Posts Tagged ‘Public Relations’

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The Importance of Trust

Tuesday, June 29th, 2010

By Chris Davis, APR, Executive Director, American Red Cross – Blount County Chapter

I’ve had the great fortune to work for one of the world’s most well-known non-profit organizations for nearly 15 years. In that time, I have come to realize that building trust in a non-profit is vitally important to its success or failure, largely because the benefits that one receives from supporting a charity (other than a tax write-off) are often intangible (e.g. the feeling of contributing to a good cause or mission or the knowledge that one small action makes a big difference to the betterment of the community or world).

Building that trust, however, is not enough. Once earned, keeping that trust is one of the biggest challenges any organization (non-profit or otherwise) will ever face, because with that trust comes big expectations. Your reward for doing what is right (trust) is that now it is not just desired, it is expected.

While trust and credibility are earned and kept by a number of different factors, I believe they are most impacted by an organization’s continued focus on two things:

1. doing what is right – making sure that actions taken support the stated mission, and

2. sharing the focus of said actions with all internal and external stakeholders.

In her June 1 blog post, Mary Beth West emphasizes the importance of intent:

“What the majority of organizations out there fail to understand is that their intent – from the board room to the C-suite – is the critical driver of how a company is perceived and what type of reputation will follow. …… No messages or actions can make up the difference in meeting public expectations if an affirming organizational intent is non-existent.”

The organization’s actions mirroring its mission cannot be overemphasized. That is how trust is built and expectations are developed.

With all that being said, I believe a non-profit’s public relations efforts should be focused on those expectations. Key among those expectations should be developing an organization-wide culture of transparency.

A lack of transparency, or even a perceived lack of transparency, can undo the greatest of works and deeds built over decades. For my organization, the controversy over the use of donations following the terrorist attacks of 9/11 was a major black eye, resulting in a very real and tangible drop in public support. One of the main drivers of that controversy was the perception that there was a lack of transparency and that messages delivered did not match the actions planned and/or taken.

To build trust, you need to be as open as possible. In 2010, donors and stakeholders have more access to more information from more sources than ever before, and if they don’t hear the truth from you, they will hear something somewhere, and chances are, you won’t like what they hear.

I’m not saying that everything you do should be free for everyone to know, but one litmus test with regards to transparency is to ask yourself “If I were a (fill in the blank type of stakeholder in your organization), would I want or need to know this?” and “How would I feel about the organization (as a stakeholder) if I heard this news/information somewhere else?” Common sense, combined with a solid communications plan, are your friends and can go a long way as your organizational compass.

One of the most challenging tasks that a public relations practitioner can undertake is attempting to convince the folks in the executive suite that hiding or withholding information never pays off in the long run. Fortunately, examples abound of why a closed system is not a good idea. Just read the front page or business page any day of the week to have that point affirmed. In today’s digital and social media-driven world, no secret is safe.

The other vital part of having a culture of transparency is being accessible. For my organization, it is imperative that donors, volunteers, community partners, and friends know that we will do what we say, and that if anyone ever has a question, comment, or even (hold your breath) a problem or concern, then my door is open and phone calls and e-mails will be answered or returned. Part of being transparent is being accountable, and while not always comfortable, being accountable builds trust.

For 93 years, my organization has been a strong part of its community, and I attribute much of that longevity to the trust, transparency, and accountability that many volunteers and staff have helped to build. But no matter the size or age of your organization, trust can be built and earned, by doing what is right and by being accountable.

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Reflections on My Internship Experience

Thursday, June 17th, 2010

By Allison Fulmer

For anybody, stepping outside of a comfort zone is one of the toughest challenges that people face.  For college graduates like me, stepping out of a comfort zone is dreaded, but inevitable, as we finish our last days of classes and enter the scary world called the workforce.  

Before working at Mary Beth West Consulting, I had little to no “real world” experience.  I am a public relations major, but everything that I had done in the past was in the classroom under the careful watch of my professor.  In fact, before working here, the only “work” I had done was that of a student-athlete, which consisted of me constantly training for my sport.  Unfortunately, I did not have much time to network and get interview experience as I would have liked. 

