For the last few weeks I've been auditing an issue for a new client with the end product being a presentation on what they might do differently from a communications perspective. It's been fascinating work and takes me back to my university days and policy courses where I learned that asking the right question is often more important than focusing on the right answer.

I know it sounds simplistic but when it comes to issues management -- i believe most issues generally fall into one of three categories:  1. You have a good story but haven't done a good job telling it. 2. You have a good story, you've told it, but people don't believe you. 3. You don't have a good story.

It's paramount to know which one is at play, because depending on how you define the problem, you will arrive at completely different strategies to resolve it. The case of "You have a good story but you haven't done a good job of telling it" -- is a communications problem and developing an integrated communications strategy that delivers messages and content across a variety of platforms may do wonders to solving it. The case of "You have a good story, you've told it, but people don't believe you" is an issue of trust, and in all likelihood, reputation. Issues related to trust and reputation require a completely different approach. Might be to build partnerships. Or expand your definition of stakeholders and create relationships with them.

The case of "You don't have a good story" generally falls into the category of operations and no amount of communications will resolve it. Of course, once improvements have been made, you'll probably have a good story to tell -- which takes us full circle back to an issue that can be addressed through communications.