The UnidosUS Communications and Marketing team was struggling to consistently deliver. I clarified roles, introduced new processes and tools, and worked with finance to create the organization’s first comprehensive communications budget.
Challenge:
Prior to joining UnidosUS, its Marcomm team had been without a leader for nearly a year, the board had just approved a new strategic direction, and a Presidential Election was less than a year away.
Further complicating matters, roles within the Marcomm team were murky, the team lacked clear processes and the tools to follow them, and an “agency” operating model required excessive time tracking and cost centers to start even the simplest project.
All of this had left the Marcomm team and many of its stakeholders frustrated.
I was an outsider bringing a very different career profile than my predecessors. That’s why UnidosUS hired me. With a new strategic direction, it was time for a new approach.
Solution:
In my first 30 days I diagnosed the situation through a series of candid listening sessions with leaders around the organization.
First, I used the “RACI” model to clarify responsibities, eliminate confusion, and create greater accountability. I also introduced an “integrated communications” approach, helping the team to sell out the 2024 Annual Conference ahead of forecast.
To improve planning, I introduced new concepts like Objectives & Key Results (OKRs) and brought in outside help to leverage Monday.com as the organization’s first central content calendar.
Finally, as the new budget year approached, I worked with the finance team to re-engineer the budgeting process and reduce the administrative burdens keeping Marcomm from doing its best work.
With roles better defined, the organization’s first centralized content calendar, and new senior team members, the UnidosUS Marcomm team is poised to do its best work yet.