'From the Everyday to the Bad Day' with Kristie Aylett, APR

Have I mentioned how much I dig Storify? In addition to being super-easy to use (drag-n-drop), it's a great tool for capturing tweets, pics, posts, slide decks, videos, links and more on a topic, event, news item or anything really if you are creative. I recommend PR pros experiment with Storify.

Enough with the unpaid praise for Storify. Here's the latest from the June 2012 Ft. Worth PRSA lunch program with Kristie Aylett, APR.

May is all about leadership

by Allyson Cross, Greater Fort Worth PRSA Chapter President

On May 31 we will host our first Worthy Awards Gala at The Marquis on Magnolia beginning at 7:00 PM. We will honor the year’s best in public relations work and leadership. Bob Ray Sanders will serve as emcee and will also present our award to the Communicator of the Year, an individual who is not in day-to-day public relations but who exemplifies communication leadership.

I’m so pleased to announce that at 49 submissions we exceeded our awards entry goal. Feedback from across the country suggests that this is a fabulous response for an inaugural awards program. I hope you’re as excited as I am to see the judging results.

Our May 9 luncheon will feature Sam Sims, PRSA’s Southwest District chairman for 2012. Mr. Sims will speak to us on communications and leadership — a great topic as we honor our own local communications leaders! And speaking of leadership, kudos to Dr. Amiso George, APR, Fellow PRSA, with the launch of her new book, “Case Studies in Crisis Communication: International Perspectives on Hits and Misses.” (On April 26, Dr. George, pictured below at left, shared her thoughts during a chapter mixer on coordinating and editing her book's production with contributors across the globe.)

For a final note on leadership, it’s a good time to honor those in our chapter who have been designated PRSA fellows. The PRSA College of Fellows is an honorary organization of more than 400 senior practitioners and educators, each of whom has left a footprint on our profession. Our local fellows are Carolyn Bobo, APR, Fellow PRSA; Mary Dulle, APR, Fellow PRSA; Dr. Amiso George, APR, Fellow PRSA; Bill Lawrence, APR, Fellow PRSA; and Dr. Doug Newsom, APR, Fellow PRSA. Special thanks to each of you for your tremendous impact on public relations.

Communicators as Change Agents

Linda Jacobson, APR (@LindaJacobson) shared her program on Change Management. Get the full presentation on Slideshare.

Help Define Public Relations - #PRDefined

by Richie Escovedo (@vedo)

In 1982, a first-class stamp was 20 cents, Michael Jackson's Thriller was released, the world's population was 4.6 billion, and Johnson & Johnson had a PR nightmare on their hands that led to what is now a model crisis response case study. Ironically, 1982 was also the last time the Public Relations Society of America defined public relations.

Last week, PRSA launched a campaign to create a modern definition for PR with a dedicated site and a strategic Media & Advertising column placement in the New York Times.  I was thrilled to see this collaborative effort to get an updated (and hopefully better) answer to the question, "What is public relations?"

We've needed something new. Public relations takes a beating outside the industry from those who relegate it to only media relations or worse, spin. And honestly, we seldom do an adequate job within the ranks of PR pros of fighting these and other misconceptions. So it's time for a change. (Disclosure: I've been a member of PRSA since 2001.)

Out with the old, in with the new
In 1982, PRSA adopted a definition for PR as:

“Public relations helps an organization and its publics adapt mutually to each other.”

Today, we have an opportunity to adapt this definition to better fit what it is that we do. Take some time to review the notes from the one-day summit of the Definition of Public Relations Task Force.

The group concluded that a modern definition of public relations should be limited to a single sentence: 

Public relations [DOES WHAT] with/for [WHOM] to [DO WHAT] for [WHAT PURPOSE].

The group also saw the need for the modern PR definition to explain two specific things:

1. How public relations drives business success; and
2. How public relations protects and/or promotes the organization or brand.

Submit your definition by Friday, December 2, 2011.

Only the beginning
The campaign is just a start to what could be something really fantastic for public relations. Will the final definition end the debate? No way. Consider it the start to a much greater conversation within our field. I can't wait to see what's next.

Follow the conversation on Twitter with the #PRDefined hastag.

(This is cross-posted from the Next Communications blog.)

Related articles

• What is PR? An Updated Definition for Public Relations (comprehension.prsa.org)
• AdVoice: Defining PR: Words with Friends (forbes.com)
• Have your say in redefining public relations for the modern age (nevillehobson.com)
• Public Relations ... Defined (prsay.prsa.org)
• Redefine PR? No, just learn to listen (globalneighbourhoods.net)

Nowhere to Hide -- Transparency, Communication, Integrity Protect Reputation

By Joan Hunter

*My Summary, Plus Full Speech, of GFW PRSA Ethics Month Speaker John “Pat” Philbin, Crisis1 CEO and former FEMA official.


