A little over four years ago, I wrote an article for PRSA’s PR Tactics on how the hospital where my father spent his final days shaped its own reputation for the worse. The article here was called Lessons from a Father's Final Hospital Stay. The hospital damaged its own reputation, I maintained, not because of inadequate PR tactics but rather through the behaviors and actions of hospital staff. I argued that reputations are shaped through first-hand experience, one person at a time.
The article I wrote drew quite a bit of attention. I received several requests from across the country to reprint the piece in hospital newsletters as a reminder of how individual patient care can have a bearing on everyone associated with the organization.
Fast-forward to 2011. We can call this blog post Hospital Lessons Part II.
Over the past two weeks, I’ve become familiar with a few horror stories coming out of a couple of hospitals. One involves a family member who had appendix surgery, and the other involves a 20-year old Type I diabetic who was admitted to another hospital due to complications.
I will just list some instances here where the hospitals did themselve no favors:
• Nurses had a playful syringe fight (akin to a water gun fight) with saline solution in my family member’s room.
• Nurses snuck into my family member’s room for the sole purpose of gossiping about other nurses, totally ignoring my family member.
• When my family had questions for one nurse about timing and protocols for discharge, he said he did not want to be “put in the middle.”
• When my family had questions for doctors, they directed the family to the nursing staff. When the family approached the nursing staff, they were directed to the doctors.
• The hospital’s Web site said the primary care doctor should be involved in discharge decisions. When the family talked to the primary care doctor that was news to him.
• Doctors and nurses, who clearly knew my family member was in a fog thanks to drugs and complications from a serious infection communicated with him tersely and verbally on important instructions and information to be used by the family to make important decisions. Needless to say, my family member didn’t remember even seeing certain doctors, let alone the information they “passed along.”
• Because of his condition, my family member was not able to eat solid food for a time. That didn’t stop the hospital from delivering him a tray of solid hospital food three times a day.
• The diabetic child of one of my friends was admitted to a hospital because her sugar levels had spiked to dangerous levels. That hospital made sure to deliver sugar-laden trays of food to her on a regular basis.
In an automotive manufacturing plant, this might be diagnosed as a quality-control problem. In a hospital, where human lives and human quality-of-life issues are at stake, these things are inexcusable. What usually makes matters worse is the blank stare - and quite often the pushback - you get from hospital staff when you point out discrepancies in care, even if all you are doing is asking questions to obtain better understanding.
I said it four years ago, and apparently it is worth repeating. PR can only do so much. At some point, leadership in organizations must come to the realization that their behaviors have a major impact on their reputations.
Wednesday, June 15, 2011
Thursday, June 9, 2011
Crowdsourcing and PR Implications
“Crowdsourcing” is yet another one of those terms that results from taking a timeless practice and combining it with new technological capabilities, establishing the practice as a seemingly credible discipline.
In the most simplistic terms, here’s how crowdsourcing works. You have an idea that has not been fully fleshed out, or you have a problem you have not solved. You want the input of others before you arrive at a solution or next step, so you throw it to a group for discussion, debate and brainstorming. The group takes your initial idea or situation and arrives at a collective conclusion and solution, though given you are dealing with a group, you could end up with several next steps that are diametrically opposed.
Crowdsourcing purists might say that ideally, the crowdsourcing process should lead to a more definitive conclusion and direction.
What gives crowdsourcing its legs as a discipline is the emergence of social media, where collaboration among many disparate individuals from around the world can be tapped in ways that may have never before been possible. The theory is that if two heads are better than one, imagine what 3,000 heads from Texas to Japan might be when it comes to “ideation.”
To be sure, the people who came up with crowdsourcing might be on to something, but the practice also presents some obvious challenges. Once you turn your problem or idea over to a group in such an open-ended and public way, you are often likely to end up with committee-think. We’ve all heard this one: “What do you call a race horse designed by a committee?” Answer: “A camel.”
