Author: hermanoff

Do you have a Communication Policy?

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Do you have a Communication Policy?

Policy_331If you don’t, look out. It could take a bite out of your brand, reputation and damage your integrity — when you least expect it.

To make sure your company or organization is visible, accessible and accountable both internally and externally, you should have a communication policy. It ensures that communications by every employee is understood, coordinated and effectively managed and followed by everyone. Communication plays an essential role in the conduct of everyone’s business.

How you communicate with people not only reflects on you as an individual but also on your organization. It applies to everyone. This is the information everyone must know to carry out their day-to-day work. It is the responsibility of leadership to communicate this information effectively.

A policy provides your constituencies with timely, accurate, clear, complete and objective information – and it is consistent throughout your company.

Social media rules are written and enforced. There are a variety of ways and means to communicate and when policies are set, then there is less HR hassle.

All communication needs are addressed, but these should be evaluated and changed, if necessary. Technology and the way people communicate changes quicker than you can change your socks.

A policy creates trust and confidence and protects the integrity of your company or organization. It provides strategic direction.

If you have a communications policy in your company, congratulations. If you don’t, call Hermanoff Public Relations today. We’ll write one for you so you’ll sleep better and everyone in your company will thank you.

 

About the author

 100 sandy

Sandra M. Hermanoff, APR, S.A.G.E, Fellow PRSA
CEO/President
Hermanoff Public Relations
P: 248.851.3993  F: 248.851.0706
web. www.hermanoff.net
31500 West Thirteen Mile Road, Suite 110
Farmington Hills, Michigan, 48334

Proud to be a Buckeye!

Hermanoff Public Relations is a partner of the Worldcom Public Relations Group, the
World’s largest consortium of independently owned public relations counseling firms.

 

 

Not Yet On Board With Social Media? You May Already Be Left Behind

social media pr

I received the following note the other day via LinkedIn, from someone who has apparently been in the business for more than 20 years:

“I found out on a web site called social media today that you have considerable experience in PR and social media expertise.

“Although I also have an extensive PR background, I up to now haven’t needed to get involved in social media very much. My PR areas of expertise are media relations, writing, research, and special events.

“I have developed many customized media lists using Excel.

“Can I somehow use Twitter also to develop customized media lists using media data that I find from a variety of sources, which I do when creating Excel media lists? If I can, how do I go about creating customized Twitter media lists that include writers’ names, title, media name, email address, etc.

“Also, I want to find some articles/case histories that detail how companies have specifically used Twitter and Facebook to in PR campaigns to boost awareness of products and services,

“If you can provide me with links to such articles/case histories, that will be fantastic.

Any questions, send them.”

I responded that the person in question should read this post, and if he wanted to chat further, he could book a two-hour (paid) consult via my assistant.

To which he asked where he could find the post, and made a snarky comment on how perhaps he should become a “social media expert consultant at that hourly rate,” as it’s more than he’s “ever received in PR on hourly basis.”

***

When PRSA asked me to author a guest post on the evolution and elevation of social media, I was wondering how I could do so without stating the obvious: that social is here to stay, it’s not just for the “kids,” and if you haven’t gotten on board that particular bandwagon yet, you should start dusting off the old drum kit pronto.

Then I received this note. And it seemed to me to illustrate exactly how our industry needs to evolve vis-à-vis social media and the elevation thereof.

Clearly there is a sizable group in the industry that is still grappling with social, while grudgingly realizing they need to learn how to deal with it. Despite my irritation at this interchange, I sensed that the arrogance (“Tell me everything I want to know! Do it now! Free!”) and snark (“Whaaa? How do you get away with charging that?!”) were layered on top of confusion and, perhaps, fear. Because while this gent and others of his ilk may see the writing on the wall, clearly they don’t like the story it’s telling.

Social media cannot be elevated from the tactical to the strategic if it continues to be boxed in or silo-d. While its evolution has been breathtaking—a day does not go by that I don’t marvel at what a remarkable time we live in, to literally see technology change the world, minute by minute—it must be invited to sit at the family table, not banished to the kids’ corner.

Public relations practitioners of all stripes must understand this. They must start to respect what social brings to the table, even if they choose not to make that a core part of their business offering. They must start looking at public relations in an integrated and measurable way, because that’s the only way it will be regarded as an integral business function.