Unethical practices or actions “are going to come out,” said John “Pat” Philbin, president and CEO of Crisis1, in Washington D.C.

Speaking to one of the largest-attended GFW PRSA monthly programs during our chapter’s September Ethics month, the former director of external affairs of FEMA, offered his personal experience and professional expertise on how public relations professionals can help protect and defend their organizations against unethical conduct charges – whether unintended, true or publicly misperceived.

As an Accredited Public Relations (APR) professional and long-time member of PRSA, Philbin emphasized the importance of leading our organizations to adhere to PRSA’s national code of ethics.

Philbin graciously agreed to allow the Fort Worth Chapter to share the text of his remarks which can be accessed at the end of some of his major points I’ve summarized here:

*Philbin emphasized that PR professionals must match the speed of traditional news media in getting their organization’s own messages out simultaneously, not just to news media but to all their key audiences.

His observations about the environment in which our organizations operate today included:

*Today, speed is viewed as “more important than accuracy.”

*(As a result of this environment), “we also can observe the role of technology and influence of immediacy in watching reporters who monitor twitter accounts and broadcast reports live without so much as qualifying the veracity of the information.”

*“PRSA’s Code of Ethics requires us to advance the free flow of accurate and truthful information that serves the public interest. It is one of the primary reasons that I entered this profession in the mid-1980s.”

*“…We as communicators must embrace and leverage the capability it (technology) provides by getting critical information to those who matter most to our organizations because we will be held to a much higher standard than the media if the information is inaccurate.”

*“I believe it is imperative to help organizations create trust with those who matter most. One way to accomplish this is to promote and enhance transparency throughout our organizations.”

*“The interesting thing about being transparent is that it can actually reduce risk.”

*“Doing the right thing and performing well is necessary but not sufficient. An organization that does the right thing well can be quickly dismissed, marginalized, bankrupted, you-name-it, if it does not communicate well.”

*“As a communications professional, there is little I can do to help a client if they aren’t doing what they say they are doing. Integrity is the only currency we have in public relations.”

*Philbin’s 25+ year career includes public and international affairs, business development, change management, crisis communication, media relations, reputation management and strategic planning with top-level senior governmental officials and company executives. He may be reached at
jphilbin@crisis1.net or www.crisis1net.

Read the full text of Philbin’s remarks.

What is your reputation worth? (#PRethics)

What is your reputation worth? It’s worth protecting if you expect to flourish in the field of public relations.

Yes, it’s your reputation at risk, always, on the job or not. Some of the most serious hazards are on the job.

Check out the values of the organization or client who is paying for your public relations efforts. You are not the conscience of top management, including its Board. You can’t be if management has no conscience.

If you are asked to do something that conflicts with your own personal code of ethics, your own values, you have three choices.
The first is to talk about the risks to the organization if it is taking, or plans to take, a wrong turn. If personal, professional counsel fails, you can turn to PRSA’s code for behavior for its members and simply say the plans are putting your career in jeopardy. When that doesn’t work, you can quit. I’ve done it. Only once. I had four small children, a husband out of work and was in a similar economic climate to what we are experiencing now. It worked. I was coaxed back, and listened to thereafter.

If you don’t do this, you hurt yourself and the practice of PR.

Once when teaching at TCU, I had the idea of asking a philosophy professor who taught ethics to teach a class for us. When I asked him, his first response was, “I didn’t know PR people had any ethics.” You are still up against that perception. Now it’s called “spin.”
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Guest post by Dr. Doug Newsom, APR, Fellow PRSA, Professor Emerita Texas Christian University, for PRSA September Ethics Month.

Photo credit: nylffn via Flickr Creative Commons

Related articles

• Guest Post: The Importance of Ethics to the PR Industry (mediabistro.com)
• The State of Ethics in Public Relations (prsay.prsa.org)

Know thy objective

Guest post by Linda Jacobson, APR

I recently judged communication campaigns and tactics, and was struck by the lack of planning involved in nearly every entry.  Particularly absent was the lack of specific communications objectives. If you’re in public relations, marketing or corporate communications, you need to know how to craft a solid strategic communication objective because that is the single most important focal point of any communications campaign. If you don’t know what you're aiming for, you’ll never know if you reached it.

Below are components of a communication objective, but ultimately, you’ll want to ensure this is part of a strategic communication plan that aligns with your organizational or departmental business objectives.

