The Fifth Estate approach to communications begins not with the "how," but with the "why"

1. The Fifth Estate
Five Steps to Communicating Effectively
In Our New and Shifting Landscape
Don’t like PowerPoints? Skip the slides and give us a buzz: 202/525-1945
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

2. The Fifth Estate
For the first time in post-literate human history, those who
control content are on an equal strategic playing field with
those who control distribution.
In such a world, advocacy communications has – for good or ill –
entered a place in our political and policy landscape where it is now
effectively a fifth “branch” of government, sometimes complementing,
sometimes confounding, and sometimes supplanting the traditional
role of the media.
This self-guided series of exercises – a scaled-down version of our full
training – can help you successfully navigate your organization through
this new reality.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

3. The Fifth Estate
For the first time in post-literate human history, those who
control content are on an equal strategic playing field with
those who control distribution.
In such a world, advocacy communications has – for good or ill –
entered a place in our political and policy landscape where it is now
effectively a fifth “branch” of government, sometimes complementing,
sometimes confounding, and sometimes supplanting the traditional
role of the media.
This self-guided series of exercises – a scaled-down version of our full
training – can help you successfully navigate your organization through
this new reality.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

4. The Fifth Estate
For the first time in post-literate human history, those who
control content are on an equal strategic playing field with
those who control distribution.
In such a world, advocacy communications has – for good or ill –
entered a place in our political and policy landscape where it is now
effectively a fifth “branch” of government, sometimes complementing,
sometimes confounding, and sometimes supplanting the traditional
role of the media.
This self-guided series of exercises – a scaled-down version of our full
training – can help you successfully navigate your organization through
this new reality.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

5. Step 1:
Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely understandable reasons. They hate PR people for
completely understandable but very poor reasons. And that’s the
way PR people think:

Goal. The first thing we do in the morning is ask ourselves:
“How can I make the world different tomorrow than it was
yesterday?”
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

6. Step 1:
Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely understandable reasons. They hate PR people for
completely understandable but very poor reasons. And that’s the
way PR people think:

Audience. Then we ask ourselves, “Who, exactly, do I
need to reach to make that thing happen, and what,
specifically, do I need them to do?”
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

7. Step 1:
Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely understandable reasons. They hate PR people for
completely understandable but very poor reasons. And that’s the
way PR people think:

Channel. Next we say, “OK, given my goals, who I need to
reach, and the means at my disposal, what
communications vehicles am I going to use to reach
them?”
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

8. Step 1:
Understand why People Hate PR People
People hate all sorts of things for all sorts of very good and
completely understandable reasons. They hate PR people for
completely understandable but very poor reasons. And that’s the
way PR people think:

Message. Finally – after all that – we pose the question,
“OK, now what am I going to say that will travel effectively
through my channels to resonate with my audience so that
they will help me achieve my goals?”
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

9. Step 1:
Understand why People Hate PR People
In other words …
PR people put the development of the message last, at the
end of a long process that begins with establishing what
we want to accomplish.
“Spin!” they say. “Manipulation!!” “Twaddle!!! [though rarely
“twaddle”.] If your message really mattered, you’d start with
that!”
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

10. Step 1:
Understand why People Hate PR People
In other words …
PR people put the development of the message last, at the
end of a long process that begins with establishing what
we want to accomplish.
“Spin!” they say. “Manipulation!!” “Twaddle!!! [though rarely
“twaddle”.] If your message really mattered, you’d start with
that!”
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

11. Step 1:
Understand why People Hate PR People
But that’s not how things get done.
In life … in business … in advocacy … to achieve an
outcome we want we have to begin the process by
defining what it is we actually want, not by defining
what it is we think we want people to hear.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

12. Step 1:
Understand why People Hate PR People
But that’s not how things get done.
In life … in business … in advocacy … to achieve an
outcome we want we have to begin the process by
defining what it is we actually want, not by defining
what it is we think we want people to hear.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

