Sometime in the last decade, I made an offer to the then executive officer of the RSPBA to develop a public relations plan. No charge. Perhaps ironically, he never responded, much less took me up on the proposal. It frustrated me then, as it does now, to see piping and drumming associations make fundamental communications mistakes. While these mistakes have incited a lot of news content – some of it quite extraordinary – over the years to any media outlet with enough courage to report it, many of the errors could have been avoided by doing just a few things differently.
I’ve worked in public relations for almost 20 years. I’ve done okay in the profession, working with one of North America’s top agencies, currently as a senior-vice-president. My company has gained more PR industry awards than any agency in Canada. I don’t intend to brag; it’s just to say that others seem to think I often know what I’m doing when it comes to communications.
To be sure, the RSPBA’s communications problems aren’t unique. In fact, they exist with most, if not all, piping and drumming organizations that largely rely on passionate unpaid volunteers to make the right decisions and make the time to implement them. There’s no denying that effective communications take expertise, experience and time. Those elements aside, most of it comes down to plain old common sense.
So, again, in good faith, here are a few essential tips for communicating effectively. Maybe a few piping and drumming organizations – associations, committees, bands, clubs, panels – will find them useful.
1. Silence is treated with suspicion and eventually contempt. In today’s instant messaging world, people expect open, honest, transparent dialog. When nothing is said the inference is that something’s being hidden. When questions go unanswered, contempt is created.
2. Mistakes happen; own up to them, apologize, learn from them and become better. No organization is perfect. We all make mistakes. But an association that doesn’t acknowledge or attempts to obfuscate its errors inevitably damages its reputation. The truth will out, so get in front of it. Don’t sit back and hope no one notices. The practice of sweeping problems under the rug thinking that they’ll just go away doesn’t hold up any more. It may be out of sight and out of mind, but it will continue to get smellier and stinkier and eventually become a suffocating stench when it’s uncovered.
3. Trust people. Last time I checked, piping/drumming was still music, enjoyed by those with a passion for it. It’s all good. Suspecting everyone of having some ulterior motive or a hidden agenda is counter-productive. Trust is returned with trust.
4. Earn trust. Members need to be confident that their opinions will not result in political repercussions. With unhealthy associations, open criticism is rare because members are afraid that some corrupt judge or executive will retaliate on the contest field. An environment of constant constructive dialog must be nurtured. It will take years to change, in some cases, the decades-old tradition of fear, but it can and must happen if you’re going to lead. Clamp down on conflict-of-interest and communicate that it will not be tolerated in any shape – real or perceived.
5. The “association” is the members, not its executive, music board or judges. Like a church, the “church” is not the preacher or the cathedral, it’s the congregation. An organization that loses touch with its members is destined to fail, or, like leaders of political parties, will be overthrown by the will of constituents. Always act in the best interests of the members. If you don’t know what their collective best interests are, refer to point 4.
6. Be accessible and responsive. Customer service is for many of today’s businesses the only real differentiator. There’s always an option to do something else. An association’s customers are its members. Treat them like a customer: with respect, good manners and appreciation. Viewing the membership as a giant headache or insinuating that they’re always wrong – as some associations seem to these days – will alienate them. You might be the only Wal-Mart in town, but if you neglect your customers they’ll eventually go shopping elsewhere.
7. Communicate your good news. Piping and drumming organizations do far more things right than wrong. They sometimes wonder why no one acknowledges their accomplishments. The reason is simple: you didn’t bother to tell anyone, and/or you didn’t respond to inquiries. Talk. (See point 1.)
8. Take criticism seriously. Organizations should welcome and even invite criticism. Ask members for their feedback, and consider all of it. You will identify trends, and you can prioritize what needs to be fixed first. (See point 2.)
9. Measure your “brand.” Do you know what your organization represents to members? To outsiders? To the people you want to reach? Are you even recognized for anything? Ask a cross-section of various audiences to describe your organization or band in three words. You’ll be amazed at what you discover, positive and negative – or even that they’ve never even heard of you. Only by listening, knowing and accepting can you improve.
10. Embrace change. A stubborn, obstinate organization that is unwilling to adapt to changing times or the desires of its members will eventually become a dinosaur. Associations often mistakenly think that their job is to protect the past, to control the music by rejecting suggestions to do things differently. In fact, any organization with vitality needs to face and embrace the future.
Perhaps these points will help a few foundering piping and drumming organizations whose problems often are a result of poor communication. As a member, contemplate how well your association, band or group manages these points.
It’s a different world today, and the piping and drumming traditions of the 1900s – ignoring and denying problems, sweeping troubles under the rug, silence and contempt – are unacceptable in 2010.