
xxx team does not provide feedback during xxx Town Halls; attendance at xxx Town Halls is low
Communications are not consistently delivered to targeted audiences due to lack of communication touchpoints and inefficiency of current cascading process
Opportunities: What can be done to enhance xxx communications?
Develop more efficient and effective global communications approach with tools, templates and processes
Deliver consistent positioning rooted in strategic plan and vision
Engage key stakeholders at appropriate times
Measure what’s working and what isn’t
Focus on continuous improvement
Threats: What will happen if xxx communications is unsuccessful? Are there any threats in the organization?
Member firms and leadership don’t understand the value of xxx
Inconsistent stakeholder support
Frustration among stakeholders
Ineffective communications infrastructure
Duplication of efforts
Stakeholders don’t receive key information

14. Key activity – Audience Assessment
Audience assessment should:
Identify groups/individuals who will need to receive messages
Identify types of messages groups/individuals are currently receiving and are likely to need during project
Determine current gaps in communications program
Plan key messages that will be needed in future

15. Sample Audience Assessment

16. Key Activity – Stakeholder Analysis
What?
A determination of the current level of project awareness and perceptions as held by each stakeholder group
Recommended actions to take with each stakeholder group to achieve the desired level of awareness and project buy-in
Why?
Necessary to gauge awareness level and uncover issues/concerns to appropriately target communications and alignment-building activities
Useful in identifying project advocates and change agents, as well as individuals and groups resistant to change
Stakeholder analysis is not the same as audience analysis
Everyone looks at change from their own particular viewpoint and those viewpoints change over time – awareness of and support for change initiatives generally not uniform

17. Sample Stakeholder Analysis
Type
Role/Impact/Expectations
during Integration
Current
Commitment
Awareness = 1
Buy -
in = 2
Ownership = 3
Desired
Action Steps
Managers &
Supervisors
How should I
communicate with my
staff about this integration? 1 3
Communicate “talking points” for them to use
when discussing the integration with staff
Integration Team
Leads
How does participating in the
integration team affect me and how
will I be measured? 2
Adjust MVP program to reflect integration
related
responsibilities
Internal sales force
How should I describe this
integration to my customers?
When should I tell customers about
the transaction
when d
iscussing the integration with customers
Commercial & Large
Industrial Customers
Does this transaction affect me?
How?
Have internal sales force speak to customers
directly regarding new company
Create billing insert to provide details as to when a
nd how things will change (if applicable)
All customers
Create billing insert to announce new company,
and provide details as to when and how things will
change (if applicable)
Customer contact
personnel
How
should I answer customers’
questions about the transaction?
Create talking points document
State & local gov’t
officials, including
key economic
developers
What is the role of this new
company in North Carolina?
How does it affect economic
develo
pment?
Make visits to key legislators and constituents
before close of the sale
Create a company overview to describe the new
entity
Media
What is the new company?
Create media campaign
Community reps,
civic and non
profit
organizations Wh
at is the new company?
Will it change the level of
commitment to the community?
Create mailing to illustrate commitment to
community
Schedule face to
face meetings with key reps &
Explain what the “awareness,” “buy-in,” and “ownership” commitment levels look like.
Internal/Employees Customers/Suppliers Public/Press/Investor Rel.

18. Example: Stakeholder Map: We identified 49 internal and 32 external audiences
Asked the client:
Who needs to know about this program?
What organizational group are they in? Where is the org chart?
Which member of leadership knows the most about this group?
What level of communication does this group need?
2 min
To start our current state assessment, we reviewed all existing project materials. The program had been going on for 3 years at this time, with not a lot of clear communication. To get a handle on who needed what, we sat down with the client and agreed upon 5 levels of communication for our audiences.
Then we started creating our stakeholder map to get an organized look at who was where.

