Although commonly used, the phrase “don’t shoot the messenger” is a concept that is not relevant in the communications world. According to Strategic Communications for Nonprofits, “It is critically important to choose the right spokespeople, as the messenger may be even more important than the message in establishing trust and credibility for your organization.” Clearly, selecting and training spokespeople is crucial. In a nonprofit group volunteers often play a large role. As a result, there may be a tendency to let anyone speak to the press. It is necessary, however, to establish a main public spokesperson who builds a name for the group and awareness of its work. Many people may be contributing to the success of an organization, and their efforts should be recognized. An experienced spokesperson should be continually training to hone their skills and will work on a different schedule from the rest of the group. Besides being closely involved in developing media strategies, he or she needs to be available to speak on short notice and meet close press deadlines. When there is an opportunity, a nonprofit organization should take advantage of celebrities or third-party spokespeople who can attract attention and bring validity to the cause. For day-to-day efforts, someone who is comfortable and willing to take the time to deliver a good presentation will be a huge asset to a nonprofit.
Adding the personal touch is an ideal that has come up several times, and is obviously very important. In the context of today’s media, people are looking to make a connection with something to which they can relate. Real stories from ordinary people can “put a face” on issues that might otherwise be overlooked. Communicators responsible for selecting people to work with the media can help their spokespeople perform to the best of their ability by doing research on the reporter, clarifying ground rules, and discussing the best interview practices. There are risks in conducting these interviews, but positive coverage can help the public understand the issue and reach those who need help.
After developing a dedicated communications team with an established spokesperson, an organization needs to look outside of itself and capitalize on the power of partnership. In my nonprofit marketing class, we often discuss ways to edge out the competition when similar groups approach the same target public. Sometimes, collaborations with nonprofits coalitions and media working groups can actually enhance internal communications. It makes sense that coordinating efforts rather than competing for media attention is a powerful way to work on media strategies. When trying to raise awareness rather than funds, nonprofits should definitely work together for maximum outcome. In working with Safe Harbor, we have events that serve the purpose of raising funds specifically for Safe Harbor. With events that seek to raise awareness on the issue of domestic violence, it may be wise to team up with other local organizations that have the same goal. Organizations that work together should have similar levels of experience, a positive reputation and an ability to commit a fair share of resources and effort. Of course clear involvement goals should be acknowledged at the beginning. Communication is of course key. Partners need to be consistently updated and kept inside the loop. With a growing number of outlets seeking publicity, media partnerships can keep an organization in the public eye by providing local information and announcing opportunities for civic engagement.
As the last blog post on readings from Strategic Communications for Nonprofits, I would recommend it as a useful resource in learning how to successfully work with the media. In conclusion, a final lesson from this book caught my attention: always be animated and genuine in your treatment of important issues and you will successfully ignite the interest of news organizations and their audiences.
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