Start at the Beginning: Who Are We?

I hear this a lot from communications leaders in the social impact space: their boss just asked them to produce a communications strategy and they have no idea where to start. Often, that’s because their organization has not done the requisite identity work that is necessary to execute an effective communications strategy. If you find yourself in this situation, walk through these steps: 

Vision:  What is the large scale change you seek in the world? This is not what you can do alone as an organization. It is the broader purpose that brought you to this work. It is the direction that you and your allies are marching towards together. It is the way in which the world will be different – better – if you and others are successful. Ask yourself, what do you want?

Examples of a good vision are:

• Every child has access to a world-class education
• No American is denied medical care ever
• Our town is broadly perceived as a welcoming, safe, and vibrant place to live and work

Mission:  What is your unique contribution to the Vision? This is what you do alone, as an organization. It is your own pathway to ensuring the world gets closer to realizing your Vision. Organizations can spend months laboring over the perfect mission statement. But it’s really this simple: What do you do?

Examples of a good mission are:

• We support K-12 educators with technical assistance and capacity building beyond what they typically receive from their district or school
• We provide low-cost or cost-free medical options in urban areas throughout America
• We promote Plainville and all it has to offer families and businesses

Values:  What are your core beliefs about the world that drive this work? These are the non-negotiables, those beliefs that must be true to justify your mission and vision. These can be challenging to articulate, so ask yourself: What do you believe?

Examples of good value statements are:

• All children deserve a world-class education, regardless of who they are or where they live
• No person should be denied medical care because they can’t afford it
• In our town there is something for everyone to enjoy

Outcomes:  Who must change and in what ways to fulfill your mission? The outcomes can be the most challenging part of this exercise, but they are also the most crucial. If you do not define the people that must act and the ways they must act to fulfill your mission, then you cannot justify any programmatic actions or investments. Only after you get specific about your desired outcomes can you begin to examine what you do as an organization and its strategic value. Ask yourself: Who has to act and how?

Examples of good outcomes are:

• School Boards must adopt flexible pathways for all students and teachers must be trained on differentiated learning techniques
• Low-income families must be aware of the medical options available to them and medical caregivers must provide more low- or no-cost options
• People outside of our town need to visit Plainville to experience what we have to offer.

Once this work is done, then you can start brainstorming communications strategies and tactics. A communications strategy should start with the articulation of the four prompts listed above. Then, and only then, can you begin to layout what you want to accomplish with communications and the ways you will go about achieving those objectives.