Synagogue Publicity: Lessons from the "For Profit" World

The following are public relations tips adapted from the world of major corporations. While synagogues are not profit-making corporations, these guidelines are nevertheless well worth considering.

The first question major corporations ask is: "What shall we communicate?" That is a fundamental -- and critical -- question, and it relates to what we have just been discussing. To answer this, you need to know who you are, what message you want to send, and to whom you should direct your message. Assuming that you have asked and answered the questions presented in the last section, you are ready to proceed.

The most effective way to communicate is to disseminate to the outside world -- and don't forget the inside world, since your own members are your most valuable audience -- a balanced picture of your activities. Among other< things, your communications may touch on guest lectures or scholars in residence; your rabbi's sermons; speeches by the leadership; cantorial concerts involving your hazzan; positions taken by committees; updates on adult education or family programs; regular activities, including reports from both your education and youth chairs; dramatic presentations and other cultural, social and educational programs; as well as fundraising events and sports activities.

The next question to ask is "Where shall we communicate?" Should you spread your message through local secular or Jewish newspapers? Through the congregational bulletin? The pulpit? Posters in supermarkets? Direct mail? Radio and television? United Synagogue publications? Publications of other congregations, schools, federations, etc.?

According to our corporate experts, there are several key functions of public relations:

Publicizing successes, or "product publicity," preferably when it will do the most good. For example, you will want to announce your program for the new year at the start or height of the season (probably just prior to or after the High Holidays). You will also want to alert your constituency when a new program is introduced. Finally, publicity is helpful when you want to hold your share of the market against competition. For example, maybe the Reform congregation down the road just opened a new nursery school program and it is time to remind the community just how excellent your own program is.
Stressing that these successes (e.g., your programs) are of significance to readers as well as to those who participate in them (in other words, how what you do is of importance to the community at large, to all Jews, to social welfare, to members' spiritual health, social life, etc.), thus avoiding a parochial image.
Correcting negative impressions. This goes back to what we discussed about perception. If you are seen by members of the community as a relatively closed group, you should tailor your publicity efforts to dispel that impression. By increasing public awareness of what it is you actually do and stand for, you reduce the spread of untruths and half-truths that could lead to a decline in membership.
Educating members on particular issues and creating interest in worthy programs -- for example, holiday celebrations or social action projects.
Reminding people of something they may already know. For example, they may know that the synagogue has a sports program but neglect to consider it when choosing a leisure-time activity.

Interestingly, the "Key Objectives" listed by corporate analysts are easily adapted to synagogues:

Help guide local policy. Synagogues can, and should, play a role in this area. (Remember, however, that synagogues cannot "lobby" or speak out on behalf of any one political candidate. If in doubt on a particular issue, consult our Legal Affairs Committee to ensure that your tax-exempt status will not be jeopardized.) On the local level, you can influence such matters as school closing dates, parking regulations, and dates on which proms and other major school events are held. Remember also, by speaking out on such issues, you are helping to shape the image you want to project to the community.
Increase contact with potential members and build membership. Have prospective members learn about your standards, your strengths, the existence of an exciting upcoming meeting, etc.
Give your members more of a voice in the community while improving the standing and reputation of the synagogue itself.

It is important to realize that everything you do communicates a message to your members and to the world at large. It is not just your newsletter that defines your image but how your office staff answers the phone, how a committee head responds to a member's questions, and what the rabbi says from the bimah. In the next section, we will explore the concept of customer service.

The Synagogue Member as Customer/Client

As we discussed above, it may be helpful to conceptualize your members as customers or clients. Following through on this analogy, we might then say that satisfying your customers is the end goal of your work. Of course, you will never satisfy everyone. For one thing, the self-image of the synagogue may be anathema to a particular group, who will need to look elsewhere for a better "fit." In addition, financial resources can stretch only just so far -- and a group that is looking for facilities or programs that you cannot afford would do better to go elsewhere. Finally, there are instances in which a synagogue must simply say "no." For example, a member may need to be told that it is simply not permitted to take photographs at a simha that occurs on Shabbat.

People do not join a synagogue the same way they do a sports club, for example. In belonging to a congregation, their attachment is religious, emotional, social, and -- in some cases -- political. Members have a real stake in what the synagogue does and are likely to take their contacts with the congregation quite seriously. The concept is not -- or should not -- be that they pay dues and receive their specified quota of services. Rather, we are talking about a deeper and more complex identification.

Therefore, members must not be treated as anonymous callers, somehow interfering with the synagogue's regular work routine, but as customers, clients, or consumers. They are entitled not only to have their needs addressed but to be listened to at every level of their contact with you.

The idea here is not to create a cadre of "bosses" who take it upon themselves to tell the synagogue how to function. Rather, the goal is to engender feelings of ownership, or partnership, among the members of your congregation.