• Expect your outcome. Are you trying to raise awareness of a new widget or new process? Or do you need to move the needle by changing employee or customer attitudes? Perhaps you need a target audience to adopt a specific behavior. Before you can craft an objective, know what you expect the outcome to look like.
• Use verbs! Once you know the expected outcome of your objective, select an appropriate verb. Do you want customers to buy, ban or endorse? Are you looking for employees to adopt, support or change?
• Be specific. I can’t tell you how many times I’ve looked at communications plans that aren’t tied to specific objectives. If you can’t articulate the objective specifically, then you are already missing the goal.
• Who is the audience?
• What is the timeframe?
• What is the attainment level?
• Measure the objective.  Know how to accurately measure your objective, and know your baseline. This is your starting point. What is the current status quo? You need to know this before you initiate your strategy; otherwise, you won’t know whether you moved the needle or not.

Below is an example of a specific communication objective that anticipates an increase in audience awareness:
 

Within the next 60 days, 70 percent of our organization’s customers will see or hear about our new widget.

Starting with these basics, you’ll add a solid, measurable component to your strategic planning. What other components help you achieve your goals?

PRSA Southwest District Quick Start 2011 - #prsasw

#Fail: Social Media #PR Disasters - recap

(Cross-posted from the Next Communications blog)

Thanks to Stephanie Scott and Corey Lark for sharing their 10 Lessons from Social Media PR Disasters for the June Ft. Worth PRSA luncheon: (Get their presentation slide deck.)

1. You are not in a vacuum
2. Err on the side of caution; Respond swiftly
3. Be prudent; Accept responsibility
4. Update your tactics
5. Context matters
6. If you apologize, mean it
7. Mocking your customers = bad
8. Be transparent
9. Manage your social media presence (or someone may manage it for you)
10. Sometimes you are the problem

Below is a recap built on Storify from last week's Fort Worth PRSA luncheon. Aside: This was the first time for me to use Storify. (Way cool tool.)

Translucency and the No Comment Debate in the Era of Transparency (September)

The following are notes provided by GFW PRSA chapter member and past president, Holly Ellman from the September luncheon:
------------------------------------------------------------

Rob Wakefield, Ph.D. and Susan Walton - Brigham Young University

Two years ago Brad Rawlins was one of the first to get information on transparency into the public relations body of knowledge.

Three Concepts of Transparency

1.      Embrace open and honest communication of both successes and failures

2.      Engage with your publics, facilitate ongoing dialogue

3.      Relinquish the intent to hide things to make your organization look perfect

Sometimes there are limitations to what you can say. When and how should you be transparent?

No Comment

There are traditional reasons for not being transparent:

·         You don’t know the answer

·         You feel a different spokesperson, perhaps with more or specialized knowledge, should respond

·         Response involves a legal issue

·         The activity/event deals with personal or confidential information

Consider Translucency. It’s not a replacement for transparency, but is a necessary supplement, or corollary.

Translucency discerns the outline of an object, but does not completely reveal the object.

When should you be transparent?

1. Is what you are disclosing the truth? (Not just a collection of facts – appropriate context is important.)
2. Does it meet cultural norms and expectations? (For example, in the Toyota recalls, the Japanese people were insulted that the Toyota CEO addressed the company’s crisis. In this culture, it is sometimes more important to save face.)
3. Is it authentic? Does it reflect who you are and who you say you are?
4. Is it the best ethical and emotional choice? Could reputation be damaged?
5. If releasing the information available at the time, when you know more information will be available at a later date, would you cause someone to act too early without all the facts?

Photo: dbl90 via Flickr Creative Commons

Transparency

A complaint is lodged.

An investigation is launched.

Public is informed about investigation.

The complainant is absolved.

Reputation is potentially damaged.

Translucency

A complaint is lodged.

An investigation is launched.

The complainant is absolved.

Public is informed.

Reputation is maintained.

Toward Translucent Transparency

Does not give permission to hide things.

1. Most important thing is commitment to open communication with stakeholders to the highest extent possible.
2.  Maintain open, transparent communication always – in good times and bad – ahead of a crisis as well as in the midst of one.
3.  Recognize and freely acknowledge that you rarely have all the answers. Say this clearly and frequently, and explain why this is true.
4. Hold both sides of the debate accountable for transparency. What are the motives on both sides? (i.e., the media)

Question and Answer Period

Translucency is becoming more acceptable to attorneys, who are beginning to realize the importance of the court of public opinion.

In the non-profit world, transparency is hugely important. A lot of the organization’s credibility depends on its past behavior. Carefully think through and explain why you can’t share some financial information, for example. (i.e., problems the Red Cross faced when it was discovered that some of the money donated for Katrina victims went instead to operating funds or to save for future needs)

         

Should PRSA Board Service be tied to Public Relations Accreditation?

