At yesterday’s Communications Week “PRx” event in New York, Barri Rafferty, CEO of Ketchum North America, said that women need to stop saying “I’m sorry” if they want to become chief executives. The phrase “I’m sorry” is used too freely by women, according to Rafferty. It’s usually a thoughtless preamble to a statement or mere entrance into a room, and is a signifier of a lack of confidence and feeling of unworthiness.
“Have swagger,” Rafferty said. “Don’t be sorry—shine and be strong.”
I couldn’t help being reminded of her advice to women when I read today’s article in the New York Times about the Council of Public Relations Firms’ “soul-searching.”
The Times reported that the council, which is holding its annual conference on Oct. 23, adopted an informal name, the PR Council, and that in discussions of the rebranding the council had considered eliminating “PR” entirely.
The article points out that although social media and content marketing have expanded the role that PR plays in brand communications, PR—in particular, PR agencies—“has also been under scrutiny recently for a string of flubs and foul-ups.” The council was seeking a new moniker that would encompass PR’s past, present and future, but drop-kicking the term “PR” into the waste bin would have betrayed PR’s own lack of confidence and sense of unworthiness.
For generations, PR practitioners could only look on with envy and perhaps disgust at the budgets thrown at ad agencies and marketers, but the evolution of technology has been on their side, whether they realize it or not. The Council of Public Relations Firms–make that the “PR Council”—recognized that truth in the end.
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
It’s the definitive question in C-suites, boardrooms and industry conferences: is there a correlation between PR and sales? It’s safe to say that, as a whole, communicators have not done a stellar job at demonstrating the link between PR and the top or bottom line.
While PR can sometimes directly be tied to sales, I am not espousing that it should always be tied to sales. Rather, your role as a valuable public relations practitioner includes demonstrating a return on investment from your PR efforts (refer to #3 in the Barcelona Principles). That “return” is not always about revenue; it’s about building awareness, improving reputation, informing stakeholders, and more.
There’s only so much you can control when it comes to the actual sales close. But you can be a part of ensuring there are processes in place to draw a correlation between your performance and that of your organization. Get familiar with your typical customer’s buying journey and understand that your sales team comes into the journey rather late in the game. Consultant Debbie Qaquish, in a column on prnewsonline, explains rather adeptly how PR can, and why it should, augment sales.
What’s missing in many organizations is a collaborative approach in which the marketing mix includes PR from start to finish: PR is not thrown into the mix half way for good measure. It’s not sprinkled onto the mix as a nice to have ingredient and it’s not heaped on at the end to give it flavor. Rather, PR is a formidable ingredient in an organization’s marketing mix. For this to happen, the leaders in an organization need to believe in the power of PR and you need to preach what you practice. Here are 3 ways to begin connecting your PR efforts to sales:
1. Talk to your sales team regularly. Do you know who the top salespeople are at your organization? Ask them what their clients are saying about your brand and products. Equip the salespeople with supporting data, materials and anything you think would help them sell more. Set up monthly meetings with your sales colleagues, with the goal being to give them the updates, trends, thought leadership pieces and other supporting materials that will set them apart from competitors. You can’t sell for them but you can sell with them.
“Run your communications team like a sales team,” advises Mark Stouse, vice president at BMC Software, in a recent Q&A with PR News. “Focus on aligning your marketing and communications efforts with the three legs of sales productivity — demand generation, deal expansion and deal velocity.”
2. Know SEO. Search engine optimization is not the sole domain of IT, Marketing or an outsourced firm. Optimize your content so it’s landing high in search results and attracting the right eyeballs. Whether you’re on WordPress or a custom content management system, you need to make your words sing louder and live longer online. There are countless tools available to learn the keywords your prospective customers are using (such as SEO Moz) and helpful PR/SEO workshops, but there’s no gaming the system. Produce fresh, relevant content and you’ll increase traffic, which should boost sales. Whether it’s Google Analytics or a premium tool, track your visitors’ conversion rate so you can prove that what your department is producing online results in positive, monetizable action.
