Posts Tagged ‘Mary Beth West’

Communities Have to Know Who They Want to Be for Economic Future

Monday, March 28th, 2011

By Mary Beth West, APR

We’ve focused some of our blog posts this month on the topic of public relations’ impact on local community development. 

As business enterprises in and of themselves, municipal entities and the organizations that support them – such as chambers of commerce, industrial boards and special economic development initiatives – must have a cohesive business plan in order to achieve prosperity for a local community.

Some interesting and rather challenging aspects drive how these entities must operate along these lines:

  • Achieving buy-in and unity – Because of the diversity of stakeholders within any community, one of the foundational pieces of getting a cohesive business plan together rests with the buy-in part.  Different stakeholders inevitably want different things from their community’s future, and even if the end-game is relatively agreed-upon, there may be a dozen different opinions as to strategy and methods.  Strong, collaborative leadership in a community is absolutely essential in arriving at the core business plan, inclusive of goal, objectives, strategies and tactics.
  • Looking long, long-term – Local cities and regions know better than any other types of organizations that you can’t just flip a switch with the creation of a business plan and suddenly achieve all you’ve set out to be.   These groups’ leaderships must be visionary in their approach, easily looking 20, 30, even 50 years into the future to develop their game plan for infrastructure development.  That infrastructure ultimately has to build, attract and retain the types of business and industry that will make their community produce the quality of life desired for current and future generations.
  • Creating an effective brand – Mobilizing a city or region’s business plan with an effective marketing program represents a critical component of building the area’s future.  So few regions get to the point of creating a strategy that works.  Often, a cohesive brand and supporting message never gels because the community just can’t ever agree what they want to be or how they want to leverage their assets (i.e. the buy-in and unity problem).  Other times, the message that’s ultimately developed just isn’t authentic . . . it doesn’t ring true with the decision-makers potentially locating their businesses in the area, for example.

I participated a few weeks ago in a terrific program hosted by Leadership Blount, “Generations at Work,” which was hosted at the Blount campus of Pellissippi State.  Attendees from late-teens in age through four generations up (Millenials, Generation X, Boomers, Matures) were in attendance, all discussing how Blount County will be impacted by the needs of an age-diverse community.

Each generational group was asked to break into individual sessions to discuss what the top community priority should be.  Interestingly, all of the groups unanimously arrived at education as a priority, if not the priority, of the future.  

This type of exercise involving community members as well as decision-makers is an excellent example of how communities can launch an effort to develop a strong business plan for their futures.  For an initiative of this sort, the best public relations plan evolves from the inside-out.

Team Reflections on Japanese Culture in the Face of Crisis

Tuesday, March 15th, 2011

By Mary Beth West, APR

Like the rest of the world, all eyes here at our company have fixated on Japan since last week.  Earthquake-driven natural disasters have taken an unbelievable toll worldwide throughout the past decade. 

Apart from pulling out checkbooks and supporting the relief effort, the best most of us can do is to observe and learn as many lessons as possible from what we’re witnessing.

A few interesting elements of the Japanese response are rooted in the culture.  Our co-worker, Joe Bogardus, worked as director of marketing communications for Eastman Kodak’s Japanese Region based in Tokyo during the late 1980s.  Among the observations he has shared with our team:

  • It’s encouraging to see the level of worldwide aid not only being offered but also being accepted by Japan.  “During the Kobe quake disaster in 1995, the Japanese government did not accept gifts from other countries, by and large,” Joe said.  “This is a hold-over from the isolationist days before the arrival of Admiral Perry and a sense of duty the government feels to protect the people.  Japanese culture also dictates when receiving a gift, you must give a gift in return of greater value. So there is hesitancy on the part of the Japanese to get into a gift reception cycle.”

“I think their current government is realizing that this potentially is a crisis that will reach beyond their borders, and they need help from as many people as possible,” Joe said.  “From what I have seen and heard, the Japanese are welcoming assistance not only from allies such as the U.S., but also from their regional and ancient rivals – the Koreans, Chinese and others as well.”

