We’ve seen the video and we’ve read countless articles about Ray Rice’s behavior back in February of this year at an Atlantic City casino when he was caught on tape assaulting his fiancee Janay Palmer and then dragging her limp body out of the elevator. We’ve read with fascination the NFL’s multiple reactions to the assault and we’ve watched Janay stand by Ray, marry him and even apologize for her behavior.
Fast forward to now and we get to watch an incredible media plan at play. Opinions aside about domestic abuse, whether the former Baltimore Raven should be reinstated or how abhorrent his behavior was (or is). The way Janay and her PR team are handling the media is a lesson for communicators in crises.
You may or may not agree with Janay’s decision to stand by her husband, but for the sake of this post, let’s say that’s beside the point. Her control of the message over the past week was impeccable. It was neat and clear. It was consistent and had emotion. It was well-timed and facilitated the broader purpose of getting her husband back on the field.
Hiltzik Strategies was among the advisors that screened more than a dozen media outlets before choosing ESPN and The Today Show. Specifically Jemele Hill at ESPN and Matt Lauer at Today. In both interviews she portrayed her relationship as not that different from most couples: we argue but we love each other, we have weakness but we have strengths. There was no real bridging of the message away from assault or domestic abuse because she controlled the pace and tone.
While the interviews took place in early November, their release was timed to go live after an arbitrator’s decision to reinstate Rice to the NFL.
She told Lauer: “Everybody makes mistakes. After this whole situation, you would think we lived in a country full of people who never made a mistake.”
For the ESPN interview which took place (not coincidentally) at Ray Rice’s mother’s home in New Rochelle, NY, Janay negotiated the byline, with the video interview positioned “By Janay Rice as told to Jemele Hill.” In the Nov. 5 interview she spoke of how she met Ray, the Baltimore Ravens’ “knee-jerk” reaction to the assault and all the lessons learned since the incident. “I hope when people read this they realize that we’re real. I want people to know how much we love each other and how far we’ve come. Everyone has their own story, this is mine.”
If you find yourself, your brand, or a member of your team in hot water, it wouldn’t hurt to turn to the Janay Rice crisis management playbook:
> Take time to formulate a strong response that is aligned with the end goal: Janay waited seven months to speak to the media.
> Choose your interviewers, not just the media outlet: vet the journalists who are going to interview you and limit the number of interviews you grant.
> Time it well: The Rices waited until the arbitrator ruling to get their message out. It helped that the ruling favored Ray over the NFL, but either way it was the right timing.
While Ray Rice’s behavior back in February is condoned by no one, the narrative is now about rehabilitation and forgiveness. In many circles, Ray Rice is still vilified. But when the very woman that he assaults is asking the public to forgive and move on, and she does so with grace and compassion, it is difficult to turn away.
– Diane Schwartz
A while back I compiled a list of annoying phrases and words we utter as communicators (and human beings), from “at the end of the day” to “guru” and “epic”. The list, via my blog post, grew as you added your own phrases that annoy (“I don’t hate that” and “synergy,” to name a few).
When the other day I heard someone complain about not being able to take a campaign viral, I knew it was time to create The Epic List of Useless PR Tactics. To make this epic, you will need to add to it, shamelessly and without hesitation. Every profession has tactics that consistently don’t work because the very premise of them is flawed.
I should preface by stating that most PR people I know, and whom we cover in PR News, are hard-working, intelligent and effective. But we all know colleagues who subscribe to one of the tactics below that only serves to set PR back as a profession:
Creating a viral campaign as goal #1: it’s gratifying when a campaign goes viral like the Oreo blackout tweet or the ice bucket challenge and social media has accelerated our ability to spread our messages (for better or worse). But understanding the motivations and psychologies of your stakeholders rather than making the medium (Twitter, Facebook, etc) the central focus will more likely result in spreadable content.
Using ad value equivalencies as a metric: While public relations is still struggling to agree on a standard metric, it has come a long way with the Barcelona Principles and matrices to better measure the value of PR in general and a campaign in particular. Applying AVEs to PR is the best route to going backwards.
Spraying and praying: you need media coverage, so the best way to get that is to send the same email and press release to thousands of journalists, most of whom do not cover your industry. Wrong! Even with updated and accurate databases at our disposal to target the appropriate journalist or influencer, telling a story to the right audience is still elusive to many.
Baiting and switching: there’s nothing a client hates more than thinking they’ve just hired a seasoned PR counselor only to be met the next week by someone a few years out of college who’s the lead on the account. After nearly 20 years in the PR space, I can say that there’s more transparency in agency-client relations and less bait-and-switch; the minority cases drown out the advancements.