3. Optimize social for sales. Understand your audience behavior on social. Work with your marketing team to drive traffic to your Pinterest board or your Facebook page and don’t be afraid to sell them something while they’re there. You might currently be investing in social promotions and advertising, so why not complement those efforts with direct selling on your own social pages? Additionally, if your press release is not optimized with multimedia and unique links to points of sales (where applicable) then you are wasting a good press release opportunity.
There will come a day when we stopping putting a question mark after PR’s role in the marketing mix and its tremendous value to organizational growth. But this will require an integrated communications approach and a collaborative spirit. Do you have it in you?
- Diane Schwartz
Let’s connect on Twitter: @dianeschwartz
So you have a major meeting this week. Let’s say it’s a really important client meeting. You just landed a big account, and now you’re working out the details of who’s going to manage what. Or maybe the corporate communications department is tasked with implementing a social media and earned media campaign for a new branding initiative. It could even simply be an important cross-department meeting on employee relations.
The details differ, but the stakes are always the same. This is strategically important. It always strikes me as odd, then, that behavior in meetings is like the Wild West. It’s remarkable how norms for meeting etiquette vary so much. It depends on the company culture, and even on senior person present. I’ve seen people on their computers and phones for extended periods when they’re in meetings with the CEO. Or with a client. Wait, who—or what—is more important than that? I’ve seen people leave sales calls and return 10 minutes later—to me that’s absolutely unacceptable.
I’ve seen senior managers ignore or forgive favored folks for that kind of behavior while getting upset at others. A lot of the cues come from the managers, and too often, the managers are too busy with other things, or other agendas, to enforce decorum.
So here’s my list. Basically, as a communications pro, you should always behave in a meeting as you would if you were on the agency side and meeting with a prospective client or, if you’re in-house, with your C-suite.
Here are the do’s:
• Come prepared with ideas.
• Pay attention at all times.
• Do more listening than talking. You learn more, and people who withhold comment until they have something really important to say only enhance the importance of what they’re saying, because they’re perceived as deliberate and wise.
• Don’t interrupt. (There are at least two exceptions: When you’re the boss and someone is droning incessantly. When you’re a participant and the speaker is factually incorrect and droning incessantly.)
• Sit up straight.
• Take notes, but don’t take them on your computer because you look like you’re on e-mail.
And here are some don’ts:
• Don’t open your computer and give the screen more attention than the meeting.
• Don’t engage with your phone for e-mail or anything else.
• Don’t conduct side conversations.
• Don’t leave the room unless absolutely necessary.
• On conference calls, don’t mute the phone and do other tasks.
• Manage conflict well. If you’re debating, always offer a solution.
What other important items of business-meeting etiquette are there? What rules can you share?
At a yoga class the other day, the instructor excitedly and in a heavy whisper told us she was going to shake things up a bit. “We’re not going to do the same moves you’re used to.” I peered down the hall at the Spinning class and contemplated rolling up my yoga mat and making my way there. I am glad I stuck with yoga that day because it not only stretched my limbs, it challenged my mind in new ways beyond the 60-minute class.
The instructor was nervous about these changes and kept apologizing: “Sorry, but no Downward Dog today!” It was all about Child’s Pose. “Be a Warrior,” she declared, as she implored us to just forget about Mountain Pose today. The Seated Twist was totally new to this class, and you could hear the grunts over the soothing music. “I hope you’ll forgive me for requiring a different path today. I only wish it gets you thinking about what routine you may change in your life this week.”
It was a Sunday and I decided to take her literally. From Yoga I went grocery shopping and started my excursion in reverse – Aisle 18 (milk and eggs) rather than my typical starting point of fruits and vegetables, Aisle 1.
I had a spare half hour for a manicure. Instead I got a pedicure and selected a nail color that my 10-year-old niece would have chosen for herself. My yoga instructor would either be proud or appalled.
Later that night, I made my to-do list for the coming week. I put family things first on this list, then work items, and within the work to-do’s I listed only 2 things (rather than 10) for each day. I handed the sticky note to my husband to check it out. “Why are you showing me this?” he asked. I said, “Because I never show you my to-do list.” It was not exactly a romantic moment, but it was different.
