Greentarget

Executive leadership

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As the second Trump administration takes shape, professional services firms have more opportunities than ever to educate their audience and strengthen their authority in the media. But media opportunities come with a challenge: balancing the desire to provide timely insights with the risk of wading into polarizing political waters. 

As the White House publishes landmark executive orders in rapid succession, media outlets are seeking the perspectives of true authorities who can provide a unique perspective on each order’s meaning as well as its immediate and far-reaching ramifications. But truth be told, the pressure to provide on-the-spot speculative analysis of emerging or undefined policies tests the traditional boundaries of what authorities are typically comfortable with. 

How can professional services firms — particularly those with legal and regulatory expertise — decide when and how to enter the fray?

The following five-part framework will help you make the most of the media opportunities that come your way. 

1. When, How, and Why to Engage 

With “breaking news” headlines publishing at a head-spinning pace, generally avoiding political discussions altogether may seem like the safest option. But if you stay out of the most pressing conversations today, you essentially cede your authority to those willing to participate — and miss the opportunity to shape and direct thoughtful, nuanced dialogues. 

The key is to determine where your firm’s expertise meaningfully intersects with current policy discussions and prepare to participate skillfully. Focus your efforts on topics where your people can provide data and research-backed insights that add genuine value to the public discourse. 

Consider questions like:

  • Does your firm have specialized expertise and knowledge about the subject(s) making headlines? 
  • Have you made statements about these types of topics in the past?
  • Is your firm well-known as an authority in the sector or policy area under discussion?
  • Do you have research and data to back up your positions?
  • What topics impact your internal and external audience? Will they expect you to weigh in? 

Ultimately, your role in these fraught and confusing times should be that of an educator rather than an advocate. It’s your job to simplify challenging topics for reporters and help them accurately and effectively keep the public informed. Staying bipartisan and objectively explaining how executive actions might affect groups across various sectors is the best way to do that. 

2. Carefully Vet and Prepare for Media Opportunities 

Though it’s not wise to completely avoid media engagement in challenging times, it’s also not prudent to accept every invitation that comes your firm’s way. To safeguard your firm’s reputation and ensure a positive and productive interview, take time to:

  • Assess the outlet’s track record for accurate reporting and fair representation of sources.
  • Consider the publication’s audience and editorial approach, as these factors will influence how your insights are presented and received.
  • Know the ground rules. Is this interview on-the-record, on-background, or off-the-record? If it’s on-the-record, remember that anything you say can be quoted.
  • Choose your spokespeople thoughtfully. Determine who in your organization is best positioned to speak out about the topic and ensure they’re prepared for handling hardball questions. 
  • Evaluate the specific angle or focus of the planned coverage. Understanding the broader context of the story helps ensure your participation aligns with your communication objectives.
  • Hit your points. Prepare three to four key points that you want to make and return to those points time and time again.
  • Bridge and flag for maximum impact. Using statements like “here’s what I think is important,” “I don’t know the answer to that, but what I can tell you is,” or “a quick example that will help crystalize this is” will help to bridge you back to your key messages in an interview.
  • If a question is framed negatively, don’t repeat it. Strive to maintain a positive, professional, and neutral tone.

Above all else, ensure the opportunity aligns with what your firm truly wants to be known for — your mission and values, your priority practice groups, and what’s important to your company. 

And if you’re afraid the interview might go off the rails in ways that truly don’t feel worth the risk? Consider going on-background rather than providing on-the-record quotes. These opportunities can help your firm build valuable media relationships even if you’re not quite ready to enter the arena.

3.  Anticipate the Media’s Focus

The last several weeks have provided some insight into the Trump administration’s immediate priorities, which enables you to anticipate what reporters, editors, and producers will be covering in coming weeks and months.

 
Based on what we’ve learned so far, be proactive to identify ways your firm could weigh in on conversations about topics like: 

  • Immigration and refugee policies
  • DEI
  • Tax changes
  • Government spending
  • Trade and tariffs 
  • Healthcare
  • Education 
  • Cybersecurity and data protection
  • Energy and climate

The pace of the news cycle will require your firm to stay responsive to what’s happening minute by minute. But it’s also smart to anticipate what the main topics are going to be and carve out well-defined POVs that lean into and strengthen your firm’s positions of authority. 

4. Don’t Be Afraid to Offer Speculative Insights

While traditional media guidance often warns against speculation, the current landscape requires a more nuanced approach. Thought leaders can and should offer forward-looking analysis, as long as it’s done responsibly and within appropriate boundaries.

