When I was a child, my mother always corrected me when I used the word “uh” and “like,” as in the sentence, “Uh, I am not sure, like I really want to do this but I don’t know how.” I have made up that sentence for great effect (hopefully) to illustrate how uneducated one can sound when using unnecessary, filler words. Kids can get away with “um” and “like” and “you know” – then one day, kids become directors, managers, account executives, spokespeople, and colleagues in a professional environment. What you say and how you say it starts to matter. Whereas a mother would implore her child to not use “uh” and the child will roll his eyes and still say it, it’s unlikely your boss or your colleague will correct your language. It would just seem rude and make you feel bad. So you are left to your own devices, to self-correct. How many times in a given day do you think you fill your dialogue with these words:
- You Know
- Ta (a mangled variation of “to”)
- Honestly (as in “Honestly, what I think you need to do)
- I mean
The last word I’d like to bring to your attention is “but”. It’s a fine word and grammatically acceptable. But it’s ripe with nuance. Try, for a day, to replace the word “but” with “and”. I bet you will come across as kinder and less contrary. Consider these possibly familiar exchanges:
“I just read your report and found it very interesting. It’s well-written and thought-out. But you are missing a key idea.”
An alternative without “but”:
“I just read your report and found it very interesting. It’s well-written and thought-out and if we were to add a few more sentences on (fill in the blank), it would be ready to distribute.”
Response: “Great! Thank you!”
“How does this outfit look on me?”
Response: “It looks nice, but you might want to loosen the belt.”
An alternative without “but”:
“How does this outfit look on me?”
Response: “It looks nice, and I like the shoes, too!”
Try replacing the word “but” with “and”. It may do wonders for your relationships, you know?
Are there are other “filler” words that should be added to this list? Please chime in.
- Diane Schwartz
Late last week, Facebook COO Sheryl Sandberg’s foundation, LeanIn.org, got some negative media coverage. An editor from the organization posted a call on her Facebook page for unpaid interns.
The criticism was immediate and furious. How could a non-profit dedicated to empowering women, and fighting the glass ceiling, engage in what many people say are exploitative personnel practices? How could an organization headed by one of the most famous woman executives in the country—a woman who is extraordinarily wealthy and wrote a bestseller on why women’s progress in achieving leadership roles has stalled—expect the most junior and vulnerable people on her team to work for free?
The response was swift as well. Here’s a shortened version of what LeanIn.org president Rachel Thomas wrote on Friday:
“Like many nonprofits, LeanIn.Org has attracted volunteers who are passionate about our mission. We’ve had four students ask to volunteer with us. These volunteers helped support our message and community, and gained valuable experience doing so. They did not displace or delay the hiring of paid employees. As a startup, we haven’t had a formal internship program. Moving forward we plan to, and it will be paid. We support equality – and that includes fair pay – and we’ll continue to push for change in our own organization and our broader community.”
From my perspective, the statement is too defensive, and it mostly doesn’t address the central issue.
It seems to be saying, “Hey, people are coming to us asking to volunteer. Why should we have turned them away?” It seems to be saying, “Even those who work for us for free still get value, so it’s kind of okay.”
Those things might be true, but they’re also, frankly, not productive. That’s especially so for an organization dedicated to principles that are fundamentally at odds with those practices.
From a communications perspective, the defensiveness left a lingering feeling that LeanIn.org still doesn’t quite get it, even through they’re changing their practices.
But the good news, and LeanIn’s real promise, is in Thomas’ last couple of sentences, indicating a change in policy that will require paid internships.
So having perhaps learned a lesson, an organization dedicated to empowering women can now start a much more widespread conversation about changing something that’s much more pervasive than it used to be: Unpaid internships, and paid internships with no benefits replacing what used to be entry-level jobs.
There are countless communications takeaways from the recent celebrity gaffes. Whether it’s Paula Deen dealing with allegations of being a racist and then dropped like a buttered sweet potato by every brand partner, or Jennifer Lopez singing “Happy Birthday” to Turkmenistan’s authoritarian ruler for his 56th birthday last Saturday night, one thing is for sure: another day, another blunder by a celebrity or public figure.
Is the PR team to blame for either of these crises — or is it to be sympathized with? After all, wrangling bosses with high stature and over-sized egos to do and say what you advise is not kid’s play. You win some, you lose some. In the Paula Deen and J.Lo cases, I take the side that PR could have done a better job of doing their job. Public Relations is not just about pitching stories to the media (which is what most of the public thinks) – it’s about improving or maintaining reputations, shaping messages, avoiding crises, moving a brand forward, managing expectations, and so much more.
PR could have shined in both these crises – resulting in another needed feather in the PR cap. (Notably, there are hundreds of crises every day that never see the light of media because PR is in fact doing its job.)
Because too much has already been written and said about Paula Deen, I will keep this one simple: PR counselors can’t make their clients less racist, but a strategic and strong PR counsel can guide their client to take the right steps to mitigate crisis, to apologize, to articulate how he or she will make amends. Instead, we hear Deen utter: “I is what I is” and we hear her challenging people to throw stones at her head if they weren’t guilty as well of saying mean things. Even before getting into crisis management mode, shouldn’t Deen’s PR team have seen this coming? Did they have a seat at any of Deen’s many tables, guiding her on public perception, listening to what her employees were saying and feeling? It was a public secret that Deen used the “N-word” often.
From Savannah to the Central Asian country of Turkmenistan we have another situation that will predictably be less of a long-term problem for the celebrity. J.Lo was the guest of a China National Petroleum Corp. event in Turkmenistan when she was asked to sing “Happy Birthday” to that country’s leader, Gurbanguly Berdymukhamedov. J.Lo’s spokesman, Mark Young, told the New York Post: “Had there been knowledge of human-rights issues of any kind, Jennifer would not have attended” the birthday party. Um, Google or Bing “Turkmenistan” and you’ll find that Human Rights Watch lists it “among the most repressive” countries in the world. As my PR News colleague Lucia Davis writes on prnewsonline, this crisis, too, could have been avoided.
The whole situation was made worse by J.Lo’s team members’ enthusiasm for being at this event, with her choreographer cluelessly tweeting: “The Turkmenistan breeze feels amazing at night, kidz! I wonder where all my Turkmenistan followers are!? Hit me up!” Perhaps the people of this land can’t follow him on Tweeter because, according to Human Rights Watch, “The Turkmen government exercises total control of public life.”
In my 18 years in the PR space, one of the most basic pieces of advice volleyed between media and PR people has been to “do your homework.” PR people shouldn’t pitch stories to reporters without knowing what and whom they cover. And reporters should respect PR’s role in the ecosystem, whether it’s a political, entertainment, business or nonprofit story, and should come into the interview knowing a thing or two about their subject. Had J.Lo’s team done its homework, it would have easily discovered that even showing up for an event honoring a repressive world leader is ill-advised. Singing “Happy Birthday” was just icing on the stinking cake. Had Paula Deen’s PR team done a listening tour of the people closest to her empire – such as her employees – they could have put measures in place to avoid the downward spiral.
Summer’s here, school is out, but we will always have our homework to do.
- Diane Schwartz
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.