You do it every day – communicate to achieve results. You might not do it well but the art of communication is available to most of us.
Why and how should you hone your communication skills to be better leaders in the not for profit sector? This article explores one framework that suggests where you should focus your efforts.
Communication paradox: deceptively simple but innately complex
Your success and your mission, is strongly impacted by your ability to communicate effectively. In the not for profit world the imperative to be good at communication is growing as we shift to an online world.
How can we work to better communicate and share our story or message to achieve the impact and effect we desire? The Communication Matters framework might be a valuable resource and approach that will assist you in improving your communication.
The challenge of an online networked world
In a networked world the reach and potential of communication has been amplified and extended. Many of us turn to twitter, Facebook, blogs, websites and/or other medium to share our story or message to a local, country or global customer.
Communication has the potential to shift your approach to how you implement strategy and ultimately change the way you lead.
Today we’re urged to be better story tellers and that content is king if we want to engage and communicate our message more successfully.
Yet these are not skills that come naturally and they require an investment in time and effort to develop.
A framework & resource for communicating your message
Communication matters have identified a formula for those working for not for profits who want to excel at communication and strategy.
They suggest, from their research, four key characteristics of strong and agile organisations – these are that they have a
- distinct and strong brand;
- an organizational culture of communication;
- the decisiveness, agility, and capacity to take action; and, of course,
- strategy – a clear vision of how to make their ideas win.
So while these four characteristics, and underpinning 16 attributes, sound simple – what lies behind them requires your consideration and an investment of resources and time.
I hope this framework might challenge your thinking and approach to the work of your organisation and provide a new way of addressing your strategic goals.
Where to from here
I would love to hear your thoughts on the framework, or learn about other models you’ve seen that might help not for profit’s communicate their mission effectively.
You might also like to follow the series of articles by Sean Gibbons published by the Standford Social Innovation Review where he will be sharing “a variety of case studies that illustrate how smart, strategic communications helped organizations win”.
About the author – Helen Attrill, MBA
Hi, Just a bit about myself to help you understand what my driving mission is. I am committed to helping aged care and not for profit organisations ‘accept the challenge of industry change’™.
I have over 26 years as an industry and organisation leader in the aged care and not for profit sector and have led the successful implementation of significant sector, profession and organisational change. Armed with this background I can guide and assist you with your change management challenge.
To find out more about my background visit the Meet Helen page.
If you are still struggling with change and need some support or assistance please feel free to contact me by emailing me at firstname.lastname@example.org