week 3 assignment developing a strategic communication plan

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How to write a communication plan (with template and examples)

Communication is one of the product manager’s primary responsibilities. After all, a PM can’t do their job without effectively communicating risks, dependencies, and changes.

In small companies, communication is somewhat more intuitive and often easier to manage. The problems begin to appear when the company grows.

A bigger company means more teams, more stakeholders, more initiatives, and more of everything. Beyond scale-ups, communication often becomes either too chaotic or too infrequent.

In cases like that, having a robust communication plan can be a life saver. In this guide, we’ll demonstrate how to write a communication plan in six easy steps. You can also use our free communication plan template , which contains both a blank spreadsheet for you to fill out and a practical example to help you get started.

What is a communication plan?

A communication plan is an inspectable artifact that describes what information must be communicated as well as to whom, by whom, when, where, and via what medium that information is to be communicated. In addition, a communication plan outlines how communications are tracked and analyzed.

A communication plan can take various forms. For example, it might take the form of a(n):

• Weekly checklist
• Spreadsheet
• Automated Trello board

In general, a communication plan should be whatever works for you and your team, as long as it allows you to inspect and adapt your approach to communicating with others.

Benefits of a communication plan

Investing time in creating and maintaining a communication plan brings many benefits. A communication plan serves as a(n):

Checklist and reminder

Inspectable artifact, alignment with stakeholders.

Who hasn’t forgotten to inform some critical stakeholder about a recent change/discovery?

Product management is such a fast-paced and dynamic profession that it’s very easy to let small details slip. Unfortunately, it’s these small details that often matter the most.

A written communication plan serves as a checklist that ensures minute details don’t slip too often. Whenever something relevant happens, you can easily refer to your communication plan to double-check whether you’ve connected with everyone who needs to be in the loop.

A tangible communication plan allows product managers to slow down, inspect, and adapt their current processes.

Whenever there’s a communication mishap, they can review what led to it and adjust their approach to communication. A concrete plan makes a vague and sometimes intimidating term such as “communication” more tangible.

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A communication plan, when done well, brings alignment and facilitates input from other stakeholders. It also lays out expectations of how communication is being handled and executed.

If stakeholders feel they aren’t getting all the relevant information, they can quickly check the communication plan to see what they are missing and what is lacking in the communication process that is causing them to miss that information. If they find the communication inadequate, they can share their feedback with the communication plan owner.

It’s easier to facilitate feedback and alignment when something is on paper.

How to create a communication plan in 6 steps

As mentioned above, there are various ways to create a communication plan.

A simple way to write a communication plan is to answer six questions:

• What type of information do you produce?
• Who should receive that information?
• How often should they receive it?
• What channels are most appropriate for this type of information?
• When is communication done for that type of information?
• Who should make sure it happens?

1. What type of information do you produce?

Start by reviewing what information you produce and process.

If you manage roadmaps , you probably produce a lot of information regarding roadmap changes, delays, and anything else that may relate to roadmaps.

If you manage releases, you also produce information regarding the release progress, stage, and anything else that related to releases.

Capture it all.

To make it easier, start with the broader, more general concepts. And if you notice the need for more precision, split them into more detailed communication positions.

2. Who should receive that information?

For a given type of information you produce or process, who should receive it? These are usually people who are:

• Direct stakeholders
• Dependent on the initiative
• Contributing to the initiative

Investing some time in defining the receipts has two main benefits.

First, it ensures you don’t miss a critical person in your communication flow, but it also helps you answer the question of who is not interested in certain information. Over-communication creates noise and should be avoided.

3. How often should they receive it?

You should identify the frequency of updates being sent out depending on the information being shared and which stakeholders are included. Should it be daily, weekly, biweekly, monthly?

You probably won’t nail it at first, but that’s OK. What’s important is to search for a sweet spot between over-communication and under-communication.

Although it might seem excessive at first, finding the right balance will be increasingly important as the amount of and need for communication grows over time.

4. What channels are most appropriate for this type of information?

What medium is most suitable for a given type of information?

For example, it would be silly to inform someone about a mission-critical dependency in a comment under a Jira ticket. At the same time, you shouldn’t spam other people’s Slack with every minor change.

Before sending out an update, ask yourself:

• Where would people seek such information?
• How fast should it reach the audience?
• How critical is it?
• Is it a one-sided update or a potential conversation starter?

The answers to these questions will help you find the best channel for the given information piece.

5. When is communication done for that type of information?

Many people fall into the concept trap that once you send out a message, your communication responsibility is over. This is not always the case.

If you send a company-wide FYI update, then yes, your job is probably completed when you press send, but what if you have roadmap changes that impact multiple teams. Shouldn’t you be making sure everyone on those teams are informed?

In cases like that, you can’t say you are done just because you’ve sent a message. You should chase all key stakeholders and ensure that they have read and understood your message to avoid any misconceptions.

Let’s face it: messages sometimes slip. Your job isn’t to send messages, but to ensure everyone is on the same page. It’s not the same thing.

I’m a fan of having a simple definition of done for communication items. Sometimes, it’ll just mean pushing an update. Other times, it might mean getting a signature of approval from another stakeholder.

6. Who should make it happens?

Last but not least, if it’s everyone’s responsibility to make sure communication happens, then it’s no one’s responsibility.

Although the whole team should be responsible for ensuring effective communication, I believe in having a dedicated owner for a given communication stream. The owner can be permanent or rotate every sprint.

If you have communication owners in place, the chance of communication actually taking place increases dramatically.

Communication plan example

Let’s take a look at an example of a communication plan created using the framework I just outlined:

This communication plan can now serve as an artifact for alignment, process improvement, and double-checking if everything is communicated as needed.

Since some of the items in the communication plan happen as needed, it’s imperative to review the artifact on a regular basis. Otherwise, details are bound to slip sooner or later.

Communication plan template

To make it easy to get started with creating your own communication plan, we’ve created a communication plan template for you. Click File > Make a copy to customize the template.

When you start, ask yourself:

• What you want to communicate
• By what channel
• When you consider the communication as done
• Who should own the given communication item

Although it may lack in the beginning, use it as an inspectable artifact to improve your communication approach every sprint. I promise you, it’ll make your job as a product manager significantly easier.