  • As the Fukushima Dai-ichi nuclear power plant situation has become an unfolding disaster all its own, the way that information is being managed by the Japanese government will probably prove to be another element that crisis managers will use as a future case study. 

“It’s not surprising to see the Japanese prime minister or cabinet-level ministers serving as the primary spokesperson during the crisis, unlike other disasters such as the BP oil spill, where here in the U.S. we routinely heard from multiple spokespersons within our government and the company itself,” Joe said.

Joe said it’s also worth closely observing how much information is coming from the front-line levels of the nuclear power plants.

“In Japanese culture, you don’t want to be the bearer of bad news,” he said.  “To do so traditionally translates into an ‘I’ve failed’ subtext, and the associated stigma means that you’ve brought dishonor not only upon yourself and your organization, but also on your entire family.  It’s a pretty tough cultural element, and it will be interesting to see how – or if – this social norm is playing itself out in terms of how much accurate information on the severity of the situation is making its way up the Japanese government chain of command.”

For the sake of public safety, it’s our hope that as complete and as accurate an information flow will take place throughout the days to come.

Earth to TSA: Unions for “Employee Engagement” Aren’t the Answer

Thursday, February 17th, 2011

By Mary Beth West, APR

With our blog focus this month on PR and the power of the relationship (it having been Valentine’s and all), we couldn’t help but notice in recent weeks the headline about Transportation Safety Administration (TSA) airport screeners’ successful efforts to unionize.  While we recognize and respect unions’ right to advocate for the interests of their memberships, a primary rationale for the start-up of this particular one, as put forth by TSA chief John Pistole, leaves us bewildered about the means to the end.

According to his quote in the February 5-6 hard copy of The Wall Street Journal: “The safety of the traveling public is our top priority and we will not negotiate on security. But morale and employee engagement cannot be separated from achieving superior security.”

Note to Washington: There’s more than one way to skin a cat.  When it comes to developing employee morale and engagement, there are far more efficient ways to achieve those outcomes.

As if the TSA doesn’t have enough public scrutiny and criticism bearing down on it between the pat-down / scanner uproar of several months ago, the agency now seems to be inviting a whole new onslaught of public frustration about whether the TSA is all about nimble expedition of safety and security, or, more about job and wage/benefits protection for its government employees.

If employee morale and engagement is the end game, then we’d like to offer a far more streamlined solution: a substantive program of employee communications and internal team relationship-building.  Such a program can be implemented at a fraction of the cost and, if executed well, can produce the desired benefits with none of the negative down-side. 

It’s another example of how the public relations profession offers efficient business solutions through smart, relationship-driven programs . . . and case study upon case study proves that employee communications work in powerful ways to solidify a focused, productive workforce. 

The work of the TSA is critically important to the safety and well-being of our citizens.  Those employees certainly deserve respect and to have every advantage associated with a fair workplace. 

While the TSA seems to have charted its course on this issue, we hope other government agencies working at all levels within this country will make more effective use of public relations strategies and tools to achieve their goals, for internal and external audiences alike.

Building Strong Media Relationships

Friday, February 11th, 2011

by Tyra E. Haag
@tyratuckerhaag

Building solid relationships with the media can seem like you’re walking a tightrope – one shaky move and you’re done.

It’s easy to say, “I want to have a good relationship with the media,” but it’s another thing to actually have one.

There are a few ways to describe the daily encounters I face as a media relations coordinator — give and get, push and pull or yin and yang.

Building strong media skills takes practice, but it’s important to remember not to go at it alone because working with the media is not for everyone. That’s why professionals like us exist.  We’re here to help take the burden off our clients of what to say and do with the media so that they can focus on what they do best – run their company.

