The last thing you want is for all your hard work to be ignored by those you need to rely on to support it – such as other departments or teams including marketing, fundraising, welfare or area managers.
Those people don’t necessarily need to use the entire thing, but there will be core elements you’ll want them to embrace, particularly key messages and audience prioritisation. So when you’re putting your strategy together think about ways to distil and reproduce those and any other fundamental points for wider distribution – perhaps in the form of posters to be displayed in workspaces or simple handouts or checklists for regular reference.
You might want to consider running training or information sessions to help people understand how this strategy relates to, and depends upon, their own part of the organisation.
It’s also important that you make time to review your strategy at regular points, no matter how flexible you’ve made it. These reviews are vital, to make sure what you’ve set out to achieve is still relevant and realistic. If it’s not, then you need to think about what’s changed, and why, and make the adjustments necessary to reflect the reality of the situation you’re now working in.
This is one of the most common weaknesses in comms strategies – not their initial development and drafting, but their use across the months and years. They are often overlooked or adapted ‘in conversation’ or in people’s minds. Although those adaptations probably have very good reasons behind them, they need to be committed to paper in order to have clarity and the opportunity to inform wider work in a meaningful way.