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Create a complete strategic communication plan for your organization or client with the 2001 edition of IABC's all-time most popular resource, by communication veteran Les Potter, ABC.
The definitive guide to communication planning includes:
- Information on organizational strategic planning and the critical link to communication
- Techniques and methods for evaluating and measuring your communication programs
- Potter's ten-step communication planning process, including five key elements
- issues, audience, message, media and evaluation
- Clear, concise examples you can use in strategic communication planning, and much more.
"synopsis" may belong to another edition of this title.
Chapter 1 Introduction to Strategic Planning "I think (strategically), therefore I am (successful)."
-Rene Descartes (and Les Potter)
About This Manual
Since the first edition of "The Communication Plan: The Heart of Strategic Communication" was published, much has happened in the communication profession. The most significant fact is that now, more than ever, communicators are practicing communication strategically. You'll now see professional development program after program touting the word "strategic" in its promotion. You'll even see organizational communicators with the word "strategic" in their job titles! That's a matter of personal choice, but consider such a title for a minute: "Jane Doe, Director of Strategic Communication." To me, that is like saying, "Jane Doe, Director of Accurate Accounting." Is there any professional way to practice outcomes-based, results-oriented communication management other than strategically? I don't think so.
Yes, the more things change, the more they stay the same. Consider this comment regarding employee communication:
More than ever, it's critical that leaders figure out how to motivate and energize their workforce. You have to work at creating the right climate for your organization. Ultimately, your people will produce the results; you need to produce the vision and put the mechanisms in place to support those people (Fast Company, March 2001, p. 102). Those observations are from Mike Abrashoff, founder of Grassroots Leadership, LLC, Boston, Massachusetts. He argues for strategic leadership, and we can never have enough of that. Goethe put it this way: "Treat a person as is, and he/she will remain as is; treat a person as he/she can and should be, and he/she will become as he/she can and should be."
The purpose of this manual is to provide organizational communicators with the knowledge to manage communication strategically. This manual gives you the real stuff, the solid knowledge of what strategic communication really is and how to practice it. Don't be fooled by slogans or lulled by shortcuts -- this is the way communication is practiced strategically.
This manual takes what you already know and builds on it. In it I will try to pull together your knowledge of your organization and your communication experience. A major goal of this manual is to train you to think strategically. Once you have that skill, the world of effective management is open to you. Oliver Wendell Holmes said: "A mind stretched to a new idea never returns to its original dimension." Accordingly, this manual contains simple, practical, easy-to-follow information that you can put to use immediately.
The manual begins with a study of strategic planning -- why it's done, how it's done and why it's important to an organizational communicator. This knowledge is invaluable as the firm foundation upon which we will build the principles and practice of strategic communication planning. Studying strategic planning provides great benefits in terms of expanding your business knowledge as well. Strategic planning is the one area of organizational management that unites all other business skills and practices.
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