But beyond the practicality or perceived value of crowdsourcing as a practice, there are also some very real public relations implications. The first being whether or not the subject for discussion is or should be proprietary. The last thing you want is to start a discussion on a topic that could lead to damage control for your public relations team.
Tied to this, you have to know that once you initiate a crowdsourcing project, it will take on a life of its own and could go in a direction you can’t imagine. I recently read a story from a major daily which started a crowdsourcing thread that invited its hundreds of thousands of readers to share their comments on a specific topic. The editors promised participants that their comments would not only be quoted, but that they would essentially drive coverage of the particular topic, assigning the reader the roles of writer, editor and in the end, the subject of the story. I’m not sure if crowdsourcing has yet amounted to a trend, but it is certainly a fad in some news rooms.
This is the journalistic equivalent of that carnival mirror that shows you a reflection of a reflection of you ad infinitum. I don’t know about you, but after a few seconds, I find it’s time to walk away from the mirror and move on.
In the most simplistic terms, here’s how crowdsourcing works. You have an idea that has not been fully fleshed out, or you have a problem you have not solved. You want the input of others before you arrive at a solution or next step, so you throw it to a group for discussion, debate and brainstorming. The group takes your initial idea or situation and arrives at a collective conclusion and solution, though given you are dealing with a group, you could end up with several next steps that are diametrically opposed.
Crowdsourcing purists might say that ideally, the crowdsourcing process should lead to a more definitive conclusion and direction.
What gives crowdsourcing its legs as a discipline is the emergence of social media, where collaboration among many disparate individuals from around the world can be tapped in ways that may have never before been possible. The theory is that if two heads are better than one, imagine what 3,000 heads from Texas to Japan might be when it comes to “ideation.”
To be sure, the people who came up with crowdsourcing might be on to something, but the practice also presents some obvious challenges. Once you turn your problem or idea over to a group in such an open-ended and public way, you are often likely to end up with committee-think. We’ve all heard this one: “What do you call a race horse designed by a committee?” Answer: “A camel.”
But beyond the practicality or perceived value of crowdsourcing as a practice, there are also some very real public relations implications. The first being whether or not the subject for discussion is or should be proprietary. The last thing you want is to start a discussion on a topic that could lead to damage control for your public relations team.
Tied to this, you have to know that once you initiate a crowdsourcing project, it will take on a life of its own and could go in a direction you can’t imagine. I recently read a story from a major daily which started a crowdsourcing thread that invited its hundreds of thousands of readers to share their comments on a specific topic. The editors promised participants that their comments would not only be quoted, but that they would essentially drive coverage of the particular topic, assigning the reader the roles of writer, editor and in the end, the subject of the story. I’m not sure if crowdsourcing has yet amounted to a trend, but it is certainly a fad in some news rooms.
This is the journalistic equivalent of that carnival mirror that shows you a reflection of a reflection of you ad infinitum. I don’t know about you, but after a few seconds, I find it’s time to walk away from the mirror and move on.
Thursday, May 19, 2011
Getting the Communications Function on Track
You may be interested in a backgrounder I recently developed that may be helpful to you or someone you know. While the document is titled “Getting the Communications Function on Track,” it is anything but an indictment of the people who comprise the function. Rather, it is centered on how to systematically assess communications to take a snapshot of the current operating environment and challenges faced by the communications function, and using the process to provide a basis for future planning and activities.
The assessment evolved out of communications audits I’ve done for clients over the years. Only, rather than use the old “audit” process simply to identify problems as most audits do, the assessment is designed to identify what’s working, where there may be inconsistencies that need to be addressed, and how the process can be leveraged for future communications success. Senior management tends to find such assessments helpful in staying on top of one of the most important leadership functions within the organization – communications. And communicators may find this approach useful in helping them manage expectations and support their own cases for a renewed commitment to communications.