That means a genuine desire to learn, grow and engage, resisting the urge to make digs at those who’ve taken the time and trouble to at least be in step with today’s world. That’s what I hope to see happen, and our industry take larger strides toward, in 2014.S Burke

Shonali Burke, guest blogger

 

Shonali Burke was named to PRWeek’s inaugural top “40 Under 40″ list of US-based PRprofessionals and is considered one of 25 women that rock social media. As President & CEO, Shonali Burke Consulting, Inc., she helps take business communication strategy from corporate codswallop to community cool™. Shonali is also Adjunct Faculty at Johns Hopkins University, and publisher of the popular PR and digital media blog, Waxing UnLyrical. The Washington Business Journal recently named her one of 10 CEOs to follow on Twitter… follow their advice by finding her @shonali.

Reposted from: http://prsay.prsa.org  PRSA/Editor’s note: This is the final in a series of guest posts from industry thought leaders predicting key trends that will impact the public relations industry in 2014. Hosted under the hashtag #PRin2014, the series began Jan. 8, 2014, with a compilation post previewing some of the predictions.

 

What is a Communications Plan?

The Strategic Communication Plan: An overview

by Les Potter, ABC, IABC Fellow (guest post)

Much is said and written about strategic communication and communication planning. The essential question is what can a communicator do in order to be considered a strategic communicator? The short answer lies in the communication plan she develops. A good plan embodies all the necessary components of strategic communication.

Becoming a competent, results-oriented strategic communicator takes years of study and practical, hands-on work experience. Once the foundation is firmly in place, then the strategic communication plan manifests all that knowledge and experience to focus on the strategic communication an organization needs to accomplish its mission.

There are key sections that must be in a strategic communication plan. They are, in order: the executive summary (written last); a description of the communication process for non-communication-trained decision makers; the background that led to the need for the plan; the situation analysis (formative research); the strategic summary; the implementation schedule; the budget; and the evaluation and monitoring of the plan (summative research).

While each section is important, there are four that demand serious consideration. Let’s review these main sections of a successful strategic communication plan.communications plan

The situation analysis (formative research)

The first step in developing a strategic communication plan is conducting formative research. To be strategic, communication programs must be built on fact, not fiction or guesswork. The strategic communication plan is the outline—the road map—for successful program implementation and management.

The first and most important step is conducting formative research to find out as much as you can about the issues facing an organization. Formative research can be primary, that is, original research that is designed and conducted by the communicator to address the specifics of her organization’s situation. Or it can be secondary, adapting already-conducted research that relates most closely to her organization’s situation.

Primary research is the most demanding and expensive, but yields the best results. It is made up of qualitative components, like interviews and focus groups, and quantitative components, like surveys and questionnaires. The completed research then becomes the basis of writing a credible situation analysis. This analysis tells the communicator what must be treated for the organization to be successful.

Strategic summary (goals, objectives, strategy and tactics)
Once a situation analysis is written, the strategic communicator has a basis on which to make her recommendations for actual strategic communication activity. The recommendations should be captured in a strategic summary. The strategic summary involves setting goals and objectives. Goals are broad strokes, higher-level concepts about what needs to be accomplished, such as improving an organization’s relationship with key publics or enhancing its reputation/image among key publics. A number of objectives are set under each goal to help make it a reality. Objectives are the workhorses here. Each objective should be SMART (specific, measurable, attainable, relevant and time-sensitive) to accomplish the goal it serves. In formulating objectives, the communicator must consider an overall strategy that will effectively reach the target audience, such as using a mix of tactics, including interpersonal communication (face-to-face) and/or the various media that an organization uses to communicate with internal audiences.

Here’s the problem: All too often communicators set squishy objectives, like “communicate that we care about employees” or “inform the community about our….” For an objective to have any relevance, it must be measurable. Setting measurable objectives is the cornerstone of the strategic communication foundation, following research and situation analysis. You simply must set measurable objectives in order to be able to conduct meaningful, summative evaluation in the end. All too often, squishy objectives are followed by evaluation that amounts to silliness like, “We got a lot of compliments on [the tactic],” or “The CEO really liked it,” or “All of the copies were taken by employees.” These statements prove nothing.

Once goals are set with relevant objectives and an appropriate strategy, the strategic communicator must decide on a mix of tactics that will reach target audiences. This involves dipping into the strategic communicator’s toolkit and selecting a mix of tactics that will reach the audience in a timely and cost-effective manner. A mix of tactics that have the highest credibility with target audiences is always better than only one or two tactics. Devising effective strategy also must take into account the time schedule for tactical implementation. Gantt charts work exceptionally well for plotting tactical implementation.