Forgetting you have a voice: Email is an excellent communication tool but nothing beats talking to someone in person or by phone. Go retro and phone an industry friend, meet with a reporter or client and meet up with stakeholders on their turf (industry conferences, for example)
Forgetting you have ears: as with most disciplines, PR suffers from hearing loss. Listen to what your stakeholders are saying and be present in the places they are saying it. Listening is a workout: you have to discipline yourself to do it regularly but the rewards are noticeable.
Working in a silo: if you want to limit what your organization can achieve, then it’s important you stay neatly tucked into your department. But if you see that the lines have blurred and that it takes a village to raise the bar, then you know that aligning with your marketing peers (see my last blog on this), and even those in IR, IT, HR and other two and three letter departments will be the way forward for effective communications.
I want to hear from you. You’re on the front lines. What are some PR tactics we need to put an end to, stat? Please add to my list.
On twitter: @dianeschwartz
Inevitably the question arises when you’re in a room full of communicators: how do we break down the silos between PR and Marketing? I recently moderated a panel with Andrew Bowins of Mastercard and Jay Bartlett of Pitney Bowes on the topic of marketing-PR collaboration, or lack thereof in many organizations. We agreed that a path toward “togetherness” – as we’re all in this together – could mean better performance for your organization.
Both Jay and Andrew agreed that the departments need to not only talk to one another more often, but force collaboration into the culture until it becomes the culture. A few audience members shared how their organizations are literally breaking down the cubicles and re-engineering work spaces so that marketing and PR colleagues are sitting side by side.
There are a few elephants in the room when it comes to PR-Marketing collaboration and these animals are filling the space: budget and org chart. Most organizations have separate PR and marketing budgets and there’s an inherent competition between the two to get a larger slice of a smaller pie. Then there’s the organization chart which is dusted off every now and then and tweaked, not transformed. Who reports to whom and who ultimately has the CEO’s ear is inextricably linked to budget, performance and outcomes. Understanding the new skills needed to accelerate growth may mean rethinking job titles, responsibilities and organizational structure.
At PR News’ Social Media Summit last week there was a consensus that marketing and PR need to partner more regularly and in particular when it comes to the rapid pace of social media communications. Who owns social media is not so much the question when both departments agree that their audience owns it.
PR and Marketing may get married one day – perhaps by necessity. But for the marriage to last it needs to do what most successful couples do: spend a lot of time together, move in and get to know how each other lives (my mother would disagree on this) and then get engaged. Work out the money issues and day to day responsibilities. Stick together in sickness and in health. You’re going to need each other.
– Diane Schwartz
Measurement is one of those irrefutable initiatives in the PR and marketing world. You cannot argue with the idea that what can’t be measured can’t be managed. Nor can you dispute the reality that many practitioners do not take measurement seriously.
Is PR Measurement like hand washing at the restroom? Let’s face it: there are those who always wash their hands, those who sometimes do, and others who pretend they do. Unlike washing your hands in the bathroom, measurement is not mindless, and it can’t be done in a minute. Some would even say it’s a bit messy. Communicators still do not have a standard by which to measure communications practices, though it is finally agreeing that ad value equivalencies are ineffective in moving the needle.
This week marks the first annual AMEC Measurement Week, a global “event” sponsored by the International Association for the Measurement and Evaluation of Communication. PR firms and communicators at organizations worldwide are hosting meetings, events and social media discussions to tout the benefits of both measurement and evaluation. Check out PR News’s web site, newsletter and social media (#prmeasure) for interviews with measurement leaders and practical ideas on measurement. This week shines a spotlight on an area of our practice that is less shiny and new. Now is a perfect time to reflect on your personal philosophy about measurement and your commitment to the daily practice of measurement.
In countless conversations with communicators, and on the stage at PR News’s Measurement Conferences in DC (and coming on Nov. 20 in Chicago), experts on the topic are heated and singularly passionate about measurement. Attendees take copious notes and nod in agreement. These are clearly the people who care about measurement and carry the torch.
It is beholden on every communicator to understand The Barcelona Principles (66% of communicators in a recent PR News survey said they never heard of the Principles), to set measurable goals and to be willing to acknowledge when a campaign or idea didn’t hit the mark. The latter takes time, courage and teamwork.
Please share your measurement thoughts with us at PR News, and contribute to this important conversation.
– Diane Schwartz
On Twitter; @dianeschwartz
Take a look at your “Meet the Team” and “About Us” pages on your web site. Do these pages reflect a multifaceted workforce? Do the photos of your team and their bios underscore an understanding of your many stakeholders? In other words, can visitors relate to you? You might not think these questions are worth asking until a reporter clicks on Meet the Team and asks just that.
