My son Max tells very long stories that veer in curious directions. By the time he’s nearing the point, he forgets the ending. It’s rather cute and endearing – he is, after all, only 12 years old. He will sometimes exclaim frustratingly: “I forgot what I was going to say!” Can we admit that often it’s as if a 12-year-old is telling a story about his brand? And we aren’t as forgiving, are we?
Storytelling in PR comes in many forms: press releases, emails, memos, phone calls, meetings, press conferences, interviews. Our stakeholders have short attention spans and are less charitable about seeing through the foggy messages. They are not our parents, who will listen to our stories and love us even more for the muddled storytelling. No, stakeholders will send you on your merry way, and latch on to a better story.
Like you and me, our audiences like a story that has heart, that makes us think and moves us in some way. A few days ago, I heard about Pedigree’s partnership with “Annie” on Broadway and the search for a shelter dog to play Sandy. The story is heart-warming and memorable, and makes me want to buy Pedigree dog food and see Annie for the umpteenth time. The story had emotion.
It’s the communicator’s role to find the compelling story in the message and then make it stick. At PR News’ Content Marketing Boot Camp on Tuesday, one speaker noted that “if it doesn’t spread, it’s dead.” That’s a catchy reminder, but even in the age of social media and attention deficits, your story must be authentic, true to your brand’s story line and characters.
The best stories spread, then stick and, most importantly, result in a positive action or reaction. In other words, sticky can sometimes be stinky. Which leads me to my last point: know what to leave out of a story. Every brand and company is filled with stories. Not all of those stories should be told. Curate your stories, identify the narrative and figure out what’s better left unsaid. Not every story is worth repeating. Unless it’s about your kids.
- Diane Schwartz
One of the bigger viral stories of the last two days was the foul-mouthed racist rant by a Dunkin’ Donuts customer in Fort Lauderdale, Florida, who filmed herself abusing the store’s employees and posted the video online.
The coffee-shop chain has a policy that states that if employees neglect to provide an accurate receipt, then the customer gets their order for free.
In the video, the customer, Taylor Chapman, had made a drive-through order the prior evening and didn’t get a receipt, and she showed up the next morning loaded for bear, claiming that because she and her friends didn’t get a receipt the night before, she should get the same order that next day. Her bizarre eight-minute video got worse and then worse still, but all the while, the DD employee, 18-year-old Abid Adar, calmly and politely handled the abuse, offering to make good on the policy and provide a free order for Chapman.
Put aside for the moment that the rant was so over-the-top crazy, and that the video was first posted by an anonymous YouTube account with no prior videos, that it made the entire incident seem somehow “off.”
Consider instead how Adar was an exemplary brand ambassador, and that it took Dunkin’ Donuts a full three days after the incident to acknowledge Adar’s poise and make some form of recognition.
@caseyhall_ We’re proud of how our franchisee’s crew member handled this situation! ^LH
— Dunkin’ Donuts (@DunkinDonuts) June 13, 2013
There are significant communications ramifications here. In no particular order, here are some that occur to me:
• Other than some Twitter responses, I’ve found no official Dunkin’ Donuts statement on the incident, hoax or otherwise. Big mistake.
• If nothing else, use a personal statement by an executive, in a press release and not just a tweet, to acknowledge that your employee, a bottom-of-the-totem-pole teenager, responded with exceptional restraint and professionalism.
• Better yet, take his story to the media and make him an example to all of your employees coast to coast.
• Remember that your people are your best brand ambassadors. Adar and a second employee, who was singled out for especially ugly invective late in the video, were either well trained or were special representatives of Dunkin’ Donuts. Sometimes the most valuable PR can come from the most unheralded and unexpected sources. Internalize that. Make it policy. Make it proactive. That way, every employee will know in advance how to deal with abusive customers.
• Rethink the policy about the receipts. It’s dumb. Most times I don’t need a receipt for my coffee, and when I do, if I don’t get it, I don’t expect a free order.
