In this episode, I share some strategic communication lessons that I picked up from the Commandant of the Marine Corps. The Marines have focused on the art of building and leveraging relationships with key stakeholders; we’ll explore one example in greater detail here.
This is my first video podcast, so if you watch on YouTube, I want to give a special shout-out and thanks to Roberto Blake for giving me the push to move from audio into video. (This video on why podcasters should incorporate video was particularly helpful; thanks Roberto!)
I also want to give a shout-out to my transcription partner, Transcribeme.com. If you’d like to see an example of their work, you’re looking at it! They transcribe the podcast and it becomes these show notes! They do a fantastic job with really quick turnaround and they’re very affordable. If you’d like a 25% discount, go to Transcribeme.com/betterprnow.
Setting The Stage
In Washington D.C., the Marine Barracks Washington is downtown. If you’ve ever heard of “8th & I,” that’s the Marine Barracks. It’s the oldest post of the Marine Corps, having been founded in 1801. They tell a cool story of President Thomas Jefferson and the Commandant of the Marine Corps riding on horseback to pick a site for the barracks. They chose a location between the Capitol and the Washington Navy Yard (which is the oldest Navy installation), so the Marines could get to either quickly in the case of an emergency.
As the oldest post of the Corps, they do something very special every Friday evening during the summer, called the Evening Parade, which creates unique strategic communication opportunities for the Marines. According to their website, “The parade has become a universal symbol of the professionalism, the discipline, and the espirit de corps of the United States Marines. The story of the ceremony reflects the story of Marines serving throughout the world. Whether serving aboard ship, in foreign embassies, at recruit depots, in divisions, or in the many positions and places where Marines project their image, the individual marine continually tells the story of the United States Marine Corps.”
The Evening Parade
Let me paint a picture for you. You pull up and even though you’re on the streets of Washington, D.C. and it’s really crowded, with lots of traffic, you’re immediately met by a group of Marines who are in their full-service dress. The white hat, the blue jacket, the white pants, and they’re just exquisite. They’re all wearing their medals and they meet you, they park you, they bring you in, and they’re very, very welcoming and professional.
I was able to go to a VIP reception that the Commandant of the Marine Corps, General Robert B. Neller, hosted for about 200 people. He gave remarks and he also introduced the guest of honor, House Majority Leader Kevin McCarthy. There also were 3 other members of Congress who participated that evening, along with about 24 NCAA coaches. Those two groups are really important.
There were many other people there that night. After the reception, which lasts about an hour and a half, out on the parade deck there are bleachers that hold probably 2,000 people.
The Marines give an hour and fifteen-minute performance, in which they have Sergeant Chesty XIV, who is the current mascot of Marine Barracks Washington. He’s an English bulldog, and he has his uniform and decorations on, including all of his medals and awards.
The silent drill team, which is just absolutely astonishing in their precision, performs, and the Marine Band also gives a performance, including numbers by John Philip Sousa, one of the most famous Marine Band leaders.
Altogether, it’s an evening where you get to experience the Marine Corps on parade.
During the reception, we had both officers and enlisted Marines come up and ask us how we were doing, welcomed us to the barracks, and told us about their role in the Marine Corps. They are steeped in their traditions and history.
It gives you a very personal welcome and a really heartwarming experience, being part of that whole evening. After the performance, the members of the VIP reception were able to take photos with the Commandant and his wife, with the drill team, with the mascot, and with some of the bandsmen. It’s a wonderful evening.
If you’d like to watch the entire performance, click here.
For the purpose of this exercise, I’m talking about strategic communication in terms of stakeholder engagement that affects your organization’s ability to survive and thrive.
I’m not talking about media relations, I’m not talking about broad public engagement. I’m talking about focusing on those stakeholders who have some kind of really important effect on your organization and its ability to exist and continue to operate.
The AIDA Model
The lens I would like to look at this through, is AIDA, which is an acronym that stands for Attention, Interest, Desire, and Action.
If you think about this being a funnel, at the very widest, open part of the funnel is Attention. You have to get somebody’s attention.
Once you’ve gotten their attention, you have to create Interest in what it is you’re doing, what your organization has to offer, whether it’s a product or a service.
Then you have to move them from Interest to Desire. You want them to, in the case of sales marketing, buy your product or purchase your service. In the case of the Marine Corps, you probably need to attract recruits, and there are other things that the Corps depends on, as well.
Finally, once you have that Attention leading to Interest leading to Desire, you want them to take Action.
In the case of the Evening Parade, there are three groups of people who are there participating: You have the Congressional members, you have coaches, and you have members of the public. All three of those are important for the future of the Marine Corps.