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How To Effectively Communicate Your Strategic Plan To Employees

Daniel Giglio

Dan works for the customer success team, supporting all activities related to helping ClearPoint customers achieve their goals.

You’ve developed your objectives and identified the elements of your strategic plan.

Table of Contents

When implementing a Balanced Scorecard or any type of strategic plan, there’s one thing many organizations tend to forget: No matter how good your strategy is, it won’t work if your employees don’t know how to align with it, or worse, if they simply don’t know about it. Your internal communication strategy can therefore truly make or break your efforts.

With communication being such a prominent driver of strategic success, you may find it helpful to develop a communication plan to ensure information is being disseminated effectively at all levels.

In this article, we’ll explain the goals and main elements of a strong strategic communication plan, and discuss how you can overcome some of the main challenges you’re likely to face as you work to get everyone on the same page.

What Is a Strategic Communication Plan?

A strategic communication plan is a written plan outlining communication to your team on your organization's objectives. This plan is deliberate with messages and tactics used to help engage employees with your strategy and fuel performance success for your organization.

In his book Balanced Scorecard: Step-By-Step for Government and Nonprofit Agencies, Paul Niven outlines common objectives and key elements for developing an internal communication strategy.

Common Objectives

Before creating a plan, Niven recommends putting some thought into your rationale for doing so. What is the overriding objective of your communication strategy? Is it to:

• Build awareness of the Balanced Scorecard, or strategic plan, at all levels of the organization?
• Provide education on key Balanced Scorecard concepts to all audiences?
• Generate the engagement and commitment of key stakeholders in the project?
• Encourage participation in the process?
• Generate enthusiasm for the Balanced Scorecard and strategic plan?
• Ensure that team results are disseminated rapidly and effectively?

As an example, Niven provides Nova Scotia Power’s communication objective:

“To present the concepts of the Balanced Scorecard to the key constituents involved in both sponsoring and providing input to the implementation, and to provide all involved with regular updates regarding the team’s progress during the implementation.”

This objective clearly states who communication should be directed to and what the content should say, both of which will serve as guideposts for all future strategy-related communications.

Key Elements For Your Strategic Plan

When formulating a communication plan, Niven recommends the “W5” approach to determine the key elements of your plan: who, why, what, when, and where.

Who refers to both the target audience and the communicator. Depending on the scope of your implementation, you should define the appropriate groups to be involved in the process. These groups make up your target audience. After the target audience has been specified, a communicator should be assigned to each group with the task of effectively disseminating the message.

The why and what in this equation can be understood as the purpose or message. The communication plan’s purpose is to convey the original objective behind implementing the plan. This could take the form of a common objective listed above, such as “generate the engagement and commitment of key stakeholders in the project.” What are we doing and why? We are implementing the communication plan to generate engagement and commitment from key stakeholders.

When should you communicate the message? The needs of your target audience will determine the necessary frequency of communication. If you are unsure about the amount of communication needed, it is always better to err on the side of too much. In his article “Leading Change,” John Kotter says, “without credible communication, and a lot of it, employees’ hearts and minds are never captured.”

Where and how are you supposed to communicate? Effective communication often takes a large amount of effort and, more often than not, the message needs to be repeated several times. In order for employees to fully understand the strategy and the ways in which they contribute to success, Dr. Robert Kaplan suggests communicating the plans “seven times in seven ways.” This might mean making use of brochures, speeches, newsletters, videos, company website or intranet, workshops, etc. Any channel that has the ability to reach the target audience could be used; it could even take the form of internal blog posts at your organization.

Communication is a two-way street, so don’t forget to ask for feedback from others and to provide it as well. Remember, communicate effectively and communicate often.

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5 obstacles to strategic alignment –and how a communication plan can overcome them.

Have you ever been at work and overheard (or been directly asked), “Why are we doing this project?” or “Why did we stop focusing on this activity?” These seem like innocent questions, but as a strategy manager or executive leader, you might start to worry. The answers are in your strategic plan, and whether it was just rolled out last week or is in your plan from three years ago, your team should be using it as a resource for these kinds of questions—not operating in the dark.

If this situation sounds familiar, it’s time to take a step back and look at whether everyone understands your strategic plan. Below are five things that could be standing in the way of getting your teams to understand and adopt your business strategy , as well as ideas on how to overcome them.

Obstacle 1: No Interaction With The Business Strategy

If you polled everyone in your company, how many people could name the key themes or priorities in your strategic plan without going to the intranet? If the answer is just a few, you may not be doing enough to make employees aware of it.

It’s common for teams to learn about a strategic plan via an orientation session or executive memo, which likely happens only once a year or quarter. Most employees don’t interact with the strategy or have any knowledge of it beyond this communication, making it easy to forget.

Try the following to increase team interaction with the strategy:

• Print your five strategic plan themes on business cards. Ask people to carry it with them—this is called a “pocket strategy.”
• Dedicate internal communications to themes and initiatives. For example, post your five themes in the break room, share success stories in meetings, and shower attention on individuals and projects that represent key areas of the strategic plan.
• Draw a strategy map like the one shown below and post it on the intranet and office walls (perhaps in the shape of a house or other recognizable, catchy graphic). Software like ClearPoint can help you consistently publish your results on your intranet.

Obstacle 2: No Connection To The Business Strategy

Employees may be interacting with strategic initiatives every day, but that doesn't mean they understand how their role connects to the strategy itself. If team members struggle to make an association between their daily work and the five-year direction of the organization, they won’t understand or remember much of the strategic plan.

To help connect employees to the strategy:

• Using the business cards from your pocket strategy above, ask teams and departments to circle the themes they contribute to most and write how they contribute. Share these cards in internal meetings.
• Have your executive leaders highlight the contributions of one team or department per month, giving shoutouts to work that is directly supporting the strategy.
• Draw clear linkages between work plans, budget, and strategy. This will connect all of your department activities to the strategic plan. (This isn’t easy, but here’s an article that can help.) ClearPoint has alignment reports to help visualize the connections.

