A 5-Step Communication Formula

There are models for nearly everything these days, and communication is no exception. Since where there is one model, there are usually others, use them as a reminder of good practice. This five-step model builds on people's need for empathy and repetition, and it can be used to develop a presentation for a group or a response to a question.

1. Empathy. Demonstrate that you are listening and that you care about other people's input.
2. Conclusion. State your premise, the short message you want the audience to remember when they leave.
3. Responsible Actions. Provide supporting details to show how your conclusion is justified and true.
4. Restated Conclusion. Tell them what you told them (your premise) so they'll remember it when they leave.
5. Future Actions. Share the hopes or plans for the future to emphasize your long-term interest.

Say it, Live it, Be it

Words are powerful, particularly when they align with action. Be clear on how your organization wants to be positioned and remembered, then consider how you are the critical element in making that impression a reality. How you live your life is the foundation for your organization's image and for your image as an employee of that organization. For mission-driven and forward-thinking organizations, you will likely help align the organization's impression with its intentions by listening intently, thinking innovatively and delivering with your heart and soul.

Show You Care to Connect With Your Audience

Credibility goes a long way in connecting with an audience. Research shows that 50% of your impact on an audience is all about you. It is how you show your concern and demonstrate empathy. Empathy involved listening more than anything else and requires that you listen for the question underneath the questions so that you can connect with the emotion of the audience. You don't have to agree with someone to emphathize, you do have to acknowledge their concerns. For instance, "I appreciate your concerns," "It is fair for you to be upset," etc.
The next time you are speaking to a group, talking with staff or dealing with a stakeholder, remember that people do no care how much you know until they know how much you care.

It's the little things by Rodney Coates

I was inspired by these words from Mr. Coates, and he graciously agreed that I might share them with you here.

It seems that every time we pick up the local paper or turn on the TV -- the news, for those working, continues to be bad -- layoffs, furloughs, reductions in salary, budget cuts, plant shut downs, and the curtailment or suspension of services and programs. With all of this bad news, it would be easy to assume that it's all about the Benjamin's. While money is tight and while the economy continues to demonstrate its fragility --what people provide as employees is far more than what we can quantify economically. It is, in fact the intangibly and incrementally small sacrifices that many employees provide which is at the core of any corporate, institutional or community success.

All too often, when we look at success we fail to recognize or even reward the little things that so many employees do under the radar. What is success if not the policeman who helps the little old lady cross the street, the fireman who climbs the tree to retrieve the family cat, or the teacher who sits with a troubled child. Success is the nurse who reads to the comatose patient, the janitor who stays late to allow the kids to play an extra few minutes in the gym. It is also the coach who gives life lessons, the clerk who reminds us that we paid too much, it is the secretary who brings in homemade cupcakes, the agent who meticulously keeps our records, and the mail person who rain, sleet, snow, or hail makes sure that the mail gets delivered. And yes it is the delivery person, the trash collector, the cable installer, and the telephone operator --who smiled even when they were being disrespected, fixed the problem even when the problem was caused by us, and who worked diligently in some of the most difficult of circumstances to provide service to us. All of these servants, and those who are not mentioned here, should get more than a pink slip when times are hard, or ignored when times get better.

There was a time when our economy was in far worse shape than it is today, when we found more creative and sustained ways to show our gratitude. In the past we were more willing it seems to share smile, a thank you, and even the occasional apple for the teacher, the chicken for the pastor, or the box of candy for the mail carrier. In little but significant ways we demonstrated how much we truly appreciated all the little things that so many people did for us.

It is obvious that we have never been able to pay for all the little things that so many dedicated, loyal, and caring persons do for us on a continuous basis. These are the people that diligently serve, educate, protect, and inspire us. So, in these times of economic upheaval let us take time to value, reward, and acknowledge the little people. A smile, a kind word, a thank-you cost so little, but will mean and say so much. Try it and see, I guarantee that regardless of economic instability -- our communities will be enhanced.

{Rodney D. Coates is professor of sociology and gerontology at Miami University. He can be reached at coatesrd@muohio.edu}

Use a Bridge To Make Your Point

Our actions are a bridge between intentions and impressions. A 'bridge formula' to answering questions should be part of your strategy when you're representing your organization. It works well in a media interview, as part of a panel discussion or during a meeting. Even when you think you're in an impossible situation or you are talking about a sensitive issue ... follow the formula:

• listen to the question
• answer the question
• give a bridge
• state your message

It allows you to answer a question directly and still emphasize what you wanted to say. Bridge phrases include: "however," "but/and," "what I do know," "what I can tell you," "our primary focus," etc. So, the next time someone asks you a question, give the formula a try. Just remember to answer the question and make sure your message is somehow related to the question!

Solid & Stellar Leadership

Solid leaders have the ability to communicate a clear vision with explicit expectations. Stellar leaders then engage stakeholders (internally and externally) using the tools of technology and respecting individual working styles to move the organization forward.

