Part 2: Strategic Communication is More than Public Relations on Steroids

A few weeks ago I penned a post talking about strategic communications, inspired by a recent OpEd authored by former Secretary of Defense Robert Gates. He argued that China and Russia are “running circles” around the US when it comes to wielding influence and shaping beliefs and values around the world.

Are you worried that your competition is running circles around you?

Looking at the issue of strategic communication from a government perspective, I outlined the nine principles of strategic communication that the Department of Defense drafted back when I led DoD Public Affairs.

When I left DoD, I took with me those nine principles, and immediately began putting them to work to solve big business issues for big businesses. I discovered strategic communication, the way we implemented it at DoD, was equally relevant in the fast-paced and hyper-connected business environment, and the “whole of government” strategy we developed at DoD worked just as well in rallying all the corporation’s resources to address its biggest business challenges.

In the decade or so since we first penned those principles, I have adopted a new set fit for the business world. One of the many lessons I’ve learned is the need for simplicity. So, in the spirit of Axios founder Jim VandeiHei’s theory of smart brevity, here’s my advice on strategic communication for business leaders.

• Strategic communication is the business of leadership. No surprise here; the most effective strategic communication in the business world, just as in the military, comes from leaders who provide clear intent, direction, and are personally engaged. Effective strategic communication emanates from the board room. The executive team must lead it and the senior communicator must be on the team.
• Strategic communication is thoughtful. You must know your audience. Like, really know them, so that you can engage the right audience with the right message at the right time. You need to deeply understand their needs, their preferences, the means and channels where they get their information, who and what they trust, and what affects their behaviors in order to create and deliver messages that resonate.
• Strategic communication must be measured. You must use research to garner data and develop informed insights for your strategies to be successful and to measure your results. You need to know if your messages are reaching your target audience and if they're achieving the desired outcome. By tracking your results, you can make adjustments and improve your strategy over time, and demonstrate that all-important ROI the CFO is always looking for.

I can throw a bunch more concepts and words at you, like results-oriented, dynamic, persistent, continuous, adaptable and agile, but I’d be neither smart nor brief if this blog gets any longer.

Bottom line – this one is for the CEO’s out there - studies have shown that organizations that invest in strategic communication are more successful than those that don't. They enjoy higher levels of employee engagement, better customer affinity, and increased profitability. In short, strategic communication is more than PR on steroids; it is a powerful tool that will help you achieve your goals and improve your bottom line.

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