That’s what happened late last month when Common Ground Public Relations was hired by the City of Ferguson, MO, to handle calls from the media following the fatal shooting of 18-year-old Michael Brown by a police officer in the St Louis suburb. As if the media didn’t have enough angles with which to cover the Ferguson story, it was handed one on a white porcelain platter. The PR firm that was hired to take all media calls following the crisis, as Talking Points Media noted, “appears to be staffed entirely by white people.” Noted Daily Kos in its headline about the firm’s hiring: “City of Ferguson PR Firm Has Something In Common with Its Police Force.”
The PR industry has been slowly working on its diversity problem, recognizing that less than 15% of PR professionals in the US are of African-American, Asian or Hispanic/Latino descent (per the Bureau of Labor Statistics). It is a real problem that needs a more aggressive push by our industry associations, PR leaders and hiring managers in communications departments and at PR firms. PRSA’s Diversity Tool Kit is a nice-to-have resource, along with its Diversity Committee, but is it enough? Ironically, the press hasn’t mentioned that Common Ground’s team supposedly includes just one male among the seven pictured. Diversity comes in all colors, races and genders.
I agree with Denise Bentele, president and CEO of Common Ground Public Relations, when she told Odwyer’s that “the color of our skin reflected nothing of our concern to help our broader community respond to the watchful world.” It appears the firm is doing a decent job helping the City of Ferguson communicate not only to its residents but to a world that’s watching the investigation and public unrest.
There was nothing Common Ground could have done in the time that it was solicited by the City of Ferguson and the hours that it took for the media to click on Meet the Team and see a sea of white faces. To have quickly added some diversity to that page would surely have been snuffed out and would have positioned the firm as disingenuous. (That doesn’t stop Common Ground, however, from exploring diversity in its hiring practices.)
The knock on the City of Ferguson for hiring an “all white” firm amid a race-infused crisis is fair, and such obvious bait for reporters that it’s already a non-story. For the PR industry, the bigger problem is why more people with diverse backgrounds do not want to make PR their career. Here’s to a future where Meet the Team is not met with scrutiny.
- Diane Schwartz
Let’s connect on Twitter: @dianeschwartz
I’ve been riveted by the fast-moving situation in Ferguson, Missouri. It seems like an event from the sixties, a dark reflection of an ugly period long past, when cities burned and communities writhed in confrontations with law enforcement. I paid oblique attention for the first few days, but was shocked this morning (Thursday, August 14) to see that the situation hadn’t merely continued, but escalated dramatically. The footage was staggering—police firing tear gas, accosting journalists, knocking down TV cameras, advancing with military equipment on peaceful protestors.
What struck me today was that in five days now, it seems like hardly anyone is moving to regain control of the situation, or the narrative.
The Ferguson police chief gave a press conference yesterday, which was something, but I had to ask: Does Ferguson even have a mayor? Does the Missouri governor care as one of his towns is in anarchy and a militarized police force is exacerbating the situation, not calming it down?
Well. There is a mayor. His name is James Knowles. I looked it up on Google. He was even on MSNBC this morning to defend the police.
But other than essentially defending the near complete absence of information, Knowles didn’t say very much. He might have answered any of these questions with some precision and with actual facts, but he didn’t.
• Who’s in charge of the police in this ongoing crisis?
• Why is basic information about the incident that precipitated this confrontation (the shooting by a police officer of an unarmed 18-year-old) being withheld?
• Is it legal to withhold the name of the police officer who did the shooting?
• Which of the several law enforcement agencies on the scene is in charge?
• Who’s the media point person?
• On whose authority are law-enforcement officers pointing machine guns at unarmed citizens?
• Does the militarized police reaction really reflect whatever threat exists?
The governor, Jay Nixon, was scheduled to make a statement later today. Which is good, I guess, but about five days late. In the meantime, Anonymous, the online hacking collective, claimed to have penetrated the Ferguson municipal computer system and gotten the name of the officer, as well as other information.
In the meantime, in the midst of the worst crisis imaginable for a small municipality (and a significant one for the state of Missouri) it’s clear there is no effective crisis management plan, and certainly no crisis communications plan, and social media is lighting up with negative reaction.
I have a stack of business books that I’ve either started reading or plan to start reading soon. I’m looking forward to getting into them, and I took three of them with me for a vacation last week on the beach in North Carolina.