Obstacle 3: Weak Links Between Current Activities And Future Strategy

Strategies are typically visions five years into the future of an organization. Should you wait until the end of those five years to reevaluate your strategy? Obviously not, but some organizations end up in this boat purely by lack of foresight. If you’re not consistently linking what your organization does currently with your long-term vision of the future, it will weaken the relevance of your strategic plan.

Try the following to help link current activities with future strategies:

• Create and discuss Key Performance Indicators (KPIs) and targets. Start with a five-year target, then work backward to create KPIs for each year (including the current one), sharing metrics and results along the way.
• Explain how projects link to your strategy. For example, when you are investing in modernizing your infrastructure, explain how recent innovations connect to the strategy.
• Meet regularly and share progress results in real time. ClearPoint has workflow automations to ensure making updates is easy and painless.

Obstacle 4: Lack of motivation to get involved with business strategy.

Sometimes just talking about a strategy isn’t enough—you need to sell the idea of it to get buy-in. Your executives might be pumped after long and lengthy strategy discussions, but anyone who wasn’t involved in the higher-level thinking might require some motivation to get on board. You’ll need to find ways to engage everyone and get them excited about making the plan work.

The following tactics can help motivate your employees to execute strategy:

• Discuss and implement metric-focused incentives. For example, a group that hits KPI targets might be rewarded with bonus pay or an office celebration.
• Drive ownership by assigning individuals to update and report on various elements or components of your plan.
• With ClearPoint, you can have visibility directly into your strategy with our Teams integration, and you make updates without leaving Teams.

Obstacle 5: Lack of opportunity to provide feedback on the strategy.

Strategic plans are devised by leadership teams, but employees are the ones who carry out the daily work. To get and maintain buy-in from them—and perhaps gain some valuable perspective your leaders haven’t thought of—give everyone opportunities to react, ask questions, and contribute feedback.

• Keep them in the loop with frequent performance updates. At ClearPoint, for example, everyone stays up to date on strategy progress via weekly emails.
• Ask for feedback during team meetings. Your employees are best-positioned to know why things are going the way they are.

Communicating Your Strategy To Your Biggest Skeptics

In a previous post, we identified the four types of strategy skeptics you’re bound to run into and how to help them get on board with your plan. But what do you say to those individuals if they need that extra “nudge”?

1. Complex Chris

Chris thrives on making processes far more complex than they actually need to be. When Chris creates a complex report or process, he enjoys the feeling of accomplishment and likes being depended upon.

“What should I say to help Chris simplify his processes?”

You may consider sending out a pre-read of your reports so no one in management is confused or frustrated with complicated information during a meeting. On top of that, you’ll need to remind Chris that the number-one goal of strategy reporting is to provide clear, relevant information necessary to the management team so they can make decisions.

Express to him that the information he provides should be relevant, reliable, and clear. For example, explain to him that charts shouldn’t take more than 5-10 seconds to decipher—and that data tables shouldn’t have an overwhelming number of columns or rows. You also may want to give Chris a simple standard he needs to adhere to based on what he’s in charge of. That alone could prevent unnecessary complexity.

2. Doubting Deb

Deb doesn’t ever feel comfortable with the data being presented and brings her doubts up regularly—making it difficult for everyone in the department to stay on the right track.

“What should I say to help Deb trust the data?”

Presenting information as consistently as possible may help Deb benchmark results month-to-month and feel more confident overall. If Deb still isn’t confident in your data or results despite this, it’s time to turn the tables and begin asking her some questions prior to your next report. Pull Deb aside and ask her to walk through some of the metrics she’s skeptical about.

Explain to her that you want to be sure your data is valid and bring up any of her solid ideas from previous meetings. You may also want to implement a few rules on when someone can voice their doubts regarding the data validity. For example, tell Deb that it’s fine to bring up concerns before the meeting, but not during.

Once you’ve explained where your data comes from, Deb will either be satisfied and agree with the validity or you’ll get insight into her real concerns about data validity. For example, Deb may tell you that she’s skeptical because your data sources aren’t open for everyone in the organization to view. In that case, you may want to consider ways to be more transparent with your data. (Note that if you use good reporting software, you can add your formulas and data sources online next to the charts.)

3. Forgetful Fred

Fred doesn’t ever follow through on his offers to assist with an initiative, which makes it very difficult for everyone else to do their job successfully.

“What should I say to help Fred complete his tasks on time?”

Fred needs to be held accountable for the task he was assigned. The next time Fred misses a deadline or “forgets” he was assigned to a particular project or initiative, take the time to explain why accountability is such a critical part of a successful strategy implementation. If this issue persists, you may want to consider implementing software that will assign out ownership of measures and projects. This may help Fred complete his work in a more timely fashion.

4. Siloed Sarah

Teamwork isn’t something that comes easily to Sarah, and she doesn’t see the point in working with other departments.

“What should I say to help Sarah work well with others?”

Creating cross-functional teams can help Sarah step outside of her comfort zone. Give her some real-life examples of how working on a cross-functional team improved a process or helped an organization or department come up with a new idea.

For example, if you’re a municipality, tell her a story of how someone in parks and recreation worked with someone in the police department to develop a process for communicating which parks need maintenance for issues that could cause safety hazards. Or, if you’re a software-as-a-service organization, you probably have a story about how someone from the development team helped automate the solution to a problem your sales team was working through.

Note: If you use ClearPoint , you could make Sarah a “collaborator” on multiple projects so that she can see her connection to other work that relates to the strategy.

Communicating Your Strategy: 5 Important Lessons

Included in the May–June 2007 Balanced Scorecard Report is an article written by business writer Lauren Keller Johnson called “Common Sense in Strategy Communication: Four Lessons from Canon USA.” (This article was obtained from the Harvard Business Review store.)

In her article, Johnson discusses four lessons that can be learned from the way Canon USA communicated its strategic plan throughout the company—a strategy that won them a place in the Balanced Scorecard Hall of Fame. These lessons are highly applicable to any organization, so we’ve summarized them below (and added one more of our own!) so you can avoid some of the initial bumps in creating your own strategic communications plan.