Here’s my personal media relationship-building philosophy:

  • Be sincere: No one likes a fake. I can’t do my job without solid media skills, so it’s always best to practice the golden rule when it comes to pitching story ideas, following-up via the phone or exchanging information through e-mail. A simple thank-you can go a long way, not to mention a nice hand-written note of appreciation.
  • Stay informed: Keep up-to-date with topics going on in mainstream media – locally and nationally. Utilize editorial calendars to see what is top-of-mind for these news organizations and fit them to your clients’ needs where appropriate.
  • Do your homework: Don’t waste their time or yours. Be sure to research who you need to contact before picking up the phone or hitting the “send” button. Make sure what you’re pitching on behalf of your client is actually interesting and newsworthy.
  • Get creative: Meet for lunch, go out for coffee or ask for a 15-minute chat with whomever you want to get to know better. A face-to-face encounter can take you from an unknown individual to a trusted and respected news source.

Bottom line: I can’t do my job without having a strong relationship with the media.

For more information and tips about building strong media relationships, please visit the following media-related topics previously posted on the MBWC blog:

Media Relations: What Works (Part 1) and Media Relations: What Works (Part 2) by Tyra E. Haag

Cookie-Cutter Approach Costly and Ineffective in Social Media

Monday, February 7th, 2011

Interactive Springboard and Bryant Research to Share Development Do’s and Don’ts at Feb. 9 Memphis Meeting of PRSA

Knoxville, Tenn. Websites, social media and other interactive communications can involve many similar processes to develop, but companies should beware of being sold a “cookie-cutter” approach when creating these tools for their own brands, according to Knoxville-based joint venture Interactive Springboard.

Tori Rose of interactive firm Blue Media Boutique, LLC, and Mary Beth West of public relations firm Mary Beth West Consulting, LLC, will partner with independent market researcher Rebecca Bryant of Bryant Research to present do’s and don’ts of interactive tool development at the Public Relations Society of America (PRSA) Memphis Chapter’s 11:30 lunch meeting at Fogelman Executive Conference Center on the University of Memphis campus, Wednesday, Feb. 9, 2011.  

The message: template-driven approaches can be profitable for interactive agencies and firms that sell website and social media development, but they rarely produce good results for the client.  

“It’s like many industries steeped in manufacturing or process-driven business models,” West said.  “The way many interactive firms want to make the most money fast is to develop a “cookie-cutter” approach that can be packaged and sold to produce websites, mobile applications and other social media programs.  But if those tools aren’t driven by a well-researched understanding of the client’s brand, its audiences and what the user experience needs to be, then it can be a major disservice to clients – namely, a waste of money.”

“Customization is the hallmark for any interactive tool to be effective,” Rose said.  “Every company is unique, with its own set of products, services, audiences and competitive marketplaces.  The tools of social media must reflect the brand’s uniqueness in order to provide a meaningful customer experience online.  There’s just no way to easy-bake that outcome.”

Rose and West will share reasons and strategies for avoiding generic online marketing communications at the February 9 PRSA event. They will also present with Bryant Memphis-focused results of Interactive Springboard’s 2010 statewide study, focusing on how communications professionals view social media’s importance and challenges.

About Interactive Springboard
Interactive Springboard is a joint venture between women-owned firms Blue Media Boutique, LLC and Mary Beth West Consulting, LLC, providing an integrated, research-based approach to social media, supporting client communications and business objectives.

The Truth of Reagan

Monday, February 7th, 2011

By Mary Beth West, APR

No big surprise this weekend that Peggy Noonan offered up one of the most poignant and insightful columns on the man who was Ronald Reagan, as the country recognized this past weekend what would have been his 100th birthday. 

As a child who came of age in the 1980s, I remember many flashbacks of that presidency.  Sitting in my third-grade classroom when another teacher from across the hall burst in to turn on the television coverage, just as the world learned President Reagan has been shot.  The eloquent speeches upon the Challenger disaster and visiting the Berlin Wall.  The tough stance on the air traffic controllers during their strike, which, incidentally, threatened my family’s flight travel plans to Daytona that year (proper motivation for deeply engraining the memory in a then-9-year-old mind).

When I wrote a college scholarship essay in the spring of 1990 prior to my freshman year at UT, my topic was on Reagan.  I knew at that point that I planned to enter the communications profession, so what better subject matter than “the great communicator”? 