As it turns out, I didn’t read any of my business books. Instead, I read Stephen Ambrose’s 1992 book, “Band of Brothers.” The book, for those of you who don’t know, follows the World War II journey of Easy Company, a unit of the 101st Airborne Division, which parachuted into France on D-Day. The elite unit then fought its way out of Normandy, went to Holland for the disastrous Operation Market Garden, fought at Bastogne in the Battle of the Bulge, and finally was the first unit to get to Hitler’s mountain lair at the end of the war.
I felt a little guilty at first for not having gotten through my business books, but the story of these World War II soldiers was very compelling. The book refers in a few places to the “heroes” of that war and that unit, but it doesn’t sugarcoat the brutality or glorify the mass killing of other human beings.
Someone I once knew referred to business as “war without death.” He was completely serious. So with that as the connecting thread between “Band of Brothers” and PR and business, I did gain some great insights and takeaways from the book. Here are a few.
• Endurance. When you think you just can’t take it (whatever “it” is) anymore, you realize you can. When Easy Company was at Bastogne, under constant barrage from German artillery, in foxholes dug into deep snow with inadequate clothing and no heat or fire to fend off the single-digit temperatures, one man related how he had an important revelation that helped him carry on, even with trench foot and nonstop shivering. He thought his body could not take anymore, but then days (and weeks) later, he was still there, still alive, and he had learned something important about himself.
• Take good from the bad. Sometimes, the bad boss whom you (legitimately) dislike can have a very positive long-term impact. Easy Company started training in Georgia under Captain Herbert Sobel, who was universally disliked because of his pettiness and mean-spirited ways. But most of the men who survived the war would say, decades later, that Sobel’s hard-driving, relentless focus on training and fitness forged a true team of capable professionals.
• Leadership. Several times the company’s leader, Richard Winters, saved the platoon—and changed the course of a given battle—because of his counter-intuitive boldness. At Normandy, he led 15 men in an attack on a reinforced German artillery position that was blocking a causeway. He succeeded. During Operation Market Garden, he and 30 men were trapped out on a patrol after they ran into a much larger German force. Winters evaluated the situation. He concluded he could not pull back and could not stay where he was. He attacked the surprised Germans, and routed them, just when they were threatening the larger operation.
• Don’t take the easy way out. There’s a story of a patrol at Bastogne that was intended to scout German positions when it suddenly came under artillery fire, causing the men to scatter. One soldier ran past a foxhole where his comrades encouraged him to dive in. Seeing it was full, he kept going and somehow made it to his own. Later he went back to the first full foxhole and found it had taken a direct hit, leaving no survivors.
• Leaders fail often, so be prepared to take initiative. Woven through the book are accounts of junior officers and non-commissioned officers who were not suited for their roles, leading them to make terrible decisions in combat. Luckily, the defining characteristic of U.S. soldiers in that war, Stephen Ambrose wrote, was that they had the confidence and the sense of initiative to make independent decisions and avert disaster.
Resting and recharging are a good thing. Sure, I read a non-business book on my vacation, but I came back to work focused and relaxed. So enjoy your time off, and don’t do work out of a sense of obligation. You’ll be better off for it.
Back in my reporting days, I spent a good amount of time doing something that might strike many as nostalgic: interviewing sources and talking to PR people on the phone. If only today’s reporters had time for telephonic activities. Surprise: they do! And they will take your call if you lay the groundwork first. They won’t take your call if you have nothing new or interesting to tell them. Now, this is assuming you want to talk to a reporter on the phone, as opposed to just emailing them, liking their Facebook Post, or tweeting them from afar. Let’s assume that a journalist-PR relationship is strengthened by some human interaction.
The concept is simple yet may feel out of reach in today’s always-on media environment: reporters will pay attention to you if you pay attention to them. Here are four ways to get a reporter’s attention:
- Give them the story by which to tell their story: as a consumer of news and information yourself, you are attracted to the stories about people, about a certain person, or family or community. You want to read about or hear an interesting narrative that is personal, not general. Do not send them a press release and then leave them a message in the dead of night asking if they got your press release. There’s nothing wrong with sending them a press release, but don’t mistake that (and the robocall) for “the story.”
- Serve up the visuals. Whether it’s a few charts and graphics, an infographic or eye-catching photographs, visuals are gold for reporters who are now (somewhat reluctantly) multimedia journalists. Make her job easier by handing over the visuals.
- Know (and understand) what they report on: I used to cringe at the advice at industry conferences that implored practitioners to “do your homework” — it was so basic, so obvious. And yet. Make sure you read up on what the reporter has covered in the past year, take notice of his writing style and technique, and be ready to accept that maybe this particular reporter does not cover your industry. Also be in tune to what their competitors are covering – reporters are a competitive breed and will appreciate your keeping them up to date on competitive coverage they might have missed.
