Print is not dead, and here's why: No matter what digital platforms emerge from cyberspace's infinite creative machine, human nature will always appreciate their personal interaction with the
printed word. It's something you can hold in your hand, it travels well, and it doesn't depend on wireless signals and proximity to a power outlet.
But, as every communicator knows, there is a downside to print: It's expensive, it's difficult to keep up with the 24/7 news cycle and it doesn't always reach your target audience.
No matter what hurdles print media may throw up in your way, print is still a viable and necessary tool for communicators of every breed - but that by no means gives PR practitioners permission to
sit back and rely on traditional writing practices. To combat the stagnant, flat nature of many print platforms, the language must speak volumes - and loudly.
But in an age where narrative strength often boils down to bullet points, and the most enticing information is that which the eyeball and brain can easily consume, how do you make each printed
word worth its weight in gold?
Jim Ylisela, group publisher of Lawrence Ragan Communications, delivered the following rather sardonic message during a presentation he made at the Ragan Corporate Communicators Conference
in Chicago. "The English language has anywhere from 250,000 to one million words, depending on who's counting. Companies seem to be using about 12 of them."
To increase communicators' word banks, he offered these tips for "reducing the babble" in printed communications:
1. Insist on clarity: Convey all messages in clear, simple language. Quantity does not correlate to quantity; using more words often buries the message and confuses the reader. Instead, use
a simple story without needless words to illustrate your point. And always pay attention to the rhythm and flow of the sentences. Read all written communications aloud before distributing them to
their intended audiences. If your tongue stumbles over some turn of phrase, the readers' eyes will do the same.
2. Find good verbs: "Verbs are the engine of strong writing," Ylisela says. Verbs convey action, and they are often the clearest and most effective way to make a point without a lot of
words. Always avoid show-off verbs (those that would appear on a verbal SAT test), verbs that end in "-ize" (utilize, for example), and noun-verbs (task, impact, action). Rather, use visual
verbs.
3. Be specific: Ylisela quoted E.B. White's The Elements of Style to illustrate this point: "Prefer the specific to the general, the definite to the vague, the concrete to the
abstract." Sometimes writers might mistake vagueness for creativity, but the reader certainly won't. Specificity rules.
4. Tell good stories: Printed communications evoke a sense of story-telling, which is where the medium differentiates itself from digital platforms. Use anecdotes to enrich otherwise flat
stories.
5. Avoid jargon and fancy or trendy words: If the subject of the piece contains terms that are specialized or technical, always make sure you explain them up-front; otherwise, the reader
may feel stupid for not understanding, thus making him/her less inclined to keep reading. Then, teach executives to avoid "corporate speak" in favor of simple words and essential details.
6. Take note of how your organization communicates: Look at past reports, e-mails, print publications, speeches, press releases, internal memos, etc., and see what mistakes have been made
repeatedly. Where did you stop paying attention? As a reader (and not a PR person), where did you stop caring about the message? Identify these weak points so you can be sure to avoid them in your
own writing.
7. Match your communications plan to your business plan: "You can't make an argument for better communication unless you make a business argument for better communication," Ylisela says. If
there is a disconnect between your organization's message - being creative, dynamic and innovative - and its printed communications - stiff, uninteresting, stagnant - expose that to senior managers,
and lobby for change.
8. Speak up when something isn't clear or interesting: It's the communicator's job to communicate weaknesses in the organization's communications ... got that? When you review a piece, ask
what you are trying to say, and what the one thing you want the audience to take away is. If the answers to these questions are not immediately clear, start revising.
CONTACT:
Jim Ylisela, jimy@ragan.com