Needless to say, I was very excited but very nervous when it was time for me to start this job.  Looking back, I could not have predicted just how much this internship has helped me.

I first heard about this internship opportunity through a friend who had worked here previously.  She was consistently informing me of the great work experience and atmosphere that Mary Beth West provided for her; needless to say, she was right.

When I was accepted to be the new intern, Mallorie Mendence, the internship coordinator, kept in full contact with me, sending me information that I would need to know about our clients.  She also made it clear that she was available for any questions that I had and immediately noted that she had full confidence in my ability to be a successful intern. 

When my first day approached, there was no hesitation in putting me right to work.  I was informed later that I arrived during a very busy week, but I appreciated how they treated me as part of their team from the first day.  I also appreciated how the entire staff was willing to help me build my portfolio as they would pass down assignments they knew would benefit my portfolio.  Four months later, I have more confidence, better writing skills, a greater understanding of the world of PR and a portfolio that has grown tremendously.

As my time here has come to a close, I would not change my experience for anything in the world.  Mary Beth West Consulting has given me the confidence I needed and has guided me to the right path toward becoming a successful young professional.  It has allowed me to take on new challenges and tasks and be successful.  

I know leaving here I have not only gained great contacts but also friends who are willing to help me whenever I need it.  It was not until working here that I realized how important it is for college students to take an internship position.  Internships without a doubt help better the transition from being a student to becoming a young professional.  Thank you Mary Beth West Consulting; I hope to see you in the future!

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Don’t Forget the Employees…

Tuesday, June 15th, 2010

 By Amy Schwinge

Some companies overlook the importance of a key audience: their employees.  This week’s post will focus on how the employee communications aspect of public relations impacts a company’s bottom line. 

Believe it or not, shareholder returns for organizations with the most effective employee communications were 29 percent higher from 2002-2006 than firms with less effective communications, according to a recent Watson Wyatt study. 

A great deal of research has been conducted related to how employee communications really affects a company’s bottom line.  You would think that common sense would say that well-informed employees would be more productive than less-informed employees, similar to how happy employees are more productive.  Surprisingly, many organizations fail to grasp that wisdom and put it into actionable results.

I had the opportunity to work with T.J. and Sandar Larkin (her name is really Sandar; this is not a typo) when I worked at Boeing and at General Motors.  The Larkins have conducted decades of research on how employee communications impacts productivity and the bottom line. 

I particularly remember how their research showed that rumors negatively affect the bottom line.  Usually, rumors run rampant when there is a lack of information or major uncertainty within an organization.

At Boeing and GM, internal communication was tracked as an organizational scorecard metric that was based on the results of employee surveys.  These metrics measured if employees were aware of key messages in addition to employee perceptions.

Since employees serve as ambassadors for an organization (however formal or informal that role might be), they should know the company’s vision, mission and key objectives.  In addition, employees should be communicated with first regarding a major change, or they should at least have access to information at the same time as media are notified. 

Forbes.com recently reported on the results of an employee survey that found 87 percent of employees thought organizational communications were one-sided and focused on positive information. 

With that statistic in mind, two-way communications processes must be included in the communications strategy. Organizations must remember that it is imperative to listen to – not just talk “at” – employees and take action to respond to employee concerns as appropriate.  Also, the good, the bad and the ugly still needs to be communicated openly and accurately – not swept under the rug.

“Keeping it real” in terms of responding in a sincere and authentic way to employee concerns will boost management’s credibility with internal stakeholders, and in the process, facilitate employees’ trust in their employer and positive attitudes toward employees’ role in the company’s success. 

So, the final take-away here: remember your employees!  Communicate with them AND listen to them; act when appropriate.  It will only help your bottom line…

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There’s Definitely a Business Case to Be Made for Public Relations…

Tuesday, June 8th, 2010

By Gary McCormick, APR, Fellow PRSA; Director, Partnership Development, HGTV; 2010 PRSA Chair/CEO

       

I recently had the opportunity to ring the opening bell for the NASDAQ – a once-in-a-lifetime experience that I clearly had never placed on my bucket list. Even more curious, it was done for an organization that is not a listed or public company. I was there representing a professional association of public relations professionals, which represents a multibillion-dollar global industry.