Budgeting

After recommendations have been formulated in the strategic summary and backed up by strategy and tactical implementation, the strategic communicator must budget the activity as competently as would be expected of any business manager. The greatest tool since the handheld calculator for this purpose is the Excel spreadsheet. It allows you to play “what if” games until the budget is within guidelines and meets needs. Concentrate on budgeting to achieve each objective. The real cost of achieving each objective will be in its related tactics.

Summative (or evaluative) research
Now the strategic communication plan comes full circle. You begin with research to know what needs doing. Then, you set goals and objectives to achieve the expected outcomes. Now you end with research to see if your strategic communication efforts have accomplished the goals and objectives. The key here is to concentrate on measuring and evaluating the success or failure of your objectives, the workhorses of strategic communication. Strategic communicators don’t wait until a communication plan is finished to evaluate it. It’s too late then to do anything about it, except learn from mistakes. Strategic communicators monitor and evaluate all along in order to make any needed course corrections to stay on target. Final evaluation then helps set you up for success in the next cycle of activity.

 

Les Potter, ABC, IABC Fellow, is a senior lecturer in the Department of Mass Communication and Communication Studies at Towson University in Maryland. He has previously served on IABC’s executive board and accreditation committee, and as a trustee of the IABC Research Foundation. Les is author of The Communication Plan and he blogs about strategic communication and public relations at More with Les.

TalkBusiness Article : Can you keep clients happy in PR?

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Is It Possible To Keep Clients Happy In PR? Managing The You Booked It, You Fix It Mindset

Working in the field of public relations can be described as putting on an army helmet each day and tiptoeing carefully across a minefield. Sometimes as publicists we are able to do so quite successfully, and it’s all sunshine and lollipops as we land that perfect media placement for our clients. Then there are those dreaded days when you unsuspectingly step on one of those mines, and a media contact runs a horrific story for your client that you had absolutely no way of anticipating. You pop it open because the placement is finally here. Then, as you read, your heart rate increases and all you can repeatedly say is, “Oh nooo!”

A negative spin article on a positive story pitch will then fill the next two days for you with damage control on phones with editors demanding a redaction, and coddling calls and emails with your client. You find yourself repeating phrases like “This is not at all what we pitched”, “They twisted this story”, and “I’m as mortified as you are; let us see what we can do”.

Because a publicist or PR Firm is essentially the paid middleman on the front lines of communication, the client’s automatic reaction to a bad media placement or review is “You booked this, you fix it.” However, any seasoned publicist will tell you that mindset is 100 percent incorrect. So how do you keep your clients happy at all times, even during rough patches like these? Is it even possible?

How Things Really Work

Though a PR firm is paid to pitch stories to the media and scout the right placement contacts for clients, contrary to popular belief, we don’t toss up our PR fairy dust to make that positive story appear. While we are our client’s biggest cheerleader, we don’t have the final say in what, when, or how a story runs. This can be quite frustrating when a story has delays, gets canned, or when a negative spin angle is suddenly placed on our hard work. If a publicist has done their job effectively, they have (1) thoroughly researched the media contact beforehand to make sure they do not harbor any intense hatred for the subject at hand, (2) pitched a seamless story with a very nice angle for the client, (3) booked the interview, and (4) followed up to ensure that the placement does hit. After all of that, we all know that there is a black hole that is entirely out of our hands between the client interview and the time the writer chops up their story with their editor. It is an exciting time for the client, but it can be a terrifying waiting game for us.

Setting Client Expectations

The “You booked it, you fix it” mindset can truly be detrimental to a publicist/client relationship. However, it can be nipped in the bud early if you teach your clients the full process. Don’t allow them to think that you have full control over any story, because that is simply incorrect. When you educate your client on the PR process and the many hands a story has to touch before it is published, the ride will be a much smoother one.

Train Your Clients

Media training for your client is of the utmost importance. This means taking the time to sit with them in person or on the phone to hone their pitch. I often advise my clients that the most important thing is to always steer drifting questions back to their business, product, or positive points during an interview. If a writer goes off topic, stay clear and turn back. Clients can sometimes be a handful and can easily talk themselves into a negative spin article if you don’t train them not to. The media contact will perk up like, “Wait, what was that he said?” then will proceed to do some side digging or generate an opinion outside of the positive angle you pitched. Those moments are to be avoided at all costs. As a publicist, I am powerless to fix anything if a client has run off at the mouth and buried themselves during an interview. Let your clients know that once you have let them loose in an interview, you are truly passing the baton and expecting them to positively finish the race. Then close your eyes, set your client-child loose, and hope that they have remembered all you taught them.