Here are some questions that managers may want to ask themselves if considering a closer look at the communications function:
1. Are you concerned that recent changes could have an impact on communications, and ultimately the organization’s marketing, recruitment and retention, or any other important function?
2. Has your organization been forced to make cuts in the communications function?
3. Have these cuts affected the staffing levels or responsibilities within the communications function?
4. Have people in the organization begun to go “rogue,” preparing their own communications materials leading to inconsistencies and reduced quality?
5. Do you have excessive amounts of old collateral materials mixed in with newer designs?
6. Are you concerned by how important stakeholders now perceive your organization?
It’s obvious that the more questions you say “yes” to, the more likely you’d have an interest in the backgrounder. The development of these backgrounders is in response to common questions or issues I currently tend to address in my own work. If you’d like a copy of the backgrounder, just get in touch with me using the contact information on this page, and I will follow up. Thanks.
The assessment evolved out of communications audits I’ve done for clients over the years. Only, rather than use the old “audit” process simply to identify problems as most audits do, the assessment is designed to identify what’s working, where there may be inconsistencies that need to be addressed, and how the process can be leveraged for future communications success. Senior management tends to find such assessments helpful in staying on top of one of the most important leadership functions within the organization – communications. And communicators may find this approach useful in helping them manage expectations and support their own cases for a renewed commitment to communications.
Here are some questions that managers may want to ask themselves if considering a closer look at the communications function:
1. Are you concerned that recent changes could have an impact on communications, and ultimately the organization’s marketing, recruitment and retention, or any other important function?
2. Has your organization been forced to make cuts in the communications function?
3. Have these cuts affected the staffing levels or responsibilities within the communications function?
4. Have people in the organization begun to go “rogue,” preparing their own communications materials leading to inconsistencies and reduced quality?
5. Do you have excessive amounts of old collateral materials mixed in with newer designs?
6. Are you concerned by how important stakeholders now perceive your organization?
It’s obvious that the more questions you say “yes” to, the more likely you’d have an interest in the backgrounder. The development of these backgrounders is in response to common questions or issues I currently tend to address in my own work. If you’d like a copy of the backgrounder, just get in touch with me using the contact information on this page, and I will follow up. Thanks.
Friday, May 13, 2011
Advertising Equivalency Measurement and Why it Shouldn’t Matter
Communications professionals are not infrequently asked by clients to provide Advertising Value Equivalent (AVE) numbers as one means to evaluate the effectiveness of a public relations program. Most commonly, AVEs are tied to the measurement of publicity campaigns that support larger marketing communications efforts.
The thinking behind AVEs is to show management how much value is received by publicity. While the AVE has become more sophisticated over the years, it is basically a process where the PR firm calculates the volume of media space or time and compares it to that media outlet’s advertising rates and/or its market share.
Numbers crunchers then estimate that a certain amount of media placements are equivalent to a certain amount of ad dollars and audience reach.
For example, if the ACME software company is prominently featured in a Daily Gazette article that takes up an entire full page of the newspaper, the PR firm would then find out how much it would cost to actually purchase a full-page ad. It would then make an assumption what the article about ACME is worth in advertising dollars. Further, if the publication has a circulation of say 250,000, then the PR firm might tell the ACME software company that the publicity generated 250,000 “impressions.”
That’s pretty simplistic. I’ve seen PR firms throw in other factors that gin up the numbers even further. “Pass along rate,” is one. This is where the PR firm tells ACME software company that not only did the Daily Gazette’s original 250,000 subscribers see the article, but it is likely that about 15 percent of the newspapers were “passed along” to others who also saw the favorable publicity. This then serves to reinforce the PR agency’s claim that the publicity actually generated 250,000 plus 15 percent favorable impressions, or 287,500 gross impressions.
As an aside, it appears that the PR firm does not usually take into account that of the original 250,000 subscribers to the Daily Gazette, some may not have read or cared about the full page article, and of those who did read the piece, how many may have gained a favorable impression of ACME software company. I’m absolutely sure the actual numbers are much less.
