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

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

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

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

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

6. Strategy – People Q: What are the characteristics of a Tactical Communicator?  <>

7. Strategy – People Q: What are the characteristics of a Strategic Communicator?  <>

8. Strategy – Process Tactics and Strategies are Polar Opposites Tactical Characteristics  Static  Existing Focus  Scalable/Repeatable  Short-Term Time Window Strategic Characteristics  Proactive  Focus on New  Green Field  Long-Term Time Window Formulaic Forward Looking  Heading Somewhere  Getting Back to the Future

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

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

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

12. Exercise: Tactical Planning Strategy – Process 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. Exercise: Strategic Planning Strategy – Process 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. Exercise: Discussion Strategy – Process 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. Creating and Living the Strategy Scenario 1: Strategic communicator; tactical agency COMMUNICATOR Strategic Capacity ORGANIZATION Strategic Capacity Strategy – Perception

16. 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

17. Creating and Living the Strategy Scenario 1: Strategic communicator; tactical agency  <> Strategy – Perception

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

19. 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

20. 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. Strategy – Perception  Leverage this process in creation of content, distribution and audience/constituent engagement

21. Creating and Living the Strategy Scenario 2: Tactical communicator; strategic agency  <> Strategy – Perception

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

23. 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  If favorable, prepare an executive briefing aimed at identifying an opportunity to increase strategic focus, using mentor to test and validate before presentation  Determine prospects for change Strategy – Perception

24. Creating and Living the Strategy Scenario 3 : Tactical communicator; tactical agency  <> Strategy – Perception

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

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

27. Level Setting the Ecosystem Planning Comm’s OperationsFinanceEngineering Strategy – Perception

28. Level Setting the Ecosystem PlanningOperationsFinanceEngineering Comm’s Strategy – Perception

29. Level Setting the Ecosystem EngineeringOperationsFinanceComm’sPlanning Strategy – Perception

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

31. 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?

32. The Strategic Communicator  Understand core business objectives and strategies  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  Strategy is a learned… and practiced… skillset How to Come Out on Top

33.  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! The Strategic Communicator How to Come Out on Top  Strategic planning and implementation is about positioning and promoting your brand and agency

34. Questions? Blake Lewis www.lewispublicrelations.com 214-635-3020 blewis@lewispublicrelations.com @blaketexas081 www.facebook.com/blaketexas