Developing and Delivering
Your Organization's Message

MODULE 1...Develop a Communication Policy

Developing a written communication policy is the first step in delivering your organization's message. The board and senior staff should specifically identify who may officially talk to outside audiences, what issues he or she can address, and who handles sensitive and controversial topics. Include examples to clarify any areas that may be confusing. This policy should be communicated to all employees.

MODULE 2...Indentifyng Your Audience...and Remember Their Perspective

Know your audiences!!! That seems like a given, but many people do a poor job of analyzing their audiences prior to communicating. What is their knowledge and interest level in the topics you are communicating? What are their needs and expectations? Participants will use an Audience Analysis Work Sheet to answer these and other questions.

MODULE 3...Identify Issues You Want to Talk About...and Those You Don't

Which programs and services do you want to talk about? Many of these are ones that you talk about every year or on an on-going basis. Others might be one-time priorities. Also, what controversial and sensitive issues don't you want to discuss, but better be prepared to discuss. Are you prepared right now to talk about budget cuts or inappropriate behavior of an employee if you are asked a question?

MODULE 4...Develop Messages for These Issues

Generate messages for each of the services, programs, or issues you want to talk about (as well as those you don't want to discuss), and put them in writing. If you don't develop motivating message, and have them in writing, how will you ever successfully deliver messages? You will be just answering someone's questions and therefore staying on his or her agenda, not yours.

MODULE 5...Develop Organizational Messages

It is important to develop general organizational messages you want to communicate on a regular basis. You can use these messages in a wide variety of situations, not just for a specific issue or program. They should reinforce the organization's mission or highlight a specific consumer message, and should be used by all of your spokespersons on a regular basis.

MODULE 6...Develop Talking Papers and Gather "Memory Hooks"

Talking papers should include a short summary of the issue and list key points that answer the: who, what, where, when, why and how questions people ask. Highlight your messages at the bottom. "Memory Hooks" are success stories, quotations from authoritative sources (such as industry studies), examples and analogies that support your messages. They should be gathered on an ongoing basis by your staff.

MODULE 7...Taking Control (and keeping it) During Board Meetings

Learn the techniques that will help you stay in control and out of trouble during board meetings. Your goal is to appear trustworthy and believable to your audience. First, you need to do your homework (as outlined in Modules 1-6 above). Second, during board meetings, practice delivery skills that don't send a mixed message. Third, use techniques that will help you deliver your messages during Q&A sessions.

MODULE 8...Delivering an Impromptu Talk and "Elevator Speech"

These are two of the most common communication situations, yet few people adequately prepare for them. They either stumble not knowing what to say, or respond with unimportant or frivolous information. Instead, you should prepare beforehand to deliver a message when asked to give an impromptu talk at a board meeting or business gathering or meet a stakeholder in passing.

MODULE 9......Delivering Your Messages During Media Interviews

Talking to reporters is one of the most stressful situations facing trustees and directors. It requires thorough preparation and a clear understanding of your messages. However, when reporters call, most spokespersons drop what they are doing and just answer the reporter's questions. Learn the "do's and dont's" to practice and the tactics used by reporters that could get you to say something you will regret.