Over the years, I’ve been in meetings or seen AVE reports where it was said that a particular campaign generated millions of media impressions in towns with fewer than 250,000 residents. Even with the Internet and SEO, I don’t know how this is likely.
There are many other bells and whistles that to some extent further refine the AVE approach to measurement, but since the whole process is based on what I believe is a flawed assumption – that publicity is in effect free advertising – I just think it all serves to further confound anyone who wants a true picture of the effectiveness of the PR campaign.
Because public relations is as its name states is a relationship business, it really cannot be effectively measured according to the AVE system, which is now largely considered archaic in communications measurement circles. Rather, it is best measured by finding out what targeted audiences perceive, comprehend, remember and act upon. This often requires both quantitative and qualitative research of the actual targeted audience. Tactics include primarily surveys and focus groups, but of course, there are many other ways.
What I like best about how far the communications business has come is that it no longer sees itself only as a publicity machine that can be measure according to the same standards as advertising. Instead, its focus is on the building and preservation of reputations, creating awareness among broad swaths of stakeholders, not just the media, and at the end of the day, making sure that everything it does is designed to build stronger relationships with key audiences.
The thinking behind AVEs is to show management how much value is received by publicity. While the AVE has become more sophisticated over the years, it is basically a process where the PR firm calculates the volume of media space or time and compares it to that media outlet’s advertising rates and/or its market share.
Numbers crunchers then estimate that a certain amount of media placements are equivalent to a certain amount of ad dollars and audience reach.
For example, if the ACME software company is prominently featured in a Daily Gazette article that takes up an entire full page of the newspaper, the PR firm would then find out how much it would cost to actually purchase a full-page ad. It would then make an assumption what the article about ACME is worth in advertising dollars. Further, if the publication has a circulation of say 250,000, then the PR firm might tell the ACME software company that the publicity generated 250,000 “impressions.”
That’s pretty simplistic. I’ve seen PR firms throw in other factors that gin up the numbers even further. “Pass along rate,” is one. This is where the PR firm tells ACME software company that not only did the Daily Gazette’s original 250,000 subscribers see the article, but it is likely that about 15 percent of the newspapers were “passed along” to others who also saw the favorable publicity. This then serves to reinforce the PR agency’s claim that the publicity actually generated 250,000 plus 15 percent favorable impressions, or 287,500 gross impressions.
As an aside, it appears that the PR firm does not usually take into account that of the original 250,000 subscribers to the Daily Gazette, some may not have read or cared about the full page article, and of those who did read the piece, how many may have gained a favorable impression of ACME software company. I’m absolutely sure the actual numbers are much less.
Over the years, I’ve been in meetings or seen AVE reports where it was said that a particular campaign generated millions of media impressions in towns with fewer than 250,000 residents. Even with the Internet and SEO, I don’t know how this is likely.
There are many other bells and whistles that to some extent further refine the AVE approach to measurement, but since the whole process is based on what I believe is a flawed assumption – that publicity is in effect free advertising – I just think it all serves to further confound anyone who wants a true picture of the effectiveness of the PR campaign.
Because public relations is as its name states is a relationship business, it really cannot be effectively measured according to the AVE system, which is now largely considered archaic in communications measurement circles. Rather, it is best measured by finding out what targeted audiences perceive, comprehend, remember and act upon. This often requires both quantitative and qualitative research of the actual targeted audience. Tactics include primarily surveys and focus groups, but of course, there are many other ways.
What I like best about how far the communications business has come is that it no longer sees itself only as a publicity machine that can be measure according to the same standards as advertising. Instead, its focus is on the building and preservation of reputations, creating awareness among broad swaths of stakeholders, not just the media, and at the end of the day, making sure that everything it does is designed to build stronger relationships with key audiences.