13. Step 2:
Integrated Goal-Setting
One of the chief mistakes an organization makes in
developing a communications strategy – or
development strategy or policy strategy or any strategy
– is stovepiping one part of the process from the others.
Compounding this mistake, most often communications
is considered a support function to other functions,
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

14. Step 2:
Integrated Goal-Setting
One of the chief mistakes an organization makes in
developing a communications strategy – or
development strategy or policy strategy or any strategy
– is stovepiping one part of the process from the others.
Compounding this mistake, most often communications
is considered a support function to other functions,
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

15. Step 2:
Integrated Goal-Setting
One of the chief mistakes an organization makes in
developing a communications strategy – or
development strategy or policy strategy or any strategy
– is stovepiping one part of the process from the others.
Compounding this mistake, most often communications
is considered a support function to other functions,
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

16. Traditional Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

17. Traditional Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

18. Traditional Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

19. Traditional Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

20. Traditional Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

21. Step 2:
Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, each department can achieve its individual goals but the
organization as a whole can fail to achieve mission success.
In the Fifth Estate, failing to account up front for how information will
be sent and received is tantamount to unilateral surrender. Rather than
support, communications is a strategic function, the central
clearinghouse of all inbound and outbound information.
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

22. Step 2:
Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, each department can achieve its individual goals but the
organization as a whole can fail to achieve mission success.
In the Fifth Estate, failing to account up front for how information will
be sent and received is tantamount to unilateral surrender. Rather than
support, communications is a strategic function, the central
clearinghouse of all inbound and outbound information.
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

23. Step 2:
Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, each department can achieve its individual goals but the
organization as a whole can fail to achieve mission success.
In the Fifth Estate, failing to account up front for how information will
be sent and received is tantamount to unilateral surrender. Rather than
support, communications is a strategic function, the central
clearinghouse of all inbound and outbound information.
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

24. Step 2:
Integrated Goal-Setting
Rather, goal-setting should be integrated. This is critical for
two reasons:
Otherwise, each department can achieve its individual goals but the
organization as a whole can fail to achieve mission success.
In the Fifth Estate, failing to account up front for how information will
be sent and received is tantamount to unilateral surrender. Rather than
support, communications is a strategic function, the central
clearinghouse of all inbound and outbound information.
to wit:
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

25. The Fifth Estate Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

26. The Fifth Estate Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

27. The Fifth Estate Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

28. The Fifth Estate Organizational Model
Executive
Executive
Development
Development
Program
Program
Communications
Communications
Media
Media
Public
Public
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

29. Step 2:
Integrated Goal-Setting EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’ll have left …
Download the handy “plan-in-a-box” template or take a
piece of paper and divide it into three columns,
DEVELOPMENT, PROGRAM, COMMUNICATIONS.
(Modify to match your structure.)
Write down the goals of each department as articulated
by the board or organizational leadership.
CROSS OFF everything on the list that does not have a
specific, quantifiable measurement associated with it
(e.g., “raise awareness” or “promote public
understanding”).
Draw lines between the goals in each column
that are directly related to a goal in another
column.
CROSS OFF every goal that is NOT connected
to EACH of the other columns on the sheet.
Is your integrated goal set, upon which you
can build your strategic plan. Or, a lot of
crossed off goals that might be worth reevaluating.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

30. Step 2:
Integrated Goal-Setting EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’ll have left …
Download the handy “plan-in-a-box” template or take a
piece of paper and divide it into three columns,
DEVELOPMENT, PROGRAM, COMMUNICATIONS.
(Modify to match your structure.)
Write down the goals of each department as articulated
by the board or organizational leadership.
CROSS OFF everything on the list that does not have a
specific, quantifiable measurement associated with it
(e.g., “raise awareness” or “promote public
understanding”).
Draw lines between the goals in each column
that are directly related to a goal in another
column.
CROSS OFF every goal that is NOT connected
to EACH of the other columns on the sheet.
Is your integrated goal set, upon which you
can build your strategic plan. Or, a lot of
crossed off goals that might be worth reevaluating.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