This is cross-posted from a post by Ft. Worth PRSA member, Dan Keeney, APR.
---
The big debate in public relations circles these days has nothing to do with the outrageous efforts to sully the reputation of  Wiki Leaks founder Julian Assange and its implications for the profession and journalism in general, BP’s ham handed response to the biggest manmade environmental disaster in U.S. history or even whether PR staffers caught posting phony reviews online should be tarred and feathered. Instead, the greatest minds of our profession are embroiled in a no-win argument about whether the Public Relations Society of America should require professional accreditation before being considered for service on the Society’s Board of Directors.


Established in 1964, the Accredited in Public Relations credential (APR) is awarded by the Universal Accreditation Board (disclosure: I earned my APR in 2000). It measures a public relations practitioner’s fundamental knowledge of communications theory and its application; establishes advanced capabilities in research, strategic planning, implementation and evaluation; and demonstrates a commitment to professional excellence and ethical conduct.

The APR credential has nothing to do with a person’s ability to govern effectively on the board of a national PR society. Zip. Zero. Nada.

Currently, PRSA requires that any prospective board member be accredited. When a ground-up rewrite of the PRSA bylaws was proposed last year, the organization’s General Assembly (the PRSA version of Congress) rejected the proposed language that would have stripped accreditation from board requirements. Despite voting a few years ago to drop the requirement that all Assembly Delegates be accredited, the Assembly balked at taking the next logical step.

The reason the PRSA general assembly voted to drop the requirement that Assembly Delegates be accredited (or “decouple” service from accreditation as we called it then) was that doing so eliminated so many highly qualified PRSA chapter leaders. How could a person serve as the president of a large chapter and not qualify to represent that chapter as a PRSA Assembly Delegate?

The rationale for keeping the accreditation requirement for Assembly Delegates then (as it is now for board service) is that it illustrates an organizational commitment to the credential. If PRSA’s leaders aren’t willing to pursue and achieve the credential, how can the organization suggest it has value for everyone else? What kind of PR practitioner would seek a leadership position but not consider it worthwhile to seek this profession’s credential?

That is a pretty good argument, but we aren’t in a world where everything makes sense. The fact is that only about 20 percent of PRSA members have achieved the APR credential. As a result, until the middle of the last decade, the organization basically had a class system of governance. Only 20 percent of the membership had the ability to serve on the PRSA General Assembly and/or Board of Directors. The other 80 percent, for which everything else was the same (including dues) could not participate in leadership.

Included in that 80 percent are highly capable PR practitioners, including accomplished leaders in corporate communications and agency management. Included in that 80 percent are people who have been leaders of the profession for 20 or more years and regularly shape thoughts about effective strategies, trends and ethics. And included in that 80 percent who, until the mid-00s, could not serve as an Assembly Delegate and STILL cannot serve as a PRSA Board Member are practitioners who have given countless hours of their time as leaders at the chapter and regional levels.

It didn’t make sense for the PRSA General Assembly and it does not make sense for the PRSA Board of Directors.

Last year when the general assembly passed an amendment to the proposed new bylaws that re-inserted the accreditation requirement for board service, I thought it was wrong. To make a point, I presented an amendment to re-insert the accreditation requirement for service as a General Assembly Delegate. I knew it would be defeated, but I wanted to make a point that their insistence on requiring an APR for board service made no sense given their vehement distaste for requiring APR for the assembly.

It was and is a blatant contradiction. If you believe accreditation should be a requirement for PRSA leadership, I respect that. But I can’t understand how you can require accreditation for one set of leaders but drop the same requirement for the other set of leaders.

I don’t think anyone really got the point I was trying to make. Turns out PR people are a very literal group and don’t really get irony.

Fast forward to today with forum posts and e-mails flying with semi-respectful insults pitting the leaders of our profession against each other. Each side is entrenched with very little likelihood that many will be influenced by the back and forth argument. But here’s the bottom line:

• It makes no sense to require accreditation of the PRSA Board of Directors, especially since the PRSA General Assembly dropped the requirement for accreditation for itself and nearly all chapters have no APR requirements for leadership.
• Given the fact that a majority of the leaders of PRSA chapters, regions and the PRSA General Assembly are not accredited, it is impossible to argue that accreditation has any impact on the ability to govern. The organization is already largely governed by unaccredited PR practitioners.
• The inability of four out of five PRSA members to serve on the PRSA board regardless of their level of achievement, track record of service to the organization or interest in serving is patently unfair.
• If the real goal is to illustrate the organization’s commitment to the credential, there must be better ways to accomplish that goal than coupling accreditation and board service.