19. Stakeholder Interview Questions
How would you describe the objectives of the Sample Program? Would you consider program an IT or a business initiative?
Based on your knowledge of the Program, how does this initiative align with the other strategic initiatives?
What is the current degree of awareness about the Program and it’s objectives for Client Services?
To what extent has the vision of the future state at ARC been communicated to the regions?
How would you describe executive understanding of the Program? How would you describe leadership support of Program? What examples come to mind?
One potential risk is that employees are confused about the “what, why and how of Program” and how far along we’ve come in the solution development. Do you see this as a risk? If yes, why?
What are some other “people” risks to successful adoption of Program’s new procedures and tools? What impacts could result from not addressing these risks?
In your opinion, what is the most effective way to engage field staff in the Program? Who should be involved in this effort? Who should lead this effort?
What needs to be changed across all regions in order for deployment to be a success? What factors are working in favor of a successful solution deployment?
Do you feel that there is the right amount of communication between leadership and employees? What kinds of communications or activities would you suggest to improve end-user understanding of Program and improve their willingness to adopt its changes?

20. Plan
Communication objectives, Key messages and message map, Editorial guidelines and brand, Communications infrastructure

21. Communication Objectives
What are you trying to do?
Do you want to educate your customers?
Do you want to defuse a situation?
Do you want to improve your organization’s reputation?
Objectives must align with business objectives
And, as always, they must be SMART
Specific, measurable, achievable, realistic, time-focused

22. Example Objectives (not measurable)
Develop and deliver a communications plan during 2005, effectively targeting key audiences; small and medium size farmers, funders and institutional decision makers, to accomplish the following:
Position MIFFS as an accomplished, successful leader in Michigan agricultural and food business community.
Differentiate MIFFS role vs. other Michigan agricultural organizations as the nucleus of the agricultural community and the first stop for Michigan agricultural and food business in need of assistance and resources.
Implement a communications plan that will nurture (build, develop and maintain) a long term relationship with key audiences in order to develop trust and gain credibility of the MIFFS organization leading to audiences’ active participation (quantify) with MIFFS and active support(quantify) of community based food systems.

23. Example Objectives (measurable)
Campaign Objectives:
Generate awareness of featured Hallmark holiday products with at least 40 million impressions (exceeding 2008 results of 35.1 million).
Drive engagement with featured Hallmark holiday products through celebrity and blogger product trial.
Meet our ROI goal of 12% (measured internally through Hallmark’s proprietary marketing measurement tool; based on spend and impressions across all marketing tactics).
Tactical Goals:
Secure product inclusion in at least two national consumer gift guides (print and/or online versions).
Generate national entertainment media coverage (broadcast, print and online) from the celebrity event.
Secure product reviews on at least 25 of our targeted blogs (1/2 of our original list of 50).

24. Key Messages Communicate what you’re doing and why
Communicate what will be different
Fit with your objectives
Speak to audiences
Above all…use clarity
You’re a human being. Write like one.

25. Key Messages and Message Map
Break everything down into 3 levels of messaging
Work with subject matter experts to understand and create the levels
Level 1: Elevator speech
Level 2: Supporting messages
Level 3: Proof points
Level 4: Anecdotes and illustrations

26. Level 1 Level 2 Level 3 Date Use VC – it’s the smart way to meet
Campaign sign-off
Level 2
VC saves time
VC saves money
VC saves the environment
Campaign poster headlines
Why travel xx miles just to shake hands?
New York and back before lunch
Take minutes, not miles
Delays not expected
1 expensive meeting (local and global versions)
Make your mark without leaving footprint
Go global, stay local
Level 3
There are many benefits of using VC for you, your client and XXXX
Improve your productivity and diary flexibility
Improve your work-life balance
Reduce the stresses of travelling
Save on hotel costs, travel and expenses
Show clients we are minimising expenses
Reduce your personal carbon footprint
Reduce our carbon footprint
Demonstrate to clients that we walk the talk
Campaign copy
The above benefits can be developed into short paragraphs of text for use alongside the headlines and sign-off
Other points to include in level 3 messages
VC is the closest thing we have to face-to-face meeting .
The VC user experience has improved immensely over the last couple of years; there is still room for improvement, but the technology is getting there.
VC is one of a range of collaborative tools we should use to connect with our clients and one another