A Recipe for 'Brand Evangelism'

Take one part clarity, mix with equal parts curiosity.
Let rest until consistency rises.
Add two handfuls of commitment.
Mix well with communication until conversations occur.
Look for connections.
Season as desired.
Share with others and remake when needed.

Thanks to Ryan Drumwright for sparking this post.

Selling Social Media Within Nonprofits

As you look to make the pitch for social media within your nonprofit, a few threads arise:

1. There is value for social media, if the organization is ready for it. Get the house in order. Start with the basics. Go one integrated step at a time. Know what you want to get out of the endeavor, tie the "sell" to the outcome.

2. Social media can't be ignored. It needs, however, to be used effectively and communications experts may be just the ticket to achieving positive returns on any investment. Use it to connect with your target donors, go where they are, not necessarily where you think you want to be.

3. You can lead the way and target new channels, if you have a clear and consistent message you are prepared to support with the investment of time, talent and/or treasure to get it out there in a timely manner.

Above all, remember that social media requires strategy in order to be effective and it must be integrated into your larger organizational objectives as a potentially powerful distribution channel.

Calling All Mission-Driven Organizations: Send Questions

When giving a presentation or making a pitch, I'm at my best when responding to questions. It lends focus and allows for the audience to make a better judgement call about whether or not the information might help them move forward. Those on the receiving end have often heard me say that I can talk for hours on the topic at hand, but without their questions, it might all just be interesting talk rather than helpful insights they can leverage when they walk out the door. So, here's the thing... What are your questions related to:

• organizational development
• mission-driven leadership
• nonprofit structure & governance
• strategic planning
• communications
• ideology & identity
• brand building
• fundraising & development
• nonprofit collaboration
• stakeholder engagement
• capacity building

Post them here as a comment, send them to info@timpanogroup.com, tweet them to @melanieschmidt ... Together, we can advance greater clarity in how to enhance mission-driven organizations and help the people connected to them engage more effectively.

Avoid These Strategic Planning Missteps

Following are three easy-to-avoid missteps in strategic planning ...

1. Thinking strategic planning is a one-retreat sort of solution. Rather, strategic planning is a *process* from vision to strategy to planning through reality checks to implementation. Successful strategic planning integrates a way of thinking and a model of engagement into the organization's culture.

2. Not taking ownership for the planning, the process or the outcomes, instead connecting it (intentionally or otherwise) to the consultant. Outside perspective is vital when facilitating and crafting a framework for progress, yet it's long-term usability and success hinges on internal commitment to moving it forward.

3. Limiting the engagement to a small few. Greater success can be yours when your open some or all of the process to a larger majority of those affected by or influencing the ability to make progress.


Thanks to Roger Phelps for sparking this post.

How Tweets Affect Your Brand

Twitter can be captivating, fun and affirming. When framing the tone of your Twitter profile (which shows your listing of tweets), remember your reputation. When you're tweeting on behalf of an organization, stay true to your organization's voice, tone and intent. When tweeting for yourself, consider how you are presenting yourself. You never know who might be reading ... An interesting litmus test can be to review your profile through the eyes of someone who might hire you for job or a promotion. What do your postings say about you and your commitment or contribution?
Thanks to Peter Abraham for sparking this post.

A Brief Break

My thanks to Jody Glynn Patrick of In Business for the challenge of taking a break to compose a 60-word story (title and all). It was a good exercise reminding me about point of view, storytelling, creative license and the fun of writing outside of work. My submission is below, you can read more at the IB Update site.

Gazes & Grills: In a moment, I lift my gaze and our eyes lock. He, clinging to the wire basket getting his evening’s fill of suet; me, striving for perfect grill marks on our evening’s protein. Stopped, we assess. Neither moves. Both seeing the short distance yet feeling a shared purpose. Each happy to allow the other’s pursuit of food.

Making Change Actionable

When 'the ways things have always been done' is no longer working for you -- or your organization. Forge a new path. Get beyond business as usual and pave a new way toward greater success.


Refocus and recharge based on an honest assessment of what's desired, what's doable, what's in the gap, what needs to happen to get from now to next year, and how you'll know if you've achieved. Engage stakeholders by seeking and delivering clarity around expectations, curiosity about different ways to achieve success, commitment to a path of action and communication that connects those involved/affected with intention and action. Align people around the purpose and put the systems in place to support their success.

Don't overthink. Don't overdo. Keep it simple and keep it focused.

Engagement as a Brand Indicator

Depending on how you present yourself, respond to others and adapt to changing circumstances, it would seem quite likely that an organization's brand is based in its engagement model --- insomuch as that model reflects the core ideology and impression the organization intends to reinforce among stakeholders.