Lesson #1: “Don’t rely on written communication alone”

Present the strategic plan in many different ways.

Your employees all absorb information differently. So, for example, if you only use posters to convey your communication strategy and have some employees who aren’t visual learners, those employees won’t be affected. Or, if you only send an email explaining the strategy in a long, drawn-out way, employees who routinely ignore long emails won’t be affected. Case in point—be sure you present your strategic plan in many different ways. You should use a mix of video, audio, visual, and written strategy communication to employees so everyone can learn about the plan in the way that is best for them.

Be creative with how you present your plan

For example, Canon USA created “Strategy in Action: Canon Americas’ Strategy Playbook.” This playbook featured a color-coded version of the corporate strategy map and was designed by a graphic artist who had worked for USA Today. Consider doing something similar in your organization for a unique spin on your communication strategy.

Lesson #2: “Make your message clear and relevant”

Define your strategic terms.

For example, if “customer” is one of the key terms in your strategy, consider defining it outright. In other words, don’t assume your employees know exactly who your customers are and why you’re targeting them.

Use crystal-clear language

Using industry-specific acronyms may seem “smarter” or “easier”—but it is actually just the opposite. For example, the Canon USA strategy map doesn’t talk about “maximizing ROA.” Instead, it encourages employees to “find ways of lowering the cost of doing business,” “work together,” and “make Canon number one in all businesses.” Additionally, try to cut out any useless, jargon-laden phrases like “leveraging talent” or “optimizing strategy.”

Lesson #3: “Keep communication flowing in both directions”

Develop venues for bottom-up communication.

Do your employees know you want them to provide you with feedback? If you don’t have any defined venues for this bottom-up strategic planning communication, they probably don’t. Or, at the very least, they don’t know how to go about providing you with that feedback.

Consider the best avenue for constructive feedback based on your organizational structure and put it into place as soon as possible.

Lesson #4: “Tap into the workforce’s vision”

Be open to suggestions from the workforce.

It’s one thing to have a strategic plan—and another thing entirely to find out how that plan is affecting your employees. If the leadership team is able to put themselves in the shoes of lower-level employees and see the strategy at work from their perspective, the leadership will be more willing to consider new and updated solutions to problems.

Be flexible

After you set your strategic plan, you need to be willing to make adjustments when necessary. Be sure to stay in tune with what is and isn’t working properly, and realize that you may need to step back and alter your strategic plan based on the feedback you’re getting.

Last but not least is a lesson that stems from our own experience, which is:

Lesson #5: “Make your progress visible”

Meet regularly.

Provide a continuous stream of information to keep people interested and engaged. It isn’t enough to touch on strategy only once every six months, or even once a quarter. Instead, bring it to the forefront frequently. Encourage departmental teams to meet once a week to review their KPIs and discuss departmental strategy in connection with the organization’s overall plan. As an organization, try to meet monthly.

Keep it simple

The more frequently you communicate results the simpler your communications should be—you can’t expect people to spend hours analyzing Excel spreadsheets every week. (Nor do you want to be stuck in a loop creating them!) Make use of a streamlining strategy software tool like ClearPoint.

Not only will it enable you to share visually attractive dashboards that show the most important KPI statuses at a glance, but you’ll also leave the hard work of generating reports to the software, which does that automatically and distributes reports on a predetermined schedule.

Simplify Your Strategy Communication Plan With Clearpoint Strategy Software

Bringing a strategic plan to fruition is a complicated endeavor; our mission is to simplify the process so you can get the job done. Not only do we provide an easy-to-use platform to communicate your plans and progress, but we also simplify the tasks associated with strategy reporting.

Using ClearPoint, you can:

• Create strategy maps for your company and departments, and share them with employees.
• Communicate progress by creating different KPI dashboards for various audiences.
• Use visual status indicators to show performance at a glance.
• Generate reports automatically on a predetermined schedule.
• Automatically distribute reports to the intended audiences on a schedule.

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All those capabilities allow you to make strategy information visible and transparent for everyone in your organization—the stuff of strong communication. If you make it easy for your employees to both access the strategic plan information and provide you with constructive feedback, you’re going to see far more strategic success.

Interested in taking a tour of our software? Contact us and let us know what time works best for you. We can’t wait to show you around!

Master Strategic Communication with ClearPoint Strategy Software!

Implementing a Balanced Scorecard or any strategic plan is only effective if your employees understand and align with it. At ClearPoint Strategy , we provide the tools to help you develop a strong communication plan that ensures your strategy is known and embraced at all levels of your organization.

Ready to enhance your strategic communication? Book a demo with ClearPoint Strategy today and discover how our software can streamline your communication efforts.

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Strategy communication faq:, what is a strategic plan.

A strategic plan is your organization's long-team goals and highlights how you want to grow in specific categories. The strategic plan lists objectives and goals for each area your company would like to grow, and lists initiatives the organization will take to meet their goals.

How do you use visuals to make your communication more engaging?

Design a strategy map, or design a visual showcasing your main objectives to improve engagement with strategy. Research indicates that communicating with visuals helps increase retention of information!

What can leaders do to communicate their commitment to the strategy?

Leaders can show their buy-in to the strategy by continuously bringing up the strategy in discussions.

Who is the target audience when communicating strategy?

Communicate your strategy to employees, stakeholders, and potential investors to highlight the direction you hope to see the company grow. Depending on the target audience, how you communicate your strategy will change.

Can you publicly communicate your strategy?

Yes, many large organizations publicly communicate their strategy and use their strategy to attract more buyes.

What are the benefits of sharing your strategy?

By sharing your strategy, you build trust within your team and allow them to feel connected to company goals. This will make it easier to meet your goals and make your vision and reality!

How do you create a strategic communication plan?

To create a strategic communication plan:

- Define Objectives: Clearly outline the goals you want to achieve with your communication efforts. - Identify Target Audiences: Determine who your key audiences are and what they need to know. - Develop Key Messages: Craft clear and consistent messages tailored to each audience. - Choose Communication Channels: Select the most effective channels for reaching your target audiences (e.g., email, social media, meetings). - Establish a Timeline: Create a detailed timeline for when and how each communication activity will take place. - Assign Responsibilities: Designate who will be responsible for each aspect of the communication plan. - Monitor and Evaluate: Continuously track the effectiveness of your communications and make adjustments as needed.

