Butterflies in your stomach. Dry mouth. Fantasy of escaping through the back door. It’s inevitable: at some point in your career, you’ll need to speak in front of an audience. Whether at a small meeting, a conference, a general session, on a panel, or on your own. For most of us, it’s about getting out of our comfort zone. If it’s any consolation, the number-one fear of Americans is Public Speaking. Death is the number-2 fear. So you are not alone (until you die). Based on my own experiences and interviews with countless public speakers over the past year, I offer these nines tips to help you get through your next speaking gig with flying colors:
1. Research your audience: why are they there, what are their job responsibilities, how knowledgeable are they of the topic you’ll be speaking about? If possible, ask the event producer to survey the audience in advance w/a few questions that will help you tailor your presentation.
2. Avoid death by PowerPoint. Put another way, don’t talk them to sleep. Slides are important but they should be springboards to your speech and not littered with words and cheesy clip art. Large point size, consistent style and about half the slide blank are the rules. Show some video if you can – but not of cute puppies or kittens, unless you’re speaking to an animal rights group.
3. Master your content:. a corollary to tip #1, speak of what you know. You’ll be more relaxed and confident if you know your material. If you’re asked to speak about a topic that is complicated and not in your wheelhouse, decline the invite.
4. Interact with your audience. Build a quick community with the attendees and encourage questions.
5. Limit talking about yourself. You know the speaker bio provided to the audience in advance? They already know who you are. Make it about them.
6. Wear your storytelling hat. There’s nothing better than a story to illustrate your point. That is what the audience will remember. Bring one great story to your speech – not 3 mediocre ones – and you will connect with your audience.
7. Own your content. I was listening to a speaker recently whose entire presentation was about quoting other authors and experts and not sharing an original thought. Find something unique and original to say to your audience. There’s a reason you were asked to take the stage.
8. Remember social media. Be careful what you say and how you say it. One off-color quote can go viral on social media and affect your reputation and your organization’s.
9. Don’t picture your audience naked. This is an old bit of advice predicated on the notion that the naked attendee is more vulnerable than you and so you have the upper hand. This advice doesn’t hold true — better to picture your audience thinking positive thoughts about you, and cheering you on. The crowd wants you to succeed, they are rooting for you. That‘s the naked truth.
What tips would you add to this list?
– Diane Schwartz
For reasons that escape me now, I said yes to my son Max when he asked if we could go to Comic Con together this past weekend. Sounded like a fun day out in New York City: hanging with 125,000 pop culture fans at the Javits Center, more than half of whom came dressed as their favorite character from film, TV, comics, video games. I learned from Max that this is called “cosplay,” as in costume play.
Preparation was key, so I checked out the Comic Con NY web site for tips. Among them were to Shower and Don’t Make It Too Realistic (ie, don’t bring real weapons into the convention center). I knew I was in for a crude awakening.
Because I’m not a “real” fan of 97% of the brands and products exhibiting at Comic Con, I followed my son from booth to booth, session to session with the personal goal of understanding what all the fuss was about. Why would so many people want to spend an entire day or weekend scrunched into a convention center with strangers who clearly didn’t heed tip #3 to shower before attending, and certainly didn’t think their bosses would see them in that Captain America leotard?
It was clear from the moment I bumped into Thor that I was witnessing Real Community. The passion among the fans at Comic Con was unlike any I’ve seen before at an event. The hunger to meet a favorite graphic artist or a cult favorite TV actor, even if it meant standing in line for 90 minutes to get their autograph, was amazing to me – and admirable. The camaraderie among the attendees was so strong that I wished, for a split second, I had dressed up as Katniss so someone would give me a compliment or take a photo with me.
The passion at Comic Con was palpable and the event a complete fish-out-of-water experience. When I first entered the convention center, I said a little prayer of survival – get me through this so I can win Mother of the Year or “of the Day.” Yet I came away from ComiCon with a greater appreciation of the enthusiast/fan market and with a keener sense of what a passionate brand can lead people to do, say and wear. We often talk of Community in the sense of social media, but at Comic Con, the fans came face to face (or mask to mask) to be part of something big, to be the content and the entertainment. That’s Engagement in action. I thanked Max for taking me to ComiCon and he didn’t quite understand why I was thanking him. It was so out of character.