For the Congressional members: What does the Marine Corps, like every other government organization, rely on from Congress? One of the main things is funding. So, that night we had the House Majority Leader and three other members of Congress. Through that evening’s experience, they come away with a better understanding of the Marine Corps. They certainly have a positive impression of the professionalism, discipline, and polish of the Marines. That probably leads them to be predisposed to thinking positively about and supporting the Marines when they put in their funding request.
Same thing with the coaches. These are NCAA coaches from a lot of different sports. I believe that night they were Division III coaches from around the country. Those coaches, whether they are coaching only, or they’re coaching and teaching on campus, are interacting with students and with parents. They are in a prime position to make recommendations and suggestions for avenues that their students might follow for the rest of their careers.
Being able to recommend the United States Marine Corps helps point talented, professional, disciplined, young people to the recruiters. That also helps the Marine Corps, because they’re always looking for qualified new enlisted and officer recruits.
Additionally, to have the parents also being exposed to the Marine Corps in this very positive setting, gives another voice to recommend the Marine Corps as a potential career path for young people.
If you think about what the Marine Corps is entirely dependent on, they’re dependent on recruits and funding. Those are the two big things.
So, over the course of one summer season, you could have all of the members of the House and Senate Armed Services Committees, which play a major role in determining the funding for all the military services.
You could have most of the professional staff members that work on those funding packages. You could have most of the members of the House and Senate Appropriations Committees for Defense also participating.
And so, if you have just the majority of them coming through over the course of a couple of years, now you’ve reminded them of who the Marine Corps is, what role they play in national security and national defense, why that investment in the Marine Corps is important.
You also have touched thousands and thousands of either potential recruits or influencers of recruits, whether they’re parents or teachers or coaches.
So, those become positive voices to represent the Marine Corps when young people are trying to make a decision about what path they are going to follow in life.
If you think about this from a marketing perspective, in terms of creating influence and positive impressions, and getting these groups of people to help you with your messaging to those who are potential recruits and new members of the Marine Corps or to those who make funding decisions about the Marine Corps’ budget, the evening parade is a fantastic way to do it.
Is this an opportunity that is only open to the Marine Corps? Absolutely not!
Every organization can (and, perhaps, should) do what the Marines have done.
The United States Army also does it with their Twilight Tattoos in Washington. As an aside, if you live in Washington or come for a visit, make sure that you see one of these events, because they’re absolutely spectacular.
If you think about it, any organization could create some kind of personal experience or personal engagement with the stakeholders that are most strategically important to that organization. Whether it’s a school, or a manufacturing company, or a services company, or a non-profit, there are unique ways to increase awareness, understanding, and engagement with your stakeholders.
The Bottom Line
For me, this is the main takeaway:
Understand who your strategic stakeholders are and why they are so important to you and your organization.
Find or create ways to connect with them that are meaningful and that help to build understanding.
These engagements should follow the AIDA model, in that they create attention, interest, desire, and ultimately, they can lead to action that is mutually beneficial for your organization and its stakeholders.
That’s the lesson for today. I hope you find it valuable and I really want you to get as much value out of this as possible.
What questions do you have about public relations, marketing, branding, or organizational communication? Drop me a line at Mark at BetterPRNow.com.
If you want to nominate a guest for the podcast, give me a shout.
Finally, I want to remind you about my transcription partner, who does a great job and is offering a super 25% off deal. Just go to transcribeme.com/betterprnow.
Senior Director of Marketing and Communications at Capital Impact Partners, Jason W. Anderson discusses how he got into a communications career, the power of good storytelling in connecting with stakeholders on a deep level, and why emotional stories hook donors.
“Have an authentic story to tell; don’t be afraid to yell it from the rooftops.”
Values and passion for mission-driven organizations have defined Jason’s career. This has led to many diverse opportunities for him to make a difference using a unique set of marketing, communications, branding, and corporate social responsibility skills.
He has helped launch a business unit and rolled out new brands, debuted a roller coaster with Disney, worked with Harrison Ford to change international environmental policy, escorted a TV crew through Ecuador on mules (in the rain and dark!), written copy for Starbucks’ coffee cups and McDonald’s Happy Meals, and been honored with a West African tribal name.
Through capital and commitment Capital Impact helps people build communities of opportunity that break barriers to success. A nonprofit Community Development Financial Institution (CDFI), Capital Impact has a 30-year history of delivering strategic financing, social innovation programs, and capacity building that creates social change and delivers financial impact nationwide.