Truthfully, though, until doing my research for that paper, I had never heard him described by that phrase before.  What I knew of Ronald Reagan from my childhood created something of an ideal for me – that every president was supposed to be able to speak like him, emote like him, convey a sense of pride, security and confidence, as he did for me. 

I was not of a specific political mindset at the age of 18, mind you . . . my feelings at that time about President Reagan had little if anything to do with political ideology.  It had everything to do, though, with the way he made me feel as a very young person about my country. 

As I read Noonan’s column, it evoked the memory of what resonated most about Reagan to me, during my childhood and continuing to this day: you knew where the man stood on matters. 

Those stances – whether you agreed with them or not – were always exceptionally well-considered and pondered to the finest detail, as demonstrated in the way he explained them to the public, so that you knew that the position he ultimately took had real meaning and backbone behind it. 

It wasn’t something the RNC or any political faction pushed him to say or do.  It wasn’t a strategic check of polling data.  It was his position and his alone.  He wasn’t afraid to be judged for his positions, because he knew he could stand firm on the quality of his own considerations, rooted in the values he held. 

There is a truth to that way of leadership that is undeniable.  In fact, it’s powerful beyond words . . . even enough to spur a critical mass of Democrats to vote for someone as conservative as Reagan certainly was.

Now as a professional communicator myself, specifically in the public relations profession, in which so many people to this day quite erroneously think truth-telling is an oxymoron, I find myself seeking out clients, co-workers and colleagues who operate with this brand of authenticity as their foundation.  They can certainly come from all walks of life and political viewpoints, and they do, and I relish the diversity.

But knowing who they are, what they’re about, and what they stand for are the central touchstones of what make me seek these kinds of people out.  I probably have the 40th president to thank for making me so consciously aware of how much I value those qualities in others, as well as how much I value this approach in the work I do.   

A Purpose-Driven Communications Strategy

Wednesday, January 19th, 2011

by Tyra E. Haag

What’s your communications strategy for 2011? How do you plan to implement it?

According to a 2009 speech from Emory University Goizueta Business School’s Paul Carroll, “Plenty of lessons can be learned from the glut of businesses that have fallen under the swift sword of merciless recession. There are a number of mistakes being made, but the number one cause of failure is misguided strategy – not sloppy execution, poor leadership or bad luck.”

Although there’s a light at the end of the economic recession tunnel, it’s still paved with a few speed bumps known as fear, doubt, confusion and uncertainty.

This means being more strategic and purposeful in all facets of communications efforts. Most economic experts forecast a somewhat brighter economic outlook this year. Don’t get too excited yet. In order to get more bang for your communications-budget buck, take a moment to make sure your approach is an appropriate one.

This Thursday, Mary Beth West, principal of Mary Beth West Consulting, LLC, and Tori Rose of interactive firm Blue Media Boutique, LLC, will partner with independent market researcher Rebecca Bryant of Bryant Research to present do’s and don’ts of interactive tool development at the Public Relations Society of America (PRSA) Volunteer Chapter meeting at 11:30 a.m. at Rothchild’s in Knoxville.

Their message to the chapter is a simple one: cookie-cutter approaches to social media are costly and ineffective. Template-driven approaches can be profitable for interactive agencies and firms that sell website and social media development, but they rarely produce good results for the client.  

Although social media is just one facet of an overall communications strategy, customization is the key when developing a plan for the New Year. Organizations must keep in mind that a communications strategy is not a one-size-fits-all deal. What works for one company may not work for another. 

Allow me to reach into my bag of sports analogies.

The University of Tennessee Men’s Head Basketball Coach Bruce Pearl’s mantra of having his players always be fired up, focused and prepared, has served both him and his teams well over the years.

Former Vol basketball standout Chris Lofton says of Pearl, “When he first got to Tennessee, I was just a shooter,” the three-time All-American said. “But by the time I left, he and his staff turned me into a scorer.”

Fired up. Focused. Prepared. Shouldn’t your 2011 communications strategy represent that same mantra?

