Papers and Pulpits Myles Marlow Almost 2000 years ago, Plutarch noted that Demosthenes took exception with those who would praise his eloquence as an orator — instead, he attributed his persuasiveness to matters of practice dependent on the candor and goodwill of his listeners. This seemingly self-effacing account underscores how well Demosthenes understood his audiences. Demosthenes played to some tough crowds: armies on the verge of attack and citizens banding into mobs, torches in hand. For those in the communications industry, history holds a long and detailed record of what has worked and what hasn't. And while the mechanisms that deliver communications continue to change, the underlying principles that govern effectiveness have not. What held the crowd's attention in ancient Athens holds the public's attention today: memorable relevance. So it is hardly surprising to find the lessons of communications close at hand; one need only look to the newspaper industry and to the pulpit. Both have refined their communications techniques to deliver their message in a way that keeps their target audience coming back for more. An articulate preacher with an overly long sermon influences no one if the congregation has fallen asleep. So too, the writer becomes a columnist by building a loyal readership, which is grown and nurtured by the consistent delivery of messages to an audience that wants to hear what the columnist has to say. From the pulpit, we also learn the value of repetition and frequency. It's more effective to bring the congregation together once every week for an hour than it is to bring them together once a month for four hours. Shorter, focused messages delivered with higher frequency typically are more engaging than longer messages with lower frequency. This weekly recurrence is not an arbitrary cycle. It's easy to plan for and it's easy to work around. It slides smoothly into the fabric of daily life; look at how television built an industry around weekly programming. And as far back as history has recorded, religions have cycled around a weekly service. With weekly routine comes commitment and attachment. It's a frequency that allows the minister to address the specific issues relevant to the changing needs of a congregation. Columnists in the newspaper business face a similar dynamic. What's the optimum length of a column? How often should it appear? Over the years, an answer has evolved: once a week. And, eight-hundred words. (Plus or minus eighty.) Periodically, you'll see experiments with other lengths and frequencies such as every two weeks and 1500 words. But historically, readership drops, and when readership drops, influence plummets. The eight-hundred word format is long enough for a good columnist to organize information, articulate a point of view, and keep the experience digestible for the intended audience. As well, the weekly frequency keeps the columnist's name, personality and perspective in regular view. It reinforces the expectation of immediacy with which the columnist will deliver a viewpoint on matters that concern the audience. When subject matter requires more length, they use other means, frequently with the promotional reinforcement of the weekly column. But for the daily newspaper? Keep 'em laughing with 800 words and bring them back for more next week. Pulpits and papers have learned these lessons over many generations of successes and failures. If the preacher can't keep the interest and attention span of the audience in focus, the loss of influence is quite accurately measured by counting the empty pews. Public speakers have also borrowed a lesson from the pulpit. The rhythm of predictable repetition and the Three-times Rule. Start by telling them what you're going to tell them. Then tell them. Finish by telling them what you told them. Good speakers in every field do this seamlessly and memorably and listeners remember enough to spread the word. Like columnists, they also manage the length of their speaking, stopping at a point that leaves the audience satisfied, yet eager to repeat the experience at the next opportunity. Like clever Scheherazade, who each night postponed her beheading by spinning a suspenseful tale that left the king eager to hear the next night's conclusion, good communicators develop these skills of building relevance with an audience. And like Demosthenes, it's more about "matters of practice" and the "goodwill of listeners" than it is about brilliance and eloquence. For building a core constituency, nothing beats reach and frequency. Ask an advertising agency's media director. Or your minister. Keep the communication in tight focus, and leave 'em laughing. Know when to end. And that's my eight-hundred words on the subject. (Plus or minus eighty.) 2/17/2002 Back to Top