Often, organizations seek to resolve their communications problems by immediately leaping to a communication plan without first ensuring that their mission is settled and their strategy is sound. In previous posts, we've walked through these crucial first steps and now it's time to put together a communications plan.

Identifying audiences is essential (Photo credit: thinkmedialabs)

No question that preparing a marketing communications plan is the most important step in marketing communications, and understandably it involves considerable effort and time, at a moment when the natural instinct is just to get going. Resist the temptation. Instead, develop as comprehensive a document as possible. In the long run, a good plan actually saves time and effort.

In any communications plan, there are three critical components: the audiences of the organization; the message(s) that the organization needs to deliver; and the channels by which the organization will deliver the messages to the audiences. Each component must be fully developed to create an effective program.

When identifying the audiences of the organization, it's sometimes easy to focus on the revenue side. But that may ignore many other important constituencies. Better, make this process as open-ended and comprehensive as possible.

Organizing properly is essential (Photo credit: Sean MacEntee)

Throughout the process of building a new communications program, the urge is to move directly to the concrete -- publishing brochures, revamping the website, issuing press releases. But the important work of putting all of the pieces in their proper place, and assessing and positioning the organization cannot be ignored. It is essential.

By surveying what other similar organizations are doing, reviewing and assessing the organization's current materials and website and divining the opportunities that may present themselves, the organization has a much better chance of putting together an effective program and executing it effectively.

If part of the needs of the organization are to raise additional dollars through fundraising, it is important to understand who is currently giving, what messages are most effective and who are the best potential prospects. A thorough evaluation of the existing database can lead to clarity in targeting and messaging. Developing colorful brochures is only the endpoint of a carefully thought-out fundraising effort.

In one situation, a religious organization had developed a large database of donors over the years, but had neglected to develop a strategy of engaging with this potential advantage, instead relying on a small group of funders, who could no longer sustain the organization. By closely culling the existing lists, the organization was able to build a reliable source of donations on a broader scale.

The Thinking Man sculpture at Musée Rodin in Paris (Photo credit: Wikipedia)

Too often, organizations forge ahead into plans for marketing and new businesses before clearly defining their objectives. A simple brochure or a few Tweets might provide the needed boost in donations to fund the organization or build a following on the Internet, or so the thinking goes.

Yet, leaping before thinking will likely result in disappointment, and worse, the wasting of precious resources. A good plan is required before moving to implementation, and a good plan begins with a clear mission.

Examples abound of organizations that once knew where they were going, but failed to adapt their objectives to changing circumstances. Their leadership moved into different areas, often in pursuit of funding, that departed from their original purpose. The Board lacked the insight to focus on a single purpose.

Over time, results bring almost inevitable disappointment. There are demands to change course immediately and perhaps cries for quick solutions. But without the essential element of redefining the mission, all of the effort will result in just further disappointment. A ship without a map will never reach its destination.

business plan (Photo credit: Wikipedia)

It's not exactly a popular notion, but it's true. Nonprofits are different, yes, but they are also like any other business. Money comes in and money goes out and it must be managed in between. Missions are essential to both, though maximizing value for owners applies only to one. They are also both dependent on their people.

The truth is, though, many