The first time Dave B. and I drafted a Public Affairs strategy together, we included an outline of our organization’s “key” audiences:
Students. Graduates. Potential recruits. Retirees. The American people. Our own workforce. Their families. Senior leaders and decision makers.
The list was comfortably non-specific … and easy to adhere to. Because the list had everything, we could work on whatever we wanted. But it lacked focus.
We eventually refined this list down to three communication efforts: motivate the workforce, gain the confidence of the operational force, and maintain public trust. This forced discussions and kept us focused.
In your organization, beware the List of All Things, especially when you don’t need or mean to have one. Instead, share focused stories about how the organization is different, better or special.
As Patrick Lencioni reminded us, “If everything is important, then nothing is.”
The List of All Things is the enemy of unique. It gives people room to qualify or caveat its elements at their own discretion. Take the Army Values: I could personally emphasize Respect or Integrity, while others might care more about Selfless Service, or Personal Courage. Are either of us wrong? Not at all, but we’re also not talking about the same thing. If the organization’s leader were on the record saying Honor was the cornerstone of your organization, you’d have set up productively specific conversations. “Are we acting with Honor, or not?” – without qualification or caveat.
Not that the List of All Things is always wrong. It can give senior leaders breathing room to jump to their topic of choice in tough situations. Some lists, like the Principles of Information, spark deeper conversations about how the different elements play off each other. Back to the Army Values, this list gives every member of the organization a chance to identify deeply with at least one element and know they are part of the team.
Way Ahead: Not sure if you’re unintentionally using a List of All Things for your organization? Brainstorm the positive concepts that you’re leaving off the list. There are lots of admirable nouns and adjectives, but you shouldn’t emphasize most for your organization’s specific and unique culture. The fewer things you say you aren’t, the more likely it is you think you are all things.
Further reading: If You Have More Than Three Core Values, Think Again
(Photo by Mass Communication Specialist 3rd Class Victoria Granado, DVIDS)
