Revised Potter Model

Front 1

6 main elements (in order)

Back 1

Before anything: Identify the research that would need to be done

1. Problem or Opportunity
2. Goals and Objectives
3. Strategies and Tactics
4. Measurement of Success or Failure
(And...Contingency Planning throughout!!

Front 2

Problem or Opportunity

Back 2

Pt. 1 of the RPM

- The issue(s) the plan will address (based on research)
- Identify target audiences who have a relationship to the issue(s)

Front 3

Sample case: problems for internal/employees audience

Back 3

- Low morale (assumed)
- Productivity issue (possibly)
- Hit to reputation

Front 4

Sample case: problems for external/stakeholders audience

Back 4

- Decreased share value

Front 5

Sample case: contingency questions at the problem stage

Back 5

- Will employees quit because of this?
- How can new employees be attracted with this in the media?

Front 6

Sample case: goals for internal/employees audience

Back 6

- Increase morale
- Address potential productivity issues
- Restore pride

Front 7

Sample case: goals for external/stakeholders audience

Back 7

- Regain investor confidence

Front 8

Sample case: contingency questions at the goals stage

Back 8

- What if productivity goes down?
- What if the quality of work goes down?

Front 9

Sample case: objectives for internal/employees audience

Back 9

80% positive 360 degree employee evaluations in six months

Front 10

Sample case: objectives for external/stakeholder audience

Back 10

Return stock to March 12 price (or higher) within 30 days

Front 11

Sample case: contingency questions at the objectives stage

Back 11

What if major investors demand more?
What if employees now completely distrust management?

Front 12

Sample case: strategies for internal/employees audience

Back 12

Have CEO take charge to change employee perceptions

Front 13

Sample case: strategies for external/stakeholder audience

Back 13

Communicate with investors that Cerner Corp. is strong, productive and in no danger of downsizing or reducing its financial forecast

Front 14

Sample case: contingency questions at the strategies stage

Back 14

What if confidence is lost?
What if other emails or memos surface?

Front 15

Sample case: message(s)/source(s) tactics for internal/employee audiences

Back 15

- CEO: "I humbly apologize - I was out of line"
- Managers: "We know that you are doing great work."
- Managers: "What would you say to us about our performance?"

Front 16

Sample case: message(s)/source(s) tactics for external/stakeholder audiences

Back 16

- CEO: "I now know that work cannot be measured in the number of cars in the lot...here is the astounding work we've accomplished [List]
- HR VP: Tally number of bus/bike/walk commuters, telecommuters; "Company taking advantage of cost savings associated with being flexible - makes company strong and able to compete"

Front 17

Sample case: contingency questions at the message(s)/source(s) tactics stage

Back 17

- What if employees don't accept apology?
- What if employees provide many negative responses?
- What if employees really were taking advantage and there is no legitimate excuse?

Front 18

Sample case: media tactics for the internal/employees audience

Back 18

Face-to-face and Intranet
CEO: Personal visits to front line; Job shadows employees with top results who don't have cars in lots; Videos on Intranet showing "top employees" and CEO apologizing

Face-to-face and written communication
- Managers: face-to-face meetings/lunches; thank-you cards (hand-written and personally delivered)

Front 19

Sample case: media tactics for the external/stakeholder audience

Back 19

Face-to-face and video
- Exclusive story offered to prominent reporter at top financial publication
- Video of CEO job shadowing "top employees"; make available to financial bloggers

Front 20

Sample case: contingency questions at the media tactics stage

Back 20

- What if CEO looks disingenuous on camera?
- What if nobody wants to pick up the story?

Front 21

Sample case: timing tactics for the internal/employee audience

Back 21

Now

Front 22

Sample case: timing tactics for the external/stakeholder audience

Back 22

ASAP - Make sure employees hear story first, but do not delay

Front 23

Sample case: budget tactics for internal/employee audience

Back 23

- Adequate for video production, Intranet resources, thank-you cards, 360 degree employee evaluations

Front 24

Sample case: budget tactics for external/stakeholder audience

Back 24

- Adequate for video production

Front 25

Sample case: measurement - monitoring for internal/employee audience

Back 25

Managers keep checking pulse of employees (weekly or bi-weekly)

Front 26

Sample case: measurement - monitoring for external/stakeholder audience

Back 26

- Keep eye on stock
- Watch comments on financial blogs

Front 27

Sample case: contingency questions for measurement - monitoring stage

Back 27

What if employees fatigue of being asked?

Front 28

Sample case: measurement - evaluation for internal/employee audience

Back 28

Success
- 80% (or more) of employee 360 degree evaluations show positive attitudes toward the company

Failure
- High employee turnover, low employee job satisfaction

Front 29

Sample case: measurement - evaluation for external/stakeholder audience

Back 29

Success:
- Stock price returns to March 12 price or higher within 30 days

Failure:
- Continued drop in share price or only modest recovery

Front 30

Research stage

Back 30

Prior to anything else.
- Say what research you would like to do
- Make assumptions about what you would expect the research to show

Front 31

What should be a direct match to what?

Back 31

Measurement - Evaluation should be a direct match to the Objectives

Front 32

Goals

Back 32

The first part of Part 2 (Goals & Objectives)

What do you expect to achieve overall?

Front 33

Objectives

Back 33

The second part of Part 2 (Goals & Objectives)

What do you expect to achieve for each target audience? (Must be SMART: Specific, Measurable, Attainable, Relevant, & Time-Sensitive)

Front 34

SMART

Back 34

- Specific
- Measurable
- Attainable
- Relevant
- Time-Sensitive

Front 35

Strategies

Back 35

The first part of Part 3 (Strategies and Tactics)

What does the organization intend to do/not do?

Front 36

Tactics

Back 36

The second part of Part 3 (Strategies and Tactics)

What step-by-step details must happen to accomplish the strategy?
- Message(s)/Source(s)
- Media
- Materials
- Timing
- Budget

Front 37

Measurement of Success or Failure

Back 37

- Monitoring throughout (prepared to adjust)
- Evaluation (aligned with Goals and Objectives)