What are the five components of a strategic communication plan?

The five components of a strategic communication plan are:

- Objectives: Specific, measurable goals that the communication plan aims to achieve. - Target Audiences: The groups or individuals that the communications are directed towards. - Key Messages: Core messages that convey the essential information and persuade the target audiences. - Communication Channels: The mediums through which the messages will be delivered (e.g., email, social media, press releases). - Timeline and Responsibilities: A detailed schedule of communication activities and the assignment of tasks to specific team members.

How does strategic plan implementation work?

Strategic plan implementation works by:

- Setting Clear Goals: Defining specific objectives and outcomes to achieve. - Developing Action Plans: Creating detailed plans that outline the steps necessary to achieve the strategic goals. - Allocating Resources: Ensuring the necessary resources (e.g., budget, personnel, technology) are available and allocated appropriately. - Monitoring Progress: Regularly tracking progress towards goals using key performance indicators (KPIs) and other metrics. - Adjusting as Needed: Making adjustments to strategies and action plans based on performance data and changing circumstances. - Communicating Progress: Keeping stakeholders informed about progress and any changes to the plan.

Why is a strategic plan important?

A strategic plan is important because it:

- Provides Direction: Offers a clear vision and direction for the organization. - Aligns Resources: Ensures that resources are allocated effectively to achieve strategic goals. - Improves Decision-Making: Guides decision-making by providing a framework for evaluating options. - Enhances Performance: Helps set measurable goals and track progress, leading to improved performance. - Engages Stakeholders: Engages employees and other stakeholders by clearly communicating the organization's goals and how they can contribute.

How do you create a strategic plan roadmap?

To create a strategic plan roadmap:

- Define Vision and Goals: Clearly articulate the organization’s vision and long-term goals. - Identify Key Initiatives: Determine the key initiatives and projects that will drive the achievement of the goals. - Set Milestones: Break down the initiatives into specific, time-bound milestones. - Allocate Resources: Assign the necessary resources (e.g., budget, personnel, technology) to each initiative. - Develop a Timeline: Create a timeline that outlines when each milestone and initiative will be completed. - Monitor and Adjust: Continuously monitor progress and make adjustments to the roadmap as needed to stay on track.

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• Why a clear communication plan is more ...

Why a clear communication plan is more important than you think

More often than not, clear communication can make or break successful projects. Clear communication in project management isn’t just about where you should be communicating—it’s also about which team members should be receiving which types of messages.

The good news is, creating an effective communication plan isn’t difficult. All you need to do is define your communication channels and align on when team members should use each. In this article, we’ll walk you through how to set up a communication plan and show you a template so you can create your own.

What is a communication plan?

Sharing a communication plan can give your team clarity about which tools to use when and who to contact with each of those tools. Without a communication plan, you might have one team member trying to ask questions about work in a tool that another team member rarely checks. Rather than being able to clearly communicate and move forward with work, each team member would end up frustrated, confused, and disconnected from the work that matters. Then, if they don’t have clear insight into who is responsible for each channel, they might end up reaching out to an executive stakeholder with questions that person can’t answer. What started out as a simple miscommunication has spiraled into three frustrated team members—and all the while, work isn’t moving forward.

What should a communication plan include?

Your communication plan is your one-stop-shop for your project communication strategy. Team members should be able to use the communication plan to answer project questions like:

What communication channels are we using? What is each channel used for?

When should we communicate in person vs. asynchronously?

What are the project roles? Who is the project manager ? Who is on the project team? Who are the project stakeholders ?

How are important project details, like project status updates, going to be communicated? How frequently will these be shared?

What shouldn’t be included in a communication plan?

A communication plan will help you clarify how you’re going to communicate with your project team and project stakeholders—whether these are internal team members that work at your company, or external stakeholders like customers or contractors.

A communication plan in project management is not a PR plan. This plan will not help you align on your social media strategy, identify a target audience, or establish key messages for different demographics. If you need to build out those plans, consider creating a  social media content calendar  or a  business strategy plan .

The benefits of a communication plan

Obviously  clear communication in the workplace  is a good thing. But do you really need a written communication plan to do that?

In a word: yes. A good communication plan can help you communicate the right information to the right project stakeholders. Executive stakeholders don’t need to be notified about every project detail—similarly, every project team member might not need to be on a conference call with your external partners. By clarifying where and how you’ll be communicating, you can reduce the guessing game and unblock your team.

Less app switching

We recently interviewed  over 13,000 global knowledge workers  and found that the average knowledge worker switches between 10 apps up to 25 times per day. Instead of focusing on high-impact work or even collaborating effectively with their team members, knowledge workers are sinking hours into simply trying to figure out where they should be communicating.

A communication plan can eliminate this guessing game. For example, if your team knows that you only communicate about work in a  work management tool , they can search for key information there—instead of digging through document folders, Slack messages, and multiple email chains. Similarly, when you know that a team member is only tangentially working on the project—and is only being looped in during high-level status reports—you won’t bother them with a question about when the next  project deliverable  is due.

We have created communication guidelines around what software or what tools are best for what. Asana is for action, Slack is for quick responses or answers to things that are floating around. Email is more official and mostly external facing. By doing that, and creating the proper communications guidance, it really helps reduce the noise.”

Increased collaboration

Team collaboration isn’t an effortless process that happens by itself—it’s a skill that you and your team have to build. One part of creating effective  team collaboration  is clarifying your team’s communication conventions. That’s because a big barrier to effective collaboration is feeling comfortable communicating—especially if you work on a  remote or distributed team . If your team feels unsure because they’re still trying to figure out how or where to communicate, they won’t be fully comfortable talking to one another.

Your communication plan is a chance to clarify where team members should be communicating. Depending on the level of detail, you can also include when team members should be communicating—and clarify team conventions towards setting “Do not disturb” mode or snoozing notifications.