27. Editorial Guidelines and Brand
All contributors developing communications for NTG should follow these writing guidelines:
Use UK English.
Use one space after periods, not two.
Average sentences per paragraph: Target an average of up to three sentences for print communications, up to two for online communications.
Average number of words per sentence: target 14 words or less.
Average number of characters per word: target 5.0 or less.
Passive sentences: Target 0.
Flesch reading ease: Target 50.0 or higher. This statistic calculates how easy your copy is to read based on your average sentence length and your average number of syllables per word. On this scale of one to 100, the higher the number, the easier your copy is to read.
Flesch-Kincaid grade level: Target 9th grade or lower. This index calculates the number of years of education required to understand your copy. It, too, is based on your average sentence length and your average number of syllables per word. Most consumer publications target a grade level score in the single digits to make copy more accessible. Just because your audience members are well educated doesn’t mean they wish to read difficult copy. In fact, the higher their educational level, the more likely it is that have too much to read.
Make staff partners in the effort by providing forthright and timely information.
Tailor communications to address employees’ specific needs and concerns. Develop communications from the point of view of the receiver, e.g. language, level of understanding, highlighting “what’s in it for me” aspects.
Take periodic “reads” of target audience’s concerns, fears, and degree of understanding of messages through upward communication vehicles.
Deliver key messages multiple times through multiple vehicles.
Balance one-way (informative) with two-way (participatory) communications.
Sequence the right message at right time to the right audience.
To turn on Readability Statistics, go to your Microsoft Word spelling and grammar tool, and click the box next to “show readability statistics.”
Need help? Use Microsoft Word “help” menu to search for “readability statistics” or “statistics.” Now when you run spelling and grammar check on a document, you’ll get a box that looks like this:
If you don’t tell them how to do it, who will?
Create your own style guide if one doesn’t exist in your organization
Get great tips from:
Great Writer’s Tool

28. Communications Infrastructure
Simple:
Who’s going to do what?
Will you have an editorial board?
Who will do approvals of communication
Identify roles and responsibilities, then get agreement

29. Example: Sharing the Communications Role
The task of communicating about Program solutions, impacts, and deployment should be shared across the Division.
Program messages will be sent from a variety of sources to deliver the best impact to audiences.
Key Communicators in each Division will support direct messaging with materials distributed through channels most accessible for customers, sponsors, donors and regional staff. These include posters at fixed drive sites, customer letters, and newsletter articles.
Coordinate communications activities across division for DVPs and CEOs; Illustrate connection between solution components; Drive awareness of Program content and deployment timeline; Answer specific questions about Program solution, processes, and program status using Program Communications information sources
Maintain leadership connection to Program Team; Communicate information required to coordinate deployment components across regions, for example equipment or budgeting concerns; Facilitate decision-making prior to Program deployment
Distribute high-level messages concerning Program impacts to Services and customer-facing staff, for example messages with role definition, training, or employment themes; Represent leadership support of Program deployment and communicate benefits to business audiences
Mirror leadership support at local levels by reinforcing Program benefits to external stakeholders, such as donors, sponsors and hospital customers; Cascade details of the Program solution to functional teams; Prepare staff and volunteers for procedural changes associated with the new systems
Key Communicator
Division Advocate
Divisional VP
CEO
Mgmt

30. Example: Purpose of Program Communications Network
The Program Communications Network (PCN) is created to “champion” Program messages within each Services division and serve as an extension of the Program Communications Team in successful message creation and distribution.
Role
Network serves as functional communications team in Services field organization
Key Communicator acts as field liaison between staff in blood regions and the Program Program Team
Responsibilities
Participate in regular meetings of Program Communications Network
Create local communications plans supporting all phases of Program deployment
Distribute Program messages through divisional and regional channels
Report feedback from regional staff to Program Communications team
Time Commitment
Monthly conference call with Program Communications team (1-hour)
Routine information sessions from Program Deployment (Division Advocate Conference Call)
1-4 hours per month in review of Program Communications materials
Standard planning & development time for local adaptation of Program materials
Expectations
Proactively support Program system deployment by exchanging information with staff, customers, donors, sponsors, and other regional audiences
Use existing contacts and tools to ensure localized delivery of Program messages

