Introduction to Strategic External Communications

This, and the following pages on strategic communications, have been compiled and submitted by one of your colleague Provincial Information Officers. Hopefully they will be of interest and please do not think that there is anything within that is prescriptive. It is good to share knowledge and good practice and I am happy to publish useful information from any PIO.

Best Wishes

Chris Connop

COMMUNICATION

“A word devoid of thought is a dead thing and a thought
unembodied in words remains a shadow” – Vygotsky

Communication is the process of exchanging information, ideas, skills and feelings (i.e. the ‘message’) by the use of words, symbols, diagrams, photographs, figures, graphs, art, music or demonstration etc. It should be a two way process and consists of three elements, the sender, the message (in whatever form, on whatever media by whatever channel) and the receiver. The goal of communication is to give information, understanding and/or to provoke a response or behavioural change from the recipient. The response allows evaluation of the effectiveness and value of the initial communication.

it is essential to have this basic understanding in order to develop a communication strategy and plan.

PROLOGUE

There are two aspects to communication – internal and external. There is a significant overlap between the two as some of your most effective external communicators will be well informed and motivated freemasons. The logical sequel to this is that it is important to develop and implement ‘excellent’ internal communication before we can properly execute effective external communication.

Internal Communication is about developing and maintaining collaborative, co-operative and energised brethren within your various committees, teams, Lodges and Chapters. It should capture the range and diversity of the brethren across the various areas of your Province, and take account of the complexity of your numerous managerial, educational and other roles. It should create an environment where all masons feel listened to, valued, respected and where they feel that their contribution and commitment is recognized and rewarded.

External Communication is about encouraging all those mentioned above to enhance the recognition of Freemasonry as a force for good in our communities, by improving public awareness of our activities, creating positive media coverage, reaching influential people and bodies within other organisations, charities and good causes and becoming more actively involved in community and charity work. The ultimate goal of effective internal and external communication is to retain happy and satisfied masons, well supported by their fellow brethren, families and friends in an environment conducive to recruiting more members and, at the same time, retaining members by reducing the level of disaffected masons.

 

INTRODUCTION TO STRATEGY AND PLANNING

“There is nothing to be gained by complexity” – Einstein

Communications is a large and nebulous area comprising various disciplines from Internal Communication, public relations, marketing and advertising and branding. There are, also, various channels from face-to-face, meetings, electronic and paper communications. The high importance of not overcomplicating matters in developing a strategy and plan is paramount.

Within your Province, financial and physical resources are variable but we often rely on the goodwill of brethren to provide the material and time to effect communications. We must ensure the efficient use of limited resources to prioritise between conflicting demands and give clear direction to the brethren and clear information to the outside world.

The aforementioned brethren possess diverse levels of communication skills and expertise and exist in a multicultural set of Lodges/Royal Arch Chapters throughout your Province.

The review of existing communication activities before planning, implementing and reviewing future activities, is very important. This is ongoing – circumstances, objectives and audiences all change.

Your strategy, whilst acknowledging the worth and continued use of current publicity mechanisms, will be designed to review communication products (Provincial Newsletters, Web Sites, Masonic Events etc) but, also, to direct attention towards communication processes (how interacting and getting messages to and from the brethren and outside audiences, involving, encouraging and empowering brethren, can best be achieved).

We wish to play a key role in supporting our local communities, charities and good causes. Freemasonry generally exhibits a spirit of openness and is keen to develop a positive image in the wider world. We need to understand the needs of the brethren to develop strategies for improving their enjoyment and feeling of belonging. Two-way communication helps the brethren shape our activities for the future. 

VISION

“Through excellent communication ensuring that freemasonry forms an appreciated part of the fabric of our society and is made up of increasing numbers of well motivated and satisfied brethren existing harmoniously in a dignified and fun environment where they are proud of their membership.”

PRINCIPLES

“Smaller organisational decisions should be taken by senior individuals, but large ones should be decided as a group. Everyone’s voice must be heard to avoid murmurs and back-biting” – St Benedict, 6th Century

Appropriate communication and dissemination of policy and strategy, supported and promoted from the Provincial Rulers, must be designed to cascade to all who, in turn, will respect the expertise of those engaged to deliverl communications.

Communication is a social process and should be open and shared yet must be timely, based on need to know and flow vertically and horizontally in an appropriate manner.

Communication should be compelling, creative, consistent and continuous. People need to be engaged at an emotional level for information to be valued and internalised.

Communication should be credible (reliable and sincere) to be influential. It should also be legitimate and in accordance with relevant legislation and codes of practice.

Communication should be cost effective.

 

COMMUNICATION AIMS

Communication objectives are to be aligned with goals to reinforce their importance and relevance and should take into account the needs of the brethren. This is fundamental. Through proactive communication we aim to:-

increase public understanding of freemasonry, the benefits of membership, the charitable work that we do and the nature of our ceremonial and social activities,

improve the public perception of freemasonry and correct any misconceptions,

promote and defend the reputation of freemasonry.

develop and maintain a positive profile and brand identity,

offer guidance to the brethren on communication issues,

Develop presentations for interested groups and a list of appropriately informed spokespeople to discuss or be interviewed on Freemasonry and Provincial activities,

develop presentations for interested audiences and appropriate guidance and support/informational materials for those involved with communication,

develop positive working relationships with local and national media and other appropriate audiences,

provide training, guidance, job descriptions and feedback to communicators as appropriate, and

to regularly review progress, results and activities and report on the same.

 

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