Capital Impact believes that every community should be built on a foundation of equity, inclusiveness and cooperation. This requires them to break down the barriers to success by addressing key social and economic justice issues. That is why they are dedicated to delivering both the capital and commitment that help people build strong, vibrant communities of opportunities; places where all people have access to high quality services that foster good health, economic growth, and interconnectedness.
Welcome to episode 13 of Better PR Now. In today’s episode I have a conversation with Jason Anderson, Senior Director of Marketing and Communications at Capital Impact Partners in Washington, DC.
Before we jump into the conversation, I’d like to invite you to visit my friends at TranscribeMe.com. They’re the official transcription partner of the podcast and they have a special offer for you. You can get up to 25% off of transcription services. Just go to transcribeme.com/betterprnow. Now, let’s jump into the conversation.
This is the first podcast ever recorded, I believe, in a Whole Foods Market, and I know it’s the first podcast recorded in the Whole Foods Market in Pentagon City, Virginia. The reason we’re here today is there’s a tap takeover by breweries from Richmond, Virginia, and I’m joined by Jason Anderson, somebody I’ve known for a long time who is a really fantastic communicator. Jason, welcome to the show.
Fantastic. Now you’ve had a really fascinating career. We’ll talk about your education, and then you worked for CNN. So tell me about how you got into communications and what drove you towards a communications career to begin with?
Yeah. So I grew up in Southern California, and went to Claremont McKenna College where I actually majored in Government and Literature. I actually had an opportunity to attend USC for a broadcasting degree but decided that I wanted to really get the fundamentals of a hardcore political background. Because really my goal at that time was to get into political journalism. And that ultimately fulfilled itself by joining CNN for about 10 years where I literally started as what they called a video journalist, a VJ, at that time. Making roughly $15,000 a year.
Killing it. And there we did everything from running the camera to running the teleprompter with paper scripts. Which is something in this day of digital age if you think about it. And even robotic cameras, which we didn’t have back then. But there I saw a number of fascinating things, really cut my teeth on what journalism was. Learned how to edit videotape, learned how to produce a segment and did a whole number of things with them, but ultimately decided after a number of events, ultimately concluding with the Monica Lewinsky episode in Washington DC, that I decided it was time for me to move on and pursue some of my more personal goals along with journalism. Which was at that point thinking about the environment.
That’s wonderful. And so after a decade or so at CNN where you focused on political and other reporting, you moved over to the non-profit world. Tell me about that transition.
Yeah. So I saw an opportunity at an organization called Conservation International, which does international, non-profit environmental work in communities all across the world, and the opportunity was to take my journalism skills and apply them to public relations. How do we take the things that we do as an environmental non-profit and translate them into actually what news is, and serious news not just marketing, and talk to reporters about covering that news? So I did that actually for a division of Conservation International which was called the Center for Environmental Leadership in Business, and it was really thinking about, how do we work with corporations to reduce their environmental footprint, to contribute to the things that we were doing at Conservation International and translate that all into good. You know ultimately, the public relations part in a sense was marketing, in a sense was how do we drive fundraising, how do we drive other corporations to do good things? How do we put pressure on the organizations that we’re working with to do more good things? But, ultimately, it was a really fascinating experience.
And then after Conservation International, you stayed in the non-profit world?
I did. At that point after 10 years of working at the global sphere and working with Fortune 500 companies like McDonald’s, like Starbucks, like Walmart to change their footprint and actually do some interesting marketing things with them. I really wanted to focus more in on local communities. And I found a small organization doing really fascinating things called Rare. And they would actually run marketing campaigns in local communities and these are hyper-local communities. Places you’ve never heard about or can’t even find on the map in Indonesia, in Africa, throughout Asia. And what they would do is, they had the ability to take over the radio, take over the newspaper, create mascots around essential message because you have that hyper-local opportunity to not talk about a product, but to talk about environmental conservation. And perhaps it’s water, perhaps it’s a species, perhaps it’s pollution. And you get folks really thinking about ways they can change their practices locally and using mass media to do that. It was fascinating to watch how that would happen. Now again my job wasn’t to do that work. We had specialists with a whole theory of change and the use of psychology, but my job was to get people interested in what we were doing. So, again …
Were they trying to change behavior?
Behavior change, exactly. That was at the core of it, which you can do in a place like that. Much harder where we are in Pentagon City to get people to recycle the cups that they were drinking from these fine, Virginia breweries (i.e., Hardywood Brewery, Ardent Craft Ales, and Kindred Spirit Brewing). But you can do it in these awful places and getting donors interested in thinking about that was part of my job.
So give me an example of one of the projects that you worked on.
Sure, so we worked in a village in the Philippines, where they essentially had no fish, which is a problem when fish is what you rely on to eat. So we had to really go in …
Was this because of over-fishing?