31. Step 2:
Integrated Goal-Setting EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’ll have left …
Download the handy “plan-in-a-box” template or take a
piece of paper and divide it into three columns,
DEVELOPMENT, PROGRAM, COMMUNICATIONS.
(Modify to match your structure.)
Write down the goals of each department as articulated
by the board or organizational leadership.
CROSS OFF everything on the list that does not have a
specific, quantifiable measurement associated with it
(e.g., “raise awareness” or “promote public
understanding”).
Draw lines between the goals in each column
that are directly related to a goal in another
column.
CROSS OFF every goal that is NOT connected
to EACH of the other columns on the sheet.
Is your integrated goal set, upon which you
can build your strategic plan. Or, a lot of
crossed off goals that might be worth reevaluating.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

32. Step 2:
Integrated Goal-Setting EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’ll have left …
Download the handy “plan-in-a-box” template or take a
piece of paper and divide it into three columns,
DEVELOPMENT, PROGRAM, COMMUNICATIONS.
(Modify to match your structure.)
Write down the goals of each department as articulated
by the board or organizational leadership.
CROSS OFF everything on the list that does not have a
specific, quantifiable measurement associated with it
(e.g., “raise awareness” or “promote public
understanding”).
Draw lines between the goals in each column
that are directly related to a goal in another
column.
CROSS OFF every goal that is NOT connected
to EACH of the other columns on the sheet.
Is your integrated goal set, upon which you
can build your strategic plan. Or, a lot of
crossed off goals that might be worth reevaluating.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

33. Step 2:
Integrated Goal-Setting EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’ll have left …
Download the handy “plan-in-a-box” template or take a
piece of paper and divide it into three columns,
DEVELOPMENT, PROGRAM, COMMUNICATIONS.
(Modify to match your structure.)
Write down the goals of each department as articulated
by the board or organizational leadership.
CROSS OFF everything on the list that does not have a
specific, quantifiable measurement associated with it
(e.g., “raise awareness” or “promote public
understanding”).
Draw lines between the goals in each column
that are directly related to a goal in another
column.
CROSS OFF every goal that is NOT connected
to EACH of the other columns on the sheet.
Is your integrated goal set, upon which you
can build your strategic plan. Or, a lot of
crossed off goals that might be worth reevaluating.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

34. Step 2:
Integrated Goal-Setting EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’ll have left …
Download the handy “plan-in-a-box” template or take a
piece of paper and divide it into three columns,
DEVELOPMENT, PROGRAM, COMMUNICATIONS.
(Modify to match your structure.)
Write down the goals of each department as articulated
by the board or organizational leadership.
CROSS OFF everything on the list that does not have a
specific, quantifiable measurement associated with it
(e.g., “raise awareness” or “promote public
understanding”).
Draw lines between the goals in each column
that are directly related to a goal in another
column.
CROSS OFF every goal that is NOT connected
to EACH of the other columns on the sheet.
Is your integrated goal set, upon which you
can build your strategic plan. Or, a lot of
crossed off goals that might be worth reevaluating.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

35. Step 3:
Who You Are
Who you think you are is one thing, but the assumption that
who you think you are is the same as who other people
think you are is a dangerous one.
This gets to the heart of “brand,” which is not something, as
commonly assumed, that you create for others to fall in line
behind. Rather, it is a shared experience that you, your
audiences, and even your critics, build and nurture
together.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

36. Step 3:
Who You Are
Who you think you are is one thing, but the assumption that
who you think you are is the same as who other people
think you are is a dangerous one.
This gets to the heart of “brand,” which is not something, as
commonly assumed, that you create for others to fall in line
behind. Rather, it is a shared experience that you, your
audiences, and even your critics, build and nurture
together.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