So how did this happen? It was the result of an advocacy program for public relations launched by the Public Relations Society of America (PRSA) to outline the value and impact that public relations has on an organization’s success – The Business Case for Public RelationsTM.

Many don’t understand the essence of our business. Stylized notions of celebrity publicists and Beltway spokespeople pervade the news and popular culture, and the term “PR” itself has become common shorthand for the impression – good or bad – that organizations create.

That’s why PRSA developed The Business Case for Public RelationsTM. The program showcases the role of public relations and the professional value it delivers to essential business outcomes:

  • Distinct skills provide services like crisis mitigation, reputation and brand building, wealth creation and consumer engagement.
  • More than other communications and marketing disciplines, public relations engages all stakeholders of an organization, identifying and delivering impacts that are strategically aligned with concerns of the boardroom, employees, customers and investors.
  • Public relations skills are critical to restoring waning public confidence in government and financial institutions as well as being essential to define, develop and maintain the transparency that consumers expect from the companies with whom they choose to do business.

Today more than ever before, companies and organizations need the value that public relations can deliver. As consumer engagement grows through social media, companies will need to outline an increased ability to manage the relationship and conversation that impacts their success in the marketplace. But companies need to engage a public relations professional that understands how to research, plan, execute and evaluate based upon the organization’s defined objectives in order to achieve value.

If your public relations activities are focused on business output and media clips instead of business outcomes, then you are coming up short in a return on your investment. On the other hand, your investment in public relations will garner attention when you can show how that investment delivers value in financial performance by generating sales, revenue and profit; improves your brand equity and reputation; allows for stronger and more efficient employee recruitment and retention; and increases the support you seek for policy decisions or achieving market position.

I hope that you will take time to find out more about the value of public relations on an organization’s performance by visiting www.prsa.org/intelligence/businesscase/.  Moreover, I hope that you find and define the value that public relations is currently delivering or can definitely deliver in your organization.

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The Quest to Quantify PR: PX ≤ OM + OA + OI and the Price of Misalignment

Tuesday, June 1st, 2010

   By Mary Beth West, APR

“In the Profession” will focus this month on public relations’ bottom-line impact. 

Quantifying public relations results in financial / monetary terms remains a ceaseless point of interest in organizational and corporate management, and in fact, measurability has come a long way in the past decade. 

At its highest and most challenging level, managements often want to correlate public relations investments not only with sales and revenue drivers for their products and services but also with investor relations outcomes, i.e. market valuation / stock price. 

Businessweek carried a feature in July 2007 focused on corporate reputation metrics and stock price, even going so far as to say “it’s inevitable companies will one day manipulate their images with some of the same precision they use to optimize operating performance,” and quoting one source as saying, “Just as people reengineer corporations, they will reengineer reputations. The tools are becoming available.”

It’s at that implication where I start mashing on the brakes.  Make no mistake: our team is all for public relations measurement and readily embraces the tools of the trade.  A meaningful evaluation discipline keeps the focus of reputation management programs razor-sharp and the teams responsible for implementing them focused on producing bona fide business results.

However, it starts getting too easy to miss the holistic value proposition of public relations – and the more hard-core “fundamentals” of organizational character that it requires – when the concept of measurement dives headlong into the same level of modeling and forecasting as production, sales and investment chains for the garden-variety widget. 

The main problem with this territory is that it implies that corporate reputation can be manufactured to be anything a company wants it to be, simply with the right messages, tools and budgets.  “Spin” and “manipulation” tactics don’t fall far behind on this train of thought, which have been proven time and again to exact tremendous harm to reputations, and justifiably so.

For management colleagues out there who still thirst for a formulaic approach to achieve reputational value, however, we’ll offer up one for debate: PX ≤ OM + OA + OI (the combined outcomes of Organizational Messages (OM), Organizational Actions (OA) and Organizational Intentions (OI) must achieve a value equal to or greater than the overarching Public Expectations (PX) of the organization, where OI ≠ 0). 