31. Communication Plan You know how to do this one! Same rules apply
But whatever you do….don’t rely on the cascade model!!
Same rules apply
Compelling narrative
Specifics
Understand your audience(s)
Connect right message to right audience
Deliver it through the right channel
Commit to measuring your effectiveness
Don’t let your plan be dictated by rigid templates

32. The Cascade Model Typically Works Like This…
3/25/2017
The Cascade Model Typically Works Like This…

33. Tactical Communications Plan
Audience
Context / Content
Vehicles
Timing
Semi-monthly BU Update
All Business Unit Employees
Provide overall Business Unit Update
Review financial performance (monthly)
Recognize outstanding performance
calendar item with materials to review
Conference call or meeting
Twice per month
All Employee Update
All BU Employees
Provide overall BU update
Progress against plan (high level)
Recent successes
Key initiatives
Current priorities
Reinforce information and direction from Corporate and/or Leadership
Invite
Monthly
Quarterly BU Leaders Meeting
All BU Leadership (Direct Reports to Managers)
Review performance to date
Discuss initiatives
Gain input and build consensus on priorities
Provide BU leaders with cascade material to introduce and/or reinforce information with teams
Face-to-face meeting
Quarterly
Direct Report Cascade
Direct Report Teams
Review information on BU priorities
Create forum to gain employee input
Provide employee input to BU leadership
Face-to-face meetings or conference calls
As needed, typically following BU Leadership Meetings
All Employee Meeting
All Employees
Provide BU update on Progress
Review of recent successes
Discuss current initiatives, operational issues
Review priorities
Invite Chairman
Hold the date
Thank you reinforcing key information
Bi-annually / Annually

34. Key Lesson: Information “push” and “pull” tactics work together to saturate all audiences
Strategic activities to deliver messages multiple times in varied ways are the key to communication success.
Web-based Channels
Face-to-face Communication
Consistent Written Communication
Leadership Spokespeople
Program Town Hall
xxxxxxx.org
CxxxxxNet
IT Portal
Services Neighborhood
Program Deployment Site
Site for Division Advocates and BCN
On-line Discussion Boards
Leadership Meetings
Customer presentations
Kickoff Meetings
Division Advocate Weekly Meetings
Specialty Presentations
Program Communication Network Monthly Meetings
Industry Conferences
Customer Presentation
Brochure for Hospitals
eNewsletters
Communications Toolkit
Deployment Communications
Program Bulletin
Content Communications
Talking Points for all Levels of Leadership
Action Plans
Cascading Information to all audiences
Support for Web-based and feedback channels
Functional Meetings
2 min – We used powerpoint at ARC, not the Word template, because it resonated better with the client;
Web-based Channels: We are utilizing technologies available to us within the organization to get our message in places where people are accustomed to looking for information. Examples include:
The hospital page on customers may go there to get ISBT 128 conversion information
Program Town Hall: intended for multiple audiences in the organization; designed as a supplement to communications available on CrossNet
INFORMED
AUDIENCES
Feedback Channels Help Improve Communications

35. Enable Communications Infrastructure
What is a communications infrastructure?
A blueprint of the flow of communications, including roles, processes, protocols, channels and resources that support communications in an organization
How do you enable the infrastructure?
Establish protocols for delivering communications according to the communications plan
Determine execution responsibilities with key client resources
Facilitate execution of communications deliverables across key milestones
2 in – roles, responsibilities, processes, resources, networks!!
Why is it important to enable this infrastructure?
Expedite communications deliverable creation and approval
Support accurate execution and client ownership

36. Example: There is a process for creation and approval of various types of communication
We developed a RACI chart with the client and the PMO to ensure everyone understood their communication role

