STORYTELLING AS STRATEGIC PLANNING

STORYTELLING AS STRATEGIC PLANNING

Every day, in organizations of all types and sizes,  programs are designed, products launched and campaigns kicked-off without a clear story to support them–predictably, the results are often forgettable.

The good news is that more and more communications and marketing departments are developing storylines to provide narrative grounding to key corporate activities.

The bad news is that storytelling remains a poorly understood communications concept and tool.

Storytelling is more than a writing exercise; it should also be an exercise in strategic communications and strategic planning.

My approach to storyline development revolves around working through a facilitated process to ensure that my clients’ narrative not only resonates with all of their key audiences, but that their project will meet their strategic goals.

This approach to storyline development is part SWOT  (Strengths, Weaknesses, Opportunities, Threats) analysis, part journalism and part PR.

In all instances–but most importantly in the case of public events meant to generate earned media coverage–I start by working with the client to arrive at a common understanding of the real story behind an initiative, and then work to frame the client’s narrative in the most objective and newsworthy fashion.

Depending on the complexity of the project, I typically develop two or more storylines. The first version–what I call the inside story–is rarely seen outside the boardroom.

When working on the inside story, I view my role much like that of an old-school print reporter. I work with the client to answer the five Ws of journalistic writing (Who, What, Where, When and Why) to tease out positive storyline elements, and ask the tough questions to get at the problem areas. Our goal is to give our clients an advance look at how their story could potentially read in the morning paper.

While this can make for uncomfortable conversations with the client,  it also results in a better appreciation of the communications and other challenges that may exist with their project and provides them with an opportunity to make the tactical and strategic adjustments needed for a successful announcement or campaign launch.

For a final product designed to frame a public narrative for the initiative, I strive for a one page journalistic-style story that highlights the newsworthy and fresh elements of the story, while framing in the most positive light any issues that could not be worked out through the earlier process.

This type of storyline can be readily adapted to produce core communications products such as news releases, key messages and media lines, while providing the outline and narrative structure for everything from op-eds, to speaking notes and speech modules.

In addition to generating a compelling external narrative, an additional benefit of this approach to storyline development is that it helps organizations clarify and address strategic and tactical problems and priorities.

I have had clients that decided to re-think and re-design a campaign because they realized that it just wasn’t ready for prime time. Or conversely, what had been seen as a negative corporate  announcement morphed into a good news story after working through its various (and sometimes subtle) storyline elements.

By taking what is most often viewed as an abstract writing exercise and translating it into a strategic communications effort, this approach to storyline development helps reveal potential opportunities and challenges that might otherwise have been overlooked in the initial planning process.

 

CLIMATE CHANGE ADAPTATION: WE CAN PAY NOW, OR PAY (MUCH MORE) LATER

CLIMATE CHANGE ADAPTATION: WE CAN PAY NOW, OR PAY (MUCH MORE) LATER

Remember the oil filter commercial from the 1980s — the one where the mechanic suggested paying a bit more up front for a better oil filter to avoid expensive repairs later?

That was good advice — policy wonks call it the precautionary principle.  It applies as much to maintenance on cars as to climate change adaptation.

Unfortunately, when it comes to the latter, it seems the federal government decided some time ago its policy engine didn’t need an oil change.

But if any doubt still lingered in Canada about the critical importance of hardening our infrastructure against extreme weather, it should be put to rest by the disaster that struck southern Alberta this week.

In addition to its immediate and terrifying impact on people and property, the effects of extreme weather linger much longer as their economic shock waves are felt long after the crisis has passed.

According to a report from the Canadian Imperial Bank of Commerce, the damage from the Alberta floods could strip a full percentage point from Canada’s economic growth this year.

Then there’s the cost of cleaning up the mess–which will include not only residential reconstruction but also major repairs to highway and other public infrastructure—that’s expected to top $6 billion.

With the United Nation’s Intergovernmental Panel on Climate Change and other credible national and international organizations forecasting that extreme weather occurrences will increase in number and scope, one would think that mitigating their impact would be a priority for all governments.

Unfortunately, as the tortuous path followed by climate change negotiations attest, that’s not been the case.

The economic dislocation that some fear would follow the adoption of stringent carbon reduction measures may help explain the lack of meaningful progress in the area of climate change mitigation. But there is no economic cover for inaction on adaptation, especially when the government of Canada spends billions each year on unrelated infrastructure projects.

The best explanation for the absence of a federal infrastructure adaptation strategy probably comes from a report examining the federal-municipal relationship, released three weeks ago by the Federation of Canadian Municipalities (FCM).

The FCM report describes a relationship built around short-term considerations more likely to produce photo-ops than lasting structural fixes.

The report doesn’t assess blame on the current government, but says the mess stems form an outdated and broken federal system that blurs accountabilities–often leaving the provinces out of the loop—and encourages boutique federal programs that fail to get at the root of the problem.

Many in the municipal sector hoped that Transport minister Denis Lebel’s six-month consultations last year on a long-term infrastructure plan might provide the platform for such a strategy.

FCM and a number of other organizations including the Insurance Bureau of Canada used the consultations to call for a long-term infrastructure plan that would facilitate extreme weather adaptation in cities.

But when the federal government announced its $ 53 billion 10-year infrastructure program in the last Budget, it was silent on the question of adaptation.

The devastation that flood waters visited on communities in southern Alberta was a stark reminder of how vulnerable our cities have become to extreme weather events.  Seeing the economic capital of Alberta battered and paralyzed by the murky waters of the Saskatchewan River was sobering.

The federal government is now measuring options available to it as it considers its response to this latest weather-related disaster.

The question now is whether the scenes of devastation that played out in southern Alberta will be enough to create the political room for a fundamental re-think of the federal role in extreme weather adaptation.

In keeping with the Harper government’s focus on the bottom line, it may be time for advocates to start framing climate change adaptation as preventive maintenance for Canada’s economic engine.

With extreme weather events on the rise, we can choose to pay now, or we can pay much more, later.