- Diane Schwartz
On Twitter: @dianeschwartz
Last week, I read a well-done blog from a writer and social-media consultant named Paul Gillin lamenting the death of BtoB Magazine, which Crain Communications said it is folding into Ad Age as of the first of next year.
What especially caught my eye was this observation:
“The advertising market for business publications is in free fall, and since most of the magazine’s advertisers are themselves B2B media companies, BtoB has suffered along with everybody else.”
Being a student of the media industry, and a content specialist on PR News, I wanted to know why. On the PR side in particular, I would argue that a decline in advertising—in media covering media certainly, but in a lot of print media as well—portends serious challenges for the PR profession.
Consider that as newspapers decline, and advertising in traditional print brands shrinks, the space available for news will also decline. That, of course, means the space available for you to tell your stories via journalists shrinks as well. That’s a dilemma worth preparing for. And I’d argue that media relations is the most important function in PR.
Consider too that as traditional print media declines fewer journalists will be called to the industry, and those who are might well be less capable. Again, a challenge for PR pros who need to rely on reporters who know their beats and get things right.
What’s more, as traditional print brands decline, their influence declines with them, meaning that you, as PR pros, need to find the new kinds of influencers. That’s not always obvious, and it means you’re going to have to balance the old with the new for a long time into the future.
So why is all this happening? I have a few theories, and I like to test them out on other smart people. Sometimes they agree, and other times I suspect they think I’m way wrong.
So I wrote a comment to Gillin’s blog that asked him what he thinks is driving that free fall. Specifically, I asked:
• Is it that print advertising has become an inefficient way to deliver brand messages?
• Is it because software products have emerged in the media industry that render third-party suppliers—advertisers—less essential? In other words, is it a case of, ‘we can build, so we don’t need to buy?’
• And also, do we buy less? For example, online, we don’t need a printer in a continuous relationship, we need a Web development firm just once every few years.
• Is advertising in free fall too because new channels and technologies have emerged—such as Facebook, Google and database-management tools—that allow marketers to more effectively identify and communicate with prospects?
• And if that’s the case, does that mean that the audiences that media companies have traditionally aggregated are less valuable and less compelling to marketers?
I don’t know the answer to these questions. I don’t even know if they’re the right questions to ask. But something is driving the decline in advertising, not just in media on media, not just in b-to-b media, but in many print publications. My friend Jim Elliott says that advertising will come roaring back. It always has in the past. We shall see. What’s new is the volume of alternative media now available, and the ways in which people consume media.
PR execs are not supposed to parrot the boss. At least on paper.
Despite the tremendous changes throughout the PR field, one thing remains a constant: The ability of PR managers to take an alternative (if not contrarian) view of the party line and say to the top brass, “That may not be the best idea.”
For C-level execs who understand the role of PR, getting a difference of opinion from PR reps about, say, a potential marketing strategy or crisis management plan can’t be underestimated. It prevents execs from operating in a parallel universe in which everything those execs say or do is considered gold, and the rest of his or her staff nod in agreement. Too many top executives live in splendid intellectual isolation.
The best types of comments posted on companies’ websites, social channels and other media vehicles are those that take the brand to task and offer legitimate criticism.
That’s why Google’s recently announced move to change how YouTube uploaders manage comments on their videos may not do PR pros any favors.
The new system, which last week began rolling out to a limited number of uploaders, “favors relevancy over recency and introduces enhanced moderation tools,” according to Cnet.
The moderation tools for uploaders and channel owners include the ability to review comments before they’re posted, blacklisting certain words and whitelisting specific commenters so their posts will always be approved, Cnet said.
For brands looking for some unvarnished truths about their products and services the new moderation tools could be akin to cutting off your nose to spite your face.
Doesn’t social media foster enough conformity? Do we really need to inspire more? When I was in college a journalism professor told me that compliments are like kryptonite; they make you weak and prevent you from improving your writing or interviewing skills.
Same deal for PR folks. To get a better a sense of whether their campaigns (or YouTube videos) are resonating with the target audience they need to embrace all opinions, not least any vituperative comments that at the same time make valid points.
