Creating a Communication Plan from the Inside Out

Reading Time: 5 minutes

The question was – Are you ready for the second wave of social media? Really, we kind of did it backwards, which is ok. We humans rarely get thing right the first time. This is my umpteenth (is that a word?) shot a creating a thorough yet simple communication strategy for organizations who are contemplating social media or who have jumped in and now want to take a breath and see if they can improve what they are doing. The simplest version of this was posted today (how’s that for synchronicity!) in the ByzHub Blog.

Let’s simplify Social Media / Marketing for you…

Social Media/ Marketing = Networking

Networking = Building Relationships

Therefore Social Media / Marketing = Building Relationships

I’m going to add Building Relationships = Communication and Communication begins within.. Within the person and within the organization.

Following is a guide that can help your organization take the first steps toward creating a healthy and productive relationship with your constituents. I use the term constituents to more fully include all the individuals, groups, communities, organizations and government agencies that you may be in relationship with and therefore need to communicate with.

Like all healthy relationships, your relationship with your constituents is grounded in and impacted by communications.  Communication is the art and practice of sharing information, thoughts and feelings. Exemplary communication includes deep listening, accurate understanding of content and emotions and clearly sharing out information in a way that builds and supports the relationships between the constituents and the organization. To be successful in communication and in relationship building the place to start is with oneself. In this case we are talking about your organization so we begin by looking at the agency itself.

What are your organizational Values?

What is your organization’s Vision?

What is your organization’s Mission?

What are your organization’s Objectives?

Are these still current? Do they accurately represent your organization? If they are not an accurate representation of your organization as it is now then this will be the first step. If these are representative then you have an excellent point of reference to begin the process of building relationships and creating a communication strategy.

When designing a relationship and communication strategy there are several constituent groups that need to be considered.

First we have the internal constituents. This group includes leaders, managers, supervisors, board members, staff and volunteers. With each of these groups ask yourself, or better yet ask them, the following questions.

If you do send out these questions try to ensure the responses are anonymous. THOUGHTstream is a great online tool for this and paper and pen work well too. If you want a great visual way to see these paste the responses for each question into

What do you think about our organization? What’s the first thing that pops into your mind when the topic of our organization comes up? What do you say to yourself about our organization?

What do you currently feel about our organization? When you think about our organization, what emotions do you experience?

What are you currently saying to others about our organization? How often to you talk to people outside of our organization about what we do and how we do it?

What are you currently doing to actualize our organizations Vision, Values, Mission and Objectives?

The second part of this is to ask the same questions refocused on what people want to be true.

What do you want to think about our organization? What do you want the first thing that pops into your mind when the topic of our organization comes up? What do you want to be able to truthfully say to yourself about our organization?

What do you want to feel about our organization? When you think about our organization, what emotions do you want to experience?

What do you want to say to others about our organization? How often do you want to talk to people outside of our organization about what we do and how we do it?

What do you want to be able to do to actualize our organizations Vision, Values, Mission and Objectives? What are you willing and able to do?

The next step is a gap analysis. Don’t be scared off by the term. It’s a simple as noticing the gap between where you are and where you want to be.

Is there a gap between the current reality  – where you are now –  and what these constituents want to be the reality?

Is there a gap between where this group of constituents want to be reality and your organizations current Vision, Values, Mission and Objectives?

If there is a gap between the current and preferred realities then the next step is to design a plan to move the group towards the preferred to, want to, side of the gap. This will also be the beginning of your overall communication strategy.

Identifying gaps between current reality and vision is a good thing. The presence and acknowledgement of these gaps helps produce the energy and creative tension that is so critical to keeping organizations alive and growing.

The other reason for starting with the internal constituents has to do with commitment. In small organizations the passion, energy and genuine commitment of the internal constituents is crucial. These folks are the organization’s champions and they need to be more that just compliant and more than merely enrolled in the Vision and Mission. They need to own it.

Now that you have idea about what’s going on internally the next place to focus attention is the external. Who exactly are your external constituents?

Who do you serve? Who are your clients, your customers, your shareholders/stakeholders?

You have to know them. This is sometimes called the context. The context can include:

Age  Culture  Gender  Lifestyle  Economic Background  Health  Politics  Sexuality  Education  Life Experiences  Values

How do they communicate?

