- Avoid complaining about poor funding or any other internal problems in the public. Involve your whole organization. If internal communication is poor, why do you believe that external communication might be brilliant? (Try to fight funding problems and cuts in advance and internally as far as possible.)
- Stop staff members (artistic and non artistic) and stop board members telling bad messages in the pub. (Imagine what happens at stock exchange when only rumors arise…)
- Don’t tell people outside what doesn’t work, they do have their own problems (but tell your staff and board the truth very clearly). Tell people outside only what does work. Encourage your staff and board to do so, too.
- Press and media always have told you: “Only bad news are good news.” This is rubbish. Your performance is sold out? Your audience is going bananas? Your revenue has sky rocketed? Tell enthusiastic stories about these things.
- Try to establish a dialogue with press, media and your peers. Dialogue means trust building and long term relationships.
- Don’t discuss the past, you should learn from it, but you can’t change it. Look into the future.
- Think positive. Act positive. Send positive messages. Encourage your staff and board to do so, too.
- You produce artistic content at the highest possible quality standard. This is one of the core issues of your organization. Share your excitement about this with press, media and your peers. Encourage your staff and board to do so, too.
- Change the public mind setting towards your organization! What do people really know and think about you? How can you change this, if necessary?
- Survey the changing picture of your organization in public opinion on a regular basis and adjust your communication policy from time to time.