A smart way to do this is to ground speculative commentary in historical precedent, existing legal frameworks, and empirical research. Rather than making broad predictions, break down potential scenarios and their implications across different stakeholders. For example, you could make statements like:

  • “Based on similar policy shifts in the past, we typically see X, Y, and Z impacts across these sectors…”
  • “While we can’t predict exact outcomes, our research suggests several possible trajectories…”
  • “Looking at comparable regulatory changes, there are three key factors that tend to determine the impact…”

When offering speculative insights, always:

  • Clearly distinguish between known facts and potential outcomes.
  • Acknowledge multiple possible scenarios rather than committing to a single prediction.
  • Frame analysis in terms of “if-then” scenarios that highlight key variables.
  • Ground commentary in your firm’s specific area of expertise.
  • Maintain professional distance from political positions while explaining potential policy implications.

Remember that your role is to illuminate possibilities and help stakeholders prepare for various scenarios, not advocate for particular outcomes. 

5. Stay Adaptable as Policy Announcements Shift

Has the adage “change is the only constant” ever felt more accurate? As news breaks, be ready to respond nimbly to policy shifts and adjust messaging accordingly.

When policy changes occur:

  • Quickly assess the substantive changes and their relationship to your previous commentary
  • Update your analysis while maintaining consistency in your overall analytical framework
  • Acknowledge shifts in policy direction without appearing to take sides
  • Focus on explaining implications rather than critiquing changes
  • Use your historical perspective to provide context for new developments

Fast-moving changes present an excellent opportunity to demonstrate your firm’s depth of expertise and your ability to provide steady guidance during uncertain times. By maintaining a consistent analytical approach while adapting to new information, you can build lasting credibility with both media contacts and your target audience.

Be Part of the Media Conversations That Matter Most

There’s no doubt that the complexities of media engagement in today’s political climate require expert guidance and a strategic approach. 

Our team of media relations professionals can help your firm develop and execute a sophisticated communications strategy that positions you as a leading voice in your space. Get in touch with a member of our team to open a conversation about how we can help you navigate these challenging waters with confidence and authority.

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Corporate America’s diversity, equity and inclusion (DEI) programs are facing aggressive scrutiny—and professional services firms are not immune.  

Recent headlines are telling. Many, like Walmart, Google and some BigLaw firms, have retreated from the DEI efforts that were so widely publicized in the wake of George Floyd’s murder. Others, like Costco and Coca-Cola, aren’t shying away.  

But there are risks no matter how you approach the new landscape. Leaving DEI efforts intact may open some organizations to lawsuits and government enforcement actions. Doing away with them altogether, however, risks drawing negative attention to the organization. Either choice will likely incite backlash from employees, customers, and other stakeholders. Target, for instance, is currently being sued by shareholders who claim it concealed the risks of its DEI approach and facing boycott calls from consumers who support DEI.    

Whichever route your organization takes with its DEI decisions, communications will play a pivotal role in maintaining the trust of talent, as well as current and prospective clients. Amid ongoing uncertainty, a smart, multi-faceted communications strategy can lend stability to your firm, mitigate reputational risks, and lay the groundwork for what’s next.  

The Shifting DEI Landscape: Key Learnings for Communicators  

When it comes to DEI, it’s a murky time for employers of all shapes and sizes. The instability presents not only legal and workplace challenges, but a communications problem. How can you communicate authentically about a topic that remains in flux?  

Saying nothing—the path law firm K&L Gates chose before removing DEI language from its website—might exacerbate the problem. But saying something, however clearly, may backfire, too. A January statement about McDonald’s “Commitment to Inclusion,” for example, led to reports claiming that the fast-food giant had killed DEI—even though the statement itself was much more nuanced.  

Before laying out a plan, consider these three key learnings and how they may influence your communications.  

Put today’s climate in perspective. It can be tough to see outside of the whirlwind that is the current news cycle. But remember: the idea of creating an inclusive workplace and prioritizing diversity of perspectives was around long before 2020—and will likely be around in some form or another for years to come. Companies that are quick to walk back their DEI commitments perhaps never really believed in them in the first place. 

Those that do stand fast need to focus internally first. Regardless of how your firm wants to move forward, a big-picture perspective can help professional services organizations imbue these communications with a note of thoughtfulness and historical precedent. It’s genuine, for instance, to want to take a beat to reevaluate DEI programs as regulatory and other pressures shift—sometimes at blistering speed. You need to be honest about what a reevaluation entails and why you’re doing it.   