That last point is where a meaningful and productive conversation really should start, but unfortunately year after year the PRSA General Assembly gets a glossed over report on the status of the organization’s accreditation promotion efforts. Let’s hope this year it is different.
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This post was shared in the spirit of having a Point / Counterpoint discussion. What do you think? We are also open to posting a counter argument from membership.

The value of PR and driving fast

Image by James Marvin Phelps (mandj98) via Flickr

PRESIDENT’S COLUMN
Tom Burke, APR, Greater Fort Worth PRSA

Thanks to a special gift received this past Christmas, I recently had the opportunity to "Be like Richard Petty" by driving a 600-horsepower NASCAR car eight laps around the 2.5-mile track at Texas Motor Speedway. My wife didn't understand why such an experience was a big deal. After all, she said, I drive along Interstate 35 everyday as if I am racing at the Speedway. Friends and colleagues figured I was checking off an item on my bucket list. Truth is, the only item on my bucket list is to not "kick the bucket" each and every day!

Traveling along at 130 mph like a pea crammed into an extra-small pod (how do pro racers drive 500 or so miles in such conditions?) certainly gives you a different perspective on things, especially when you have to navigate banked turns and zip alongside a daunting wall displaying black skid marks from earlier confrontations, all of which the wall easily won. It also makes you realize that this is what many of us in the fast-paced world of public relations profession do on a daily basis; we speed along, perhaps overlooking opportunities to display the art and science of our profession.

While many would argue that the deep value of public relations is exemplified during a crisis, such as the BP offshore drilling incident in the Gulf of Mexico, perhaps because we often are moving at the speed of sound we forget how powerful and beneficial public relations can be during the best of times. Take, for instance, corporate social responsibility. From Tom's Shoes to Kimberly-Clark to the Pepsi Refresh Project, the American Express Members Project and the IBM Corporate Service Corps, companies worldwide are becoming part of the corporate social responsibility trend. As Laura Moore, vice president, global communications, Kimberly-Clark, said during the June Greater Fort Worth PRSA luncheon, through its corporate social responsibility program, Kimberly-Clark and its employees contributed $21.6 million in cash and product donations and 60,000 hours of time to charitable causes worldwide last year. Kimberly-Clark highlighted these amazing accomplishments in its "2009 Sustainability Report Summary." It's a classic example of a classic definition of public relations: "Do good, then tell others."

When you've done good, and told others, it can make it a lot easier to pick up the pieces if you happen to crash into a wall going 130 mph or more.

That's the value of public relations.

Recap: Building a Corporate Social Responsibility Program

The following is a summary of lessons learned and take-aways from the Ft. Worth PRSA June 2010 program, Building a Corporate Social Responsibility Program, with Laura K. Moore, Vice President - Global Communications, Kimberly-Clark Corporation:

What is strategic Corporate Social Responsibility (CSR)?

• Aligning your corporate strategy with your business strategy
• Defining the positive impact you aim to make based on what your company is good at
• An understanding that doing good can be good for business
  

Why is CSR important?

• Growing environmental concerns
• Companies moving from seeing CSR as less of an obligation to more of a business opportunity
• Internet enables people to scrutinize corporate behavior
• Increased expectations of companies to contribute
  
• Corporate reputations bruised post-recession
• Millennial expectations (the connected generation)
  

CSR goes beyond philanthropy, this is about corporate citizenship.

How the company treats:

• Community
• Suppliers
• Government
• Employees
• Customers
• Environment

Your CSR strategy has to be lived from the inside out.

• Be it. Do it. Say it.

A cohesive CSR strategy ensures all key elements of the organization work together.

• Employee contributions + Brand Cause Marketing + Corporate Giving = Greater Impact, More Recognition

Corporate trust is a key driver of choice and is currently seriously challenged.

* When people trust a company they:

• Will pay more
• Will recommend it to others
  

Engagement increases when an employee is satisfied with the company's CSR initiatives. Employees need to be asking themselves, "What do we stand for?"

Laura Moore pulled the curtain back a little bit on Kimberly-Clark's CSR strategy and plans to move forward. She stated that Kimberly-Clark Corporate Goal: Be responsible stewards of the environment and positive contributors to our community.

Kimberly-Clark has the global assets and framework, however Moore explained that she doesn't have the Ta-Da example from the corporation yet since it is still a work in progress.
(Photo: Kimberly-Clark Sustainability Report)

A CSR Enterprise Signature Project needs to:

• be based in research;
• have a defined focus to be successful;
  
• leverage brands for focus in relevant areas and expertise from with organization; and
  
• be supported and endorsed by whole organization.
  

What would you add? What do you see as necessary components, objectives, or concepts for a successful CSR program? The comments are yours.
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Special thanks to Corey Lark, AE at Open Channels Group for providing feedback and notes on the June program for the chapter.

