Vol. I, Issue 2

In this issue we examine the mechanics of a newsletter and outline the critical components of a crisis communications plan.

HOW TO WRITE AN EFFECTIVE NEWSLETTER

American Heritage Dictionary defines “newsletter” as “a printed report giving news or information of interest to a special group” – or in other words, a newspaper that covers your association or company. It’s best to think of a newsletter like a newspaper. It has to be eye-catching, content-driven, timely and relevant. Otherwise it ends up in the recycle bin with the rest of your members’ junk mail. So how can you be sure that your newsletter finds its way onto your members’ desks instead?

Consider Your Audience
Of course your members are your primary audience, but keep in mind that the newsletter could end up in the hands of someone not affiliated with your group. That being the case, it’s always best to use the “New York Times rule” – that is, don’t publish anything you wouldn’t feel comfortable seeing reprinted in the New York Times (or any other newspaper or magazine).

Generate Content
Think about reprinting content from other publications – such as relevant newspaper articles, excerpts from books, newspaper columns, etc. Just be sure you get the author’s permission first. You can also turn to your group’s leadership to pen an article or column (for example, a “President’s Message,” a “Successful Selling Practices” column or an article quoting a Q&A session).

Create Distribution Schedule
Many organizations send out their newsletters quarterly. This is an effective strategy because a quarterly newsletter provides members with an update every three months. It also keeps you from burning out your brain and your budget. A quarterly distribution schedule allows enough time between publications to generate fresh ideas for content. Plus, it prevents the organization from spending too much money on printing costs over the course of the year.

Finally, encourage and analyze feedback from your members. Remember, a “well-oiled machine” is the objective but only if the content is well received.

HFM's "Innovator" is an example of a quarterly newsletter

CREATING A CRISIS COMMUNICATION PLAN

Public relations crises happen in every industry, it is only a matter of time before your communications team is faced with one. The key to crisis planning is the word “plan.” Have one. Identify potential crisis situations in your industry and have strategies in place in the event that one of them becomes reality. The more quickly a crisis is identified and dealt with, the less damage it can cause.

Be honest with the public.
Acknowledge the crisis, tell the truth about the situation and inform the public of what is being done to correct it.

Have information ready to disseminate.
To avoid the pitfalls of the rumor mill, it is important to get accurate, authoritative information to the public as quickly as possible. Background material should be prepared in advance, including news releases, position statements and backgrounders. A dark Web site is an exceptionally powerful tool in crisis situations. This is a Web site that is prepared in advance of a potential crisis and provides all of the necessary information, but only goes live when a crisis breaks.

Designate spokespeople in advance.
These should be people who are familiar with the situation and are senior enough within the organization to be credible. It is also a good idea to have your spokespeople media trained. To minimize confusion and potential leaks, everyone in your organization should be aware of who is designated to speak to the media.

Advance preparation will allow you to react to a crisis situation effectively and appropriately, which will ultimately minimize the negative impact it has on your organization.

Best regards,

Peter Rush, Chairman & CEO

Visit Our Web site: www.kellencommunications.com 

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