The vote here is to check out Google’s new moderation tools regarding YouTube, but be selective with them lest you end up whitewashing every last comment.
Sure, some comments posted online have all the charm of a dock strike. Sometimes I feel like taking a shower after reading the nastiest of them.
But cutting off communication, however unsettling, won’t do any good. It’ll just get you comments saying how wonderful your brand is. And how boring is that?
PR people are in the business of embracing communication, no matter how crude, not shutting it out.
Matthew Schwartz: @mpsjourno1
I am among the unlucky who didn’t watch ‘Breaking Bad’ over the years and missed out on the binge-watching and chatter over Sunday’s finale. We must all make choices in our TV viewing and apparently I made a bad choice and there’s no going back to viewing all the seasons since I now know (spoiler alert!) that Walt dies in the finale.
The good news for PR peeps is you can break out of bad PR habits and live to tell your story. I am pretty sure most of you can’t personally relate to the list below, but in the interest of elevating the PR profession, here are some ideas for breaking bad PR:
1. Don’t email or call journalists you aren’t familiar with. Research their beats, recent articles they’ve written and their media outlet for relevance.
2. When being interviewed by the media, do not say “no comment.” Worse yet, don’t utter those words while chewing gum (really).
3. Your company is not “leading” and does not have the “number-one solution” – remove these and words like them from your press releases and web site.
4. Don’t do anything in PR that you can’t measure.
5. Don’t ask or ponder what the Barcelona Principles are (look them up, memorize them).
6. If your company is green or sustainable, make sure you can prove it.
7. The number of Twitter followers or Facebook likes for your brand is not commensurate with how wonderful your company is.
8. In a crisis, don’t think an apology is a sign of weakness.
9. Don’t hire bad writers.
10. Turn down clients that aren’t a good match for your firm. Likewise, for clients, don’t be afraid to break up with your agency if the relationship’s not working.
11. Don’t ever let someone call you a flack. PR deserves better.
I look forward to seeing your tips for breaking bad PR.
What is it about CEOs? How can so many of them be so smart and so accomplished, and yet still say so many bad or dumb things?
It’s enough to keep a communications team up at night—and if they get to sleep, they have anxiety-driven nightmares.
Just this week, Guido Barilla, the CEO of one of the leading pasta makers in the world, brought a boycott down on his company for remarks that were viewed as homophobic. Within a few hours of the news, according to the guardian.com, the hashtag “boicotta-barilla” was trending on Twitter.
“For us, the concept of the sacred family remains one of the basic values of the company,” Barilla said in a radio interview when asked whether he’d use gay people in advertising. “I would not do it, but not out of a lack of respect for homosexuals who have the right to do what they want without bothering others. I don’t see things like they do and I think the family that we speak to is a classic family.”
This all comes just months after Chick-Fil-A CEO Dan Cathy renewed an old controversy he created in 2012 by tweeting his dissatisfaction with the Supreme Court decision to overturn the Defense of Marriage Act.
Also this year, Abercrombie and Fitch CEO Mike Jeffries brought negative attention on himself and his company when older comments surfaced where he said he only wants good looking people to buy his clothes.
And American Apparel CEO Dov Charney seems to be just minutes away at any given time from another lawsuit.
I think CEOs are smart, for sure—but they’re also human. And once people get to the top of their profession, they’re a) accustomed to thinking they’re always right, and b) used to subordinates telling them they’re always right. That leads very quickly to hubris and arrogance for most people, excepting only those who are really disciplined and have a very solid sense of self.
What’s a communicator to do? Here are a few options:
• Engage the executives in your company in media training. Not in sporadic episodes, but sustained programs. Don’t do it yourself. Bring in experts.
• Challenge the boss. Oftentimes, you’ll be putting your job at risk, but heck, it can’t be good for you or your company if you merely go along and get along.
• Know your executives. Know what their personal perspectives are. Respect those views, but help them understand that those views and the company’s marketing messaging are two different things.
• Offer yourself as a sounding board to flippant top executives—have them bounce their public statements off you first. And if they reject that idea, then it might be time to think about your own reputation and find an environment that is more receptive to good PR counsel.
