Author Archives | sradick

About sradick

I'm Vice President, Director of Public Relations at Brunner in Pittsburgh. Find out more about me here (http://steveradick.com/about/).

Establishing a Vision and Then Getting Your Team to Buy Into It

March 23, 2012

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As I wrap up my first week in Chicago, I've fully realized the advantage of working with the same people for years – they knew exactly how I thought about PR, social media, communications, and branding. They knew what I looked for in their work, what questions I would ask, what points I wanted them to make. Over the years, they had heard me say the same things so many times that they had all bought into the same approach to our work. This wasn't because it was mandated  or because I beat it into them (I don't have, what you might call an intimidating presence), but because we were worked together to form these axioms and bought into them collectively. 

The "Follow Me" statue in Infantry Hall at Fort Benning, GA

This past week however, has been a bit of a trip back in time for me as I again have to not only share my unique approach to our work, but also get my co-workers to see the value in the way I do things and buy into that approach. This is one of the differences between management and leadership. Can I get my new team to buy into my approach not because they have to (they don't) or because they'll get fired if they don't (they won't), but because they believe it's the right way? 

That's one of the big things I'll be working on over these next few months. So what are those things? Here are a few of the things my old team probably heard me say a million times:

  • Ten actions that will define how you look at PR – Too many PR practitioners have become so focused on the message that they have totally forgotten the relations part of public relations. Let's not fall into the same trap.
  • It's not about the technology, it's what the technology enables – Something I've said ever since I started using social media. All the bells and whistles and new features are great, but don't get distracted by the latest tools. Stay focused on our clients' goals and objectives and if the latest tech will help achieve that, then great. But don't try to use Pinterest, Highlight, Path, and Google+ just because you saw some social media nerds saying it's the "next Facebook!" Use them if and when they can help your clients achieve their communications goals.
  • Be you and be you all the time – Don't try to act/dress/talk like someone else just because you think that's what you need to do to get promoted  or to be accepted. Know your strengths, know your weaknesses and be confident in your unique abilities.
  • Don't be afraid to take risks – If it's been more than a few months before someone had to pull you back from an idea or you got scolded for pushing the envelope a little too much, you're probably not doing your job as well as you could. Don't be afraid to take calculated risks, but don't be reckless. Have a rationale for your decisions and try new things. I'll trust you and provide you with the top cover to take those risks. 
  • Don't become a social media ninja – use social media to become a better… – Social media technology offers tremendous tools for PR pros, and yes, I think we all need to be aware of their impact on our industry. However, I have no desire to create a team of gurus and ninjas. Instead, I want my team to understand how to best incorporate social media into their PR strategies and tactics. Social isn't the be-all, end-all of communication.
  • Don't forget that you're a human being so remember to talk like one – The Cluetrain Manifesto said it best – "In just a few more years, the current homogenized "voice" of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court." Remember that your goal is to develop and strengthen relationships with actual people, not just to sell something to a faceless, nameless customer.
  • Let's not look for "established best practices" for our clients – let's create the practices other people call best practices – You should absolutely continue to research what other companies and agencies have done or are doing. See what you can learn from their successes and failures, but don't identify a best practice and then try to replicate it. Use these best practices and lessons learned as source materials and then come up with your own idea, an idea that no one's ever thought of before. Sure, maybe 90% of your ideas will end up on the cutting room floor, but that one idea that makes it will be ten times better than if you had taken the easy route and followed the best practices laid out in the PR person's handbook. 
  • Be a trusted adviser – Your relationship with your client should be a partnership, not a dictatorship. Learn how to do more than just do what your client says. Build your relationship with them so that you can be candid (both positively and negatively) with each other.
  • Nothing is more important than your people – If you need something, I will get it for you. If you're interested in something, I'll do my best to give you those opportunities. If you ask me a question, I'll get you an answer. If you send me an email, I'll reply as fast I can.

I'm sure there are many more that I've forgotten here (if you've worked with me before, what else would you add?), and many more that I'll learn along the way. I'm excited to find out how these views fit into the culture here, and how they might adapt over time.  Until then, I guess it's time to go annoy a whole new group of co-workers with my little sayings 🙂

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Time for a Change

March 12, 2012

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Eight years ago, I left my job(s) delivering pizza and operating a crane in a steel mill in West Virginia to become government consultant at Booz Allen Hamilton. Consulting. For the government. I can honestly say this was something that never even entered into my mind while I was majoring in Public Relations at Bethany College, and here I was picking up and moving further away than anyone else in my family to do it. My plan was to move down to Northern Virginia for a few years, get some experience and then move back to Pittsburgh where I’d get a job in public relations.  This Wednesday, more than 3,000 days later, will be my last day at Booz Allen. This week I'll be moving to Chicago and then on March 19th, I'll be joining Cramer-Krasselt's PR team as a Vice President, Management Supervisor. 