37. Step 3:
Who You Are EXERCISE
First …
Find some people who’s opinion you’re seeking, both
from within and outside your organization. You can do
this yourself, or hire someone else to do it for you.
Second …
Recognize that absent a sophisticated representative
survey, the results from this exercise are qualitative,
they will provide insights but not statistical certainty.
Third …
Questions
What do you think we do?
What do you think we want you to think we do?
What do we do well? Poorly?
How important is what we do?
Who else does what we do? Better? Not as well?
What are we not doing that we should be doing?
What are we doing that we should not be doing?
What you’ll get …
Choose the way that fits within your resources (e.g.,
Are the gaps, if any, between who you think you
online survey; focus group facility; drinks at your
are and who others think you are. Your strategic
favorite watering hole) to get these people together
plan should seek to close those gaps either by
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good
and ask them these questions:
changing who you are

38. Step 3:
Who You Are EXERCISE
First …
Find some people who’s opinion you’re seeking, both
from within and outside your organization. You can do
this yourself, or hire someone else to do it for you.
Second …
Recognize that absent a sophisticated representative
survey, the results from this exercise are qualitative.
They will provide insights but not statistical certainty.
Third …
Questions
What do you think we do?
What do you think we want you to think we do?
What do we do well? Poorly?
How important is what we do?
Who else does what we do? Better? Not as well?
What are we not doing that we should be doing?
What are we doing that we should not be doing?
What you’ll get …
Choose the way that fits within your resources (e.g.,
Are the gaps, if any, between who you think you
online survey; focus group facility; drinks at your
are and who others think you are. Your strategic
favorite watering hole) to get these people together
plan should seek to close those gaps either by
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good
and ask them these questions:
changing who you are

39. Step 3:
Who You Are EXERCISE
First …
Find some people who’s opinion you’re seeking, both
from within and outside your organization. You can do
this yourself, or hire someone else to do it for you.
Second …
Recognize that absent a sophisticated representative
survey, the results from this exercise are qualitative.
They will provide insights but not statistical certainty.
Third …
Questions
What do you think we do?
What do you think we want you to think we do?
What do we do well? Poorly?
How important is what we do?
Who else does what we do? Better? Not as well?
What are we not doing that we should be doing?
What are we doing that we should not be doing?
What you’ll get …
Choose a methodology that fits within your resources
Are the gaps, if any, between who you think you
(e.g., online survey; focus group facility; drinks at your
are and who others think you are. Your strategic
favorite watering hole) to get these people together
plan should seek to close those gaps either by
202/525-1945 |
and ask them the following questions: www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good
changing who you are

40. Step 3:
Who You Are EXERCISE
First …
Find some people who’s opinion you’re seeking, both
from within and outside your organization. You can do
this yourself, or hire someone else to do it for you.
Second …
Recognize that absent a sophisticated representative
survey, the results from this exercise are qualitative.
They will provide insights but not statistical certainty.
Third …
Questions
What do you think we do?
What do you think we want you to think we do?
What do we do well? Poorly?
How important is what we do?
Who else does what we do? Better? Not as well?
What are we not doing that we should be doing?
What are we doing that we should not be doing?
What you’ll get …
Choose a methodology that fits within your resources
Are the gaps, if any, between who you think you
(e.g., online survey; focus group facility; drinks at your
are and who others think you are. Your strategic
favorite watering hole) to get these people together
plan should seek to close those gaps either by
202/525-1945 |
and ask them the following questions: www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good
changing who you are

41. Step 3:
Who You Are EXERCISE
First …
Find some people who’s opinion you’re seeking, both
from within and outside your organization. You can do
this yourself, or hire someone else to do it for you.
Second …
Recognize that absent a sophisticated representative
survey, the results from this exercise are qualitative.
They will provide insights but not statistical certainty.
Third …
Questions
What do you think we do?
What do you think we want you to think we do?
What do we do well? Poorly?
How important is what we do?
Who else does what we do? Better? Not as well?
What are we not doing that we should be doing?
What are we doing that we should not be doing?
What you’ll get …
Choose a methodology that fits within your resources
Are the gaps, if any, between who you think you
(e.g., online survey; focus group facility; drinks at your
are and who others think you are. Your strategic
favorite watering hole) to get these people together
plan should seek to close those gaps either by
202/525-1945 |
and ask them the following questions: www.FifthEstateCI.com | Info@FifthEstateCI.com (generally not a good
changing who you are