It’s over-fishing. So …
So you really needed to change that behavior or you’ll never fix the problem.
We needed to change the behavior of over-fishing. So we created a mascot called Meloy (From The Meloy Fund’s website: The campaign is named after Meloy, a Panther Grouper who was the mascot in one of Rare’s Pride campaigns in Inabanga, Philippines. The campaign, which started in 2011, is focused on community ownership and participation in protecting Inabanga’s marine resources.). And Meloy was central to this media campaign. He appeared in billboards. He appeared in local restaurants. He appeared in the newspaper. He appeared in local parades that you might see down our main streets. And eventually people got the message. I need to think about the fact that I can’t go out every day, 24-hour days, and fish. I need to think about okay, how do I fish responsibly with everyone else who needs to feed their families and also maybe some of the companies who are coming in and using us to buy fish to sell to distributors? And eventually, the metrics showed an uptick in that particular region in terms of number of fish available, but of course fish take a couple of years to spawn and reproduce and create a viable colony.
Then you move [inaudible] to Capital Impact Partners. Different mission, but also in the nonprofit world. Tell me about their mission.
Capital Impact was sort of my way to come back home. This is after the great depression, after the big financial crises that we all faced. And I thought to my self, certainly, there’s a great [inaudible] outside of our boundaries, but then, in the United States, we have a lot of communities that are suffering, and how can we help them recoup from what has happened to them. And so I joined Capital Impact Partners, it’s what’s called the community development financial institution, which is a long-winded way of saying, “Where are the good guy bankers?” We are a bank with the mission behind us. So we make loans to other nonprofits essentially, hospitals, healthy hood ventures, education, or people and organizations that are really trying to change the paradigm in their communities. But because they’re operating in low-income areas, big banks won’t finance them. So you can’t build that house center, you can’t build that grocery store that’ll sell healthy food, you can’t build the apartment that’ll have affordable housing. Big just won’t support it. We will, that’s our mission. That’s the risk we take, and in fact, we don’t measure our end of the year success by our profit, we measure it by how many desks are being built for students, how many more affordable housing units have been built.
That’s really tangible good in the community.
Yeah. What drew me to it is, they were interested as more than just a lender because they saw that just bringing money into a community wasn’t going to do it. So we had to bring research, we had to bring a team that would develop programs that addressed this systemic issues being faced and think about how to do it differently, how can we do it this way and instead of the old way. A classic example that we use is around the nursing homes system. You put people into institutional nursing homes, nothing changes, people grow old, they get sick, they eventually pass away. What we’ve decided was, there’s got to be a better way. So how do you go in, and develop a different type of nursing home that’s as a community where you’ll have your own room, where you go to a kitchen that feels like your home, where you communicate with the outside world? It’s called the greenhouse model. We were able to deploy it in multiple states across the country, and it’s become a real success. But it really shows that money is one thing, creating systemic change is a whole different paradigm, and that’s what really drove me to the organization.
So how do you tell that story in a way that’s going to [inaudible] and engaging to people who either might be in a position to support it or might be a potential customer or beneficiary?
Right. No. It’s something I struggle with each and every day because we don’t just working agent, we work across seven sectors. And how do I tell that one story to people in seven sectors, whether they want to borrow money from us, or change a program, and then how do I elevate that story to …
Is it possible to tell a story that reaches different audiences and is equally compelling across different sectors, and people who have maybe different motivations, and [inaudible] paying attention, or do you have to tailor the story based on your audience?
So I approach it from literally story telling. What is good storytelling? And that begins with someone who really has to overcome a barrier and how do they overcome that barrier, which is, if you think about any Hollywood movie, and I just took my kids last week to see Black Panther.
Yeah, me too.
Good movie [laughter].
How do they overcome that barrier of the mineral that they are trying to mine and save the world? Are we saving the world? Maybe. So one of the things I did was when I came into the organization about three years ago was to create a story section to the website. It doesn’t market our learning activities, it doesn’t market any of the other kind of programmatic activities we do, what it does do is tell the stories of the people it was serving. So in the greenhouse model, we literally sending a photographer, journalist. He spent a couple of weeks with these residences, and he told their stories to a series of photo captions. And it’s sort of that heart versus brain effects. How do I pull on your heartstrings to really get you understand this is what you’re doing at this kind of visceral level.
And we know. I mean, we know from theory that we also know from the experience that you can make a really, really good logical argument that makes perfect sense to the brain, but if doesn’t have that emotional impact, it doesn’t matter, people might not even pay attention to it. So if you don’t make that emotional connection, you need to be able to follow it up with a logic. But sales are made through emotions. Donations are made through emotions. People care about emotions. They want to follow it up with logic to prove to themselves there’s nothing else that their emotions were sound if that makes sense.
