Communication Campaigning: Primer for Senior Leaders

This book is from The United States Army War College; Department of Command, Leadership, and Management; School of Strategic Landpower, and Dr. Thomas P. Galvin. Released in 2019, 1st edition. Has footnotes, sources, graphs and charts. “Traditional approaches to strategic communication have focused on a single leader's ability to influence stakeholders and other audiences through exceptional communication skills. But there is much more to it. What about the content of the message? How well does the message permeate the organization, allowing it to speak and act as one with the leader? Is it necessary to change minds, or is it sufficient to discredit opposing messages? Using a broad base of literature from organizational studies and the author's experiences, this monograph offers a thought process for building communication campaigns that focus both internally and externally to the organization. Includes a Foreword by Mari K. Eder, U.S. Army Major General Retired and author of Leading the Narrative: The Case for Strategic Communication.” “Strategic communication is both an art and a science, a malleable hybrid process that makes achieving consensus on the best organizational approach to a communications campaign difficult to achieve. Too often, national and military leaders favor the science, and deliver messages that are rational in their construction but uninspiring to stakeholders and members of the organization alike. But too much artistry is also a problem. If the message is not grounded in the identity of the organization, it fails to be authentic or motivating. To this point, there has been little that guides leaders how to integrate the art and science into campaign development. This primer points the way, to mastering the science so that the art can then be applied with a judicious and skillful hand. “Too many senior leaders may think they know how the system works and how to work the system. What do these senior leaders get wrong about strategic communication? First, they rely heavily on their operational experience. Gut instinct has worked before; plus, they believe in their own infallibility. These are the ones who ultimately fail. “Strategic leaders must be fully self-aware of how every aspect of their leadership style, vision, and approach builds a communications platform that either supports their intent or unintentionally undermines it. Approach this primer openly and with a genuine focus on learning that which goes beyond directive, one-way messaging. Strategic communication is different. It is long-term, overarching, and encompasses identity, building coherent narratives and rests on individual and organizational reputation. It is too important to leave to instinct, habit or even past experience alone. “Communication disasters are leadership failures and ultimately can result in campaign failures. Ask General George Patton, a WWII commander who wanted to be known for his audacity on the battlefield, not his words. Both nearly derailed his career. In a famous wartime incident, he was visiting a hospital when he became infuriated at the demeanor of a shell-chocked soldier and slapped him. Then he threatened another, ‘I should shoot you myself.’” Chapters include: DEFINING COMMUNICATION CAMPAIGNS; WHAT IS OUR NARRATIVE?; WHAT ARE THE OPPOSING NARRATIVES (COUNTERNARRATIVES)?; WHO ARE THE AUDIENCES?; HOW DO WE ORDINARILY COMMUNICATE?; THE SENIOR LEADER’S STANDING CAMPAIGN; HOW TO INITIATE A NAMED CAMPAIGN?; HOW TO LAUNCH A NAMED CAMPAIGN?; HOW TO SUSTAIN AND END NAMED CAMPAIGNS?