Related articles by Zemanta

• Education Benefits from Corporate Social Responsibility Programs (education.change.org)
• UN calls on BP to restate CSR pledge (businessgreen.com)

BP: A disaster on all fronts

By Margaret Ritsch, APR (cross-posted from the Balcom Agency blog)

As PR professionals watch the biggest environmental disaster in U.S. history unfold, we just shake our heads in wonder. Are there any seasoned public relations people at BP's executive table?

It is clear that BP's mistakes not only have damaged untold species, livelihoods, and local economies. Its problems are compounded by the apparent disregard for some of the key principles of crisis communications. Granted, lawyers are now in control because of the likelihood of criminal charges. But early in a crisis is when a company's behavior and communications matter most. Failure to respond quickly and communicate openly in ways that meet the public's needs and expectations will always make matters worse.

1. Accessibility and openness. When a company has a big problem that causes public harm, that company should communicate both internally and externally just as aggressively as it works to fix the problem.

This is one of many principles taught by James Lukaszewski, APR, a leading national figure in crisis communications and public relations. (I've learned a lot from Jim Lukaszewski. His company's website is worth a visit: www.e911.com.)

A public crisis of this dimension demands that a company's top executive step up, communicate, and answer the hard questions. CEO Tony Hayward should be much more visible and accessible to press and to the many publics affected by this disaster. Sorry Tony, you can't have your life back, not for a while.

I believe BP would benefit from allowing TV cameras on its rigs to talk with the workers who are laboring around the clock to repair the leak, drill relief wells and perform other demanding tasks. Workers cleaning up beaches also say they can't speak with press. Now controlling the message is important to a company in a crisis, but within reason. There ought to be a way for the company to demonstrate and describe its cleanup and repair efforts at the ground level.

It would go a long way to rebuild confidence that BP is working tirelessly to try to ameliorate the damage caused by the oil rig blowout and continuing oil flow. It would humanize the company.

2. Responsiveness. Companies have a responsibility to talk about problems affecting the public and to provide important, relevant information as quickly and completely as they can -- especially when health and safety are at risk.

Only this week has BP provided the HD video footage that shows the oil gushing out of the well hole. Scientists and others have been asking for this video for weeks in order to accurately gauge the amount of leakage.

3. Ethics. If a company is at fault, it should admit its mistake, apologize, and explain as quickly as possible. With an absolute commitment to telling the truth. Granted, this was a complex operation involving multiple companies besides BP. Still, BP owes its employees, shareholders, and all affected parties a huge apology, an acknowledgment of its role in this disaster, and an assurance -- grounded in reality -- that this kind of problem will never happen again.

4. Engagement. It is important in a crisis to answer the public's questions and volunteer information that may be of interest -- to use a two-way communications model so that the company is not just talking, but it is also listening and responding.

Instead, BP is engaged in an elaborate, costly, one-way advertising campaign. It is talking at its publics through full-page color ads in the New York Times and likely other news vehicles and spending hundreds of thousands of dollars purchasing Google and Yahoo search terms. More direct engagement with the publics affected by the disaster would cost a lot less and be more effective in rebuilding trust in the company.

5. Commitment. Companies need to learn from their mistakes, talk publicly about what they learned, and commit publicly to fixing whatever needs to be fixed internally to prevent big mistakes from happening again.

BP pleaded guilty in the 2005 explosion at its Texas City refinery to violating the Clean Air Act. It pled guilty again to another federal violation for its role in causing oil spills in Alaska in 2006. One has to wonder if BP has learned from its mistakes and examined the business practices that have now led to an enormous environmental disaster. In my humble opinion, from this small agency in Fort Worth, this should be BP's first priority.

Related articles by Zemanta

• Gulf Oil Spill: BP's Failures Amplified By Numerous Gaffes (huffingtonpost.com)
• BP's Crisis Communications Strategy Is Fundamentally Flawed (desmogblog.com)
• BP's failures on the Gulf made worse by PR woes (seattletimes.nwsource.com)

Grow your social media measurement skills

President's Column: Tom Burke, APR, Greater Fort Worth PRSA
(This post appeared in the May 2010 issue of the eChaser)

It’s continual learning for me at IBM. Every day. It’s that way when you’re on a team of 400,000 people helping to build a smarter planet and 399,999 of those people are smarter than you!

Thankfully, in today’s intensely competitive and dynamic global marketplace, IBM continues to invest in employee development. Through various avenues, the company provides resources necessary to grow your skills, gain new experiences and build a high-impact career. A career differentiated by expertise. In fact, IBM’s achievements in learning and development recently earned Fortune magazine recognition as the No. 1 company for leaders.