We’ve been doing a lot of writing in PR News lately on great PR writing and as I was reflecting on this very intricate craft—a form of writing that requires immense skill—I thought it might be useful to reflect on what a journalist looks for in PR writing—not just press releases, but also corporate letters, comments from executives, and more. So here goes, more or less in the order of importance:
• First and foremost, tell a story, but remember your story is not automatically interesting to the media and stakeholders. You have to anticipate what your external constituents will view as significant from their perspective. But let’s get back to the concept of story-telling. If there’s a narrative—if there’s a sense of progress, or change, or surprise, or accomplishment, that’s what will get the attention of a reporter. Especially if the story is unexpected, or counter-intuitive, or it defies the conventional wisdom. That’s what reporters look for, because those are the things they want to offer to their readers.
• Don’t force big news out of small news. I got a press release just last week from a media company CEO, who assured me this was “big, big news.” Well, it wasn’t. Loss of credibility because of a breathless effort to turn non news into big news is hard to repair.
• Don’t lead with the “what,” lead with the “why.” It’s harder for a reporter to care that your CEO just gave a speech at the TED Conference, or that your company just won a major industry award, or even that you exceeded earnings expectations for the quarter by 4 percent. It’s much easier to care that the CEO’s presentation was really important because it generated news, or caused a stir, or that your earning would have missed except for some specific act. You get the idea.
• When using quotes, avoid “happy talk.” I’ve read 10,000 quotes that proclaim a CEO is “delighted to have Bob join the team…” Perhaps you thought we were expecting to hear that you’re “kind of bummed out that Bob is joining the team, because we really wanted Jane.” It’s better to simply lay out what Bob or Jane is expected to do, and why the hire matters.
• Avoid hackneyed and hyperbolic words. Nothing makes journalists’ eyes glaze over faster than you touting your ”solutions,” your “global” reach and your “industry-leading” position.
• Don’t bury the lead. Usually, you can tell the gist of your story in half the number of words you used. This mainly comes down to disciplined self editing, but you also have to keep in mind the fact that early drafts of writing almost always take their time getting to the point and usually back into the point.
• Don’t use exclamation points. Don’t use bold-faced words. Don’t use all-caps. You’d be amazed at how well-crafted sentences and solid choice of words actually speak for themselves, without any need to call attention to them.
- Tony Silber
On Twitter: @tonysilber
There you are, reporting to your CEO on the outcome of a recent PR campaign you spearheaded. Your excitement is contagious as the CEO wants to know more about the positive tone, product awareness and visual dimensions, more about your company’s share of voice and the way you were able to tie sales to the efforts. He asks you what the ad equivalency would be for this PR campaign and you explain, patiently, that AVEs are not how we measure anymore; that’s for amateurs. You refer a few times to the Barcelona Principles, but you had him at “awareness.”
Measurement is the new black. Those who measure their PR understand the profound impact the activity can have on a company’s brand and bottom line. Measurement experts go far in their career because they have gained a keener understanding of their activities by tracking what’s important and by dispensing of activities that bear either no fruit or rotten fruit. One of the best indicators of an organization’s support of the PR department is its investment in measurement and its willingness to listen to the results (however tough they may be) and heed PR’s counsel.
What used to be cordoned off as the geeky discipline within PR, measurement and research is now integrated into everything communicators do. Or it should be. Whether it’s measuring the impact of a tweet or analyzing the performance of a year-long community relations effort, you can’t manage what you don’t measure.
In a recent PR News/CARMA survey, roughly 10 percent of respondents admitted they don’t typically set objectives for some campaigns and don’t measure social media, and nearly 64% still use clip counts more than other metrics. And surprisingly, 32% said the primary reason they measure is because their boss or senior management requires it. Until we get the 32% of PR pros to measure because they want to be better at PR and until we get 100% of communicators setting real objectives, then we are not done with evangelizing the power of measurement.
- Diane Schwartz
PS: At PR News, we are bringing hundreds of communicators to the National Press Club on May 15 for our annual PR Measurement Conference. We’ll share measurement tips, tactics, war stories and advice. Hope you can join us for this “sexy” event. I hope you’ll join us. Email me your hot-button measurement questions to pose to the speakers at firstname.lastname@example.org.