How to communicate with clout

Take control of your story

But a public profile comes with risks, especially if you leave your communications and media strategy in the hands of third parties (such as media outlets).

"The challenge in lots of contexts is being able to tell those stories in ways that don't compromise the people involved," Ms Haultain says.

"Not-for-profits have to be really careful about telling stories of clients or people they're supporting, for fear of crossing a line, whether it's privacy or their future success."

It's a tricky business, but full consultation and an understanding of the risks will smooth the way.

Ms Haultain's 20-year involvement with the Victorian Foundation for the Survivors of Torture - she is currently the chair - provides a case in point.

"It's very difficult for us to talk about clients. And the clients who are of most interest in the news are generally also the most vulnerable."

This means not just people in Australia, but their families and connections in places such as Afghanistan, Iraq and Syria, who could be affected by media reports.

Similar issues affect organisations working on domestic violence, with wards of the state, in disability care and in many other sectors.

"That's why it's best if groups take control of their own story-telling, rather than inviting big media in. That media will always want to talk face-to-face with an individual. And that's for good reason. It's an extremely powerful device, and that's what media thrives on."

She says it's fantastic if you're able to work with the media in mutually beneficial ways, but options include blurring identities and creating "composite" characters who maintain your not-for-profit's "fundamental truth".

Such matters require a bit of strategic thinking, as well as creating trust in your team and with your clients, to ensure they don't suffer as a result of speaking up, Ms Haultain says.

When the story moves faster than you can

Flu outbreaks in aged care homes, hoax bomb threats at schools, charges laid over a miscreant worker's actions: often, things are fine until they suddenly aren't.

Ms Haultain says there are "a huge number of issues" that can arise in areas such as aged care, education and early childhood care.

"To be honest it's startling to me that organisations working in that space haven't worked through the implications of being on the wrong side of a media story."

She cites as an example the series of bomb threats that swept Australian schools in January 2016, affecting nearly 600 schools in Victoria, Queensland, New South Wales and the ACT.

"That prompted many in education to consider: what happens when it happens to my school? How do we handle communications with students, parents, teachers? And what actions are we going to take?"

She says it also illustrated the way social media meant organisations were easily outpaced, with journalists monitoring Twitter and Facebook carefully.

"You need to be conscious of what sequence your communications take place: who you tell first, and how they might find out, and whether it's critical that they hear it from you, or from a Twitter repost, for instance."

What to do if you're 'under attack'

While things can be "tricky" if your organisation is in crisis, Ms Haultain says taking control is still (usually) your best option.

"My preferred model as a lifelong communicator is that it is better to speak than not. If you don't, somebody else will, and the public will make up their own mind about why you haven't spoken, and they may [infer] an awful lot, at odds with the truth."

There are occasions, though, if you find yourself under "severe attack" from an aggressive media pursuit, when there's "nothing to be gained from speaking out".

Knowing which approach to take needs to be considered case by case, and if you're unable to seek professional assistance, you should draw on your networks.

Develop your media and communications plans

Most organisations will want some kind of public profile, and that works better with a plan.

Ms Haultain says developing that plan can be as basic as recruiting talent with communications skills.

She says a "massive plan" or formal document might not be necessary. But clear thinking is.

This means having a clear understanding: "This is what we think and believe. This is the story we're trying to tell. This is the audience we're trying to get to."

"If stuff hits the fan, then we revert to these core values."

She says a platform of fundamentals - even in crisis - can help your organisation survive.

Basic crisis management may include ensuring everybody in the organisation knows who is to pick up the phone if 60 Minutes calls.

She stresses front-of-house staff are often the ones who need the clearest guidance about what to do about the media camped outside the building.

Even a simple plan should cover the basics, including "maintaining civil politeness", creating an "information tree" that spells out a policy on who tells and in what order, how to deal with several calls at once, ensuring someone is keeping tabs on what's happening on social media.

Often, an organisation will be aware that a big issue is looming on the horizon, such as a court case in which preparation is the key.

And it is important to consider your partners and how they might respond.

For example, one organisation Ms Haultain has worked closely with often deals with "dysfunctional families situations", often with other service providers.

"If you've set protocols, are your partners on board with that?"

In the same vein, you'll want to know that your "escalations work in the right order".

Why good comms may be your duty

Not-for-profits often find themselves at the centre of an increasingly politicised and divisive environment on matters ranging from asylum seekers to the environment to sex and gender issues.

And given mainstream media's insatiable appetite for "controversy and disagreement", Ms Haultain says it's possible for an organisation to make "a very quick pole vault into the public consciousness" with controversial comments.

Ms Haultain says the trick is to be able to "create that nuance" of an appropriate voice amid all the chatter.

"If you can put a view that's not hysterical, that's well-researched, well-considered, and comes from a source of real and long experience, I think you'll be taken seriously."

"In many instances NFPs may have a duty to do so, as the people with that wealth of insight. It bothers me sometimes that there's a lot of complaint about media treatment, but a lack of willingness to actually engage with it."

And now more than ever before, not-for-profits have the power to tell their stories.

"You don't need to wait for the tellie or print any more … and that direct communication is having a really profound effect."