Are you asking the wrong questions?

The biggest questions I get from clients these days center around one topic: "Should we be doing (fill in the blank)?" They might be talking about email marketing or social media tools like Twitter or continuing their direct mail effort. 

Usually this stems from a few predictable things. Too many meetings that end up in brainstorming. The desire to "implement" something learned at a recent professional development event to show return on investment. Obsession-with-the-competition syndrome. And what I call the Hail Mary Marketing Pass: if we make this change, if we're more visible, if we just do X, then everything will be fine.

The answer is always the same. These are the wrong questions.

Sure, your marketing communications need to be evaluated on an ongoing basis. You need to be nimble and willing to adjust to new tools and situations. But your marketing plan is not a kitchen sink exercise (and being more visible will not solve bigger business problems). What's more, these questions seem to always revolve around tools and tactics; they're rarely addressing the underlying issues of marketing communications: the who, what, why and when. Where and how (tools and tactics) come second.

The reality is that, unless you're running a global enterprise, your business can't-and shouldn't-be doing everything, marketing-wise.

Check this out: In a recent survey by the International Association of Business Communicators (IABC) Research Foundation, 50% of communications pros surveyed cited the lack of sufficient staff resources goals as their greatest challenge. Another 36% said their budgets aren't sufficient to meet their employer's or client's communications goals.

Communications pros face other sobering realities. Almost a quarter of folks surveyed say there is little or no management support for their efforts. About 20% are challenged by unrealistic deadlines and audiences that aren't engaged and drowning in a sea of competing communications.

There's a simple solution.

1. Don't bite off more than you can chew. More does not always mean better, and you want to have capacity available to respond to important opportunities. Think creatively about how to do more with what you already have.

2. Outline a strong plan from the start and stick to it. You can tweak as you go along, but stay focused! Make what you are doing as  effective as it can be.

3. If there's something you need to add to the mix or a large project that needs attention, stagger these by quarter. In quarter one, we tackle the web site. In quarter two, we'll evaluate new social media strategies, etc.

4. Let go of the need to embrace every new idea, tool and tactic. Be measured. Learn to make the business case first, then you can add it to the schedule.

5. Give what you're already doing ample time to work, and measure your results. This allows you to look for efficiencies and dump outdated efforts.

6. Get help. If you need to, bring in someone who can take a few key pieces off your plate. And then you can start strategizing what comes next.

Thoughts? I'd love to hear them.