Disruption=opportunity. This reevaluation can be positive as every organization would probably do well to reexamine what’s working and what’s not when it comes to their DEI efforts. Honestly evaluating these programs is a tactic that most stakeholders can get on board with. It can also drive transparency in communications around DEI initiatives to audiences of all types, demonstrating that your organization is “doing the work” to make thoughtful decisions moving forward.  

Prioritize your people. As the backlash against McDonald’s shows, even the best intentioned communications can ignite hostility (the company’s Executive Vice President and Chief Legal Officer, Desiree Ralls-Morrison, suggested—probably correctly—that most critics hadn’t even read the full statement).  

High-profile organizations should expect as much in today’s climate. Yet while the public conversation is important, internal communications are where firm leadership has more control and should focus their attention. Despite the scrutiny facing DEI programs today, recent research by labor and employment law firm Littler reveals that these programs remain an important tool for attracting and retaining talent. 

Whichever direction they intend to go with on DEI, leaders should provide communications that keep employees up to date, acknowledge their concerns, reiterate that creating an inclusive workplace environment is still paramount, and offer a clear roadmap and timelines for what’s to come.  

Don’t forget: assume that anything you say internally can be leaked. While it’s understandable that some DEI communications will not be proactively external in nature, that doesn’t mean what you say internally should be in misalignment with your general public-facing posture. In fact, the internal to external progression of a stance or statement may be a smart, “people-first” strategy. 

Three Foundational Questions to Jumpstart Your DEI Comms  

Given the rapid-fire policy shifts, organizations are right in taking steps to avoid legal risks. Yet communications—internally and externally—must go hand-in-hand with any DEI pivots to mitigate reputational harm and any impacts to employee morale or recruitment efforts.  

To get started, consider the following three questions:  

What is the business case for your DEI programs?  

This will be critical not only from a legal perspective but a reputational one—especially when it comes to public-facing statements. In effect, it’s a return to pre-2020 DEI efforts.  

“Pre-George Floyd, most of this work was internal. There wasn’t a big external piece to it,” one Am Law 100 Chief Diversity Officer said in January. “George Floyd made it public, and very quickly all of the people who do this work were thrust out into the public space without a lot of warning or training, and now we’re all public figures on some ways. That’s a very new part of the job.” 

Be sure you can tangibly tie these efforts to business goals and that they align with your stated mission and values. Costco, which includes DEI in its “Code of Ethics,” has been successful in this regard. Its investors overwhelmingly defeated a shareholder proposal that would do away with the company’s DEI programs, which leadership recently said helps “bring originality and creativity to our merchandise offerings” and “enhance[s] our capacity to attract and retain employees who will help our business succeed.”  

Does your current and prospective talent understand the organization’s commitment? (Are you sure?)  

Pivots are only successful when stakeholders know what they’re pivoting from and to. This is where transparent communication about the findings (and why they were done in the first place) can play a role. Make sure your people understand what your commitment to DEI (or whatever you choose to call it) is moving forward, if at all.  

That can be easier said than done. For instance, many leaders may not fully have their fingers on the pulse. Finding ways to appropriately solicit feedback from employees and clients—and assess benchmarking data on other firms’ actions—is therefore critical.  

Do you have meaningful action items lined up?  

One lesson from the post-2020 era of DEI is that words without actions are sometimes just as consequential as the actions themselves. Stakeholders—especially internal audiences and consumers—are tired of hearing empty rhetoric, no matter where they stand. They want a clear sense of what actions will be taken moving forward and why. A recent study from Columbia Business School reveals “…if companies want to be seen as authentic allies, they must demonstrate a consistent commitment – with words that are supported by action.” 

A reevaluation of your DEI programs may buy you time, but eventually—whether you want to or not—you’ll have to communicate something. When you do, don’t show up with broad or overly ambitious statements that use a lot of grandiose language to say very little of substance. Be clear, brief, and targeted about what actions you’ve taken and will continue to take—and why.  

“A heartbreaking conundrum”  

That’s how Jocelyn Samuels, one of the Democrats removed from the Equal Employment Opportunity Commission, articulated the current challenge facing employers on the topic of DEI.  

But while obstacles abound, so do opportunities. Now is the time for professional services firms to reevaluate what’s working and what’s not—as well as who they are and what they stand for.  

None of this can be accomplished effectively without strategic, transparent, authentic, empathetic, and action-oriented communications from firm leaders. 

We’re here to help.  