So [inaudible] make an example of that. We could talk about the greenhouse model as here are 10, 12 group homes with individual rooms, it serves maybe 30 to 50 percent of the residents around Medicare. That’s great. I mean, honestly, that’s a fact that’s excellent. Again, there was a guy named Irvin who we talked to. His wife, basically, she didn’t have the capabilities of living in the same room, because she could become violent. So what he would do is he would go, while she was sleeping, and literally cuddle up with her at night, and sleep with her, and then wake up in the morning, get up, and go back to his own bed. And she wouldn’t know, but now we have this opportunity to show this individual who is still able to be with his wife in their old age at a time when they went to the traditional nursing home. She actually might have been institutionalized, but this was not the case.
We might be able to empower them to keep their relationship alive for months or years longer than they normally would have.
And I was so proud, as a person in marketing, to tell a story that values that relationship.
Which I don’t often get to do.
Okay. So, all right, you just got my heart strains, right?
All right. So now I’m ready to make a donation which is sort of [inaudible], right? I mean, you want to make that emotional connection, and want to get somebody walk into your want to understand it and feel it, maybe feel it first. Then understand it, then get involved, and support it. So, thinking about when you were going to school, when you were starting your career, what do you know now that you wish you had known then?
I think it is the personal aspects of what I do. Drilling down into emotion and storytelling. I went to a school that valued– I went to Claremont McKenna College, which was mostly an economics school. I was sort of an outlier as someone who wanted to do nonprofit work. And so there it was research, it was analytics, it was data. Which was great, because it got me thinking about those things, because I never really thought about those things. But somewhere I knew deep inside me that there was still emotion and story that drives us. Maybe that was I was drawn to USC, because of their film elements and all of their production elements. Toss up whether I should’ve gone there or not, but ultimately I think that now is what makes me a successful marketer, is driving story versus data. Because I could easily talk about, we’re a lending institution at our heart. Before I came, we talked about, oh we financed this building. Oh, it’s 26,000 square feet. It’s in this area that has a 200% under the certain net worth for individuals. Government data, and I can’t remember. I can’t think of it, because it doesn’t drive me.
And that’s your proof right there.
Right. Who goes to school there? Who now has a home there? Who’s getting health care in that building? That’s what I care about.
And one person’s personal story can negate reams and reams and reams of paper of statistics and facts.
Absolutely, yeah. And I do think that you need to back it up, with the ultimate, we have the great story of Irvin, but I could tell you any number of stories. There’s a woman who was once homeless. She went to a health care center that we helped finance in San Francisco. [inaudible] San Fransisco, does that mean health care? Well, there are huge amounts of homeless people in San Francisco who have no access to equitable health care. Now it’s part of the mission of this– now she got off drugs, she got off alcohol, and she has now literally a board member of this hospital because they want a certain amount of their patients to be on the board. That’s not data, that’s a story, that’s a person’s life who has changed. But the data, ultimately, we still need to talk about. This hospital went from an alleyway to a building that serves 20,000 patients, who are uninsured possibly, and so they now have healthcare. That saves X amount of health care dollars. Yeah, so you need that data to back up the story.
So for somebody who’s an aspiring storyteller, regardless of the medium that they’re interested in, what are the things that they need to know, what are the skills that they need to develop?
You need to be emotionally involved in your projects. One, the word I always give to people when they think about communications and all of the things and the tactics and all of that is what is your authenticity? You can have your strategy, you can have your tactics down, you can have everything to a T, but if you’re not authentic, it’s not going to resonate with people. And ultimately, that’s going to you may get a– the phrase is, “Fool me once it’s on you. Fool me twice it’s on me.” Authenticity is the same way. You may fool a donor or funder or an investor a couple of times, but ultimately they’re going to get it. So make sure you have an authentic story to tell. And then don’t be afraid to tell it from the rooftops. Just yell it, scream it, promote it, put it on video, put it on social media. Don’t be afraid to be hyperbolic. If it’s authentic, it’s real.
Right. I think that’s really wise council. What tools do you use that you absolutely can’t do without?
Well, I’m old school, so I use a lot of pen and paper. We’ve been experimenting with a tool called Trello which is a kind of electronic tool for project management. I think you do need an editorial calendar of sorts because it allows you to be proactive versus reactive, especially for someone like me where I have multiple sectors to promote. And all those sectors need to ramp up into corporate objectives around social and racial justice. I need to think ahead about, “All right. We’ve got this day coming up. We’ve got this conference coming up. We’ve got this project coming up.” How does that react with everything else that we’re doing? So that the messaging can be funneled up to, kind of ultimately, what we’re trying to talk about.