My first day with Booz Allen was October 6, 2003. To give you some idea of how long ago that really was, consider this:

  • Facebook didn’t exist (it wouldn’t launch on Harvard’s campus for another five months)
  • The #1 song in the country was Beyonce’s Baby Boy
  • The #1 movie at the box office was School of Rock
  • The Red Sox defeated the Athletics in the playoffs and would go on to play the Yankees in the American League Championship Series (the Aaron Boone game was 10 days away). In the National League, the Cubs and Marlins were about to play in the National League Championship (the Steve Bartman incident would happen on Oct. 14th)
  • The most popular TV shows at the time were NCIS, Two and a Half Men, Fear Factor, Chappelle’s Show, and Survivor.

Things never really work out according to plan, do they? What happened? For one, I never expected to still feel challenged after so long with one company; I never expected to have even half the opportunities that I’ve had here; I never expected to enjoy working hand in hand with our clients as much as I did; and most of all, I never expected to love working with the people here so much. Over the last four years especially, I felt as if I was at the tip of the spear when it came to things like social media policy (this blog and my Twitter account were the first transparent, employee-owned, external social media properties), Enterprise 2.0 (I created our now 6,000 member+ Yammer community more than three years ago), and Gov 2.0 (I was on the Programming Committee for the first Gov 2.0 Summit). It was exciting to be among the leaders in the burgeoning social media community in the DC area, and I had a lot of fun in these roles.  That’s one reason why I enjoyed working here so much – my proclivity for challenging and changing the status quo was encouraged and often rewarded.

Eight years at one place is an eternity anymore though, and over the last year or so, I found myself itching for a change and a new challenge. For a long time, I really enjoyed the role I was playing here, disrupting things that are being done “because that’s the way they’ve always been done,” and helping create new roles, processes and policies for my colleagues. However, as I've alluded to here before, being a change agent at the tip of the spear can be exhausting. I was spending just as much time, brainpower, and energy trying to make changes internally and take the organization new places as I was on the client delivery and marketing tasks that I was being paid to do.

You know how you feel when you feel when you’ve been dating someone for a really long time, but don’t want to get engaged because you're not ready to commit for the long-term? How you end up breaking up because you’re not ready to settle down yet?  That’s how I felt. I came to Booz Allen right out of college and have been there ever since. It was time for a change. It was time for me to move on to something new, something different, something that would help broaden my experience beyond the federal government and something that would strengthen my communications skills. It was time for me to experience something entirely different.

It's not without mixed feelings that I say goodbye though. At every step of the way over these eight years, no matter what crazy idea I had, there were always people supporting me and making me better. Sometimes that was my leadership giving me the top cover to take a risk (I wouldn't be where I am today without my mentors, Grant McLaughlin, Terry Mandable, and Jim Hickel). Other times, it was one of our Vice Presidents challenging my ideas and forcing me to back up my ideas with data instead of assumptions. It was people like Jacque Myers pulling me aside after a meeting to tell me very candidly that I was going too far and needed to pull it back a little. It was seeing people like Michael Dumlao, Tracy Johnson, Anna Gabbert, Don Jones, and Mike Robert help me not because they had to, but because they shared my vision and passion for social media and the potential it had to impact our business. Seeing them progress in their careers, get promoted, win awards and develop their own teams is one of the things I’m probably most proud of. I'm excited to see where they take social media after I'm gone. I can't wait to see how they develop their own teams and the next generation of leaders following in their footsteps – people like Margaret Lahey, Matt Allen, Colleen Gray, Amanda Sena, Emily Springer, Liz Helms, and so many others behind them.

I'm looking forward to my new job, employer, colleagues, clients, city, and of course, all of the new friends that I'll be meeting in Chicago. At the same time, I'm really going to miss DC and all of my friends and colleagues out here. Ultimately though, I'm think I'm most excited for the start of something new.  While I'm at C-K, I'll continue to blog here about social media, PR, advertising, and branding as well as my experiences in the PR industry – I hope you'll continue to read and engage with me here. 

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Are You a Corporate Rebel?

March 6, 2012

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One of my new favorite sites is www.rebelsatwork.com/. Started by Lois Kelly and retired deputy director of intelligence for the CIA, Carmen Medina, the site is meant to give corporate rebels a platform to share their stories and ideas and help more corporations and big organizations succeed because of (not in spite of) their rebels. 

What's a corporate rebel you ask? According to the Rebels at Work site – 

You hear about innovators in start-ups all the time. Rebelliousness and restlessness are accepted qualities of entrepreneurs. But what about people on the inside of big organizations? How do they blaze new trails and find ways to change business as usual. What are their characteristics? What makes them tick? How do you find them? Could they be an untapped resource for creating more innovative, engaged corporate cultures?