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Every organization wants an engaged, aligned, and high-performing workforce propelling their business. But many don’t realize the role internal communications plays in creating employees of this caliber.

When done well and intentionally, strategic internal communications positively impact employee engagement, which, in turn, impacts business performance. Conversely, the cost of not making internal comms a priority is staggering. Gallup reports that employees classified as “not engaged” or “actively disengaged” were responsible for $1.9 trillion in lost productivity nationally in 2023.

A new report just published by the USC Annenberg School for Communications and Journalism in partnership with Staffbase found that nearly two-thirds of employees (61%) who are considering a job change cited poor internal communication as a key factor in their decision-making. More than half (54%) of respondents said they feel unfamiliar with their organization’s goals and vision; and 65% said they are unsatisfied with the amount of information they get that is necessary to do their jobs.

For professional services firms — where human capital is the primary asset — the impact is especially profound. Engaged employees are more productive, provide better client service, and are more likely to stay with the firm, reducing costly turnover. 

Helping professional services firms establish effective internal communications strategies and strengthen employee engagement is a priority for Greentarget and a professional passion of mine. And it’s an area in which many firms are hungry for guidance. So when a friend recently introduced me to Matt Goebel, a communications expert who has helped lead sweeping change initiatives at Fortune 500 companies, I asked him to sit down with me for a conversation. 

The lessons Matt has learned and the impact he’s made offer valuable lessons for firms that want to communicate with internal stakeholders more effectively. Here’s what he had to say.

How did your career path lead to internal communications and what has kept you invested in the role?

I’ve always loved to write and communicate, leading me to study English in college and in journalism in grad school. But to my surprise, I soon discovered I didn’t truly want to be a journalist. 

Instead, I put my writing and communication skills to work for a large global public relations agency and learned the ins and outs of external communication and media relations. During that time, I was handpicked to be part of a group launching a new service focused on helping clients with internal communications. 

And that’s where I discovered my niche: The unique ability to get into the heads of executive leaders and translate what they’re trying to say into messages employees can understand and internalize.

After transitioning to a smaller, boutique agency, I eventually took an in-house position at Abbott and later Novartis, where I discovered that internal comms is a big tent with so many facets and challenges. From strategic communications and crisis management to organizational culture, there’s so much to do, which keeps me energized and motivated.

It all comes back to being a translator — helping senior leaders communicate effectively with employees at all levels of the organization to foster engagement and buy-in.

How have internal communications changed since those early days piloting a new service? And what kinds of lessons have you learned about how to do it well? 

When I first got started, internal comms were rote, even mechanical. Much of the messaging centered around disseminating basic facts such as the date of an event or the deadline for benefits enrollment. While these elements remain important, modern internal communications have evolved into a strategic function that touches every aspect of an organization.

When prioritized and executed effectively, internal comms can help employees understand the firm’s strategy and their role in it, facilitate change management and organizational transformation, and even support talent recruitment and retention. Internal comms enable leaders to listen better, collaborate more fully, tell engaging stories that highlight successes, rally employees to make needed improvements, paint a compelling picture of the future, and put their team on a concrete path to get there. 

What I’ve learned over the course of my career is that you can’t throw everything at the wall and see what sticks. Nor can you keep important strategic matters and organizational decisions close to the vest. There needs to be a middle ground — one that’s thoughtfully sussed out. It really does take intentionality and commitment (and oftentimes an expert partner) to find the right balance.

Of all the internal communications programs you’ve managed over the years, which had the most impact? 

One of the greatest adventures I’ve been part of was at Abbott when they decided to carve out their pharmaceutical business and create a new company, AbbVie. As part of a smaller team that helped separate AbbVie from Abbott and take it public, we were faced with a significant challenge: How do we pull 35,000 people across 70 countries out of an existing company and help them feel part of this new organization?

It felt very much like the world’s largest start-up, and it took about a year and a half to create AbbVie out of Abbott, culminating in a bell ringing ceremony at the New York Stock Exchange. During that time, I worked closely with our new senior leadership team — the new CEO and C-suite that had been pulled out of Abbott — to help communicate with their “new” employees.

Our internal comms strategies centered around helping Abbott-turned-AbbVie employees understand the rationale behind the strategic decision and break down the complex separation process so everyone understood what would happen and when. This was far from easy, especially since various countries around the world underwent this separation at different times.

Along the way, we weighed questions like: Who are we going to be as a new company? What are we bringing over and leveraging from Abbott in terms of strategy, culture, ways of working, vision, mission, and values? Where are there opportunities for differentiation? And how can we help all employees understand where we’re going rather than hold on to where we’ve been? 