At work, there are a lot of ways to shake up your routine. I’m not referring to barging into your boss’s office and asking for a raise, throwing your old computer on the floor demanding a new one, or launching a new product for a new audience. I’m talking about the little things you can do to rejuveniate, to challenge your muscle memory and to think of your day’s work in different and possibly more creative ways. This week, consider these changeups:
1. Walk down a different hallway to your office or cubicle: you’ll run into colleagues you normally don’t interact with and see areas of your work environment you never pay attention to.
2. Discard one item for every year you’ve worked at your company – pieces of paper you know you’re never going to read or need, items gathering dust, old plasticware. (Crumbs don’t count.)
3. Go to a competitor’s Web site, find something great there, and share it with your team in a positive, non-defensive way.
4. Favor a different social media platform: if you spend the bulk of your social media time on Twitter, for this week spend more time on Facebook, Pinterest, Tumblr, Google+ or LinkedIn. Post, respond, join a conversation.
5. Ask a colleague if you could shadow him or her for a few hours. Assuming this will be kosher with the highers-up, consider spending 120 minutes with your IT guy or 120 in Accounting; or a few hours with Marketing.
6. Go to lunch with a colleague you don’t know well. It might not sound appetizing, but chances are you’ll find common interests and learn something new about her and your company.
7. Write with pen and paper: Send a thank you note to 3 people: one person you work with, one customer or client, and someone who’s influenced you in your career. Don’t forget to mail it.
Just as my yoga instructor got me thinking in new ways, I hope this list will inspire you to shake up your routine and start to see new things in your environment and different ways of approaching work.
And with that, Namaste.
– Diane Schwartz
Find your way to my 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
Which workplace exchanges do you find to be most difficult? For most people, they’re centered on two things: Personnel and performance. Both of these things straddle the worlds of internal communications and HR, and both are also general managerial challenges.
I recently read an interesting column in Business Insider about the toughest conversations you can have at work. They were:
1. The Emotional Dismissal Conversation
2. The Awkward Personality Conversation
3. The Underperformance Conversation
All these are tough, but they are typically part of the same progression, and the progression usually starts with number three above, and ends with number one. Here are the toughest workplace conversations, from my perspective, and how I proceed.
These kinds of issues run the gamut—from people who are squabbling, to turf wars, to folks who simply don’t work well together. Sometimes goals don’t sync up. Other times, actual performance doesn’t fit the needs of the job, and that’s typically when the three-conversation pattern that Business Insider described kicks in. To my mind, all of these things are a huge challenge and all of them divert from the common business goal.
I’ve learned over the years that a sustained, tight focus on performance is the way to go. There should be no politics, no gossiping, just set a tone for the group that all you care about is results. Results require collaboration. Keeping everyone focused on that creates a sense of confidence that relaxes a group and empowers them to experiment and achieve.
This is another difficult area, but for communicators, it’s critical. Everyone from entry-level account managers to CEOs deals with either external clients, or with the public. Think of how frequent it is that a lower-level employee embarrasses a brand on social media, either when representing the company, or through some personal post that goes viral.
Of course, we’re talking about conversations—whether with a subordinate or a colleague, or with an external customer. I’ve learned you can’t wing it when it comes to customer conversations. Too much is at stake. Policies that everyone knows about and understands are critical, and these have to come from the top. I’ve had many conversations with customers in my career, and when business is on the line, they can be really tense. For me, the way to ensure that you preserve the business—if that’s the goal, sometimes it isn’t—the relationship has to come first. (This is a bit counter-intuitive, because I just stressed the importance of policies.) If your customers trust that you have their interests at heart, and you have thought through their challenges and understand their objectives—you’ll keep the business. If they feel like you’re officious, and policy-bound, you won’t. Never use the word “unfortunately.” That conveys a focus on your internal policy, not on customer-service. It is also condescending. Never use the phrase, “We’re not set up to do that” for the same reasons. Always be ready with a solution or two.
For a lot of professionals, in PR and elsewhere, this is always a stress-inducing conversation, especially if you’ve fallen short of your goals. But it doesn’t have to be. Putting aside the possibility of the fundamental lack of skills to do a job, most business-performance shortfalls relate to external factors in the market, not to your execution. So it really is an opportunity to shape a conversation about missing goals into the cool ways you’re going to pivot to adjust to changes in the market.
What are the business conversations you struggle with the most, and what advice can you offer?
“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