Why Nailing the Messaging is Step One
Messaging isn't static. Your strategy shouldn't be either.
Why do organizations and public affairs campaigns struggle with messaging? It’s usually not for a lack of trying. Developing a messaging framework is one of those things that can look pretty simple from the outside. A few talking points here, a compelling phrase and subject headers there. Add in a strong headline, and boom, call it a day. If only it were that simple.
The reality is weak messaging is a result of a poor process on the front end. That's why we have tested methodology that consistently gets us to the strongest messaging possible, even if it wasn't always the fastest or easiest.
Setting Up for Success
The best messaging is rarely created in a single brainstorm session or meeting. Getting it right requires rigor. It means starting with a true understanding of the issue, the product, the service, or the company. We typically begin with research on two fronts: 1) understand who your audience is and what they actually care about, and 2) examine every aspect of what makes your story compelling. As the saying goes, “you win in the library," which is why a strong messaging architecture must start with a robust research exercise
Our Catalyst Model has a meticulous process that involves a materials deep-dive, auxiliary research, trial and error, and more testing and refinement until we get it right. Pro tip: if your clients or partners aren’t heavily involved in this initial step, it will never be as effective as it can – and should – be. Engaging the broader team from the start allows us to begin a campaign with the confidence of sound messaging.
Testing
Getting to a solid foundation is just step one. Testing that language and the underlying assumptions both internally and externally, listening to feedback, and being willing to refine the message when something isn’t landing is your immediate fast-follow, and usually where most of the magic happens. This is where you can take your messaging from good to great. And as we lean into AI, we have more sophisticated tools at our disposal, from audience analytics and desk research to historical insights, that help pressure-test our thinking. AI is at its best when it’s a thought partner and assists with brainstorming and sequencing, and not when it’s a substitute for experience, intellect, and process.
Refining
Just as importantly, messaging shouldn’t be treated as a static deliverable. The strongest communications programs create feedback loops throughout the lifecycle of a campaign. The world never stays static, especially in public affairs, so why should your messaging?
Your team should constantly be evaluating – quarterly for longer-term plans but weekly or more for public affairs campaigns – what you are hearing from various audiences, what’s resonating, and more importantly, what is not. Where is this messaging creating confusion or leaving an opening for someone else to drive the conversation? Where is there room to differentiate or frame your messaging differently based on timely, current events?
For example, if you win a major group's support in the middle of a legislative fight, how does this group impact what you say, whom you're talking to, and how you're communicating with them? Having a senior team with experience on how to identify and navigate these dynamics under tight timelines can directly contribute to winning or losing.
The Takeaway
Great messaging may ultimately be distilled into a few simple sentences, but there should be a lot of strategy, research, and discipline behind making that content feel simple and usable. Identify and perfect a process and repeat. Don’t be afraid to refine based on changing conditions, and never cut corners on initial research, ongoing testing, and client/audience feedback.