By Guia Luistro and Isabel Camus
The Philippine Air Force (PAF) began its transformation journey in 2014 when it gathered officers and staff from all ranks and levels to craft Flight Plan 2028, its long-term strategic reform agenda. PAF continues to make rapid progress in the Performance Governance System (PGS) and has successfully established its Strategy Management Office (SMO) and Multi-Sector Governance Council (MSGC). Amidst preparations for independent validation of its governance successes, ISA sat with PAF MSGC member Dr. J. Prospero “Popoy” De Vera III (University of the Philippines Vice President for Public Affairs) who shared his views on how to make the most of strategic communication within transforming organizations. Here are our key takeaways from the interview:
1. Help others discover the bigger picture – “We need to develop better linkages with key political leaders so they are appraised with how things are moving and we can get better legislative support. One problem is there seems to be a sense of impatience from the political leadership because they don’t see the bigger picture. That’s why we need to make allies and help them understand the big picture. We can’t have an airplane in the span of a few months. The fact that there is impatience means they do not see the big picture. Politicians don’t have very long-term planning mindsets, so that is something PAF needs to contend with. PAF needs to make them understand so that even if their planning horizon is short, they’ll be able to see the big picture and support the Flight Plan.”
Strategic communication takeaway: Not everyone is going to understand what you’re trying to accomplish. That’s why you need to help them understand the bigger picture.
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Dr. J. Prospero “Popoy” De Vera III during a PAF MSGC meeting. Photo: Philippine Air Force
2. Take advantage of windows of opportunity – “There is currently strong public support for the modernization of the Armed Forces of the Philippines (AFP) because of issues in the West Philippine Sea. But there needs to be more urgency in making the most of this support since that window of opportunity might close. Competition for the attention and resources of the current administration is very challenging. While those windows are open, you need to conduct activities and have a sense of urgency. The opportunity might not be there a year from now.”
Strategic communication takeaway: There is always going to be an opportunity that you can make use of. Don’t hesitate and throw away your chance.
3. Internal stakeholders are the best brand ambassadors – “If internal stakeholders say nice things about their institution, that’s free media mileage. I keep emphasizing the importance of creating a story. If you don’t sell a story, someone else will produce a story and it will usually be a bad one. You need to have the internal stakeholders understand the story. It is critical.”
Strategic communication takeaway: Don’t wait for someone to fill in the gaps of your story. Create a story and make sure your internal stakeholders understand it.
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An aerial view of the testimonial parade for the retiring Commander of the Armed Forces of the Philippines Central Command. Photo: Philippine Air Force
4. Clear top to bottom communication is always a challenge – “From the start I wanted them [/fusion_builder_column][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][PAF] to take note of their social media presence and how their different media platforms interface with one another. We needed to answer the question: ‘How do you sell the Flight Plan from top to bottom internally?’ The good thing about a military organization is that it is very hierarchical. Information flows from top to bottom naturally. It is different in organizations like UP because each department has a certain level of autonomy. While it is easier in the military, the level of understanding changes as it moves from top to bottom and it can be challenging. That’s why we came up with the idea of having a competition to allow the different units come up with videos to explain the Flight Plan from their own perspective.”
Strategic communication takeaway: Try out innovative ways of helping your internal stakeholders understand what you’re trying to do. Make learning fun and interactive for them.
5. The value of the plan will determine continuity – “There is always a concern that plans can be replaced, but that’s only true if there is a better alternative. If there is a very good plan and program, then the path of less resistance for a new leader is to continue the plan. People don’t want to mess around with something good. The plan itself will determine the continuity. If there is ownership with the internal stakeholders it is very difficult to simply scrap it. No good leader will do that. You will waste a lot of time and energy changing something that is okay.”
Strategic communication takeaway: Brilliant plans with consistent execution will stand the test of time. You don’t need to worry about continuity if the plan is good and supported by internal stakeholders.
For more information on Flight Plan 2028 and the Philippine Air Force visit http://www.paf.mil.ph/flightplan2028/
To contact the editor of this story: Marielle Antonio ([email protected])[/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]