Tuesday, May 3, 2011
Attitude Matters in Media Interviews
I saw a woman interviewed on television today. She was the mother of one of the World Trade Center victims on September 11, 2001. Her son was an off-duty police officer who was supposed to be on the golf course that morning, but he voluntarily rushed to the scene to help, where he saved many lives and sacrificed his own.
This woman broke every media interview rule in the book this morning. She wore a hat that didn’t fit. She had no “talking points.” She talked of struggling to forgive Osama Bin Laden but that she would try, and then leave justice to God. And she talked of a meeting with then President Bush in the days after her son died. In matter-of-fact terms, she described another human being, not a caricature, who consoled her at a time of need.
Any one of these things could cause a media interview to go south in seconds, yet this interview was different. She broke every rule of successful media interviewing, and yet she likely won the hearts of hundreds of thousands if not millions. So how did she do it?
She spoke from the heart, simply and with compassion, and ultimately with a general optimism that she exuded from start to finish. Through all her experiences in life, she continued to have faith, and it all came through.
There is no better preparation for a media interview than going into it with the right attitude.
This woman broke every media interview rule in the book this morning. She wore a hat that didn’t fit. She had no “talking points.” She talked of struggling to forgive Osama Bin Laden but that she would try, and then leave justice to God. And she talked of a meeting with then President Bush in the days after her son died. In matter-of-fact terms, she described another human being, not a caricature, who consoled her at a time of need.
Any one of these things could cause a media interview to go south in seconds, yet this interview was different. She broke every rule of successful media interviewing, and yet she likely won the hearts of hundreds of thousands if not millions. So how did she do it?
She spoke from the heart, simply and with compassion, and ultimately with a general optimism that she exuded from start to finish. Through all her experiences in life, she continued to have faith, and it all came through.
There is no better preparation for a media interview than going into it with the right attitude.
Thursday, April 21, 2011
The Five Commandments of Local Television News
I know your first question. “Why not ten commandments?” That’s been taken, and since we’re talking TV, there’s no time for ten, so we’ll have to go with five commandments.
After years of witnessing the evolution local television news and pitching substantive story ideas at times only to lose out to stories about 20-pound cats and talking Christmas trees, I feel compelled to list the unsaid rules of local TV news story selection. So, here goes – The Five Commandments of Local TV News:
One - Begin with Sports and Weather teasers. Feature Sports and Weather. And end with Sports and Weather.
Two - Always lead the newscast with a fire, a car accident or a crime story.
Three - Always find someone who’s long on opinion but short on information for a man-on-the-street interview to explain macroeconomic concepts like foreign trade deficits. (“They took our jobs!”)
Four - Lay a guilt trip on your audience with at least one preachy story about what people shouldn’t eat, or what they're not doing to save the planet. (“Remember, it’s good for you, and it’s good for the environment.”)
Five - Scare your audience into watching. Food recalls are great. Light snow or rain is even better if you can work the words “storm watch” into the teaser.
After years of witnessing the evolution local television news and pitching substantive story ideas at times only to lose out to stories about 20-pound cats and talking Christmas trees, I feel compelled to list the unsaid rules of local TV news story selection. So, here goes – The Five Commandments of Local TV News:
One - Begin with Sports and Weather teasers. Feature Sports and Weather. And end with Sports and Weather.
Two - Always lead the newscast with a fire, a car accident or a crime story.
Three - Always find someone who’s long on opinion but short on information for a man-on-the-street interview to explain macroeconomic concepts like foreign trade deficits. (“They took our jobs!”)
Four - Lay a guilt trip on your audience with at least one preachy story about what people shouldn’t eat, or what they're not doing to save the planet. (“Remember, it’s good for you, and it’s good for the environment.”)
Five - Scare your audience into watching. Food recalls are great. Light snow or rain is even better if you can work the words “storm watch” into the teaser.
