Silence during a crisis involving multi-stakeholder communication is itself a statement. Journalists covering this area of communications and media practice are working to a deadline you do not control. This programme builds this aspect of communications and media practice from first principles, without padding and without omitting what matters. The programme builds the judgement to know which parts of multi-stakeholder communication to standardise and which to leave flexible. Plans for the wider communications and media practice agenda often fail at the handover point between functions. The content is relevant to those who own this strand of communications and media practice and to those who are held accountable for its results. The most reliable predictor of sound multi-stakeholder communication is whether anyone reviews it when nothing has gone wrong. Sessions alternate between guided analysis of this area of communications and media practice and supervised application. It closes by agreeing the smallest change to this part of communications and media practice that would make a visible difference.
Expected Learning Outcomes
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Plan the recovery arc after a reputational event involving multi-stakeholder communication.
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Present the case for investment in multi-stakeholder communication in terms that a finance function will accept.
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Build the archive and record of communication on multi-stakeholder communication.
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Coordinate messaging on multi-stakeholder communication across markets and languages.
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Verify that improvements to multi-stakeholder communication have held six months after they were introduced.
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Set a realistic target state for multi-stakeholder communication and a defensible route to it.
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Protect the personal reputation of leaders associated with multi-stakeholder communication.
Who Should Attend
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Digital and social media managers handling multi-stakeholder communication online.
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Investor relations officers communicating multi-stakeholder communication to markets.
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Those responsible for briefing external stakeholders on multi-stakeholder communication.
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Spokespeople and executives who speak publicly about multi-stakeholder communication.
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Government relations and public affairs officers covering multi-stakeholder communication.
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Managers of multi-site operations seeking consistency in multi-stakeholder communication.
Course Modules
Open any module to see its sessions and topics.
01
Multi-stakeholder communication: message architecture and discipline
2 sessions · 8 points
Session 1Measuring communication on multi-stakeholder communication beyond clippings
Anticipate the objections multi-stakeholder communication will raise and prepare the answers.
Confirm that reporting on multi-stakeholder communication reaches the people who can act.
Name the crisis roles for multi-stakeholder communication and confirm authority to speak.
Debrief after each significant episode involving multi-stakeholder communication.
Session 2Reviewing multi-stakeholder communication when nothing has gone wrong
Agree the indicators that will show whether multi-stakeholder communication is improving.
Localise messaging on multi-stakeholder communication without fragmenting it.
Reduce the variation in how multi-stakeholder communication is carried out between teams.
Check communication on multi-stakeholder communication against legal and regulatory constraint.
