Communicating to any group of people, large or small, can backfire in unanticipated and unexpected
ways. If unnecessarily lengthy, disorganized, or error-filled, expect the message to be misunderstood
and misinterpreted. In most cases, low content absorption rates stem from distributing too much
information too fast; when in doubt, less is oftentimes more. What follows describes a method we use
for achieving those specific goals.
By focusing on the following 7-step method for information dissemination, entitled “The Strategic
Communications Process”, it is possible to effectively communicate relevant information to achieve a
business objective:
The first step is an initial communication, at the project’s inception, to inform stakeholders about the 5 W’s (who, what, why, where, when), highlight where they may obtain further details, and provide contact information for the project team.
- Who are the right stakeholders? In order to obtain this information, a stakeholder analysis must be conducted to identify the target audience. This can typically be done by locking yourself into a room with the client-side Project Sponsor and Project Lead to determine which folks need to know.
- What is the right message? Drafting the communication, vetting verbiage with the technical team, and implementing an iterative process of review with “pilot” recipients will ensure the message is relevant and comprehensive, yet succinct.
- Who should send the communication? Concentrating on stakeholder buy-in while asking this question is important. The sender must exist as a trusted source of information for the target audience. The message may need to come from an Endorser, or Program Manager, to ensure the recipients understand the importance of the communication.
- What is the best medium? The message may take the form of an e-mail, Intranet “Community of Practice” site post, individual phone call, text, flyer, or myriad other options. The message may need to be sent using a combination of media. In general, a wide array of avenues will reach a larger audience.
- When should the message be sent? Building a communication plan and timeline at the beginning of the project will help ensure communications are prepared, reviewed, and sent at appropriate times. Communications sent too early may be forgotten; sent too late may cause unnecessary stress or time constraints. Additionally, too few communications may not be effective, whereas too many may become overwhelming. Utilize past experience and leverage conversations with current stakeholders to determine the Goldilocks zone, just right.
- What are we hoping to achieve? Clarifying intent will help ensure the message achieves the goal. Perhaps the communication is intended to inform the audience of a change. Perhaps there are specific action items or follow-on requests. Understanding the overarching theme will allow the message to be crafted in a way that will serve its purpose.
- How is the message helping promote business objectives? This question can be the most ambiguous. Leverage the project’s business case or use case, often found in the framing document, to identify and outline high-level benefits of the project. This will help in crafting a communication that creates understanding of how audience participation can positively affect and impact business objectives.
In conclusion, we were able to successfully deliver communications, across the project lifecycle, which met our specific goals. George Bernard Shaw said, “The single biggest problem with communication is the illusion that it has taken place”. By using the 7-step, Strategic Communications Process, the opportunity for effective delivery of information becomes reality.
