Unfollow me

12 Jun

Twitter screenshotNothing to see here. Move along please.

I keep half an eye on vanity measures (likes and follows etc) but don’t pay them much attention.

My Klout score of 58 (today) is a perfectly respectable average grade, but slightly below the percentage most of my students aspire to achieve. Yet it doesn’t mean much.

One number I have been watching is the number of my Twitter followers as it crept slowly up to the 5,000 mark – before promptly falling back below this level, then creeping up once again.

For the most part, people add others on social media, but don’t remove anyone since it’s easier to ignore someone if you’ve no interest in what they have to say, and no desire to invest in a relationship.

Yet clearly some people do unfollow. Who are they, and why?

Twitter alerts you to new followers (via email alerts), but you get no such warning of people who unfollow you. To do this, you need to use another tool.

I’ve installed Unfollowers and so have been receiving alerts when people unfollow me. I can see who they are, and also check on people I follow who don’t follow me back (and vice versa). So it’s a useful exercise in investigating reciprocity in online relationships.

I’ve not learnt much though. Some unfollowers are because their accounts have been suspended. They’re no loss to me. Others (so far) have been people I didn’t even know were following me.

Some, I’m told, will follow as many accounts as possible in the hope of gaining a proportion of follow-backs before discreetly unfollowing these and then presumably moving on to dupe some new targets. Not cool – but it happens.

How to mute or block users on Twitter

How to mute of block users on Twitter

Is there an alternative to unfollowing? Twitter now offers the chance to mute someone we’re following so their updates won’t appear in our feeds.

Muting is invisible to others, and we can simply reverse it if we change our mind (or the person we’ve muted changes their communication behaviour).

Let us praise

7 May

Let’s stop to consider a group of people who are widely derided – and assumed to be liars.

Yet they’re natural communicators who take every opportunity to seek public engagement. They live with a high degree of job insecurity, yet they are strategic thinkers as well as doers, managers and activists. They believe in the power of ideas to effect positive change.

They work long hours (the job never stops), having had to put in long stints of voluntary work to build their CVs.

Public relations practitioners will recognise the description – but I’m thinking of politicians.

Most impressive of all, politics is not all about elections. The winners today (and even some of the losers) will have to start work tomorrow to form a government. Those in government will have to work hard to meet the goals of a balanced economy and a fairer society.

They will suffer from external events, from the news agenda, from public derision – and from the claim that they can’t keep their promises.

Yet they only retain their jobs with public approval. Many will be looking for work tomorrow – but you could write the damning article now about the revolving door between politics, business and public affairs.

Who’d be a politician?

Here’s what it takes to succeed in PR

28 Apr

Class of 2015We’re at that time of the year when graduates start worrying about jobs and careers and students are looking for summer work experience. So I’m reading lots of regurgitated advice on what it takes to succeed in PR on blogs and magazine sites.

At the risk of over-simplification, I’d suggest it comes down to just three things.

  1. Aptitude: Can you do it? Writing, social media, data, interpersonal skills, presentation skills and a nose for news are all examples of the skills you should be able to demonstrate.
  2. Achievements: So have you done it? You should be able to talk about your previous placements and jobs and say what you’ve learnt. If you’re light on experience, then you should at least be able to show what you’ve done for your personal brand. Major accolades can help too, even if they come from your hobbies rather than your work.
  3. Attitude: Do you love doing it? Fanatical about Formula One or obsessed with shoes? This is where you can turn your interest into an asset. But please avoid burning any bridges since that dream job in fashion PR may prove elusive and other sectors may be more interesting than you think as well as more lucrative. Employers will expect you to be interested in their business, not just your hobbies.

So if you’re looking to get a foot on the PR career ladder, I suggest a skills audit, a CV or LinkedIn makeover and a workout for your motivation. Remember, it’s a test: the successful PR practitioner will be able to find a point of interest in even the dullest-looking widget.

If you can gain early experience of working in-house and in a consultancy, in marketing PR and corporate PR roles, in external and internal communication then you will be open to a world opportunities and well-placed to succeed. Even short-lived and unsuccessful roles can build your experience, self-awareness and resilience.