What advice would you give for somebody, who is either starting school or starting their careers right now, who’s interested in following a path similar to yours?
So, this may be antithetical to most people. I did not get a background in marketing. I did not get a background in communications or any of this stuff. I’m not saying that’s not valuable. I got an education in what I loved and what I believed in. At that point it was government and literature. Now if you think about it, I know work in finance so– and with a stop over, a 15-year stop over, in the environment. So I was just say be passionate. Explore. Which also comes with a lot of self-learning and reading everybody else’s e-newsletters, websites, and understanding what they do. And there was some self-learning about what the consumer journey looks like. What does the donor persona look like? All of those things, so that I could apply what I had hints of in my brain and make them very tactical.
That’s wonderful, so these last two questions are sort of fun ones. What’s the dumbest thing you’ve ever seen somebody do in communications and marketing?
All right. Off the top of my head I can’t think of the dumbest thing I’ve seen. But I will say that it’s funny watching an organization I left, and I will not name them, reuse a tactic that we used. And used to sort of minimal effect. It felt like an organization that was out of ideas and was just trying to think about, “All right, we’ll just reuse that in a different way,” Without really understanding what can we actually achieve with this. It was a social media campaign about investing in a certain project and who knows in terms of the actual tangible value of it? And I’ll pick another, which is another organization that I worked with, do a multi-million dollar campaign. Hollywood superstars, literally Hollywood superstars using cutting edge multimedia techniques, putting this out on every communication channel possible, but ultimately almost no impact. I’ve heard a superstar say this and I’m interested, because I’ve heard it in three or four different ways. Now what do I do? Well, what I do was give 10 bucks.
I take your point that you need to craft your strategy and your tactics based on the existing situation, which means whoever is working in communications and marketing needs to be acutely attuned to strategy and organization. They need to understand the situation, and they need to bring something fresh and creative. It’s not sufficient to continue to rehash what might have been a great idea before, but that is already played out.
Yeah. And I’ll also add to that. The idea that you’re going to run into a CEO who thinks that they can create a movement– and God bless you, if you can create a movement, do it. And don’t not try. Definitely try it. But go in with the market research of what the public says. And I’ll take the environment for example. So, I did that for 15 years. And creating a movement for the environment was always top of mind of the executive for marketing. You can affect any environmental space, 5% of the population, with what we call the dark greens. And they will give a ton of money. You cannot affect the 95% of the population to give their $10, which will equate to billions if they did it. And if you said, “Oh, hogwash,” think about yourself. I’m an environmentalist, and I do all the right things. I compost, I recycle, I drive a Prius …
Yeah, me too. We might actually be parked next to each other [laughter].
But are all of these people going to give their 10 bucks? It’s been proven time and time again that that’s not going to happen. And that’s for children’s charities, it’s for multiple charities. I would say the one example would be the Ice Bucket Challenge. Okay. Let’s talk about that for a minute. I know we’re doing my last questions, but let’s talk about that for a minute. I heard the woman who was on– I can’t remember the organization, which there in itself, right, should tell you something– talk about the Ice Bucket Challenge, made millions for that in a short amount of time. We don’t talk about them anymore. It was actually not self-constructed. It was an anomaly of a guy– I think it was multiple sclerosis?
ALS did it. No affiliation to the organization. He sent that video to three or four people, and it literally went viral. The organization literally had no idea how to harness that or what to do with it. They just rode the wave. And year one, they made X number of dollars. Year two, they tried to recreate it, were unable.
Of course, because the underlying dynamic was not theirs, and it’s since morphed into the cinnamon challenge and the dadbod challenge and something else that somebody’s going to come up with.
But there was an authenticity in the original Ice Bucket Challenge that people loved.
Which made it powerful.
Which made it powerful. And you can’t create that. Sometimes you just have to ride it.
“If you’re lucky enough to do something that goes viral, awesome. But don’t count on it. That should not be your main strategy”
Well, right. And you can’t program or predict virality. If you’re lucky enough to do something that goes viral, awesome. But don’t count on it. That should not be your main strategy, because it’s so unpredictable and so unlikely. Try. Try. But try with caveats to your CEO or your chief marketing officer or whomever that you’re not getting a ding for that if it doesn’t happen.
Okay. The last question I asked you was about the dumbest move you’ve ever seen in communications. What’s something that’s remarkable, that’s memorable, that you think is particularly powerful and well-done in the way of marketing, communications, or public relations?