Now, make it a goal to not only shoot but also score with your communications efforts in 2011. Of course, if you need a little coaching along the way, our team is here to help you with a game plan.

Five Blount Business Leaders Selected by Greater Knoxville Business Journal as “40 Under 40” Honorees

Tuesday, January 18th, 2011

Maryville, Tenn. The Greater Knoxville Business Journal recently announced its list of “40 under 40” honorees, including five individuals with companies based in Blount County, including:

  • Eric Barton, Chairman, Relyant 
  • Bryan Daniels, President and CEO, Blount Chamber Partnership
  • Tom Gallaher, President and CEO, Gallaher & Associates
  • David Schwall, Vice President of Marketing, Clayton Homes
  • Mary Beth West, APR, Principal, Mary Beth West Consulting, LLC

The magazine selected 40 total recipients from the Greater Knoxville area among nearly 250 applicants who were nominated by peers. 

All honorees are under 40 years of age and, according to the publication, have “climbed corporate, professional and academic ladders or struck out on their own . . . pursued their passion for helping others (and) earned the respect of their peers.”

A Rhetoric Dial-Down How-To

Monday, January 10th, 2011

By Mary Beth West, APR

The shooting in Tucson of this past weekend involving Rep. Gabrielle Giffords and 19 other victims has shocked the nation and immediately thrown the national dialogue into self-analysis.  What caused this?

As more facts come to light over what may have motivated alleged shooter Jared Lee Loughner, the past 48 hours of media analysis have centered heavily on today’s mainstay political rhetoric as the culprit du jour, driving an unbalanced person to extreme behavior.  Or, some say, maybe the guy was just plain crazy. 

Whatever prompted this violence, it has turned the national conversation – for a little while anyway – to the topic of how different political views are communicated and related on the national stage. 

There have been widespread calls for more respectful discourse.  But what does that mean, exactly?  What kinds of better practices must political campaigns and their media platforms put into practice – and what better practices should the American people start expecting to see – if this call for respect and civility is to happen? 

I have observed in the past election year that passionate debate is the right of every American citizen and American institution, perhaps from a Southern school of thought akin to “get out of the kitchen if you can’t take the heat.”  To me, real debate is a big part of what makes this country great.      

The problem for so many Americans – and practically everyone with a visible media soapbox, it seems – is that there are no universally accepted tactical ground rules for debate anymore.  Anything goes.  And not only is that “anything” accepted, in so many instances, it’s celebrated.  The worse the behavior, the better the ratings.

Regarding how people of varying viewpoints express their opinions, there are several tell-tale communications tactics that almost always slide down the slope of unnecessary antagonism. 

So if we want more respectful discourse – if we want to get serious about it – we might start demanding better behavior on these points:

*Responsible use of symbols.  Since the dawn of intelligent humankind, there have been few elements more powerful in human communication than graphic symbols.  Flags, mascots, logos, icons . . . they all have the power to emote in milliseconds tremendous passions and emotions with the flash of a simple visual piece.  

Responsible use of symbols and metaphorical references should be foremost in the mindset of any campaign or entity that wishes to achieve credibility.  Part of being responsible means acknowledging, understanding and respecting how certain symbols can hold dual or multiple meanings, depending on the life experiences and contexts of the receiving audiences, as well as the power to motivate some people toward both intended and unintended action.

In my view, political campaigns and figures, and of course any individual, organization or entity, should have the full right to use whatever symbols or choice of words they want to express themselves.  There have been calls in the media for certain campaigns not to be “allowed” to use certain imagery, particularly those involving weaponry.  That kind of talk is, however, almost as disturbing to me as seeing the crosshairs on the political map and whatnot.  We don’t need to be policing the language.  People and entities should be able to say whatever they want, however misguided it might be.  After all, how else might the public better see and discern how misguided some people are?  

*Acknowledgement of good intent and intelligence by an opponent.  Such an unpleasant underlying subtext to many debates, particularly on cable television, is, “my intentions are good and pure, and this other person just wants to rob you blind.”  Rarely does there exist any point in the conversation where either side acknowledges, “We both want a good and fair outcome on this issue – but we have very different approaches toward what the outcome should be or how to achieve it.”