Organizational messages and actions and their associated impacts / outcomes are indeed measureable in many respects.  The problem is that that’s where so many measurement programs start, end and basically are left holding the bag as to why a company’s reputation is as good or as poor as it is. 

What the majority of organizations out there fail to understand is that their intent – from the board room to the C-suite – is the critical driver of how a company is perceived and what type of reputation will follow.  That’s why OI can’t equal 0 or a negative value in the larger equation.  No messages or actions can make up the difference in meeting public expectations if an affirming organizational intent is non-existent. 

Organizational intent entails a lot of stuff, such as making money, increasing market value, achieving the organizational mission, etc., all of which are valid and legitimate aims.  But intent also tells a deeper story of what means-to-an-end the organization will engage to get from Point A to Point B . . . in short, what their values are.  And like it or not, the public cares about those character traits and is willing and – thanks to the transparency afforded by media and communications tools these days – perfectly able to detect major misalignments between what a company says, does and actually intends. 

Understanding and managing the drivers of this full equation is not just a public relations endeavor; it’s one of the most basic and critical – yet too often overlooked – management charges that impacts a company’s profitability as well as survivability. 

Many organizations might be well-served to consider a different form of public relations measurement – not one entirely focused on the revenue public relations helps generate, but instead on what their own OM / OA / OI misalignments cost the organization in lost sales, market share, market value and the ability to do business . . . and then start managing to change that equation for the better.

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Not-so-Fergalicious: Blatant Malintent Rarely Overcome

Tuesday, May 25th, 2010

   By Mary Beth West, APR

I generally don’t delve into the latest tabloid dramas for examples of public relations cases-in-point, but the Duchess of York bombshell this week merits a heads-up, particularly when viewed through the lens of organizational damage to one of the United Kingdom’s (and the world’s) most venerated institutions: the British monarchy. 

As this case unfolds (i.e. was Prince Andrew in on it or not; how far will the Queen have to go – yet again – to try to salvage the monarchy’s reputation and sustained ability to exist; etc.), there is the clear spectacle in the middle of it: Sarah Ferguson. 

A classic come-back story over the past decade, Ferguson captured attention and widespread support, particularly on this side of the pond, for taking control of her life and making the kind of personal turnaround that led to a host of commercial endorsements.  All of that success is now hopelessly derailed by this incident exposed by a British tabloid of Ferguson audaciously selling access to her husband for cash.

Lots of observations could be made here, but the most important one related to public relations management is this: there are boundaries to what the public forgives.  Personal struggles are one thing, but premeditated acts of deception for personal financial gain, smacking of aristocratic entitlement no less, are quite another. 

No need to pile on further, as the personal implications for Ferguson are quite clear.  For the British monarchy, however, quick response – and the right response – could spell the difference between continuation and ruin.  In recent decades, there have been calls within that country to abolish the monarchy as a taxpayer-supported institution, and, no doubt, this scandal will serve as a rallying cry from those who hold that view, and with a whole new degree of legitimacy to that position. 

The Queen will have to balance a swift and commensurate consequence to Ferguson – mother to two of her beloved grandchildren – with a transparent, third-party inquiry into the implication of her own son.  The Queen has proven herself in the past to be Britain’s other Iron Lady, although painfully slow to execute, as witnessed in Princess Diana’s death.  If the monarchy is indeed to survive, the Queen must take definitive action, communicate and lead, posthaste.

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Media Relations: It’s a part of – but not the whole – PR toolbox

Friday, May 7th, 2010

By Mary Beth West, APR

For anyone who has worked in the public relations field, it doesn’t take long to realize that this profession is widely misunderstood, as it has been since it formally became a professional discipline in the mid-twentieth century.

One of the main reasons for this mystification is that so many people singularly define public relations as what they see firsthand, most often in the form of what’s known as “media relations” – the communications process of working directly with reporters, editors and media outlets to achieve an organizational goal. 

And, unfortunately, what people readily observe in the media relations sphere is commonly not that flattering to the profession as a whole.

