The Special Ingredient

First impressions last

The great thing about the work I do is that it puts me in touch with a diverse cross-section of charities and causes, and enables me to meet and work with many talented people.

It's tremendously inspiring to encounter the wide-ranging challenges that the not-for-profit sector contends with on a daily basis; every challenge different, every solution demanding energy, innovation and versatility.

What I also see, however, is one need that all these organisations have in common; it's critical, fundamental, and pivotal in driving them forward and helping them to help others.

It's the need to appear special; to be perceived as different for positive reasons and, thus, to be able to make a lasting impression on all those with whom contact is made.

The purpose of this article is to outline the real benefits that accrue from clear, unequivocal and empathetic positioning, and how best to communicate that positioning. Ultimately, that's what being special is all about.

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Self-assessment

I'm sure you must often have pondered what it is that makes the organisation you work for special, but can you describe it in one sentence?

It's more difficult than it sounds. The tendency is to catalogue the many areas in which your organisation makes a difference, the lives it touches, the impact and effects it has; the wide range of qualities and attributes that make it what it is.

If you find it difficult, imagine what it is like for your audiences. What do you think they would say if they were asked the same question?

Identifying that special ingredient, that makes your organisation stand out, is a process that can easily start within the organisation; who better qualified create the cornerstone for effective communications?

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The sizzle

I think the dictionary definition that best sums up what 'special' is, is this one: 'Distinct in comparison to others of the same kind.'

In pure marketing terms it would be called the USP, unique selling proposition. In terms of creating, or- rather- highlighting the distinct communication platform for your organisation you could consider the tried and tested advertising man's maxim; 'sell the sizzle, not the sausage'.

Avoid getting bogged down in the many rich and reassuring details that attest to the professionalism and efficacy of your organisation and focus on the promise- how you change lives. That's what makes you special and makes people remember you. That's what helps you make connections and stimulates reactions.

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Empathy/Image

Take the charity, Dreams Come True (www.dctc.org.uk).

It's an organisation that helps terminally and seriously ill children, by helping them to live out their dreams. They've captured their specialness simply by portraying the message (and image) that 'the only limit to a dream is a child's imagination.'

It's the promise of what they deliver- the change they can bring about- the impact they can create.
The message could have been buried under swathes of 'about us' text (the sausage) on the website but instead they've captured the heart and soul of what they do clearly, unequivocally and empathetically (the sizzle).

As another example, Shelter capture their specialness in a belief (or vision) statement; 'Shelter believes that everyone should have a home.'

We all know what they stand for and what it is that they want us to remember about them. Their first impression lasts.

By being clear about what makes your organisation special, you are helping your audience to know the real you and what you stand for. While it is no guarantee of support, it is certainly making it much easier for them to understand why you are worth supporting.

It is the basis of building a relationship with them and getting their interest.

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What's special about you?

Every organisation I have come across has something that is special about them. Often it is buried deep down in their make up, occasionally crowded out by other messages.

The specialness becomes diluted or, worse still, washed away in a plethora of mixed messages.
If this happens, it's time to get back to basics and get into the process of self-assessment I touched upon. Undertaking useful research to understand what you need to say and how you need to say it can be a prohibitively expensive process, but it needn't be.

Consider the following questions:

• What is our impact on the people we support?
• How do we change lives?
• What's the one thing that we do better than anyone else?
• If we had one wish, what would it be?
• Why would I support this organisation?

Ask colleagues to consider them. Better still conduct a workshop with them to see what collective themes emerge. You could start by looking at the organisation's mission, vision and values, using those statements could spark inspiration. Have they been updated since they were originally written? Do they make sense? Gather together a range of communications that your organisation has produced during the last 12 months and audit each of them and record what they say. Do you get a joined-up picture of what your charity does? Are there any common themes?

Consider asking your existing supporters what it is they see in you and why they chose to support you. Look for existing channels and communication with supporters such as newsletters, appeals and your website to help you do this inexpensively. Their feedback will help to give you real insight.

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You are what you do

Once you have narrowed down exactly what it is that makes your organisation special, you can begin to build your proposition around it. Can you sharpen it into one sentence or even a few words? Could you use it as a strapline?

Check with other, similar organisations to make sure it's unique too. And once you're happy with it, don't be afraid to use it everywhere.

It doesn't mean that you have to re-brand the organisation. For some organisations, it might be the only sensible option. For most though, you can begin the process of positioning without a complete overhaul of the brand. A brand is really only a collection of values, aspirations and impressions, built up by a range of experiences. You can influence those experiences by what you say about you.

Everyone has something that is special about them. Take a close look at your organisation. Find out what it is that makes you special, then go ahead and tell everyone about it. People will then start to see your organisation the way you want them to; special.

Steve Harvey
Email Steve at steve @ thiswayup.co.uk