This focus on skills and career development is also true of the Public Relations Society of America. Professional development is one of the most cherished benefits of PRSA membership. At Greater Fort Worth PRSA we continually strive to exceed this expectation of our members through relevant monthly programs and engaging events.

One of our most exciting professional development meetings is set for Wednesday, May 19, at Colonial Country Club. Katie Delahaye Paine, CEO and founder of KDPaine & Partners and author of “Measuring Public Relationships: The Data-Driven Communicator’s Guide to Success,” will lead a three-hour morning workshop focusing on key elements of engagement, including quantitative, qualitative and new relationship metrics. Over lunch she will review measurement principles and how they apply to the new, wild world of social media. It promises to be four hours of exceptional expertise building that you won’t want to miss.

In this crazy world we live in, it is more true than ever that if you’re not learning and growing, you are slowly fading away. And that doesn’t sound like too much fun, does it?

(Photo credit: Sarah Scissors)

School PR response to the H1N1 Crisis

In January, the Greater Fort Worth Chapter of PRSA kicked off 2010 with a program that featured the Fort Worth ISD's Communications Department and their presentation H1N1: Six Days in May and Beyond.

The presentation was in essence the school district's communications/PR response to the H1N1/Swine Flu outbreak that hit our area and the controversy they had to tackle. Below is the video the team presented:

What struck me about that District's response was that it had to be an integrated effort by all areas in order to be successful. This was no time for silos and worrying about stepping on toes. The administration, operations, campuses, technology, transportation, etc. in addition to the communications efforts all had to coordinate and cooperate. From a PR stand-point, they wanted to position the District as doing the right thing for kids. FWISD Senior Communications Officer, Barbara Griffith, pointed out that the actions and decisions were made in a way to show that the district was "going to protect our children."

Communications Carry-out:

• Plan, plan, plan - "We thought we had a crisis plan...you can never plan enough," said Griffith.
  
• Trust your communication channels - Think through response mechanism and all of its forms, i.e. dedicated web presence for issue, phone tree, phone hot-line for Q&A, in-house video options, press conferences and media relations, social media tools, etc. 
• Be flexible - They were shooting at a moving target during the crisis because of internal/external influences such as national, state, and local health agencies mandates. During their meetings, no idea was a bad idea.
  
• Pay attention to media needs - Think of things from the media's perspective and plan (or adapt) accordingly.
• A united front - This was a huge team effort and exemplified the "Ft. Worth way."
  

From my perspective as school PR professional, I believe the overall operationally integrated effort and approach for continued learning, and a swift return to normal through the H1N1 crisis by the Ft. Worth ISD last year was highly commendable and impressive. Were their decisions popular? Not for everyone inside and outside the organization. But then, that's the line schools districts and leaders have to walk in times of fear in order to meet the needs, trust and expectations of our communities.

If you attended this program, what were some things that applied to you and your work? The comments are yours.

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Note: This post was delayed in anticipation of the video presentation being uploaded to the FWISD YouTube channel. Special thanks to Barbara Griffith, Clint Bond, and Scott Juvette and their communications/PR team. The post is also cross-posted on the Next Communications blog.

PR pros thrive and learn @FortWorthPRSA

This is cross-posted on the Next Communications blog:

I am a member of and hold a board position with the Greater Ft. Worth Chapter of PRSA. At the January Board meeting, we were given the local results from the PRSA's all-chapters survey that was launched in March of last year.

According to William Murray, the President and COO of PRSA, the purpose of the survey was "to identify, in a methodical, statistically sound way, which Chapters represent best practices in the area of service delivery, and who can serve as models for other Chapters to learn from and emulate."

The Results
Here are some of the interesting and in some cases, surprising, data points from the Ft. Worth chapter report:

Chapter Satisfaction was listed at 82% compared to a 53% all chapter average and 58% peer chapter by size.

Quotes from the open-ended questions included Positives

• “Good for networking.”
• “Necessary.”
• “Can't think of anything that it is not doing. Very busy bunch.”

...and Negatives

• “We need more of the higher level training experiences like they provide at PRSA New York.”
• “Sometimes not substantive.”
• “The same basic formula for monthly meetings gets boring after awhile.”

 The respondents wanted to see our chapter Do More

• Programs delivered by thought-leaders
• Ethics programs
• Newsletter

...Do Less

• Award programs
• Mentoring programs (This was actually surprising since mentoring should be a fundamental aspect in my opinion.)
  
• e-Group or listserv

...and Maintain

• Website (This pleased me because I manage much of the online content for the chapter.)
  
• Social media (such as chapter blog, LinkedIn, Twitter, and Facebook group)
• Volunteer opportunities

Chapter events were rated very well including highest remarks in the categories of Professional, Beneficial, Relevant, a Learning Experience, and Welcoming. (I attribute the last one as being in part because we are in Ft. Worth.)