Handling Media with a Long- Handled Spoon

Working with media is exactly like handling a hot pan. Put on those oven mitts so that you don’t get burned, and handle them carefully! Be sure to set yourself and your client up for success by doing your research prior to scheduling the interview to see if the media contact has any previous history of negativity on the subject matter. Also try to get the questions for the interview in advance from the media contact in order to effectively prep your client and ensure a successful interview.

Maintain Minimal Interaction

Your client emailed or called the media contact after the interview to “follow up?” What are they thinking! Stop that before it starts. Have minimal contact after the interview. Do not allow your client to call or email the media contact, and you, as a publicist, should only communicate when necessary as to not piss them off. These people have other deadlines and other stories and honestly do not have to run yours. Send a thank-you and any photos or additional information that they need promptly after the interview. If the piece takes too long to run, then sending one email asking for a timeline confirmation is fine. When media contacts are angered, you have officially jumped directly on to the land mine, and it is important to get that point across to your clients early on.

Be Honest with Your Clients: “Hey, Your Business Kind of Sucks!”

Do not make your job any harder than it has to be. That’s what you are doing if you notice there are problems with a product that you are pitching to be reviewed, or if a business has a few holes that you recognize and don’t speak up. Your client’s reputation is your responsibility; so let them know to fix these things or agree on a plan of action to eliminate those items before pitching, even if it means delaying the PR campaign. Also remember that your reputation is also on the line with the media if you pitch unworthy products, businesses or services.

Consistent Work and Communication

There is no better way to change the “You booked it, you fix it mindset” than to have consistent ongoing communication with your clients. This includes what you are pitching, whom you are pitching to, and inviting your client’s feedback. Total visibility into the processes does not enable your client to run off and do your job on their own, which is what many publicists believe. Rather, it develops a pattern of trust and allows them to see the work that goes in to each and every placement. If you are consistently working at a high level and landing other positive media placements, it will eliminate any undo pressure or expectations when a negative placement arises.

Original Article Featured In http://talkbusinessmagazine.co.uk/can-you-keep-clients-happy-in-pr/

WHAT WE EXPECT OF OUR INTERNS

pr internship

Do you love PR? After a successful three-month internship with us, would you want to be an associate with us?  Here’s what Hermanoff Public Relations is looking for:

pr intens

KNOWLEDGE:   WHAT YOU SHOULD KNOW

  •     Know public relations – media, writing, style, journalistic basics
  •     Know our agency – philosophy, policies, resources and technologies
  •     Know business – role of marketing, return on investment, business basics
  •     Know government – “good governance” philosophy, public outreach, civics
  •     Know the client’s business – their industry, priorities, competitors, buzzwords

PERSPECTIVE:  HOW WELL YOU “SEE” A SITUATION

  •     Perception of issues – having good instincts
  •     The “big picture” – understanding the program beyond immediate tasks
  •     Problem solving – identify problems, but more importantly, solutions
  •     Understand priorities – focus on what’s really important, set expectations

PERSONAL QUALITIES: WHO YOU ARE

  •     Ethics – always do the right thing
  •     Accountability – accept responsibility, don’t place blame, meet deadlines
  •     Diligence – do your best, manage your time
  •     Loyalty and commitment – to clients, the agency, your team
  •     Sense of urgency – be responsive, set appropriate priorities
  •     Positive attitude – be enthusiastic, have an upbeat outlook
  •     Professional confidence – offer recommendations
  •     Initiative – be a self – starter
  •     Creativity – go to clients with ideas, not for ideas, try new approaches

INTERPERSONAL RELATIONS: HOW WELL YOU WORK WITH OTHERS

  •   Abundance – in synch with how we approach interpersonal relationships
  •     Communications – we should excel at interpersonal communications
  •     Teamwork – pitch in to get the job done, share credit
  •     Consideration of others – ask, don’t demand; understand then be understood
  •     Adaptability – change is a given
  •     Appropriateness – in what you say and how you treat others
  •     Realistic expectations – of you, clients, the media
  •     Lead by example – others will  follow if you proceed with conviction
  •     Sense of humor – have fun!

We’re looking for YOU if you got the goods. Send us a resume & cover letter to: pperry (at) hermanoff.net

P.S. This is a PAID internship and you DO NOT have to be in school. Recent graduates encouraged to apply!