By providing these guidelines, you’re effectively removing one of the biggest barriers to easy communication and collaboration between team members. When team members know where to communicate—and just as importantly, where not to communicate—they can be confident they’re sending the right message at the right time.

Less duplicative work

Currently, knowledge workers spend  60% of their time on work about work  like searching for documents, chasing approvals, switching between apps, following up on the status of work, and generally doing things that take time away from impactful work. Part of this work about work is not knowing where things should be communicated.

If team members don’t have a clear sense of where information is shared—things like your  project plan  or  project timeline —then they’ll have to dig through multiple tools or ask several team members just to find the right information. As a result, team members who are unclear about where they should be communicating about work also have a harder time simply finding existing work.

Work about work leads to more manual, duplicative work and less clarity overall. In fact, according to the  Anatomy of Work Index , we spend 13% of our time—236 hours per year—on work that’s already been completed. By sharing your communication plan, you can give your team clarity into exactly where work lives, so they don’t have to spend all that time finding it themselves.

How to write a communication plan

A communication plan is a powerful tool—but it’s also relatively easy to create. You can create a communication plan in four steps.

1. Establish your communication methods

The first step to creating a communication plan is to decide where your team will communicate—and about what. This includes when to use which tools and when to communicate live vs. asynchronously. Live, synchronous communication is communication that happens in real time. Conversely, asynchronous communication is when you send a message without expecting someone to reply right away. We all use asynchronous communication every day without realizing it—most notably, every time we send an email.

As you define your communication plan, identify what to use each tool for. For example, you might decide to use:

Email to communicate with any external stakeholders.

Slack for synchronous communication about day-to-day updates and quick questions.

Asana to communicate asynchronously about work, like task details, project status updates , or key project documents.

Zoom or Google Meet for any team meetings, like project brainstorms or your project post mortem.

2. Align on communication cadence

Now that you know where you’ll be communicating, you also have to identify how frequently you’ll be communicating. Your communication cadence is your action plan for updating different stakeholders about different project details.

For example, you might decide to schedule:

Weekly project status updates posted in Asana to all project stakeholders and sponsors.

Monthly project team meetings to unblock any work or brainstorm next steps.

Asynchronous project milestone updates in Asana as needed.

3. Add a plan for stakeholder management

Running a successful project often depends on getting stakeholder support and buy-in. At the beginning of the project, you’ll do this during the  project kickoff meeting —but it’s also critical to maintain stakeholder support throughout your project.

Take some time as you’re drafting your communication plan to detail when to communicate with each project stakeholder, and about what. Some people, like your key project team members, will be communicating about this project regularly—maybe even daily. Other project stakeholders may only need to be looped in during project status updates or maybe just at the final readout.

By listing out how you’ll be managing communication with stakeholders, you can ensure they’re being contacted at the right time about the right things. The communication they recieve should answer questions at their level of detail and with a focus on business results and overall, high-level impact.

4. Share your communication plan and update it as needed

Once you’ve created your communication plan, it’s time to share it with your project team. Make sure your communication plan is accessible in your central source of truth for all project information. We recommend using  Asana  to track all project communication and work, so you can talk about work where you’re working.

If any changes impact your project communication plan, make sure you update it and communicate those changes. That way, team members always have access to the most up to date information.

Example communication plan

Communication plan template

Description of communication.

What type of communication is it?

How often will you be communicating?

Which tool will you be using? Is this synchronous or asynchronous communication?

Who is receiving this communication?

Who is in charge of sending out this communication?

Good communication starts with a communication plan

Clear communication can help you send the right message at the right time. Empower effortless collaboration while also ensuring every team member is being looped in at the right times. That way, your team can spend less time communicating about work and more time on high-impact work.

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10 communication plan templates—and how to write your own

There's a warning on the box my steam iron came in that says, "Do not iron clothes while wearing them."

This gave me pause for a few minutes, but it got me thinking about the kind of lawsuit that prompted lawyers to include an otherwise obvious warning on the box and the kind of crisis communication plan that came to exist in the aftermath.

Add that to the "pudding will get hot when heated" warning and the trademark "shower cap fits only one head" disclaimer, and you've got yourself an era in which communication plans are not only a helpful organizational tool but a very necessary one.

Successfully running a company requires clear communication across the board: with employees, customers, investors, and any other stakeholders. Any gap in communication can lead to difficulties that range from minor project blips to absolute disaster. And while they're necessary for crisis management, communication plans have plenty of other uses beyond ensuring your consumer doesn't give themselves third-degree burns.

Table of contents:

What is a communication plan?

A communication plan is your blueprint for delivering key information to appropriate stakeholders. It outlines the information that needs to be communicated, who it's meant for, the channel it's delivered through, and the folks in charge of it to ensure clear, consistent, and purposeful communication.

This document can look different depending on what it's used for. Here are some examples to give you an idea:

If I were creating a crisis communication plan for the unlikely event that someone irons their shirt while wearing it, I'd consider all the steps we'd have to take to avoid scrutiny and legal issues, like seeking medical attention, designating a spokesperson to represent our company, or press release strategies to address the issue. (I'd also consider whether the box should come with a logical analysis puzzle the user needs to solve before they can open it, but that's just me trying to fix the world one steam iron at a time.)

A marketing communication plan plays a different role. It's designed to outline responsibilities and initiatives within the grand scope of the marketing strategy to keep teams aligned and informed. One initiative I'd underline twice for our steam iron product would be to produce marketing imagery that clearly demonstrates how to iron a shirt—i.e., on an ironing board, not a body.

A product launch communication plan helps keep everyone on the same page regarding brand messaging, intended effects, and progress throughout the launch. Let's take Apple as an example. They're known for their meticulously planned and executed product launches. Their communication strategy involves creating anticipation through teaser campaigns, leveraging secrecy to build excitement, and hosting live events to unveil new products.

Bottom line: communication plans run the gamut. When it comes to format, some plans may be in a table format, outlining talking points and deadlines. Others may contain more of a narrative, meant to inform and update the reader on how a situation is being handled.

You can use a communication plan for both external and internal communication. An employee communication plan, for example, is only meant for your team's eyes. On the other hand, public relations communication plans can be used internally and can also be shared with relevant third parties for outreach and marketing purposes.