I had a boss who stressed, ad nauseum, about the power of visuals. And to me back then, I was like, why are we agonizing over one photo over another? And I think the best example to give of that is if you watch the movie about Steve Jobs, where he talks about the 57 charts that he used in his Powerpoint. Now I mean that’s sort of an example, but what it shows is – and it goes back to storytelling – people are very visual. Iconography goes way back to when we lived in caves. That tells you something. So something about visuals and thinking about your Powerpoint presentation with 100 lines of text per slide. No. Stop it. Steve Jobs did presentations and they might not have any text.
Read that. Yeah. Read it. Yeah. A piece of advice that I give to people who work for me is, you’re going to get a lot of information about a particular project. And they’re going to want data, they’re going to want analysis, and they’re going to want all this stuff in their communications. But what do we all do? I call it the finger-up analogy. You flip your Facebook, and you just finger up through your phone.
You’re swiping up, or you’re scrolling up and down, or you’re swiping left and right.
Maybe you’re swiping right, if that’s what your thing is.
But you’re swiping.
You’re swiping. And you’re reading quick and fast. What catches your eye?
If you’re reading at all. Oftern, you’re just looking.
Right. You’re looking at visuals, and you’re getting maybe 50 characters of text. You’ve got to boil down your message to that to really communicate well.
Yeah. I think you’re absolutely right. So, Jason, thank you so much for being on this episode of Better PR Now.
Yeah. Thank you so much.
And that wraps up another episode of Better PR Now.
I really want to hear from you. Let me know what you think about the podcast overall or about this particular conversation. Like to know what you think about recording on location. I know there was a lot of noise. But let me know. Was it too distracting? Was it okay? I want to hear from you. And also if you have any questions about public relations, marketing, or corporate communications, let me know, and I’d love to address those in a future episode.
Also, I want to remind you about a special offer that we have from the official transcription partner from the podcast, TranscribeMe. You can get up to 25% off their transcription services. Just go to https://TranscribeMe.com/BetterPRNow.
That’s it for this episode. I look forward to visiting with you again on the next episode of Better PR Now!
Doreen Clark, Director of Public Relations at SmartBug Media, shares some of her secrets to generating great press coverage, coaching executives to communicate more effectively, and the intertwining of PR and Marketing.
According to Doreen, public relations is a powerful tool and that we should, “Communicate in a way that is not just beneficial for us, but also for the people we’re reaching out to.” This forms a trifecta of solid media relations that comes together when we understand and communicate:
What our audience needs to learn,
The information reporters need to know to cover the story, and
What we want to deliver for our company or client.
She notes that, for media relations professionals, it’s easy to deliver the facts that journalists need. But journalists also need us to offer an opinion, because that helps them craft stories with perspective and emotion.
Doreen has trained a lot of senior executives to be better spokespeople for their organizations. When she provides media training for senior executives, some of the key lessons include:
Coaching leaders on speaking to the common person, by using language they can understand. Executives are used to speaking with other experts in their industry; they frequently use jargon and technical language that the man on the street might not understand. Shifting their focus to be able to communicate with those who are not experts in their industry takes work, but helps them be much better communicators.
Helping executives learn to speak in soundbites during interviews. Long-winded, detailed explanations allow the speaker to be precise, but they run the risk of losing control of the messages that will come through in the final news report. Making the information digestible by giving clear, but concise quotes, helps ensure their most important messages are included in the story.
Everyone is a spokesperson:
In an age of social media and 24-hour news cycles, everyone connected to an organization essentially is a spokesperson. Having a strategic plan, in which everybody knows their role and what they are expected to do, is key to success in public relations. Doreen also recommends that we identify the subject matter experts in our organization, train them to be effective spokespeople, and that will lead to more opportunities to engage the media. It’s important for communication in an organization to be “by all, for all” and not just downward from managers.
Working with freelance writers:
When asked what she is most excited about, Doreen said that working with freelance writers has become a secret weapon. Her force-multiplier tip is to build relationships with freelance writers. It’s common for them to write for many different media outlets, both online and off. These relationships can help us get more coverage, if they are willing to share the work they do for us with their contacts in these outlets.
Merging PR and marketing:
Looking into the future, Doreen expects that “Public relations and marketing will become even more intertwined and might become synonymous.” She sees a blurring of the lines already, with paid advertising taking the form of earned editorial coverage. She sees a future in which PR will have more pay-to-play coverage, as advertising does now. While such changes could present signification challenges for those currently working in both PR and marketing, it could have certain beneficial effects, as it will drive improvements on both sides. For example, she notes that, “PR measurement tools are getting better and will eventually be on par with marketing measurement.” “
Doreen also sees a future in which podcasts and videos that are engaging, but brief, will become more important. After all, journalists need things to write about and to share as examples within their articles.