38. Execute (and train)
Communication plan

39. Develop a Communications Plan
What is a communications plan?
A “to do” list of communications activities and events created to bring the communications strategy to life, by enabling and fostering change
A comprehensive matrix of tactical communicative events designed to support project objectives and also mitigate risks identified in the Organizational Risk and Readiness Assessment (ORRA)
Why create a communications plan?
Aligns all responsible parties over course of communications rollout
Ensures all audiences are addressed in communications effort
Are the concrete actions that can be measured to determine success or areas of improvement

40. How to Develop a Communications Plan
Elements to include:
Stakeholder group/audience for each activity
Key messages intended for each stakeholder group/audience
Vehicle/channel to be employed
Purpose/objective of communications activity
Party responsible for communications creation and deliver and event planning
Sender/spokesperson for each communications activity
Mechanisms for receiving feedback
Timeframe, frequency, and sequencing of communications
1 min

41. Implement and Execute Communications Plan
Execute against the plan as you would any other project plan!
Develop tactical communications deliverables (e.g., announcements, newsletters, e-updates, events, etc.)
Manage the approval process
Solicit feedback where appropriate
Develop discrete work plans to address communications milestones and activities, related to specific issues
Examples: Road Shows, HR Communications, including changes in leadership, changes to workforce (e.g., layoffs), changes to compensation
Know your budget before you plan!

42. Videos, Webcasts, Blogs and Wikis are the latest in execution – communicators as multimedia producers

43. Measuring and monitoring
Measure
Measuring and monitoring

44. Monitor & Measure
“Not every thing that counts can be counted, and not everything that can be counted counts.”
- Sign hanging in Albert Einstein’s office at Princeton
What does monitoring and measuring mean in terms of communications?
Continuous assessment of communications activities to incorporate feedback received
Measure overall effectiveness of communications strategy
Why monitor and measure?
To understand if messages delivered are understood by audiences and if communications activities are engaging audiences, as intended
To continuously improve and adjust strategy and plan, as needed
3 min: Measuring communications effectiveness is the “holy grail” in the comms world; many ways to measure – I recommend always look to measure how well communication changed behaviors! If you get this down, it will build credibility with executives – you are speaking their language of numbers.
Quantitative
Pre- and post-communications surveys via paper, web, or phone
Training evaluation surveys
Newsletter readership surveys
Communications environment questions within Organizational Risk and Readiness Assessment surveys
Tracking web hits and material downloads
Measuring theme messages, content messages and vehicle usage
Qualitative
Informal anecdotal feedback
Questions/feedback received via Q&A lines and boxes
Audience interviews/focus groups

45. Measuring and Monitoring
Measuring communication without a strategic communication plan in place is worse than useless. Deciding to draw up this plan is your first move.
Ways to measure:
How much coverage did you receive?
What was the tone of that coverage?
Were your spokespeople quoted?
Did visitors to your site hit specific landing pages?
How long were visitors on your site?
Which media outlets was the coverage in?
How many s/calls did you receive on the topic?

46. Communications Dashboard
Dates:
6/21/08 – 7/11/08
Total communications to each audience
Frequency of each type of media
Next Week
(Open detailed communications plan) – also discuss new communications tracker from Wayne Masse
Planned Communications
Date
PS Briefing: Emerging Markets
7/14/08
M-Level Briefing
7/15/08
PS Briefing: Solutions
7/16/08
Global Ops Briefing
7/17/08
PS MD Call

47. Use Google Analytics where possible
The data shows steadily increasing Deltek page views, with a high of 442 on 5/6/08. One driver for the dramatic increase is an sent to all of MC announcing answers to questions from recent Deltek MC briefing.
Two of the top 5 most popular Deltek pages are the “question” pages, where employees can post questions to be answered by the Deltek team.

