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Slap the Editor! Fine Points of the Successful Big Project Newsletter (Part 6)
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
Planning the Newsletter
In this series, it has become clear that specific sections of the effective and persuasive newsletter must be managed carefully. Each section has its role in creating a high-performance work culture. Now if just knowing what goes in to the sections was all that you needed, then this series might have an ending in sight. But the previous installments should have convinced you of the importance of precise planning efforts.
Planning Newsletter Efforts Precisely
Each newsletter issue will have to be started weeks or even months before it is published (or submitted). Planning cannot begin just after the last one is put to bed. Newsletter tasks must be integrated with workforce surveys, employee recognition programs, project phase changes and more. In other words, each newsletter issue will have its own weeks of planning, research, writing and deadlines that overlap with other newsletter issues.
That means the editor, or newsletter team, must collect names and information well in advance. There must be coordination with other departments such as performance management, HR, the business side, the steering committee and others. There must be ways to manage nominations, reminders to collect information and data, looking ahead to project changes that will need special attention before they occur. Major issues must be addressed at opportune times in …
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