Turn on the TV most nights, and you’re faced with various spokespersons on the verge of fisticuffs, political press secretaries succumbing to the day’s feeding frenzy with the slip of a half-truth (i.e. a half-lie), or – my personal favorite – Hollywood characters from “Spin City,” “Wag the Dog,” “Sex and the City” or the like who define their PR success by how much they’re pulling the wool over someone’s eyes, or, in Samantha Jones’ case, pulling it off. 

So to help set the record straight about media relations done well, “In the Profession” will focus this month on best practices for this segment of work. 

I hasten to emphasize that media relations is one tool in the public relations and marketing communications arsenal – it’s not the whole of the PR toolbox itself, as some tend to assume.  It is, however, the most high-profile and publicly visible tool.  As such, a big part of representing the value of public relations accurately starts with making sure that media relations’ purpose and parameters for success are understood.

I’ll kick things off with our first piece of advice for the month: respect the First Amendment, freedom of the press and the role that media play to ensure that we live in an open and as-transparent-as-possible society. 

Unfortunately, many businesses – and even many people working in a public relations role – view news media as the enemy and something to be feared.  True, there can be some reporting tactics out there that are problematic (we’ll discuss those this month, too). 

However, the best place to start in working with the media from a position of strength and confidence is to understand – and to respect – the media’s greater First Amendment-driven role in society . . . and in so doing, to seek a relationship with media contacts that facilitates a free flow of information, achieving your organization’s objectives while serving the public good.  Pretty rewarding stuff all-around.

We look forward to sharing more on media relations in the month ahead, and we welcome your comments and feedback.

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Wading through the green waters of environmental responsibility

Tuesday, April 27th, 2010

By Tyra Haag

As the late Michael Jackson instructed us to “Heal the world—make it a better place,” he may not have realized how complicated that task could be—for consumers and businesses alike.

With jargon like greening, energy efficiency, energy conservation, eco-friendly, sustainable, carbon-footprint and greenwashing (just to name a few), it’s no wonder most folks aren’t sure where to start when it comes to saving Mother Earth.

With the 40th anniversary of Earth Day on April 22, every social media site and Internet browser was chock-full of articles related to these very topics.

Some of the most intriguing articles I read included: “What Companies Need to Know Before Launching a Green PR Campaign,” “The History of Earth Day Plus How You Can Get Involved” and “Public Relations and Green.”  

As is sometimes the case with annual events, monthly holidays or days of the year devoted to anything under the sun, core messages can get lost in the mix. 

Consulting clients on how to keep their messages clear and their business objectives transparent, including sustainability efforts, are just some of the ways public relations practitioners guide their clients on how to be visibly and honestly impactful—not just in the interim, but for a long time to come.

Of course, Kermit the frog said it best when he sang, “It’s not easy being green.” But then again, everyone must start somewhere—professionally and personally.

To read more “In the Profession” blogs posts regarding environmental fodder, check out: Mary Beth West’s discussion on the “PR Impact of Externalities,” – whether environmental or not, and how the voice of public relations can enable organizations to balance their business objectives with serving the public good.

Similarly, last December I wrote about how corporate social responsibility makes a difference and included thoughts from Scripps Networks President John Lansing during a recent PRSA meeting. His message still rings true today—keeping the community around you healthy is the true return on investment.

Until then, here’s to wading through the green waters of environmental responsibility.

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Mary Beth West Consulting Wins Multiple Awards from Public Relations Society of America

Friday, April 16th, 2010

Maryville, Tenn. — Mary Beth West Consulting, LLC, a public relations and reputation management firm in Maryville, Tenn., won multiple top honors at the annual awards dinner of the Public Relations Society of America (PRSA) Volunteer Chapter on April 15 at the Clayton Center for the Arts.

The event also honored Mallorie Mendence – senior account service coordinator at Mary Beth West Consulting and a Maryville native – with the PRSA Rising Young Professional Award, which recognizes an outstanding public relations professional in East Tennessee who has worked for six years or less in the field.

