How to Become a Strategic Player (Jim Lukaszewski's Strategy Newsletter)

Becoming a truly strategic asset to management is one of the most challenging aspects of the communications profession. For the majority of practitioners, when they are finally allowed into the inner sanctum the boss tells them, "Here's what we have to say. Go and say it," or, "Get your buddies in the press to print this." This happens because: 1. The PR advice usually offered (and expected by management) is related to tactics (i.e., news releases, making statements, shaping words, and responding). 2. Advice given is focused around the "why" of communications rather than advancing strategic business issues. 3. Ideas presented are out of sync with the goals and operational needs of the business or simply too late in the process. 4. Managers see little or no strategic relevance. 5. On issues that matter, lawyers, human resources, other staff, and consultants have more "juice" with management. BECOME STRATEGIC Being a strategic player begins with becoming strategic yourself but from the boss' or client's perspective. Who should the boss listen to? Whose advice is acted on? Who does the boss call? Why should the boss call you? When bosses and corporate leaders talk about the kinds of support they need from those around them, a very interesting list develops. Bosses need people who: 1. Listen, that is really hear and respond to what is heard and hear enough to respond appropriately before blurting out some solution. 2. Are usefully intuitive (even the best managers can use more of that sixth sense).