Effective brands deliver a consistency in tone, message, presentation and action across mediums and interactions. They are borne from engagement and they connect on a sensory level, providing an idea of what to expect. They have an intention about them that is clear, consistent and understood. Extraordinary brands take it to the next level. Reflecting the organization's ideology, they inform the actions taken by not only the organization but also those who become its stakeholders & advocates. Plus, they adapt to changing conditions while remaining recognizable within contemporary standards ... all the while making the necessary connections among what people sense, what people experience and what people share.

Thanks to Mark Herbert for sparking this post.

Social Media Success Starts with Strategy

The most successful social media endeavors occur when the organization recognizes that social media is a distribution channel rather than the be-all-end-all communications solution. Social media success means integrating the various platforms into the rest of the outreach/communications plan and dedicating time/resources to keeping them fresh.

Social media can be a big distraction for many resource-strapped nonprofits (many of whom don't have dedicated communications or outreach staff). A few questions that can be helpful for the nonprofit in setting the stage:

• How does the social media platform complement other efforts?
• Does using social media allow the nonprofit to streamline other things it is doing?
• How will you leverage the culture of each social media platform to reinforce your intent?
• Do you have an effective Web site to reinforce your online presence and reinforce/validate the messaging you are sharing?
• Do you have a messaging strategy to ensure focus of intent, purpose and desired outcome across platforms?

Experimentation is a great thing and social media is one of those areas where the field of experimentation is quite vast -- and fun! Nonprofits should be experimenting, trying different things, talking with stakeholders (donors, funders, clients, employees, etc) about how they are working ... but not at the expense of its strategic intentions for moving the organization (and the mission) forward.

Thanks to Chuck Zdrojowy for sparking this post.

How Relevant is Your Strategic Plan(ning)?

Strategic plans can be incredibly beneficial in moving an organization forward. The process through which they are created can be enormously helpful in refocusing and recharging staff, Board, volunteers and other stakeholders --- particularly at times of transition, stress or challenge. So, I'm curious ... http://tinyurl.com/krfrqe

Thanks, in advance, for taking the time to answer the quick survey. Stay tuned for what the results reveal...

Excite Your Employees

What excites employees about their organization is the opportunity to get excited about their organization. For instance, employees can get excited when they see authentic leadership that fosters an environment which builds on individual strengths toward a shared goal, encourages tolerance & adaptability, and celebrates achievements in diverse ways. Employees seem to get excited when they have a clear idea about the direction of the organization, the freedom to be curious about different pathways to get there, commitment to sound & respectful decision-making and open communication toward those ends. I know that when I was someone else's employee, it was exciting to make the connection between what I was doing in my role with how the organization was moving forward and making strides toward what we wanted to accomplish.

Thanks to Manolo Santos for sparking this post.

Overcome the Distraction of Uncertainty

Don't let uncertainly throw your organization into a downward spiral. Face the uncertaintly head on ... acknowledge it, then refocus and simplify.

Refocus on the organization's core purpose, the changing circumstances and the desired achievements. Build from strengths and be brutally honest in the discovery. Resist the urge to circle the wagons and limit the conversation to a few; rather, engage your stakeholders in the conversation. Make them part of the discovery and help them see themselves in the solution. Create a framework for progress that is simple: easy to understand, focused and short. Something on which people can build and within which there is the flexibility to adapt to changing circumstances. And, do it quickly. Make a commitment to recharging the organization and dedicate some time to make it so. You won't short-change the process by moving swiftly, though you might realize more success faster and more frequently by taking action!

Challenging times call for more clarity, curiosity, commitment and communication. Regain focus by accepting you may need to refocus and use uncertainty to your organization's advantage by letting it spark some curiosity about new ways to achieve success. The resulting conversations can yield necessary commitment that you can communicate clearly and consistently to your stakeholders, demonstrating progress along the way.

Thanks to Octavio Ballesta for sparking this post.

Engage People for Sustainable Progress

Nonprofit organizations live and die by their stakeholders -- by the people who give their time, talent and treasure to advance the mission. The people who are around for the long-haul and in the tough times. Engage them. Don't rely on a one-shot report or consultant solution, both of which become too easy for people to disregard in challenging times. Use a process that engages your stakeholders. When they invest some of themselves in the process, in the ideas and in the solution, they feel greater responsibility and ownership. When the challenge has become clear,  they've offered ideas about how it might be overcome and then realized the need for a commitment to action, that’s gold. That's a model for sustainable progress.

A Communication Count-Down

When looking to convey your intentions, think about your actions. Before you start talking about something, consider whether you are clear on why you’re talking and what you’re saying. Take a moment and gauge your confidence in having explored different avenues and engaged creative thinking about new ways or alternate approaches. Reflect on how you have engaged people and how committed they are to whatever it is that’s about to be said. Look at your language and dissect your delivery to make sure it will connect and convey as intended. That's it! Four, three, two, one ...