I was quoted in the newspaper the other day. The quote was technically inaccurate—I didn’t say what the reporter wrote that I said. But it was correct in the substance. In effect, the reporter understood my meaning, and got it right, but wasn’t writing down or transcribing my words verbatim. The quote was an approximation, rebuilt by the writer.
Was it okay? All’s well that ends well? No, not really. It can’t be. My view from years of work in journalism is that if you use a direct quote, it has to be what the person said. As a reporter and editor, I’ve cleaned up quotes, and taken out repeated words, and eliminated sentence fragments that come up when people speak extemporaneously and change their direction as they go. I’ve even clarified quotes, inserting nouns when the speaker used pronouns.
But that’s different from “reconstructing” a quote because you didn’t write it down—or you weren’t listening carefully.
Which leads me to my point. In journalism or PR—indeed all communications—listening is a technique. In PR, it could be about understanding the context and underlying objective of a campaign, not just what the client’s RFP said, or what the CEO indicated at the Monday meeting. It is something close to intuition, even if that can be tricky. There is a skill to training your ear to listen, even as you’re taking notes.
The process is fascinating, really. I remember early on, when I’d have one of those old-style reporter’s notebooks, furiously scribbling, standing up, as the mayor (or whomever) rattled off a comment. I got so good at it that I could listen, and engage critically, responding to what was said, and not just merely transcribing. And at the same time, I could sense in real time when a quote was good enough to take it down verbatim.
And that’s the crux. As a communications professional, great engagement and great results can only come from truly listening—call it critical listening—and being able to separate the fluff from the substance. On the fly.
An example: Just last week, I attended a conference, but spent more time than I should have tending to matters back at the office. When it came time to write a cohesive report on the event, I kind of surprised myself, because all the while I had been doing critical listening. I was tuned to the speakers and the comments that mattered the most. The report wasn’t half bad.
I picked up a sound piece of advice the other night, during a college admissions event my daughter and I attended. Among the questions the prospective students asked of the alumni panel was whether the class sizes are so big that you can’t see, hear and learn in them. The very articulate Class of 2010 alumnus responded with a great piece of advice that was applicable to me — and you, I imagine. She said: “Just sit in the front of the room.” (Ah, if only it were that easy. Especially in college, when you really aren’t sure if you’ll be staying for the whole class, and what about your friends who wouldn’t dare sit in the front row?)
The high school senior who asked the question nodded affirmatively, but you could see that the sound advice flowed right over her head. I believe she was hoping for a literal answer, such as “Yes, it sucks, but you deal with it.”
The takeaway for me was an affirmation that just changing where you sit changes your perspective, improves your visibility, eliminates distractions, and gets you noticed. To take the advice further, instead of sitting in the back of the room (or being anonymous in your organization, or among your customers), move yourself to get closer, to be seen, and to hear things more clearly. By sitting (or getting closer), you’ll pick up on details that could make a big difference in your viewpoint. Our marketplaces are bigger than any college classroom; if you’re in the way, way back then you’re missing out on the conversation.
I didn’t expect to learn much from this college event – it was really for my daughter, not me. Which shows you can learn some life lessons from unexpected places and times. Just sit closer, and listen.
PR Industry Missed an Opportunity During the Putin/Ketchum Op-Ed Episode to Talk About the Role of PR
Last week’s episode in which Ketchum helped place an op-ed piece by Russian President Vladimir Putin in The New York Times has shined a less-than-flattering spotlight on the PR profession.
In the Putin article, titled, “A Plea For Caution From Russia,” Putin seeks a solution to the violence in Syria. “Recent events have prompted me to speak directly to the American people and their political leaders,” Putin writes, adding that a U.S. strike against Syria “would increase violence and unleash a new wave of terrorism.”
Ketchum’s role in placing the op-ed was first reported by BuzzFeed.
According to Justice Department filings, Ketchum was reportedly paid $1.9 million by the Russian government during the first six months of this year. It got another $3.7 million for public relations work for Gazprom, the oil and gas company controlled by the Kremlin.
“The opinion piece was written by President Putin and submitted to The New York Times on his behalf by Ketchum for their consideration,” said Jackie Burton, Ketchum’s senior VP of external relations, in a statement.