Remember: When people are engaged in a common enterprise, they are more likely to work for the greater good.

There are three guidelines to keep in mind when we think about these issues (whether we deal with clients ourselves on a daily basis or have some influence over those who do):

Administration is a tool, not an end. Paper pushing is something we all have to do -- but if no one reads our papers, if no one gets them or trusts what they have to say or believes that they are relevant to him or her -- then what have we accomplished? You have to define your end goals and realize that your daily activities are merely means toward an end.
You must be initiators -- it is not enough to wait to be called. Rather, you must actively seek to establish personal contact and personal rapport with those you hope to serve. In other words, once you have defined your end goals, you have to take affirmative action to implementthem.
You need to build a climate of confidence. Unfortunately, those you want to help do not always think of you when they need help. Perhaps they do not know you offer a particular service -- which is where number 2 comes in -- that is, you call and tell them that you are available. They do not need to call the Chabad center or look to a for-profit funeral parlor: You can provide low chairs for a house of shiva. Or perhaps they do not really believe, for whatever reason, that there is anything you can do for them. It is imperative that you enhance your credibility by both offering and performing services.

Aggressive Hospitality

Your customers may not always be right, but they should leave satisfied. You need to display "aggressive hospitality" when dealing with customers. This means going out of your way to see that someone else's total needs are attended to, and not focusing exclusively on their initial request.

In a restaurant, aggressive hospitality is displayed when your waitress comes over to you after you have finished your main course and, rather than simply asking, "Is there anything else you would like," brings you a dessert tray and says, "Which of these would you like for dessert?" Although you may not have originally intended to order dessert, now that you are aware of what desserts are offered, you may decide to indulge.

This same principle applies with a synagogue. Perhaps members are unaware that they may receive a special aliyah on the occasion of a birthday or anniversary. Do parents of nursery schoolers know about adult education classes or guest lecturers? Do they know about Shabbat programs and about family Shabbatot? Holiday celebrations? Opportunities to participate in social action programs? Do families have to ask about these programs or -- like the tempting desserts on the tray -- are they placed before your members in a "tantalizing" fashion?

In this context, you must also determine whether you are "user-friendly." Malls have information desks; national parks carry illustrated maps indicating "You are here"; and popular tourist sites sport numerous visitors centers. What is your synagogue equivalent?

It is very important to realize that the person in contact with the client has more to do with the image of the organization than virtually any other factor. It is the bank teller, not the president, who has the most direct impact on the greatest number of customers. This must be drummed home repeatedly to all those who deal with synagogue members, and members of the public, on the synagogue's behalf.

Returning calls, getting back to people when you say you will, following up on calls even when the other party is late getting back to you -- all immeasurably enhance the good will in a relationship and set the tone for a successful interchange.

The person who can inject enthusiasm into a business telephone conversation automatically enhances the image of the organization he or she represents. It is the job of synagogue representatives to make your callers truly enjoy speaking with them and want to call your synagogue again.

Customer Complaints

One of the hardest things to do is to deal with customer complaints. There is, however, a tried and true procedure that can help placate even the angriest callers.

The first rule when dealing with complaints is: Do not be overly sensitive. Rather than heed your first instinct to end the call as quickly as possible, look on the experience as an opportunity to solve a problem. After all, these callers are not angry with the person answering the phone. In most cases, they are angry because they feel that the synagogue has not been listening to them.

When dealing with clients' complaints, it is always important to listen. Listening adds a sincere element and opens the door to a wealth of interesting information. Over the telephone, particularly, the listener must appreciate the caller's opinions by providing feedback to the speaker, even if this feedback is only an affirmation of what is being said or a simple "I understand." By listening to clients' complaints, we are able to provide a good outlet for correcting poor service. Also, this is an invaluable way to supplement the survey I suggested at the start.

It may well be frustrating for congregants when they always have to deal primarily with printed materials. Now that they have got a real person on the line, they are going to sound off. Let them get it off their chest. Lend a patient ear. Sometimes this is all it takes to turn a lion into a lamb.

If you are able to help with the problem, assure your caller that you will do so immediately. If there is no happy solution to the problem, explain the reasons patiently and thoroughly. If the caller's anger is the result of a bad experience he or she has had with the synagogue, it is up to you to make amends. Avoid making excuses, looking for someone else to blame, or explaining how the error might have been made. Take full responsibility for the problem, regardless of whose fault it was. Remember, you are your synagogue to that caller.

Once you have made a promise, do not forget to follow through. One more empty promise is all it may take to turn this caller away forever.

Be knowledgeable and firm. Know what the synagogue can and cannot do for congregants. Not every complaint can be handled in the same way. Learn synagogue policies and learn how to explain them to your callers in a way they can understand.