48. Appendix - Additional Tools & Resources

49. Additional Resources
Corporate Conversations: A Guide to Crafting Effective and Appropriate Internal Communications – Shel Holtz, AMACOM, 2003
The Heart of Change: Real-Life Stories of How People Change Their Organizations – John P. Kotter and Dan S. Cohen, Harvard Business School Press, 2002
The Leadership Solution: Say It, Do It – Jim Shaffer, McGraw-Hill Trade, 2000
Communicating Change: Ideas from Contemporary Research (IABC Research Foundation) – Nancy Welch and Mark Goldstein, Irish Amer Book Co, 1998
Communicating for Change: Connecting the Workplace with Marketplace – Roger D’Aprix, Jossey-Bass Inc., 1996
Leading Change: Chapter 6, Communicating the Change Vision – John P. Kotter, Harvard Business School Press, (pp )
Communicating Organizational Change: A Management Perspective (Suny Series in International Management) – Donald Peter Cushman and Sarah Sanderson King, State University of New York Press, 1995
Communicating Change: Winning Employee Support for New Business Goals – T. J. Larkin and Sandar Larkin, McGraw- Hill, 1994
“Drucker on Communication” – Constantine Von Hoffman, Harvard Business Review
“Barriers and Gateways to Communication” – Carl R. Rogers and F.J. Roethlisberger, Harvard Business Review, v 69, no. 6, Nov-Dec 1991 (pp 12-18)
Control Through Communication: The Rise of System in American Management – J. Yates, John Hopkins University Press, 1989
“Change Management: Communication's Pivotal Role” – A Research Report by the Conference Board: Kathyrn Troy
“Reaching and Changing Frontline Employees” – TJ Larkin and Sandar Larkin, Harvard Business Review
“Managing Your Virtual Company: Create a Communication Plan” – Melissa Raffoni, Harvard Business Review

50. New Media Overview Blogs RSS Feeds Wikis Podcasts V-casts Webinars
With the advent of the Internet and new tools that make informal communication on a large scale possible, new media is something that every communicator must understand, know and plan for in their strategies. Some of these new tools which tie consumers to other consumers, employees and companies are:
Blogs are short for weblogs. The are essentially online journals that are written informally and can cover a wide range of topics.
RSS stands for Really Simple Syndication. RSS is a tool that takes headlines and publishes them to a person’s inbox and/or page of choice. It tells the person what new item/article has been published on a website, blog, wiki, etc. It was created to help people reading too many blogs organize their information.
A website that can be edited by anyone. No knowledge of html or any other web script necessary. Very similar to a blog, except a blog is written by 1 or a few people and then the audience responds; it’s sequential. A wiki is a community blog/website where anyone can add content on anything and is not sequential.
Audio files that are saved to a digital file and can be played by any media player.
Video files that are saved to a digital file and can be played by media players with video capability (most computers and the new video iPods)
Conference calls and presentations that are done over the web allowing audiences in multiple locations to be present for the live presentation.
Websites, games, etc that bring people together and create social familiarities from casual acquaintances and hobbyists to business and friendly relationships all the way to familial bonds.
Blogs
RSS Feeds
Wikis
Podcasts
V-casts
Webinars
Social
Networking

51. New Media Communications Audit
Communications Methods
Frequency
Advantages
Drawbacks
Opportunities
Blogs
Blogs are short for weblogs. The are essentially online journals that are written informally and can cover a wide range of topics.
Update at least weekly
Short communications ( words)
Potential reach of millions of people yet targeted focus easy to achieve
Trends show reading & blogging on the rise
Public trusts and reads logs
Inexpensive
Easy to start and continue
Find out exactly what the public and your employees think – open communication
If done correctly builds trust with potential customers/clients increasing brand value
Must be updated frequently
To be successful control of messaging/replies must be relinquished
If done improperly it can hurt more than help
Writers must be trusted sources of information which may limit who can blog due to the time constraints
A lot of ‘noise’ and it can be difficult to wade through or find a certain blog/information
Can be used in everything from new product launches to disseminating HR information
Create a blog for your employees from the CEO or other leadership
Create an internal company blog for each division to discuss ideas and share information
Create a HR blog to talk about updates to benefits, changes the company is going through, etc
Have employees or key leadership create an external blog talking about the company and it’s new directives
RSS
RSS stands for Really Simple Syndication. RSS is a tool that takes headlines and publishes them to a person’s inbox and/or page of choice. It tells the person what new item/article has been published on a website, blog, wiki, etc. It was created to help people reading too many blogs organize their information.
Daily
Is a pull method vs push method of communication (Correct target audience is reached)
Simple to implement
No “updating” necessary on the client/blogger side – this is an automated tool
Helps increase search ranking ratings
Trackable via pinging
Know exactly who your target audience is and how often they come
Have confidence that your audience knows you have updated content on your blog/website/wiki
Needs to be tied to a website, blog or wiki
The website blog or wiki needs to be updated often to have the benefits of RSS occur
Need to install an RSS reader on the computer
Attach an RSS to a departmental blog so everyone knows when new content is posted (can then review and reply)
Attach an RSS to your HR blog so employees know when new information is added
Have an RSS attached to key leadership blogs so stakeholders can be apprised of new information and feel a part of the company