Of course, it was critically important not to answer those questions in a vacuum. We engaged employees through focus groups and surveys to get their input and sentiments. Then, as we made decisions, we cascaded the information to employees and asked for ongoing feedback to foster two-way communication.

It was an incredibly complicated and challenging time — but it was a truly phenomenal experience. 

Some professional services firms don’t have a mature internal communications function — or even a dedicated role. If you were pitching the idea of building the function to a leader of one of these firms, what would you say?

That’s an easy one. I’d say: Imagine dividing your employees into two groups. Employees in each group are equally equipped to succeed in terms of education, experience, skillset, and drive.

But members of the first group know the ins and outs of your organization. They understand your firm’s values, business goals, and strategic direction. And they’re fully informed about their role in the organization and what they’re expected to contribute to help the firm thrive. Members of the second group don’t have that deep well of knowledge.

Which employees would you rather entrust with a key client account? 

Since the answer to that is obvious, the next thing I’d do is offer some encouragement. For many professional services firms, especially smaller ones, building a dedicated internal communications function is daunting. The good news is leaders don’t have to boil the ocean, nor should they. Perfection is not the goal. I’d tell them to simply make internal comms an organizational priority and then get started.

Many professional services firms utilize partnership structures, where leadership is made up of an owner or owners who are leading other owners of the business. How might this dynamic complicate internal communications — and where might it open up new opportunities? 

Alignment and consensus are crucial any time an organization is introducing a new priority — but it’s even more important when leaders share power and authority. You can’t have one leader saying one thing and another leader saying the opposite if you want messaging to stick.

One way to achieve that alignment is to involve select partners in the process of developing the firm’s key messages and strategy. I realize this can be a “be careful what you wish for” situation that can create an overwhelming amount of feedback that paralyzes the process. But I also think there’s a way to foster a sense of ownership without inviting everyone to become an editor.

An area of opportunity to consider is assigning different partners as the “face” or point person for different types of communications, playing to their strengths and areas of expertise. This can help get key messages across more broadly while fostering widespread buy-in.

What advice would you give to an executive who is stepping into a leadership role for the first time? What steps can they take to make internal communications a priority and, in turn, foster support for the organization’s strategic initiatives?

Think about your role from a short-term and a long-term perspective. In the short-term, what is the immediate impact you want to make? What are your top priorities? And what do your internal stakeholders need to hear from you?

But don’t stop there. Take time to envision the legacy you want to leave behind and the indelible impact you want to make. How do you want to be remembered after you’ve moved on? What do you want to leave behind for the next person? 

Big picture, let the answers to those questions inform your communications strategy. And then tactically, begin the communications process by putting yourself in your audience’s shoes and identifying one or two primary issues — like your business strategy and organizational values — that you’d like to focus on. Engage employees consistently on those things. Then, once you’re sure employees have internalized what you want them to know, move on to new topics and messaging.

Be sure to include leaders and supervisors at all levels in the process and provide materials and training to help them communicate and disseminate messages effectively.

Return-to-office announcements are still all over the news, and some company decisions have been met with criticism. How should leaders communicate about RTO?

It can be challenging to share difficult news in a way that doesn’t make it worse. The most important thing is to communicate a clear rationale for the decision — one that’s focused on the benefits the company and employees stand to gain. For example, in professional services environments, in-person work is often key to training junior talent, assessing performance, and helping up-and-coming professionals rise through the ranks.

Storytelling can be particularly impactful here. Employees may be unimpressed by statistics or hard facts, but if you can tell stories that tap into their emotions, you’ll be more likely to persuade them and win support. Look for stories of impact that demonstrate the value of in-person work and communicate them broadly in a variety of channels. 

Any final thoughts you’d like to share? 

Building a robust internal communications function is not an overnight process. It requires consistent effort, ongoing resource allocation, and a commitment to continuous improvement. 

It’s a significant investment in a firm’s most valuable asset — its people — but it’s an investment that’s guaranteed to pay dividends for years to come.

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When your audience views your professional services firm as a trusted authority, they’re more likely to come to you for help in solving their toughest challenges.

That means your firm’s authority — which is established and strengthened through proactive thought leadership campaigns — is the catalyst for your firm to win new business and capture a larger portion of your current clientele’s marketing spend. But with all the noise out there, how can your firm stand out?

The answer lies in bespoke signature research projects that speak to your audience’s unique pain points.