Communication plan templates

A communication plan is that one bookmark every employee clicks at the beginning of their day until they associate its main page with the smell of coffee.

Knowing what it is and why it matters is one thing, but understanding the different ways you can use a communication plan is another. Since there are so many different types of plans, I've put together a few templates to highlight the differences. Pick your (well-labeled) poison.

1. Marketing communication plan

This communication plan outlines your marketing initiatives for each audience. It tracks relevant information, including the person or team in charge of the project, tasks, timeline, communication channels, audience, and notes.

It also organizes this information based on each aspect of your marketing strategy, whether it's targeting existing clients, potential leads, investors, events, or any PR third parties. 

2. Crisis communication plan

No organization is immune to unexpected and challenging situations that can potentially harm its reputation and operations. This communication plan outlines a systematic approach to addressing crises, including key team members, their responsibilities, communication channels, and the predefined strategy.

It should include clear guidelines for rapid response, methods for updating stakeholders, and ways to mitigate potential damage to the organization's image. The plan should always outline the key crisis management team, their roles and responsibilities, procedures for identifying the crisis, and how to work with media outlets and external entities.

3. Internal communication plan

This communication plan is designed to ensure employees receive timely and relevant information, have clear visibility of organizational goals, and stay informed about key developments within the organization.

It includes details on communication channels, such as newsletters, meetings, and virtual seminars. Typically, it outlines how the leadership team communicates with employees, how frequently they can expect updates, and methods for gathering feedback to enhance internal communication across the board.

4. Social media communication plan

A social media communication plan guides a company's strategy in utilizing social media platforms for its communication goals. It's important for building a strong online presence, engaging with your target audience, and managing your company's reputation in the digital world.

To make the most of your social media communication plan, define the target audience on each platform, outline KPIs for measuring success, and establish helpful guidelines that can tie into your crisis communication plan and leverage social media in case of an emergency.

5. Change management communication plan

The team's going to need an explanation and a plan of action now that Janice is walking down the office toward the door marked "manager" with a big smile on her face.

Its goal is to facilitate a smooth transition and should always include clear messaging regarding the reasons for the change, the anticipated benefits, and how this could affect employees. It outlines the timeline for the change, strategies for addressing concerns, available communication channels, and any feedback regarding the process.

6. Non-profit communication plan

Non-profits operate differently from other organizations, and their communication plans reflect that. The document effectively conveys the non-profit's cause, engages stakeholders, and develops support. 

Since it's designed to build awareness, foster donor relationships, and maintain a level of transparency about the organization's impact, a non-profit communication plan should include well-crafted messaging that aligns with the org's values, outlines the strategy for reaching and mobilizing donors, and plans how to make the most of communication channels such as social media, newsletters, and events.

For a unique touch that sets your non-profit communication plan apart, emphasize storytelling to humanize your cause and connect with your audience on an emotional level. For example, you might include an initiative that triggers an automatic email when a donor registers or makes a contribution—something that reflects their impact on the cause.

7. Product launch communication plan

To take it a step further, include messaging that addresses potential challenges and opens up the opportunity to receive feedback and gauge your customers' response to the launch.

8. Public relations communication plan

This communication plan is ideal for organizations that want to manage their brand reputation and build relationships with the public. Your brand image is an important aspect of business that can affect operations on every level, and nurturing it requires strategic communication, especially with media and public inquiries. You want the public eye to see you in your nice, freshly-ironed shirt.

A public relations communication plan includes key messaging, a media relations strategy, and a calendar of planned PR initiatives, as well as goals, target audiences, and metrics for monitoring the success of your PR efforts.

9. Employee communication plan

Any organization with a team bigger than six people can face major communication challenges, to say nothing of companies that employ staff in the hundreds and thousands. Company news, updates, policies, and initiatives that employees need to be aware of can be difficult to disseminate properly.

Sure, you can take your chances on a company-wide email, but it'll likely end up buried unopened somewhere in everyone's inbox, and you'll be standing there with the corporate equivalent of eating mango-scented shampoo.

An employee communication plan helps foster organizational transparency and workplace alignment within your team. It'll contribute to your company culture and enhance your employees' sense of belonging and connection to company goals.

This plan includes channels for internal communication as well as a content strategy that touches on employees' needs and concerns. While an internal communication plan focuses on the company's business goals, an employee communication plan addresses the company's internal development initiatives. 

10. Event communication plan

This communication plan guides your organization's efforts surrounding an event, ensuring effective promotion, coordination, and engagement. It's useful for managing the flow of information before, during, and after an event.

The plan includes key messaging, the timeline for the event's communication activities, strategies for putting channels like social media and email marketing to use, and how to properly approach inquiries and feedback from event attendees.

How to write a communication plan

Each type of communication plan contains a different set of elements, but the process of putting a communication plan together, regardless of its purpose, remains the same. 

1. Set communication goals

I hate sounding like every therapist ever, but communication goals are very important. If your roommate doesn't understand that your scream of pain from the other room means you might have accidentally ironed a shirt while wearing it, help isn't coming, and your room will smell like barbeque. 

If I were ironing a shirt, I'd outline my goal for a smooth, freshly-ironed shirt free of wrinkles, and I'd prepare for that by neatly placing the shirt, being conscious of those pesky corners, and keeping it nice and aligned before getting started. In the same vein, If I were writing a communication plan that focuses on brand awareness, I'd outline goals for social media campaigns and content marketing strategies. I'd aim to increase user engagement on each social media platform by a certain percentage, increasing visibility, ad clicks, and interaction with my brand.  

Clear communication goals give your organization a sense of direction and allow your team to accurately measure success, making adjustments based on tangible results.

2. Identify the audience

Each audience you're trying to reach through your communication plan will have its own unique expectations and concerns. The plan and the message within need to align with the audience's values and interests.

If you're writing for investors, the plan needs to outline your communication goals for them specifically, touching on relevant topics and important points. It would also designate how the information will be conveyed, by whom, and how to move forward if any variables were to shift. 

Who's telling the board that a customer ironed their shirt while wearing it?