There are some great take-aways for the chapter leadership and members to assess moving forward. I really appreciate PRSA National taking this on for the chapters as a way to help us grow as an organization and on our local levels. As a PR professional, I think it is a great investment of my time to be a member of PRSA and look forward to another enlightening and challenging year.

If you have attended any of the Ft. Worth PRSA chapter events/meetings (or other PRSA chapter meetings) I would appreciate any feedback on your experiences. As always, the comments are yours.

Make every second count this year

Image via Wikipedia

President's Column: Tom Burke, APR, Greater Fort Worth PRSA

As hard as it is to believe, a decade has come and gone. As they say, time really does fly. Then again, even a second can seem like an eternity and be life-changing. Just ask the Nebraska Cornhuskers. And the Texas Longhorns. And the TCU Horned Frogs. In the Big 12 Championship game last month, one second was the difference between Nebraska losing, Texas winning and TCU being in the Fiesta Bowl on January 4 instead of playing for the national championship January 7 in Pasadena. In other words, every second counts.

I hope to make every second count this year for the magnificent public relations professionals in Greater Fort Worth PRSA. It is humbling to lead such a dynamic crowd in my hometown, and an honor as president to follow in the footsteps of some of the titans of our industry — Andra Bennett, APR; Laura Van Hoosier, APR; Marc Flake; Holly Ellman; Heather Senter, APR. I am surrounded by an amazing group of accomplished and dedicated people, including the chapter’s 2010 officers and committee chairs. Thanks to all of them for agreeing to lead with me in the New Year.

The year begins with uncertainty swirling about, but I am encouraged by the continued vitality of the Fort Worth-Dallas Metroplex and the resiliency of not only our local public relations professionals but the entire workforce. Hopefully we will not see worse economic times or more unsettling changes than what we just survived and that better days are ahead as we build on the personal and professional relationships that sustain us.

I wish you unbridled success and happiness in 2010. And let’s all resolve to make every second count.

Tom C. Burke, APR
IBM
(TCU '76)

PR Dreams for 2010

This is cross-posted from Linda Jacobson's blog, The Saltlick.

Googling 2010 predictions shows that it’s the 36th-most searched subject on the final day of the decade. I’ve read some predictions, like these, with an enthusiastic nod. Still, I think there’s some of the “daring to dream” aspect that’s missing. That’s what I crave most, the idea that as a PR professional, I can do something in a new and unique way. So, without any prediction whatsoever, here’s my wish list for PR in 2010:

1. I want to see my elected PRSA leadership affirm accreditation with one voice and promote it. The APR conversation will continue to be circular without a strong, united voice coming from the association’s elected leadership. My wish would result in more knowledgeable PR professionals coming up through the profession and agreement on best PR practices permeating down from the top. I’m tired of hearing the same old arguments about why senior PR pros who don’t possess APR think it’s a bad idea. Get over yourselves already, and together, let’s build up the profession with professional standards and expectations.
   


2. I’m wishing for technology that allows PR to deliver green. Instead of just talking about how green an industry is, I’d like to practice green and add in the WOW factor. I can’t wait to deliver a PR communiqué using holographic displays from smart phones and e-mails. Or how about replacing Powerpoint with this type of presentation? Steve Jobs, can you hear me?
   


3. Quality content. Repeat that three times please. And then do it. Don’t put something out there that isn’t relevant, fresh and timely. That means PR professionals will need to hone their strategic skills and nurture their journalistic relationships. Spend time doing this instead of putting out a news release every single day. We’ll all reap the benefit of that practice.
   


4. Play nice with others. Marketers, advertisers and PR professionals need to be on the same team. Playing to each strength usually gets targeted results. When one of the three legs decides not to do this, the result skews and doesn’t deliver full strength.
   

I’m sure you have dreams for the PR profession, too. Please share those, so we can all toast them together, and here’s hoping your PR dreams come true in 2010.

Why earn your APR? #accredchat testimonial

Diane Rhodes Bergman, APR

Attaining the APR turned out to be one of the most rewarding endeavors I have undertaken. I have been practicing PR professionally for over 15 years and have always strived to stay informed and updated. As a result, I was astonished at how much I learned going through this process and the impact it has had on my daily practice of public relations.

It is true that much of the information you review in preparation for the APR covers topics you have “learned” before. The difference is that this process forces you to actively apply the details of this knowledge to your real life practice of the profession, which takes your learning to a whole new level.

Now that I’ve completed the process, I fully realize that the APR designation is much more than three letters after your name; it symbolizes a deeper level of commitment to the profession, the public and to your employers/clients.