She added, “Ketchum’s work with the Russian Federation began in 2006 during Russia’s Presidency of the G8 Summit that took place in St. Petersburg. Our role has continued, with a focus on facilitating the relationship between representatives of The Russian Federation and the western media.”
She would not comment any further on the op-ed piece in the Times.
However, I’m curious about the reaction to the letter within the PR industry, or, more precisely, the lack thereof.
Sure, I can easily picture communications professionals debating Ketchum’s role in placing Putin piece, and comments would likely range from whether Ketchum has set the PR industry back to defending the agency. What, exactly, does Ketchum have to apologize for?
But that’s inside baseball. What about the consumers who have been following the story? What was their takeaway from Ketchum acting on behalf of Putin? There are well-established perceptions about the moral ambiguities of PR. This underscores that perception—PR people serve as mouthpieces for anyone and they do it for a price.
The industry could have taken the window afforded by the Putin article to explain why Ketchum’s work on behalf of Russia is fair game in PR and address why some people may have a problem with it.
However, a spokeswoman for the Pubic Relations Society of America (PRSA) told PR News that the PRSA would have no comment on Ketchum’s action and is “neutral” on the subject.
That’s unfortunate, particularly in light of the negative impression many people already harbor about public relations.
The PRSA could have sent out a media advisory to broadcasters, media companies and publishers offering the industry’s perspective on the Ketchum episode. It also could have provided some context about PR compared with other marketing disciplines, such as advertising.
That opportunity is now lost. The chance to explain to the world why PR does what it does is lost. The chance to talk about what PR is and how it’s changing and work to correct inaccurate stereotypes about the PR field is gone.
Responding to the episode could have changed the narrative about PR, however slightly. But now the song will remain the same. Until the next dustup, that is.
Follow Matthew Schwartz: @mpsjourno1
When I started out in journalism—in daily newspapers—every so often you’d have a colleague opt out of the reporter’s life and move into PR instead. It always seemed like a loss, because some of those colleagues were the most capable among us.
But journalism’s loss was PR’s gain. Today, in 2013, that’s perhaps more true than ever, because of the disruption of the traditional media world. Let’s be honest with what’s happening: The newspaper industry—the industry dedicated to putting news on a paper product, which is printed and distributed every morning—is dying. Print newspapers probably will be gone in a generation or less. The print-magazine industry is less challenged than newspapers, but the trend is clear. Think about what’s happened.
• It’s not just that new technologies have massively changed media-consumption patterns and expectations.
• It’s not just that the Internet has destroyed many forms of revenue-producing classified advertising, which once was a staple of newspaper businesses.
• It’s not just that it’s become an extraordinary challenge to invest resources in highly qualified journalists to produce news, when that news is then redistributed online for free within minutes. How do you make money in that environment?
• It’s not just that newspapers have become an inefficient and outdated vehicle for local advertising. Local ad revenue is soaring, but it’s online, and going to contextual and ROI-oriented technology companies like Facebook and Google.
• And it’s not just that paid reader circulation—an essential part of the revenue model for newspapers and magazines—is unpredictable, at best, online.
It’s all those things, combined. And the pace of change is accelerating. One outcome has been a wave of downsizings in the newspaper and magazine worlds, with more journalists moving into PR. And ironically, what many of them are doing now is—wait for it—creating journalism! They’re just doing it for all different kinds of brands, not just media brands. They’re serving brand communities, not geographic or industry-specific communities.
As media has changed, so has marketing and communications. The most significant change currently in brand communications is content marketing, where brands engage audiences through traditional journalism techniques—they tell interesting and relevant stories that readers like. This storytelling doesn’t work if it’s product pitching in disguise. It’s more sophisticated than that. And usually, it’s the PR staff that handles content marketing.
Is content marketing a threat to journalism? No. No more so than the bottom-feeder media companies that for 100 years neglected journalism and viewed content as “the space between the ads.”
What is happening is this: As marketers increasingly engage in content marketing—online, on social media, in video—they make PR stronger. They become a new source of competition for traditional media companies. And they also provide a new source of employment for those professional journalists who’ve found that career opportunities, good incomes and professional growth are no longer as plentiful in traditional media.
Maybe those folks who went into PR when I was starting out were just a bit ahead of the trend line.