When asked what she knows now that would have been good to know when starting her career, Doreen said, “You don’t have to be everything to everyone; hone your craft; it’s okay to specialize.”
“If you really pay attention, you can become an expert in anything.”
“Relationships are everything.”
“Stay up to date on your craft; you have to always be a learner.”
“PR is necessary, 100%.”
“PR is about elevating reputation and building credibility.”
“When you decide to do PR, make sure you’re starting from a strategic perspective.”
Doreen Clark is the Director of Public Relations at SmartBug Media. She has worked in PR and communications for more than a decade, on both the agency and the corporate side, and across multiple industries.
Doreen has created strategic plans to increase visibility, build credibility, and promote thought leadership through targeted media relations. She also is a member of the Forbes communications council, and a contributing writer for Huffington Post.
About SmartBug Media:
SmartBug is a leading intelligent inbound marketing agency that assists businesses in generating leads; increasing awareness; and building brand loyalty through inbound marketing, digital strategy, design, marketing automation and Public Relations.
Researchers are studying public relations and presenting their findings at academic conferences and in the top academic journals. PR practitioners are members of professional associations (PRSA, IABC, NAGC, and so forth), are attending professional conferences, and reading professional publications.
So why do we still have such a disconnect between scholars and practitioners?
In this episode, Professor Dustin Supa of Boston University‘s College of Communication explores the gulf between communication researchers and practitioners. He explains how scholars can translate and present their findings in ways that are accessible to practitioners. He also discusses the importance of using statistics in research (hint: providing journalists and bloggers with information they can use helps get media placements, which highlights the scholar’s work).
What do think about this issue?
How serious is the gap between researchers and practitioners?
How would you bridge this gap?
Click the orange tab on the right and send a voice mail.
How to add to the tools in your communications toolkit
The importance of a strategic mindset
The real power of public relations
How you can avoid becoming a PR short order cook
How you can benefit from the ‘Better PR Now’ podcast series
“I want to help PR professionals have the tools to help organizations make informed, smart decisions and bring their public relations expertise into that decision-making process.”
“Public relations, when practiced strategically and ethically, has huge potential to make a very positive impact on every type of organization and its publics.”
“If you have a strategically minded PR professional at the table when decisions are being made, they can help an organization avoid creating a crisis or … friction with their publics.”
“Public relations, when practiced appropriately, is a strategic function of the organization.”
“PR has the power to be a sensory system, to help the organization detect when its environment is changing, and how it can best adapt to those changes so it can thrive.”
“An organization should rely on its PR function to provide strategic intelligence about how it’s existing in its environment, how decisions on the part of the organization are going to affect its key stakeholders, and how they’re likely to react.”
“PR is not about just broadcasting; it’s about identifying, creating, and nurturing really important relationships that are absolutely critical for the organization to be able to survive and thrive.”
“Public relations can help once you are in a crisis, but the real value is it can help avoid creating a crisis.”
“Take care of your people, because they’re the ones who get the job done and you cannot do it without them.”
“Focus on your craft at a tactical level, but also … develop the mind of a strategist, so you think about issues strategically and are able to provide long-term visionary counsel.”
“Keep an eye out for new opportunities, but also be able to focus your energy on the things that are most important to your practice and your organization.”
Hello, and welcome to the ‘Better PR Now’ podcast, Episode Zero. You might be wondering what is an episode zero; well, in a nutshell it’s a short introduction. And it is one in which we explore what this podcast is about, why I’m doing it, and most importantly what you can gain from coming on this journey with me.
In most episodes I’ll interview leading experts as they share their knowledge and insights that can help each of us become a more effective communicator. This episode is different however, as Dr. Gwen Schiada (founder of CareerPuppy.com) interviews me about creating this podcast. So why should you listen? Well, in the next 27 minutes we’ll discuss how to put more tools in your toolkit, the importance of having a strategic mindset, the awesome power of public relations, how to avoid becoming a PR short-order cook (I’ll explain what I mean by that), and how you can benefit from this podcast series. There’s a lot of great information here and I really look forward to going on this journey with you, so let’s jump in! Continue reading “000: Creating the ‘Better PR Now’ podcast”
In this blog, I’ll document the process for creating the “Better PR Now” podcast, website, social media presences, and supporting collateral materials. I’m doing this in a public blog for two reasons: First, by publicly posting progress (or lack thereof), I will create some social pressure to keep me moving forward. Second, by documenting this process, I hope to provide useful insight for others who might learn from my mistakes and, hopefully, use what worked to jump-start their own podcast production.