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Leaders at professional services firms are under enormous pressure to communicate effectively and authentically in today’s volatile world. From global crises to social shifts, they’re expected to comment on issues even when situations don’t directly impact their business.

Deciding how, when, and what to communicate — or even whether to say anything at all — is a minefield.

Greentarget tackled this challenge in our recent webinar, Communicating in an Increasingly Volatile and Complex World: A Roadmap for Professional Services Leaders. In it, we offer important insights on navigating today’s toughest communication scenarios and provide guidance on how to speak out authentically while staying aligned with your firm’s values.

Topics include:

  • Geopolitical and generational shifts
  • Diversity, equity, and inclusion
  • The impact of AI

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Professional services firms face an uphill battle to stand out and promote their expertise, as overwhelming amounts of content flood target audience’s inboxes and feeds each day.

How, then, can your firm avoid contributing to the noise — and instead rise above it? The answer lies in bespoke research that informs distinctive, high impact thought leadership campaigns. 

The Power of Research-Backed Thought Leadership

True thought leadership isn’t just about reposting articles or chiming in on the latest news. It’s about unleashing fresh and unique insights and practical guidance that can address the critical issues facing your key audiences. In doing so, you can differentiate the most important practices at your firm and open doors to new business opportunities.

Research-based PR and marketing campaigns offer unique advantages over run-of-the-mill content, enabling your firm to:

  • Go deep on a topic. While most content just skims the surface, well-crafted research reports provide original data and in-depth analysis that clients and prospects value.
  • Fuel content for multiple channels. A single research initiative can drive articles, presentations, infographics, videos, podcasts, and more — creating a content engine that keeps producing long after you launch the report itself.
  • Strengthen relationships with clients and stakeholders. Research gives you insights into the concrete needs and challenges of your internal and external stakeholders. When you understand these deeply, you can deliver clear and actionable guidance that makes a difference.
  • Leverage findings as a catalyst for business development. When you connect the dots between your research findings and your prospects’ needs, you’ll be able to more easily open doors to high-value sales conversations.
  • Establish authority. Staking a claim on key topics and building your position on those topics year after year is an effective strategy to elevate visibility and deepen trust with your audience.

Of course, research-backed campaigns will only drive results if the research they’re based on is both salient and sound. Rather than go it alone, it can be helpful to partner with a firm that specializes in this work.

Greentarget conducts approximately 50 major research-based campaigns for our clients each year. Of those, about half are ongoing campaigns that we iterate over time to help clients build their brand, strengthen their reputation, and drive growth.

Let’s take a look at what it takes to conduct research and market intelligence projects that drive results.

6 Steps to Create Research-Backed Thought Leadership Campaigns

Effective research must be tied to the issues that matter to your audience and help your firm differentiate itself. So what tools and strategies should you use to effectively move from idea to insight? Here’s a look at what it takes to develop research that delivers tangible results.

  1. Identify your audience and brainstorm relevant topics. Conducting research for research’s sake is an exercise in futility. To make an impact, your research must be targeted and purposeful, relevant to thought leaders’ expertise, client needs, and timely news hooks.
  2. Conduct a white space analysis. White spaces are where you have an opportunity to differentiate — where you can bring something new and valuable to the conversation, and your audience. 
  3. Choose the ideal research methodologies for your objectives. Whenever possible, leverage a combination of secondary research (e.g., existing industry reports, academic studies, and publicly available data) and primary research (e.g., quantitative surveys and qualitative interviews or focus groups). 
  4. Execute the research. This step involves developing your research instruments, recruiting participants, and conducting fieldwork. But bear in mind: It takes experience and know-how to gather high-quality data with statistical significance. Partnering with a firm like Greentarget helps ensure you reach the right respondents and maintain methodological rigor.
  5. Analyze findings and develop strategic guidance. After you’ve collected your data, you need to extract meaningful insights from it. Be sure to invite internal stakeholders and subject matter experts back into the process at this stage. They have the insight and expertise to help you interpret the results accurately, contextualize key findings, and identify the most significant implications for your clients.
  6. Create the cornerstone report and supporting content. Package your insights into a report and related content items to distribute to your audience. Make sure all pieces of content are relevant, urgent, novel, and useful to provide maximum value to your audience.

Remember, the goal is to create multiple touchpoints that reinforce your key messages and position your firm as a thought leader in your chosen area. Monitor the performance of different channels and content pieces, and be prepared to adjust your strategy based on what resonates most with your audience. Directing smarter conversations requires powerful insights that are rooted in sound market intelligence. Greentarget can help you find them. So let’s talk.

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