52. New Media Communications Audit
Communications Methods
Frequency
Advantages
Drawbacks
Opportunities
Wikis
A website that can be edited by anyone. No knowledge of html or any other web script necessary.
Very similar to a blog, except a blog is written by 1 or a few people and then the audience responds; it’s sequential. A wiki is a community blog/website where anyone can add content on anything and is not sequential.
Continual
Easy to start and continue
Easy to modify information
Community based forum and can gather various opinions and thoughts
Limited control over the content
Unwanted messages may get disseminated
Writing may be substandard
Non trustworthy authors may post content
Legal ramifications if incorrect information is posted
Create departmental wikis to share thoughts and ideas
R&D group
Marketing group
Create a company wiki for social events, selling of items, informal communications, etc.
Podcasts
Audio files that are saved to a digital file and can be played by any media player.
Weekly, bi-weekly or monthly
Record your message and have it ‘playable’ at anytime in any location
Reach a larger audience (availability)
Very popular especially with the rise of MP3 players
Inexpensive and easy to create
Can be uploaded to any website and easy to download
Reach your audience with the exact message and tone you want
Must make an effort to have this be part of a continual communication strategy
Weekly or monthly message from leadership
Tips and tricks podcast to customers about your product
Step by step instructions on how to fill out forms to baking a cake
Recording part of a presentation or conference and having it available on the company intranet
Vcasts
Video files that are saved to a digital file and can be played by media players with video capability (most computers and the new video iPods)
At your discretion
Limited tools to play it
Large files
Record seminars and presentations
Rebroadcast a show or part of a show
Tape a training and have it available at anytime for end users

53. New Media Communications Audit
Communications Methods
Frequency
Advantages
Drawbacks
Opportunities
Webinars
Conference calls and presentations that are done over the web allowing audiences in multiple locations to be present for the live presentation.
At your discretion
Have everyone from all locations present
Know your message is as you want it
Interaction with audience
Can’t see body language
Internet connectivity must be good
Possible time delays
Possible outage and no connectivity
Weekly conference calls and project status
Project kick-off meetings with all end users
Go-live meetings with all end users
Town Halls all at once
Social Networking
Websites, games, etc that bring people together and create social familiarities from casual acquaintances and hobbyists to business and friendly relationships all the way to familial bonds
Understand what the general public thinks about you and your brand
Create close relationships to your audience
Inside ‘look’ at what is being discussed in your industry
Must be informal and you cannot control the messaging
Talk about your brand on your pages
Review networks about your industry and search for comments posted

54. New Media Measurement Financial Activity Cost per click thru
Cost per sale
Cost per lead
Cost per dollar raised
Relational
Survey customers
Capture s of those who visit
Count the volume of conversations, comments
and trackbacks to get an idea of scope and size
Examine the credibility of authors and commenter's
What is the coverage, depth, interaction and
discussions
Number of links to other networks and number linking to yours
Activity
Server log files for number of visitors
Click thru rates
Trending over time
Trackbacking via pinging
Outtakes
Content analysis
Message and themes
Is your message on other peoples blogs/wikis/networks
What is the web rank/ news rank/ and reach per million

55. What will you do tomorrow?
Research
Plan
Execute (and train)
Measure
Excite, engage and inform audiences

57. Feel free to contact me Adrienne Schutte Adrienne.schutte@gmail.com
Let me know how I can help you