THE CHALLENGE IS TO GO FROM THE PRESS IN CAMPAIGN TO THE COMMUNICATION OF GOVERNMENT WITH EFFICIENCY AND SECURITY

A high number of communication teams fail in the transition of the communications operation and make the first big mistake that is often irreversible.

Photo by: Austin Distel – Unsplash

By: ottogutierrez@ymail.com

The first challenge facing the communications team of ​​a candidate who won the election is to be able to understand and land the model and the operation of communications in the field of action of his new job. Although, having won the victory is the greatest possible result, since without it the new position or administration would not exist, what is coming is even more important. Starting because this will be a task with a duration of years and not weeks or months as the campaign was. The new objective is to move a very heavy and at the same time very delicate machinery that day by day due to the hard work will suffer fatigue, breakdowns and damage in the midst of difficulties and crises. It is not a fatalistic vision but a reality that only those who have experienced it understand. Campaign and office communication have their own dynamics. If we understand them, we can successfully apply the conversion and achieve greater achievements.

The communication work in the campaign is determined by the execution of the dissemination of three elements that are: the government plan, gain the attention of public opinion and show suitability for the position. These elements seem to be framed by four challenges that are communication, recognition, favorability and solidarity behind which will be the public, citizens, supporters or casual voters as they want to see but who ultimately will say which candidate met the highest percentage around his name. All these elements interact with two multiplying factors that are intensity and repetition. Mixing all in the right proportions will result in victory over his opponents.

In other words, the candidate who best shows his government plan, better captures public attention and shows the greatest suitability for the position will have known how to communicate, will receive recognition, will obtain the favorability and solidarity of the electors, having made use of the intensity and repetition of their messages. In the elections there are usually very good candidates who fail to balance these elements, challenges and factors and lose to the surprise of the public that gave them as chosen insurance. There are also candidates who, no matter how hard they try, cannot understand this dynamic and lose out loud.

Someone will say that political complements such as support, parties and political leaders that accompany each candidate should also be considered important. The answer is if, to the extent that they help to enhance the three elements, they serve to boost the challenges and extend the radius of action of the factors. If not, we would say that they bring more harm than benefit and that is why they should be carefully considered. Those political supports, in some way, will intervene in the equation for their own dynamic reason why they should be taken care of permanently. Let’s look at the dynamics expressed in the following figure.

Let’s go back to campaign communication. The candidate and the communications team that best did the job combining these elements, challenges and factors were the winners. They should then make an evaluation to review what was done well and what was not. This evaluation cannot be more than that because the process of building government communication will begin at that time with a different plan and fundamentals. Here is the first big mistake that is to believe that what was successful in the campaign, as it will be in the administration of the position and is not so.

The elements, challenges and factors will also appear in the administration of a position or in the government communication, but they will be distributed in a different way and with different objectives as well as in another sense to that of the campaign. The new elements will also be three: socialization of the political agenda, alignment with public opinion and governance communication. The challenges will be five: positioning, reputation, agenda, management and solidarity, all known as the PRAMS model that I have developed and implemented over several years of exercise. The factors that will multiply this whole formula will be four: repetition, prudence, inclusion and opportunity. Around the entire execution will be citizens, as the classification of supporters or voters disappears. Let’s look at the dynamics in the following figure.

The result of seeing, from my point of view, each of the communications operation models for the campaign and for the government allows us to clearly see the difference: first, in terms of simplicity of one face the other and second the complexity of run the government regarding the campaign. The implementation of the communication program in the government will be a delicate task, which will require strategic strength, a variety of tactical actions and, above all, precision in detail. The achievement of the challenges of the PRAMS model will allow the historical recognition of efficiency and effectiveness with which every official wishes to be remembered but above all the tranquility and confidence with which each citizen wants to see their vote rewarded and thus remember their rulers. To learn more about marketing or government communication against the one executed in the campaign, simply write to me at ottogutierrez@ymail.com, tell me your project or need and I can surely help.

Published by OttoGutierrez.co

EXPERIENCED CORPORATE COMMUNICATIONS MANAGER Marketing ~ Targeting ~ Multimedia Content Dynamic, forward-looking Communications Expert with a wealth of expertise in developing and implementing strategic communications programs “On” and “Off” line in alignment with business objectives to drive growth and profitability. Demonstrated success in public and media relations, employee communications, brand and image development, and targeting. Influential consultant accomplished in advising senior leadership in crisis and issues management. Expert-level degree of knowledge in visual production and presentation skills. Innovative, entrepreneurial, and high energy leader with solid interpersonal skills and ability to solve tough problems through effective relationship building. Additional areas of expertise include Public Affairs • Major Event Communications • Media Management • Bi-lingual: English / Spanish • Crisis Communications • Community Outreach • International Relations.

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