Monday, April 11, 2011
Katie Couric and the Future of the "Evening News"
In the industry trade magazines, all the talk is about Katie Couric stepping down from her anchor spot at “CBS Evening News.” To be sure, within the industry, it is a major position because it’s the same desk where Walter Cronkite told the world of Moon landings and the John F. Kennedy assassination. But times have changed.
The country no longer sits in living rooms at 6:30 or 7 p.m. each night to get the news. Cable news, satellite news and the Internet have made it possible to get up to the minute information from anywhere in the world no matter where we are. In effect, the Walter Conkites of days gone by have been replaced by a smart phone.
Against such a major shift in information consumption, Ms. Couric took the helm of “CBS Evening News” in 2006 and was never able to build enough market share among a decreasing pool of viewers to even take first place among network news. At last check, her newscast was a distant third in the three-horse race with about 6.5 million viewers, the smallest number ever recorded for the broadcast’s audience since Nielsen tracked such numbers in 1992.
What’s been interesting for me is to watch how local news operations have responded to the same dynamics. Local news stations emphasize breaking news and place a lot more attention on fresh video, weather, sports and neighborhoods. As a result, they’ve maintained somewhat healthy viewership simply by being current, extremely local and thus relevant. Just don’t count on your local news to keep you current on world affairs and business news.
On the other hand, Couric’s news operation has tried to stay true to the 1960s vintage Walter Conkite model of newscasting – a 30-minute report, once commercial breaks have been removed, amounts to about 20 minutes of news reporting. “CBS Evening News” has opted to spend more time on the world-event-of-the-day, whether it be a comprehensive report from a war-torn country, or analysis of a major bill before congress.
The CBS operation usually picks another major social issue on which to focus a second comprehensive feature, such as the state of public schools or the lack of affordable housing in some cities.
What this means is that once commercials and the two feature stories are removed, the “CBS Evening News” has allotted roughly ten minutes to report nearly all of the news of the world. And Ms. Couric does so with all of the energy of a driver's license center worker who missed her coffee break.
I think CBS has a tremendous opportunity to make its news operation more relevant going forward, but to do so, it would have to start by thinking beyond the boundaries of simply, “the evening news.”
The country no longer sits in living rooms at 6:30 or 7 p.m. each night to get the news. Cable news, satellite news and the Internet have made it possible to get up to the minute information from anywhere in the world no matter where we are. In effect, the Walter Conkites of days gone by have been replaced by a smart phone.
Against such a major shift in information consumption, Ms. Couric took the helm of “CBS Evening News” in 2006 and was never able to build enough market share among a decreasing pool of viewers to even take first place among network news. At last check, her newscast was a distant third in the three-horse race with about 6.5 million viewers, the smallest number ever recorded for the broadcast’s audience since Nielsen tracked such numbers in 1992.
What’s been interesting for me is to watch how local news operations have responded to the same dynamics. Local news stations emphasize breaking news and place a lot more attention on fresh video, weather, sports and neighborhoods. As a result, they’ve maintained somewhat healthy viewership simply by being current, extremely local and thus relevant. Just don’t count on your local news to keep you current on world affairs and business news.
On the other hand, Couric’s news operation has tried to stay true to the 1960s vintage Walter Conkite model of newscasting – a 30-minute report, once commercial breaks have been removed, amounts to about 20 minutes of news reporting. “CBS Evening News” has opted to spend more time on the world-event-of-the-day, whether it be a comprehensive report from a war-torn country, or analysis of a major bill before congress.
The CBS operation usually picks another major social issue on which to focus a second comprehensive feature, such as the state of public schools or the lack of affordable housing in some cities.
What this means is that once commercials and the two feature stories are removed, the “CBS Evening News” has allotted roughly ten minutes to report nearly all of the news of the world. And Ms. Couric does so with all of the energy of a driver's license center worker who missed her coffee break.
I think CBS has a tremendous opportunity to make its news operation more relevant going forward, but to do so, it would have to start by thinking beyond the boundaries of simply, “the evening news.”
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