The agency won public relations campaign “Award of Excellence” honors in the public service category for its Blount Education Initiative Public Awareness Campaign and in the marketing consumer services—financial category for its LeConte Wealth Management Marketing Campaign.

The firm’s work producing strategic communications tools also received “Award of Excellence” honors in five areas:  non-profit media relations for the Blount Education Initiative; consumer services media relations for LeConte Wealth Management; media kit development in the service category for Todd Richesin Interiors; press conference implementation for the Blount Education Initiative; and external web site development for Blount Education Initiative.

The web site award was shared by the agency with Knoxville-based interactive firm Blue Media Boutique, which together with Mary Beth West Consulting launched Interactive Springboard in early 2010 to formalize the firms’ collaboration in online and social media strategy research, reputation management and measurement. 

In addition, Mary Beth West Consulting won four “Award of Quality” honors for several news releases and media relations campaigns.

“For me, one of the most rewarding parts of managing this firm has been building a team of professionals who share high values for producing great work that meets clients’ business objectives and also serving the public in meaningful ways,” said agency principal Mary Beth West.  “I’m proud of my team, and I’m also appreciative of the clients we’ve been privileged to serve.”

Mendence – a graduate of Maryville High School – joined Mary Beth West Consulting in December 2007, following her graduation with honors from Berry College in Rome, Ga., with a degree in public relations, as well as completion of a summer internship with Mary Beth West and other practicum experience. 

In her position with the firm, Mendence works with the account team to coordinate campaigns for agency clients.  She serves on the board of directors of Maryville City Schools Foundation and is a past board member of the Community Food Connection. 

Established in 2003 and located in the Law Building in downtown Maryville, Mary Beth West Consulting works with clients to advance their communications, relationships and reputations to meet business objectives. 

The firm’s services include integrated brand marketing communications strategies and campaigns; media, community and employee relations programs; social and interactive media strategies and program management; crisis preparedness; and special events.

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The PR Impact of “Externalities”

Tuesday, April 13th, 2010

By Mary Beth West, APR

The current issue of Harvard Business Review features as its cover article, “The Big Idea: Leadership in the Age of Transparency.”  In it, Christopher Meyer and Julia Kirby delve into the issues of managing “externalities,” defined by economists as “the side effects – or, in the positive case, the spillover effects – of a business’s operations.”  

An example of an externality as cited in the article: “A smokestack in Akron may send particulates into the air that descend on farmlands downwind, but in the absence of any measurement of those, the factory isn’t charged for ensuing crop damage.”

Of course, we all know that the company may not be charged a monetary fine by a government agency (yet), but if the matter is brought to public attention, there can be an even higher price to pay.

In public relations, we are confronted every day with managing the reputation and relationship impacts of our employers’ and clients’ externalities.  In more cases than not, we are called upon to mitigate negative outcomes.  And as the Harvard Business Review article title suggests, we operate in an age of transparency wherein every negative externality is in full public view and subject to vast scrutiny – even activism – via social as well as traditional media.

As “In the Profession” focuses on sustainability this month, the issue of externalities in the realm of environmental impact is timely.  My firm advocates for the role of public relations to help guide management leaders in not only identifying and managing the outcomes of externalities – but perhaps more importantly, to be proactive by avoiding practices and decision-making that give rise to negative externalities in the first place. 

That company with the Akron smokestack, for example, might be counseled to seek out cleaner production processes to cut particulate emissions and then communicate with stakeholders about its efforts.  Of course, most decisions are not so clear-cut.  Many costs and complications can make the “right” decision difficult, if not nearly impossible, for a company to make and still be profitable – or even be able to exist as an entity. 

Managing these complicating factors effectively makes the case that public relations professionals should be at the table, influencing decisions and policy.  Our profession seeks out and understands the attitudes, opinions and behaviors of all stakeholders to an organization – particularly relative to externality impacts in the court of public opinion.  As such, we’re best prepared to represent those views in the context of decision-making. 

Whether an externality is environmental or not, the voice of public relations can enable organizations to balance their business objectives with serving the public good.  And this approach can help companies consciously strive for externalities that are positive rather than negative.

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