Students and young people may feel that the odds are against them, but employers see it differently. They’re constrained only by a lack of suitable candidates. So you can get ready to succeed by focusing on your aptitude, achievements and attitude.

So, what do we make?

21 Apr
Baked by Maddy Grey

Baked by Maddy Grey

In my Creative Arts faculty, students are preparing for their degree show exhibitions.

Public relations, as so often, is a misfit. What do we make? What do we have to show for all the talk and all the work?

Advertisers have their creative visuals. Journalists have their published articles.

There was a time when we made press releases, and had media coverage to show for it. Then we made blogs and gained comments.

These artefacts are not a good way to describe public relations as they only give a glimpse of an output, never an outcome. To explain the purpose of public relations, we resort to abstract concepts such as ‘reputation’ and talk about ‘intangible assets’.

Yet most students need to start with tangibles – things they make. Only then can they explore the extent to which the things they make, make a difference.

So, in an attempt to show a product of public relations, we created a social media event (#SOSM2015, summarised by Storify), We generated scores of tweets and shared photos on Facebook and Instagram. The virtual event went well, but there was one benefit to attending in person: only then could you enjoy the beer and the cake.

So, what did we learn? Public relations makes things happen in order to make a difference. (It’s like cake, but slightly longer lasting).

It’s deceptively simple. So how do you teach PR?

1 Apr

Comms and caffeineAt a junior level you need to make stuff happen. At a senior level, you need to add value to the organisation. Sounds easy?

When you break down the steps involved in making stuff happen, you realise there’s more to PR than just common sense (though that helps).

By way of illustration, a student blogger was invited to speak on local radio to share her thoughts on the role of social media in the election. I make that three steps and at least three years of preparation behind this activity.

  1. Interest and expertise. Post one or more articles about politics and social media (having studied or taken an interest in politics, journalism and public relations).
  2. Make your posts discoverable. You may assume that Google is all-knowing, but even the great search engine needs help in filtering (we all struggle with ‘filter failure’ in the social media age). Don’t miss out on simple tricks like completing your ‘About’ page and sharing your contact details and social media profiles.
  3. Make yourself available. You have to fit in with broadcast schedules, and commit to their timings and agenda.

There’s a fourth step: have something interesting to say, but you should already have passed that test at step one.

So, this is a good achievement for a student, whose reward is the experience (and perhaps being written about by those like me who don’t even teach her). But how does a local radio interview add value to an organisation (the challenge for the senior practitioner)?

This is where education can make a difference and help PR graduates overtake those with well-developed craft skills who may never master PR as a managerial function.

A radio interview, like a blog post or newspaper article or email or phone call, is merely a PR output. You need to see the bigger picture if you’re to explain how outputs contribute to outcomes.

To understand this, you need to articulate the purpose of your PR activity.

Is your PR activity focused on raising awareness of a cause, a person, a product or an organisation? Are you seeking to change people’s attitudes to these, or to change their behaviour (eg getting people to vote?).

Once you’ve decided what your activity is designed to achieve, you can build in suitable measures (an essential requirement of a managerial approach) and deploy appropriate resources. You’ll also realise that output measures like press clippings or social media shares and likes (though easy) are laughably inadequate.

It’s deceptively simple. And that’s the challenge faced by educators. We don’t want to overcomplicate for its own sake, but what seems straightforward to an experienced practitioner will seem very challenging to a student.

Remember your first driving lesson? Mirror-signal-manouevre may be simple, but coordinating the steering and the gear changes while performing this ritual seemed very challenging at first. It took practice.

Review: Crisis, Issues and Reputation Management

11 Feb

Crisis, Issues and Reputation ManagementThe CIPR defines public relations as being ‘about reputation – the result of what you do, what you say, and what others say about you.’

So it’s surprising that the very first book in the 15-strong CIPR/Kogan Page PR in Practice series to even mention reputation in its title was published only last year. It’s been worth the wait.

Andrew Griffin, chief executive of Regester Larkin has built on Mike Regester and Judy Larkin’s classic crisis management text and refocused it on reputation – or more specifically risk to reputation.