A good practice is to segment your audience and create detailed personas to ensure your message is not only read but understood and embraced.

3. Outline key messages

The key information you're distributing through your communication plan is a delicate balance between the organization's goals and resonance with the audience. 

For example, a product launch communication plan doesn't really need your 25-year company trajectory outlined and explained. The key information here would pertain to the product itself, the process for the launch, steps to take, tasks to perform, and the timeline for the entire project.

Make your messages clear, concise, and compelling to leave a lasting impression. 

4. Choose communication channels

Outline which communication channels are best suited to execute your plan. For example, an employee communication plan should utilize private internal channels like meetings, internal platforms, or emails. Product launch communication plans should leverage external channels as well, like websites, social media, newsletters, and press releases.

Choose communication channels that fit the plan and can be integrated for a cohesive communication strategy that aligns with both your company's goals and the audience's preferences. Ask yourself: 

Who's meant to read this? 

How can I reach them? 

Is this private internal communication or is it meant for public distribution? 

Which channel would have the best visibility for my audience? 

5. Create a timeline

For the plan to be effective on any level, you need to outline its execution in a detailed timeline that sets the start and end dates of each initiative or item on the document.

Details such as specific dates for key events, launches, and regular updates anchor the plan and facilitate a proactive approach. The timeline is your audience's visual roadmap, and it is handy for allocating resources when you're executing your communication plan. 

6. Allocate resources

Putting the plan into action will require resources like budgets and staffing needs. Even time is a resource that needs to be considered. For example, your budget should account for advertising costs, materials, technology investments, and communication channels.

Allocating resources as soon as the timeline is clear ensures the communication plan runs smoothly and delivers the intended message across all initiatives. 

7. Designate responsibilities

If you run into an unexpected crisis situation while at the helm of an organization, even the most detailed communication plan won't make a difference if no one knows what they're supposed to be doing.

Designate responsibilities and outline who owns which task so that when the plan goes into action, your team can just refer to the document to know who's taking care of each task, who to reach out to, and what their part in the operation is.

This is important even in non-crisis situations. Let's say you're launching a new tech product. Your plan should designate your marketing director as responsible for presenting the new product concept and strategy to the company's executive board. It should also designate your marketing coordinators as responsible for any workshops or seminars for external partners like retailers and distributors. 

8. Create contingency plans

Always prepare for the unlikely. Create contingency plans to deal with challenges that might come up when you're executing your plan. What should the team do in the case of negative public reactions or technical difficulties? Who's taking charge of directing efforts in each aspect? How do you address potential issues should they arise? How do you pivot or proceed if you don't achieve your goals?

Be prepared for gaps in the execution, and outline proactive responses to bring the plan back on track.

9. Set metrics for evaluation

Measurement and evaluation are key for the development of your communication plan. You want to track and gauge how well the efforts outlined in your plan are performing.

You can monitor public perception and sales volume before and after implementing your crisis communication plan, or you can monitor KPIs like audience engagement, reach, and conversion rates when your new marketing plan goes into effect. In the case of internal and employee communication plans, you can monitor the change in processes and how it affects your team's efficiency and comfort levels. 

Leverage your communication channels to identify these metrics and areas for improvement, so you can keep adjusting your plan as you go.

10. Perform testing and gather feedback

While testing and gathering feedback are encouraged throughout the process, this relates more to testing your communication plan before you launch it.

For example, you can test how effective your communication plan is and how well it would be received through focus groups, pilot programs, or even internal experimentation.

Once you have feedback from your target audience, you'll be better positioned to refine your messaging and its presentation, and address pitfalls before you execute the plan.

Communication plan essentials

You don't want your communication plan to be just another document in your arsenal of organizational tools. The goal is to make it a piece of your strategy that actively contributes to better communication and company-wide transparency. In order to write an effective communication plan, here are some essential points to consider:

Monitor and adjust: Keep an eye on the plan's performance. Make efforts to adapt based on emerging trends, feedback, and unforeseen challenges.

Report and review: Set KPIs and review them to gauge the effectiveness of the communication plan and better prepare for future strategies.

Consistency and long-term planning: Maintain and encourage consistency in your messaging and plan for the long term. Align initiatives with your long-term communication goals.

You can launch exceptional initiatives with a communication plan template and set a unique process that's invaluable for your company's strategy in marketing, PR, change management, and crisis situations. The right plan can make your operations smoother, a bit like a steam iron would your shirt if you're conscious enough to not turn yourself into an ironing board.

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Hachem Ramki

Hachem is a writer and digital marketer from Montreal. After graduating with a degree in English, Hachem spent seven years traveling around the world before moving to Canada. When he's not writing, he enjoys Basketball, Dungeons and Dragons, and playing music for friends and family.

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Week 3 Assignment - Developing a Strategic Communication Plan Overview

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You have been assigned by the chief of police to create and implement a strategic communication plan to respond to the community following a high-profile use of force event by an officer with your department. While the use of force appears to have been legally justified and within department policy, there is still a great deal of negative reaction from the public. Preparation Review the steps for developing a strategic communication plan from Chapter 3 of Strategic Communication Practices: A Toolkit for Police Executives . Instructions Using the specific steps outlined, write a 2–3 page communication plan in which you:

• Outline the approach that you would use to research and interpret the situational analysis for your hometown.
• Determine the main goals and objectives of your proposed communication plan.
• Predict the target group of your communication plan.
• Provide a rationale for your response.
• Make sure to use the four specific steps found in Strategic Communication Practices: A Toolkit for Police Executives .
• Use two credible, relevant, and appropriate sources to support your writing. Cite each source listed on your source page at least once within your assignment. For help with research, writing, and citation, access the library or review library guides .
• This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions. The specific course learning outcome associated with this assignment is:
• Review principles and strategies of community- and problem-oriented policing.
• By submitting this paper, you agree: (1) that you are submitting your paper to be used and stored as part of the SafeAssign™ services in accordance with the Blackboard Privacy Policy ; (2) that your institution may use your paper in accordance with your institution's policies; and (3) that your use of SafeAssign will be without recourse against Blackboard Inc. and its affiliates.

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Developing a Strategic Communication Plan Overview

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