Process
We’re going to work much like you do in a court of law. So, we’re not going to just get up there and “say something that sounds good”. Eloquence alone won’t cut it with a judge and jury—it won’t with knowledgeable decision-makers, either. You need substance. A strong case, customised to the reality of your audience. Only when that’s clear do you look at how to present it.
There’s a method to this.
WHY?
We start with the Why—your organisation’s DNA (if you haven’t watched Simon Senek’s Why TED talk, do it now). Your Why is the reason people should care about you in the first place. It’s what makes you meaningful. Nothing is more important, and we’ll make sure that your staff and communications assets are on the same page here.
WHAT?
You probably don’t view yourself the way others do. From inside an organisation, you can’t see the forest for the trees. That makes it hard to know What to tell people. I’ll help you assume an audience-centric perspective, identifying messaging that resonates with their mindset.
WHERE?
Where in time and space should you communicate? This must be decided by your messaging. Certain messages lend themselves to certain information structures and certain types of media, such as feature articles, case studies, whitepapers or simple, short posts. So, don’t lock in your Where until you know What to say.
HOW?
This is the creative execution of your messaging. But let’s not call it messaging at this point. It’s signalling, rather. You give people reasons—nudges—to arrive at certain thoughts and feelings on their own. This is the essence of thought leadership, and it beats standard “content” fluff hands down.
Fulfilment
People are hardwired to look for two things in life: making sense of the world and connecting with others. Show understanding and give them something that’s meaningful—something that immediately empowers them—and you’re meeting these fundamental needs. It’s key to generating rapport, relationships and action.
This will be our goal in all your communications.