What channels and media are they comfortable with?

What kind of messaging do they hear most easily?

Gathering this kind of information for all of your constituent groups gives you the context and will help you build relationships and communicate more effectively.

Ideally you will  explore the same set of questions that you used with your internal group. You can use small focus groups to do this or design a simple survey for a larger sampling of the community.

What does each group of constituents think, feel, say and do about your organization currently?

What do you want them to feel, think, say and do about your organization in the future?

What do they need from you? What do you need from them?

This is known as the contract and it defines the contact and the content and form of your communication efforts. It can also help you re-align your values, vision, mission and objectives with your community’s.

This may seem like a very involved and complex process. It is, and it’s not. You probably know more than you think you do, about your organization and your constituents. You probably already have a good relationship with many of your constituent groups. The tricky part is gathering all that you do know and leveraging that existing knowledge and those existing relationships into something even greater.

Have you done this or something similar? I would love to hear about it!

Context, contract, contact, content model, also known as the 4C’s or the non-linear design model is based on model adapted by Ross Laird, Ph.D from the Group Model of the Bodynamic Institute, Denmark.









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Social Media for Non-Profit Organizations – First Steps

Reading Time: 3 minutes

Social media is a term used to describe a cluster of tools and activities that have taken the world by storm in the past few years. With the growth of internet use, social networks that have been around since humans began living in groups, are now connecting and expanding exponentially in this new online environment.

To really appreciate the power of social media it helps to have a basic understanding of how social networks operate. Connected – the book (and their website) offers an excellent overview of the power that social networks have to influence and change behaviours. Two of the key terms explored and explained are:

Contagion – what flows across ties (germs, money, violence, fashions, organs, happiness, obesity, etc.)

Connection – who is connected to whom (ties to family, friends, co-workers, etc.

Image from Connected – The Book

For non-profit organizations, social media is way to leverage social networks to spread information, gain support, elicit funding and connect with stakeholders including clients and potential champions for their cause.


One of the challenges non-profit organizations face when it come to the use of social media is around integrating it into existing communication and engagement strategies. One way to address this challenge is take a close look at the existing strategies and see if there is a fit or a need. Approaching social media in this way, I believe, helps avoid a focus on “tools” and keeps the discussion grounding in values, vision and strategy, where it belongs.

I’m not suggesting that the tools aren’t important. I believe tools reshape how we live, work and in the case of social media tools, the way we relate and connect to others. However, jumping in and using new tools without a basic understanding of how they work is rarely the best way to go.

First Steps

When beginning to look at the possibility of using social media, revisiting the agencies values, vision and existing communication, engagement, knowledge management and information sharing strategies is the first step. In some ways it offers a great excuse to revisit these often neglected areas. Once that has been done the next step is looking for tools that fit and that can be used in alignment with the agencies needs and wants.

In some cases agencies find that what makes most sense is to go where their stakeholders are. For example, with Facebook’s reach approaching 50% of the Canadian population and over 500 million worldwide it is probably going to be a tool of choice. It’s a space that you probably want to be in because it’s where you will find many of your supporters, clients and other stakeholders. Entering into the Facebook space with a clear idea of how you want your organizations presence to be perceive and what your want to accomplish will save wasted hours down the road.

Local Example

Just looking at Chilliwack and Facebook as an example, close to 30% of adults of working age and living within a 16km radius of the city centre have Facebook accounts. What this means is that if you are non-profit organization operating to promote a cause in the Chilliwack area many of your current and potential supporters are already using Facebook. This then becomes an opportunity for you to connect with these folks in a space that they are already in. You go to them rather than expending time and energy getting them to come to you.

But again, just because they are there doesn’t mean you should just jump in and crash the party. You don’t need an invite to join Facebook or even to create your own branded Facebook page but to be welcome you should think about how you can join that space in a way that adds value.

Think of it like going to a dinner party at someone’s house. You might want to bring something, contribute, know the cultural norms of the hosts and other guests, dress appropriately, etc. If you do that people at the party will probably “like” you. It’s the same on Facebook and on other social media platforms like Twitter and LinkedIn.

Are you part of a non-profit organization thinking about adding social media to your community engagement and communication strategy? Do you have questions, concerns, sticking points? Post them in comments and we can explore the answers together.


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