What Makes Communication Strategic?
by Robert W. Grupp, Graduate Program Director, Global Strategic Communication, University of Florida
The term “strategic communication” is used so often that it might seem to have lost its meaning. It’s similar to when wine labels mention “proprietor’s special reserve.” While it sounds impressive, you might wonder if it really means anything significant. In reality, it does carry substantial importance.
Understanding Strategic Communication
Communication is strategic when an organization applies communication systematically and consistently to assist in achieving its goals and objectives. In other words, strategic communication is defined by an outcome and achieving a goal, and working back from there.
In the capstone course in our Global Strategic Communication master’s program, we emphasize the crucial link between communication and outcomes. This focus sharpens our approach to planning, strategy, tactics, and execution. Essentially, the outcomes we achieve through effective communication distinguish between merely reacting to events as they happen and proactively shaping conversations to reach a deliberate, purposeful conclusion.
Viewed in this light, there is a broad array of communication that could be considered strategic. Communications professionals integrate knowledge from many areas: business, marketing, branding, anthropology and human psychology, business diplomacy, data gathering and analytics, digital strategy and platforms, all forms of research really, public affairs and politics and much more.
Using all these pieces together — or as they apply to any given objective — is what we call strategic communication.
Defining Strategic Communication
Over the years, I’ve enjoyed engaging in debate about a definition for strategic communications.
In testimony before the House Armed Services Committee, Christopher Paul of the Rand Corporation said he believes the definition must respect what he called “the unassailable core” of strategic communication.
- First, is a fundamental belief that it is important (and acceptable) to attempt to inform, influence, and persuade in pursuit of your objectives.
- Second, it is critical both that your objectives — the desired outcomes sought through communications – be clear. Vague goals – whether they be corporate, military, government or non-profit – do not imply measurable indicators of progress or value.
- Third, actions speak louder than words. This truism is absolutely central to an effective strategic communications construct.
Admiral Mike Mullen, the former chairman of the military’s Joint Chiefs of Staff, in a critique of the U.S. government’s approach to winning hearts and minds, rather famously suggested that strategic communication needed a closer look.
“Frankly,” Admiral Mullen said, “I don’t care for the term. We get too hung up on that word, strategic. If we’ve learned nothing else … it should be that the lines between strategic, operational, and tactical are blurred beyond distinction. This is particularly true in the world of communication.”
…and here’s the important point…
“Beyond the term itself,” Adm. Mullen said, “I believe we have walked away from the original intent of strategic communications. By organizing to it — creating whole structures around it — we have allowed strategic communications to become a thing instead of a process, an abstract thought, instead of a way of thinking.”
“To put it simply, we need to worry a lot less about how to communicate our actions … and much more about what our actions communicate. Actions are the new words. We have a responsibility to educate the enterprise about how communication, behaviors and actions play in an environment that is ultimately transparent.” – Admiral Mike Mullen
Strategic Communication as Integration
Rosa Brooks, a law professor at Georgetown University, takes a view that “strategic communications is the thoughtful integration of issues of stakeholder perception and response into policymaking, planning, and operations at every level. “Strategic communication … is less about what we have to say than it is about considering how others may interpret our words and actions.”
What strategic communication boils down to, is a simple plea: learn, engage and listen; try to understand how other people view you, your cause or your organization. Think in advance about how what we do and say will be perceived, and plan activities accordingly.
The goal of a communication strategy should go beyond just shaping opinions, sentiments, and perceptions. It should also motivate individuals to take action and eventually become advocates. Linking beliefs with actions in this way boosts people’s confidence in their decisions and transforms their actions into lasting behaviors.
Managing reputations and brands alongside our external personas—whether in corporate, military, government, or NGO sectors—is no longer enough. We must synchronize these with our workforce and culture, managing them as a unified entity. After all, you can’t be a great leader without also being a great communicator.
The Impact of the Digital Revolution
The digital revolution has ushered in an era of transparency in every move and action. This shift has empowered people everywhere to demand authenticity. Consumers now expect products and services to perform exactly as advertised. Employees anticipate fair treatment aligned with what employers promise. Similarly, they expect management’s behavior to consistently reflect the organization’s stated values. In this new reality, authenticity is not just preferred—it’s required.
At stake is not just the efficacy of our work, but the success and even survival of our enterprises and institutions.
Now that’s strategic.
Posted: March 7, 2017
Category: Grupp's Column
