How I Work
A closer look at how I approach communications work, from understanding the situation to developing and putting solutions into practice.
1It starts with what you're trying to achieve
You might be preparing for a major announcement, looking for ways to improve an existing PR programme or trying to understand why your communication isn't getting the response you expected.
You might also have a situation developing that needs immediate attention.
The starting points are different, and so is the work involved.
I begin by understanding what you're trying to achieve, what's happening around the organisation and what you've already done. We discuss the audiences involved, any relevant constraints and what a useful outcome would look like.
If the task is already clear, we can get straight to work. If there's uncertainty about what's needed, we'll spend more time understanding the situation before committing to an approach.
You don't need to arrive with a completed brief or know which methodology might apply.
2Understanding what we're working with
Before recommending changes, I want to understand the communication that's already in place.
That includes what the organisation is saying, the evidence behind its claims and how different audiences encounter the information. I also look at existing expertise and materials that could support the work.
Sometimes this reveals a gap that needs attention. In other cases, the organisation already has good material that simply hasn't been used in the right way.
At Quest Software, for example, I came across research commissioned by another department for marketing activities. The findings also had news value. I developed them into a press release and additional thought-leadership materials, creating PR opportunities from an existing investment.
That's one example of why understanding what's already available can be just as useful as developing something new.
The depth of this review depends on the project. A specific launch may need a focused assessment of the story and supporting evidence. A broader communications review requires a closer look at how information, people and decisions connect.
3Turning findings into decisions
Once we understand the situation, the next question is what will make the biggest practical difference.
For a launch, that could mean developing a stronger media angle, clarifying the proposition or preparing executives for questions the announcement is likely to raise.
For an existing programme, the work could involve changing how stories are developed, making better use of internal expertise or improving the way results are evaluated.
When reputation is under pressure, we need to establish what has happened, understand the people affected and determine the level of response the situation requires.
The aim is to agree on priorities and an approach that fits the organisation's objectives, resources and circumstances.
I use my communication frameworks and assessment tools to support that judgement. They provide structure where it's useful, but I don't expect every project to follow the same process or require every tool.
4Doing the work
Recommendations are useful when they help people make better decisions. Often, the next step is to put those decisions into practice.
Depending on the agreed scope, I can help develop communication strategies, improve campaigns, prepare launch materials, build thought-leadership programmes or work on media and executive communications.
For reputation and crisis preparedness, the work can include testing scenarios, preparing response approaches and helping teams make decisions about how to communicate when circumstances change.
The deliverables should be clear from the start. A focused assignment might result in revised messaging and a practical set of recommendations. A larger engagement could involve developing and implementing a communications programme.
The work should fit the task rather than grow into a bigger project for its own sake.
5Reviewing what worked
Communications rarely end when something is published.
A launch produces coverage and audience reactions. A thought-leadership programme develops over time. A difficult situation may change as new information becomes available.
I look at the results in relation to the original objective. That includes the quality and relevance of coverage, the response from the intended audience and what the available evidence tells us about progress.
Different objectives call for different measures, and not every outcome can be attributed directly to communications.
Where the evidence suggests something needs to change, we can adjust the approach.
6A few practical questions
7Let's discuss what you're working on
If you have a communications challenge, an upcoming project or something you'd like to improve, a short description is enough to start a conversation.
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