42. Step 4:
Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to get something done travels on its
ability to:
 Effectively communicate the value of that thing to
audiences who can either …
• Make that thing happen, or
• Advocate to make that thing happen.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

43. Step 4:
Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to get something done travels on its
ability to:
 Effectively communicate the value of that thing to
audiences who can either …
• Make that thing happen, or
• Advocate to make that thing happen.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

44. Step 4:
Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to get something done travels on its
ability to:
 Effectively communicate the value of that thing to
audiences who can either …
• Make that thing happen, or
• Advocate to make that thing happen.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

45. Step 4:
Evaluating Organizational Structure
An army, it’s said, moves on its stomach. An organization
that is seeking to get something done travels on its
ability to:
 Effectively communicate the value of that thing to
audiences who can either …
• Make that thing happen, or
• Advocate to make that thing happen.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

46. Step 4:
Evaluating Organizational Structure
Maximizing communications effectiveness means
defining – in a formal, clearly articulated way – the role
each member of an organization and its board has as a
communicator, whether that be answering the phones,
speaking to the media, or networking at cocktail parties.
Note: This is a long-haul exercise, and not for the faint of heart.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

47. Step 4:
Evaluating Organizational Structure EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’re working toward …
Download the handy “plan-in-a-box” or
write down on a piece of paper the name of
each staff and board member. Include
interns and especially engaged volunteers.
Put a check mark next to every individual
who is CURRENTLY EVALUATED based on
the performance of at least one
communications function.
For anyone who does not have a check
mark by their name, write down the
communications function they COULD BE
serving.
Consider the time, energy, training and resources that would
be required to have each function served, recognizing this
could be as simple as a conversation or as complex as afterhours coursework.
As annual reviews, board nominations and renominations,
and other opportunities cycle through the year, develop a
mutually agreed upon communications job component with
each individual on your list.
Is a renewed set of organizational policies and metrics that
recognize the invaluable contribution each and every member
of your organization can make toward achieving each and
every thing you do.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

48. Step 4:
Evaluating Organizational Structure EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’re working toward …
Download the handy “plan-in-a-box” or
write down on a piece of paper the name of
each staff and board member. Include
interns and especially engaged volunteers.
Put a check mark next to every individual
who is CURRENTLY EVALUATED based on
the performance of at least one
communications function.
For anyone who does not have a check
mark by their name, write down the
communications function they COULD BE
serving.
Consider the time, energy, training and resources that would
be required to have each function served, recognizing this
could be as simple as a conversation or as complex as afterhours coursework.
As annual reviews, board nominations and renominations,
and other opportunities cycle through the year, develop a
mutually agreed upon communications job component with
each individual on your list.
Is a renewed set of organizational policies and metrics that
recognize the invaluable contribution each and every member
of your organization can make toward achieving each and
every thing you do.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

49. Step 4:
Evaluating Organizational Structure EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’re working toward …
Download the handy “plan-in-a-box” or
write down on a piece of paper the name of
each staff and board member. Include
interns and especially engaged volunteers.
Put a check mark next to every individual
who is CURRENTLY EVALUATED based on
the performance of at least one
communications function.
For anyone who does not have a check
mark by their name, write down the
communications function they COULD BE
serving.
Consider the time, energy, training and resources that would
be required to have each function served, recognizing this
could be as simple as a conversation or as complex as afterhours coursework.
As annual reviews, board nominations and renominations,
and other opportunities cycle through the year, develop a
mutually agreed upon communications job component with
each individual on your list.
Is a renewed set of organizational policies and metrics that
recognize the invaluable contribution each and every member
of your organization can make toward achieving each and
every thing you do.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