Sadly, most campaigns and political leaders fail to understand the power of extending an olive branch . . . that doing so can demonstrate a maturity that the American public absolutely thirsts for in leadership and that also can result in a disarming effect that allows a far more cogent conversation to happen.

Just as disappointing, media moderators are often egregiously inept at shepherding a debate toward any kind of thoughtful analysis, inclusive of both points of agreement and disagreement.  To wit, some of them take great delight in stoking contentions to no productive end whatsoever, and then look beseechingly into the camera over the course of this past weekend, asking “Can’t we all just get along?”  They, too, should be pointed out for the unhelpful roles they play.

*Calling out the premeditated Catch-22s.   In Washington, it’s the growth industry: one side of a debate setting up the other side for a no-win situation, particularly one that causes (and is intended to cause) deep and very public harm, and often in a manner that is either unwarranted, unfair or both.  These types of scenarios play themselves out in countless ways, with a wide range of ethical questions and breaches involved. 

My personal favorite is always the righteous indignation of one congressman against another for voting against XYZ bill, when Congressman 1 knows full well that Congressman 2 didn’t vote for it because of all the unacceptable, unacknowledged line items cram-packed into the legislation.  Just one in a sea of examples . . . but it’s that kind of stuff that poisons trust and trustworthiness.  And where there is no trust, there can be no meaningful civility.   

Changes in our media culture would be welcomed, and the Tucson tragedy is one event with power to enact it, at least at a small level.  It’s my hope that a groundswell of people who want change in public discourse, and who know what specific types of change need to happen, will speak up and influence those with the greatest capacity to achieve it.

New Year’s Goals Driven by Grasping the Process, Not Just the Outcomes

Monday, January 3rd, 2011

By Mary Beth West, APR

There’s nothing quite like the turn of a New Year.  The dawn of that next 365 days can breathe much-needed renewal into the perspectives we hold of our work, our organization and where opportunities exist for both. 

By late December, the business media is awash in Top 10 lists ranging from the trends that were to those that are approaching, the winners, the losers and how to reach for the next brass ring. 

For me, the end-of-year introspection is a good thing . . . as long as it leads to the next step: a feeling of motivation and “can-do” to take on the next 12 months armed with a fresh approach that enhances the things I’m doing well and helps me turn the corner on things to improve.

A few items that inspired me over the long New Year’s weekend included a friend’s blog post as well as the most recent edition of Harvard Business Review.

Regarding the post, Greg D’Amico of Knoxville-based Efficience wrote of making affirmative changes for the New Year, “You have to make the most of the emotional state while you’re still in it. Instead of committing to the end result, commit to a process that will get you there…one that will become habit over time.”

That point resonated with me.  As a business owner, it’s all too easy to focus solely on the end game, without really creating and managing the roadmap that both you and your team members need to make certain outcomes happen.  Like Greg points out, achieving the right process is so fundamental to achieve results, and yet it’s often overlooked.

To the latter point, HBR included in its January-February issue, “Are you a Good Boss – Or a Great One?”, and it’s a must-read for just about any manager of teams. 

Linda A. Hill and Kent Linebeck present three imperatives for measuring effectiveness as a team leader: 1) Manage yourself. 2) Manage your network. 3) Manage your team. 

Don’t be fooled by the simplicity – the approaches tied to these three tasks are not one-stop-shop action items.  They are indeed processes that require managers to keep reassessing themselves amid the continuous changes and, yes, chaos that typify today’s business environment.

Going back to Greg’s point, it’s all about establishing and committing to a process . . . in this case, of becoming innately connected with what you are doing now, what you can do and what you need to do to be a great leader, not just a good one. 

It’s all good advice, not just for any manager, but certainly any public relations professional as well.

So here’s to a Happy New Year to all our clients, team members and colleagues – and may the paths we all choose be driven by the purpose and process we need for success in 2011.