Social media has brilliantly expanded the opportunities and reach of brands and businesses. The ability to control and manage your message at point of need is a welcome shift in traditional PR and marketing constraints. Maximizing the right platforms and tools available is now the challenge we face. Perhaps one of the more beneficial social channels for PR activities is mostly perceived to be a recruiting tool – LinkedIn.
According to the 2017 B2B Content Marketing Benchmarks, Budgets, and Trends Report produced by Content Marketing Institute and MarketingProfs, 89% of B2B marketers use LinkedIn to distribute their content. This makes it the most often used, and reportedly the most effective, social platform of choice.
Last week I wrote about those things to consider before accepting a media opportunity. In this two part series, I’d like to finish with what should happen after you agree to a media interview—preparing your spokesperson.
It is the responsibility of the spokesperson or subject matter expert to clearly, honestly, and succinctly articulate information bringing insight and clarity to an issue or topic. It is also their responsibility to do this in a way that positively supports the organization and brand represented.
If you have the ability to conduct formal media training with your experts, I strongly recommend this. While it can be costly depending on the sources you leverage and the time away from normal business, it’s worth the investment. The experience of spending a focused day or more conducting deeper dives and interview simulations can make an enormous difference on the final outcome, the confidence of your spokespeople, as well as the long-term impact of your overall PR program.
You’ve worked hard to get your company name and services out there. Your subject matter experts are presenting at all the major events in your industry. Client success stories are beginning to emerge. And you’ve now begun to peak the interest of a few journalists.
Before you agree to that media interview, there are many things to consider ensuring it’s the right opportunity for your business.
The first thing to understand is that you don’t have to accept every interview request that comes through. If you pass on one that doesn’t fit well, another opportunity will come that is better suited. Just be patient.
After many years working in large companies filled with bright and talented experts, I saw first-hand those that successfully built smart and enduring personal brands, and those that simply fell short. Those that endured became sought-after thought leaders rapidly progressing in their careers, while those that fell short remained stagnant and irrelevant.
The real shame is that those that fell short could have taken greater advantage of the resources and opportunities afforded them through these big organizations. They either never made the time, or never made the connection to its value.
“Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.” — Tom Peters in Fast Company
As they say, change is inevitable. And in business as in life, change is constant. It must be in order to stay relevant and competitive. Companies must evolve and grow outpacing themselves and the rest of the market more than ever before. This is how progress is made.
“To improve is to change; to be perfect is to change often.” – Winston Churchill
Change can be positive for the business, yet still challenging to key constituents. It can appear in the form of organizational and leadership changes, enterprise-wide system rollouts, and mergers and acquisitions. It can also stem from crisis in the form of financial setbacks, employee layoffs, office closures, or public scandal.
For employees, clients, and key stakeholders, change brings anxiety, fear, and negativity. Too much change in a short amount of time and you get resentment, anger, rebellion, and toxic behavior.
Authenticity in our online presence has been a hot topic for the past few years, but seems to be gaining momentum as of late. Top of mind for a lot of brands, it’s been tossed about on webinars, conferences, blogs, discussion groups, and in numerous media articles. However, the ability to be “authentic” as we engage with our online audiences and in the content we share, dangerously comingles with the same advice on how we garner more attention, fame, and following from our social domains.
While being authentic is a noble pursuit, my fear is that most are far more concerned with going viral, getting retweets, or increasing their conversion rates than they are with what it really means to be authentic. In the same breath of discussions on authentic engagement and brand trust come questions on how to beat the crap out of the competition. This may be the intended end result, but hardly a driver for authenticity in its purest form.
For corporate or personal brands, simply defined, authenticity is consistently being true to what the brand stands for in every single interaction. This includes online and in person, with clients, consumers, employees, and vendors, in the work we do, and in the communities we live and serve.
Early in December is International Volunteer Day (IVD), an observance designated by the United Nations back in 1985. Individuals and organizations promote their volunteer efforts at local, national, and international levels.
In my past role at a large IT services organization, we marked the occasion by spearheading a mass global volunteer week. This included all employees, their friends and families, and even clients. Groups created and participated in local programs and initiatives designed to make a strong impact to their local communities.
As we mobilized teams across the organization, we strongly encouraged the capturing and posting of stories and images to the employee portal so that we could all join in the experience as a global community. We also published collective summaries and results across social media platforms to share the great initiatives and to highlight the various charitable organizations they supported.
Anyone who has been in the PR profession for any length of time understands there are four media types to leverage in our strategic toolkit: Paid, Earned, Owned, and Shared. In some instances, others have included traded, promoted, and maybe a few others, but at the core there are the four.
With the onset of social media, blogs, microsites, podcasts, and a ton of other publishing tools, companies have more control over their messaging and brand positioning than they ever had before. Both marketing and PR organizations are wrestling with how to command the attention of the market while eclipsing their competitors with a credible thought leader position.
If we’re honest with ourselves, there is enormous overlap in the marketing and PR worlds. We’re all in the content business and continue to explore new ways of telling our corporate stories leveraging brand journalism. We have the shared goal of building brand visibility and market credibility, all with the intent of driving new business and increasing revenues.
Why not partner and tackle this beast together.
The proliferation of content marketing and brand journalism has raised the bar of mid- and large-sized brands and increased expectations from their clients and prospects. No longer are companies relying solely on traditional media and marketing tactics to elevate their position in the marketplace, but instead have taken an aggressive approach in publishing content via online newsrooms, blogs, and social media channels. As the recent survey report by TEKGROUP indicates, companies now have more control over their own messages and how and when they are shared.
At the same time, the imperative for marketing and PR departments to become more closely integrated is fundamental. Greater collaboration for modern brand management and corporate storytelling is undeniably a critical success factor. Producing new and relevant content consistently and across multiple mediums and platforms is paramount to the success of these brands and the joint functions responsible.
So how can we support our more ambitious brand goals and strategies? Establish a robust editorial board for content planning and storytelling.
Next to having a smart content strategy in place, leveraging a robust editorial calendar is the most important thing you can do to ensure successful content execution.
Most organizations now publish a higher volume of content assets, have more individuals authoring content, and often these content developers are dispersed throughout a region or across the globe. Factor in complex business priorities, a wide array of industry trends and topics, enormous technological advances, and a rapidly evolving marketplace, and you have a massive web of variables of which to stay ahead.
Even if you’re managing the content strategy of a smaller organization, or as a one woman show, leveraging an editorial calendar can support long-term scalability and minimize writer’s block.
But the real benefit is you have a holistic view into the events and activities of your organization for the entire year, providing a starting point in many cases, to the actions you need to take to support business priorities. You can share this with leadership to gain buy-in for where you will focus editorial time, and you can provide meaningful metrics showing how you’re impacting their priorities each quarter and by year’s end.