Communications That Land: Four Core Steps That Actually Drive Results

Tanya Pikula:

I am someone who likes structure and formulas. There is probably a version of my life where I leaned further into math and science for that reason. Since I chose communications instead, I have tried to bring that same instinct for order into the work. Over time, I have found that most effective communications, regardless of the objective, can be broken down into four core moves.

Once you are clear on your objectives for communicating – for instance, raising awareness, managing a crisis, or supporting change – everything comes back to the following four decisions:

1. What are your audience segments?

There is almost never just a single “audience.” Usually there are groups, each with different stakes, knowledge levels, and sensitivities. Strong communications begins by mapping those segments and being honest about what each group cares about. If you aren’t sure, go talk to the program or policy area.

Ask a few direct questions. What does each group most want to hear right now? What do they fear? What do they already know, and where are the gaps? What might trigger skepticism or resistance?

Take a new environmental policy. Organizations expected to comply are likely looking for clarity and certainty. They want to understand the clearest path to compliance, timelines, costs, and consequences. Environmental advocates are asking something else entirely. Is this ambitious enough? What real benefits will this have to the environment?

If you send the same message to both groups, you will miss both. Segmentation does not mean changing the facts but foregrounding what matters most to each audience while staying consistent in substance.

2. What’s the sequence of your communications?

Who hears what, and when, shapes how your message is received.  Some stakeholders need to hear from you first because of their role, influence, or proximity to the issue. High touch stakeholders, internal leaders, or partners who will be asked questions by others should not be learning about major developments at the same time as everyone else.

Consider a major organizational reorganization. Senior leadership and managers should be briefed first and equipped with clear, consistent talking points. They need enough context to answer questions and enough alignment to avoid mixed messages. Once that group is prepared, broader staff communications can follow.

There are also moments when simultaneous release makes sense, particularly when transparency is the priority or when information cannot be contained.

Poor sequencing can erode risk and confusion, so think it through carefully.

3. What channels should you use?

Channels are not interchangeable. The same message delivered through the wrong channel can feel impersonal, confusing, or easy to ignore. If you miss the channel, you miss the audience.

Start by matching the channel to the audience and the level of importance. High touch stakeholders often expect direct outreach: a phone call, a one-on-one meeting, or a tailored email signals respect and allows for dialogue. Broad awareness campaigns may rely more on digital channels, social platforms, or newsletters.

Behavior matters just as much as demographics. Some audiences live in email. Others engage more on internal platforms or social media. Some will never seek out information proactively, which means you need to push it to them in a format they will actually notice.

An 86-year-old grandmother who is not comfortable with technology is unlikely to see your social media post. She is far more likely to read and appreciate a mailed flyer about a new program in her community. A Gen Z audience, on the other hand, is far less likely to be on Facebook and much more likely to engage on Instagram or TikTok.

There is also a strategic choice between proactive and reactive communication, and it does not need to be uniform across audiences. Some stakeholders should be engaged directly and proactively because of their role or need for clarity. However, not every audience needs to be prompted or activated. Waiting for certain groups to seek you out can reduce noise, avoid escalating issues unnecessarily, and ensure your effort is focused where it is actually needed.

4. How long should your communications last?

Ask yourself what your communications goal is for each audience. For instance, is it transparency, building awareness or understanding, or behavior change?

There are moments when one and done is appropriate. Transparency announcements, regulatory disclosures, or time-sensitive updates may not require a long tail. The goal is simply to make information available clearly and promptly.

Other situations might be more complicated.

For example, if you are introducing a significant change, early signals can help prepare your audience. This might include sharing context, naming challenges, or gradually introducing new ideas before a formal announcement. It reduces shock and builds readiness.

Sustainment matters just as much as the initial message. If you want people to adopt a new process, comply with a policy, or shift how they think, you need to reinforce the message consistently over time. That could include reminders, success stories, leadership reinforcement, or updates on progress.

Let’s say you are introducing new health and safety measures in response to a crisis, and you need broad compliance: a single message will not be enough. You need to reiterate across channels over time so people not only hear the message, but they remember it and act on it.

The same applies to internal change. If you are rolling out a new data management system that requires staff to work differently, awareness is only the starting point. You need to carry people through the full journey: building understanding, addressing friction, reinforcing expectations, and supporting adoption over time. Without sustained communication, even well-designed changes can stall.

Bringing it together

These four moves – audience segmentation, sequencing, channels, and duration – are tightly connected. Decisions in one area shape the others.

If you get them right, even a simple message can land with clarity and impact. If you get them wrong, even the most carefully worded communication will struggle to achieve its goal.

Write the four moves out on a post-it note, put the note on the edge of your monitor, and make it a habit to look at the rules every time you kick off a new communications project. Works for me, at least.