50. Step 4:
Evaluating Organizational Structure EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’re working toward …
Download the handy “plan-in-a-box” or
write down on a piece of paper the name of
each staff and board member. Include
interns and especially engaged volunteers.
Put a check mark next to every individual
who is CURRENTLY EVALUATED based on
the performance of at least one
communications function.
For anyone who does not have a check
mark by their name, write down the
communications function they COULD BE
serving.
Consider the time, energy, training and resources that would
be required to have each function served, recognizing this
could be as simple as a conversation or as complex as afterhours coursework.
As annual reviews, board nominations and renominations,
and other opportunities cycle through the year, develop a
mutually agreed upon communications job component with
each individual on your list.
Is a renewed set of organizational policies and metrics that
recognize the invaluable contribution each and every member
of your organization can make toward achieving each and
every thing you do.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

51. Step 4:
Evaluating Organizational Structure EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’re working toward …
Download the handy “plan-in-a-box” or
write down on a piece of paper the name of
each staff and board member. Include
interns and especially engaged volunteers.
Put a check mark next to every individual
who is CURRENTLY EVALUATED based on
the performance of at least one
communications function.
For anyone who does not have a check
mark by their name, write down the
communications function they COULD BE
serving.
Consider the time, energy, training and resources that would
be required to have each function served, recognizing this
could be as simple as a conversation or as complex as afterhours coursework.
As annual reviews, board nominations and renominations,
and other opportunities cycle through the year, develop a
mutually agreed upon communications job component with
each individual on your list.
Is a renewed set of organizational policies and metrics that
recognize the invaluable contribution each and every member
of your organization can make toward achieving each and
every thing you do.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

52. Step 4:
Evaluating Organizational Structure EXERCISE
First …
Fourth …
Second …
Fifth …
Third …
What you’re working toward …
Download the handy “plan-in-a-box” or
write down on a piece of paper the name of
each staff and board member. Include
interns and especially engaged volunteers.
Put a check mark next to every individual
who is CURRENTLY EVALUATED based on
the performance of at least one
communications function.
For anyone who does not have a check
mark by their name, write down the
communications function they COULD BE
serving.
Consider the time, energy, training and resources that would
be required to have each function served, recognizing this
could be as simple as a conversation or as complex as afterhours coursework.
As annual reviews, board nominations and renominations,
and other opportunities cycle through the year, develop a
mutually agreed upon communications job component with
each individual on your list.
Is a renewed set of organizational policies and metrics that
recognize the invaluable contribution each and every member
of your organization can make toward achieving each and
every thing you do.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

53. Step 5:
Putting it all Together
These exercises should leave you with a clearly defined, metric-oriented,
measurable set of integrated goals, the importance of which cannot be
overstated.
Once those are locked in, you will also have the information you need to
identify your audiences, select your channels and develop your
messages.
Use the handy “plan-in-a-box” template to help assemble what you’ve
got, or visit our Online Resource Library for tips and tools that others
have developed.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

54. Step 5:
Putting it all Together
These exercises should leave you with a clearly defined, metric-oriented,
measurable set of integrated goals, the importance of which cannot be
overstated.
Once those are locked in, you will also have the information you need to
identify your audiences, select your channels and develop your
messages.
Use the handy “plan-in-a-box” template to help assemble what you’ve
got, or visit our Online Resource Library for tips and tools that others
have developed.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

55. Step 5:
Putting it all Together
These exercises should leave you with a clearly defined, metric-oriented,
measurable set of integrated goals, the importance of which cannot be
overstated.
Once those are locked in, you will also have the information you need to
identify your audiences, select your channels and develop your
messages.
Use the handy “plan-in-a-box” template as a reference in assembling
what you’ve got, or visit our Online Resource Library for tips and tools
that others have developed.
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com

56. The Fifth Estate
Five Steps to Communicating Effectively
In Our New and Shifting Landscape
Got ideas for how to make this toolbox better?
Give us a buzz at 202/525-1945 or e-mail info@fifthestateci.com
202/525-1945 | www.FifthEstateCI.com | Info@FifthEstateCI.com