- Share information with no strings attached. Info is currency: give it to the reporter without expecting an instant payback. This is a difficult task to master! Share industry news that’s not widely reported yet, tell the reporter what you heard or saw at an important industry conference (which of course, you attended), and don’t ask for anything in return. Reporters will think the world of you.
With tight deadlines, smaller newsrooms, a more educated readership and an unrelenting news cycle, journalists need trusted, go-to sources and great PR partners who understand them.
– Diane Schwartz
Visit me on Twitter: @dianeschwartz
If you weren’t at the PR News Social Media Summit last week, I forgive you. But really, you should try to attend an upcoming conference of ours because you are going to pick up a lot of unique, sound and creative tactics and strategies – what we like to call “stealable ideas” – that will move your PR and marketing efforts forward more than a notch. I must confess that I am engaging in shameless content marketing as I write this blog post. I get very excited after one of our PR News events and want to share some (not all!) of the gleanings from the day’s event. So herewith I present 9 really smart social media tips to get your week off to a #greatstart. These are made possible by our outstanding summit speakers, attendees and sponsoring partners.
- Best quote of the conference: “No one wants to be friends with a butter cracker.” Kathryn Sheaffer, brand manager for Ritz Crackers, so aptly summed up the challenge of Facebook communications for brands. Be realistic about your brand’s presence on social media and engage with your fans in realistic ways.
- Get a few social platforms rights, then start to take chances on others. In other words, don’t dive into the entire social media pool. Pick a few lanes to swim in first, be it Twitter and Pinterest, or Linkedin and Facebook, master your strokes there, then start exploring other waters.
- Take your press release off cruise control. First of all, the press release is not dead. But the old-fashioned press release should be put out to pasture. Make sure your releases are optimized for search, have multimedia components that drive stakeholder engagement, are written well and most of all, are interesting!
- Tweet short: A tweet that’s less than 100 characters lifts share rate by 17%. You thought 140 characters was short? Think again.
- During a crisis, Twitter is for news and Facebook is for hugs. Don’t mix it up.
- Great question posed to the audience: Why don’t PR pros do more A/B testing with their campaigns? Smart advice from Brandon Andersen of Cision, noting that A/B testing goes to the heart of Marketing 101 yet the PR discipline often overlooks this smart exercise in testing your messaging, be it on social media or in a traditional PR campaign.
- You cannot automate judgment. With all the talk of data mining, programmatic and cloud-based communication, the truth is that people still drive decisions. Make sure you put a premium on good judgment when hiring talent and executing on campaigns.
- Content marketing is a commitment not a campaign. Most brands are engaging in some type of brand journalism and the jury’s out on how well it’s working. Those committed to content marketing, weaving it into their marketing-PR matrix rather than a one-off campaign here and there, are most likely to succeed in this area.
- Visuals are the new headlines. A picture is worth a lot more than 1,000 words. Invest in video, infographics, photography and graphics. Take time to learn about Vine and Instagram. See what your audience is seeing and then give them some of that.
I hope you’ll heed a few of these tips and let me know how it goes for you. Also feel free to add a kernel of advice below.
– Diane Schwartz
Let’s connect on Twitter: @dianeschwartz
“PR is losing its leadership position in Social.” That’s what the founder of a new company that provides social media measurement/monitoring tools to brands told me the other day when I asked about his target audience. He continued to note that “PR got too comfortable” and now Marketing, Advertising and automated services are taking over Social.
Let’s say we had a friendly disagreement over his claim, as I defended PR’s role in Social and shared stories gleaned from the PR News front lines of communicators’ role in driving social media. But perception can be reality, as we know.
If there’s a sector of the marketplace that is devaluing PR’s role in any medium, then every PR professional needs to do a better job of tying Social and other activities to the metrics that matter to their organization. Just as importantly, we need to make sure we’re communicating our success stories – effectively and regularly. That is one thing every PR person needs to do to help advance the communications profession.
Take a lesson from the trope about the cobbler’s children having no shoes. As communicators, you’re busy doing PR. Your days are filled speaking with stakeholders, writing, listening, measuring and implementing. Do you sometimes forget to tend to your PR success stories? It’s the last mile of your efforts: to communicate your successes not only to your superiors but to your superiors’ superiors, to the media, to your counterparts in Marketing, Finance, HR, IR, IT and Sales. I’d like to think the cobbler eventually noticed that he forgot to provide shoes for his own kids. PR needs to take care of its own, as well.
– Diane Schwartz