To Griffin, ‘what identifies a crisis is not the nature of what has happened but what is at stake – reputation, the bottom line, the licence to operate and the future of the organization – and the immediacy of the threat.’

He views risks as either issue-led or incident-led. But he several times distinguishes between crisis management, a strategic matter that demands the attention of senior executives, and emergency response to incidents, a more operational process. Clearly he has fought this battle many times and has learnt the need to talk up the strategic nature of reputation risk.

He discusses the scenario of product development or a joint venture. At what point should the proposed development be subjected to (reputation) risk assessment: early on or at the point of announcement? The idea that a corporate affairs team could have this power within an organisation is an intriguing counter to the literature that presents marketing as an all-encompassing function and public relations a tactical promotional activity.

So this is a grown-up book, born out of experience, that reads like a management consultant’s text – complete with many two-by-two grids.

In an aside, Griffin mounts a powerful critique of Corporate Social Responsibility. Subscribing to this concept is to accept the framing of business as instinctively self-interested, even irresponsible. Yet he argues that ‘the best way to prevent issue-driven reputation risks is to have exemplary financial, corporate, environmental and social performance.’

Much better, he argues, is the more neutral concept of corporate citizenship.

Classic crisis management cases are supplemented by more recent examples, notably BP Deepwater Horizon which has already cost the once-admired business over $42 billion (a rare occasion where reputation damage can be calculated in monetary terms).

Each situation is distinctive, though the risks and patterns may be predictable. In the case of Deepwater Horizon, BP’s Britishness  became a spur for the White House and US public opinion to escalate the war of words. Corporate manslaughter, massive environmental destruction in America blamed on a Hollywood British baddie.

The book is full of models and practical approaches, though it avoids simple checklists and formulaic approaches. The author completely ignores the academic literature on issues and crisis management – whether because he’s never consulted them or because he feels they add no value, I’m not sure.

Students and less experienced practitioners can benefit from Griffin’s evident expertise, but could also have been helped even more if there had been a further reading section. But this is a challenging and sophisticated addition to the PR in Practice series, so I can hardly fault it for not being an academic textbook.

From cannon fodder to Google fodder

19 Jan
I sucked at spin too

I sucked at spin too

I don’t mean to belittle the sacrifice of those who have experienced real combat, but I do recall feeling like cannon fodder when I started out in public relations 25 years ago.

An educator colleague used to describe the work as ‘media hustling’ – and I was as bad at it as everyone else.

I still shudder to remember some of my failed pitches. Like the time I phoned a senior technology journalist in an attempt to engineer a meeting at a trade show.

Me: Are you hoping to attend Client-Server World next week?

Him: [Long pause.] Have you any idea how that sounds?

More useful was the rebuff from a national newspaper correspondent in response to my lame attempt to offer him an environmental story.

Is it new or is it surprising?

This at least became a memorable test to apply before picking up the phone in future.

This talk of phone calls and conversations places me in the analogue world of public relations and I suspect we’re past the tipping point now.

About five years ago I noticed that more PR graduates were being offered work in digital agencies than as ‘media hustlers’ in ‘traditional’ PR roles.

Where we chased ‘coverage’, the mantra now is ‘content.’ Where I prized my clients’ appearances in the Financial Times or on the BBC, it seems that all that matters is feeding the Google machine.

Graduates have no problem making this transition as they never knew the old world, but it’s a challenge for many experienced practitioners.

The principles of public relations remain the same: reputations are hard-won and easily lost; relationships matter. But the practice needs to adapt.

Take the tried and tested news release. It’s still not died and still has a place, but you need to be careful how you distribute it since Google assumes that duplicate content must be spam.

So where we were once delighted to have our ‘news’ picked up word for word in multiple publications, it could now damage our Google search results.

It sounds like it’s time to relearn about customisation. It’s time to pick up the phone and develop some meaningful relationships.

For those who’ve blinked and missed the shift from media distribution to customised content sharing, I recommend Spin Sucks, a practical guide to the new world of Paid-Earned-Owned and -Shared media by US consultant Gini Dietrich.

It’s never too late to learn and it feels good to confess to the sin of spinning.

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