Good rebels also tend to be outstanding employeesThis idea of a "corporate rebel" has always resonated with me because I've always been known as the squeaky wheel, the guy who was never satisfied with doing something because that's the way we've always done it or because the boss said so and the guy who was never satisfied with doing what everyone else was. I've annoyed many a manager by acting almost like a three year-old at work, constantly asking why? Why not? And why can't we do that?  So when I saw Carmen and Lois' site, I recognized that I wasn't alone, that I wasn't crazy for trying to challenging and trying to change long-held assumptions and policies in corporate America. So when they reached out to me on Twitter to share my story being a corporate rebel, I jumped at the chance. One of the questions I answered for my rebel story was, "what advice do you wish someone had given you earlier in your career?" I said: 

"The biggest piece of advice I wish someone had shared with me is to be yourself and be yourself all the time. Don’t listen to the people who tell you that you have to talk a certain way or dress a certain way to advance your career. Don’t try to be someone you’re not just because you don’t see anyone like you in the levels above you. Understand the unique skills, experience, and characteristics that YOU bring to the table that other people don’t have. Don’t assume that just because you’re a junior level employee that you’re at the bottom of the ladder and you have to go up. Look at it like you’re filling a different role, an important role in the organization. You bring strengths to the table that senior leaders don’t – you’re not jaded or cynical, you’re still full of ambition, you’re more likely to take risks, you’re better connected to the rest of the staff, etc. Understand and properly value your strengths."

You can read my full rebel story here, but I would encourage anyone who works in a big government agency or a big company and finds themselves frustrated by the bureaucracy and the inertia of the status quo to bookmark the site and visit it often for inspiration and encouragement. Making change happen in a big organization when you don't have a "Vice President" or "Director" after your name is incredibly difficult. It requires rebels who know how to be disruptive without being insulting, who can offer solutions in addition to identifying problems, who can energize others others to follow, not hold other people back, and who are almost optimistic to a fault. 

If you're the type of person who asks why? why not? how come? what if? or can we?; if you're the type of person who just can't accept "because that's the policy" as a reason for doing something; if you've ever found yourself emailing suggested changes to a corporate policy to your boss solely because you wanted to, you may be a corporate rebel. And guess what? Not only is that ok, you're probably one of your organization's best employees. In fact, most corporate rebels also share many of these nine traits of outstanding employees, so if you feel like your rebelliousness is being punished instead of rewarded, I wouldn't worry – I suspect the job market for an outstanding employee is pretty good :).  

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How Average Players Use Twitter and a Human Voice to Become Social Media Superstars

February 22, 2012

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Have you heard of Brandon McCarthy, Paul Bissonette, Pat McAfee, and Antonio Brown? If you're like most people, you probably haven't. We're not exactly talking about Kobe Bryant or Derek Jeter here. Why would you know anything about a middle of the road starting pitcher, a left-winger with 5 career goals, a punter, and a wide receiver who has been a starter for exactly one season? If you happen to run an organization or handle public relations for an organization though, you should get to know them because there's plenty you can learn about communications, public relations, and branding from them.

Take a look at their Twitter feeds – they talk about partying, drinking, farts, pranks, and the women they go out with. They make fun of their teammates, curse, and share personal pictures. They're pretty much your typical PR person's worst nightmare. They don't speak in sanitized sports jargon ("we just took it one game at a time out there and gave it all we had"), they don't attempt to drive traffic to the team's website or sell merchandise, and they don't try to cultivate their "personal brands." They are, for better or worse, acting like themselves and talking to their fans on Twitter like they might talk with a group of their friends.

Thing is, they're GOOD at it. And the very reason they're good at it is because of, not in spite of, their complete and total disregard for traditional PR best practices. In the same way the Pittsburgh Penguins have actual players deliver season tickets to their fans, the Green Bay Packers players ride little kids' bikes to practice, or baseball players toss foul balls to their fans in the stands, these players aim to forge a personal connection with their fans. They're good at using Twitter because they're not interested in using it for PR or marketing or branding – they're using it simply because they enjoy interacting with their fans. 

If you've read one of my favorite books, The Cluetrain Manifesto, you'll recognize that this desire to get beyond the marketing and the branding and speak in a human voice is one of the major tenets of the book.

"Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall."

Though this certainly applies to professional athletes and their fans, the ability to speak in a human voice and forge real relationships with your fans and customers is one that translates easily to the business world as well.

Do yourself a favor and check out the Twitter feeds for some of the less well-known athletes on Twitter and I bet you'll start re-thinking some of those PR and marketing best practices you've read about. What makes them so effective? 

  1. They're honest. [tweet https://twitter.com/BizNasty2point0/status/168081177054412801] Politically correct? Ummm…not exactly. Honest? Definitely.
  2. They're real. [tweet https://twitter.com/Mrs_McCarthy32/status/171452231684591618] This is just one of many conversations between Brandon and his wife. This is a conversation I could totally see myself having with my wife too. Rather than just being some rich ballplayer living a life beyond my imagination, I've gotten a glimpse of him that I'd never get in an interview or on the back of a baseball card.
  3. They put their money where their mouth is. One of my favorite stories of the year was this one where Antonio Brown answered a fan's offer to go out to lunch which then led to an actual friendship. This is a story about a player going above and beyond what's expected of him. He realizes the esteem that his fans hold in him and
  4. They're funny. [tweet https://twitter.com/PatMcAfeeShow/status/166997616498974720] A little humor goes a long way – this particular Tweet was retweeted more than 50 times, but McAfee's feed is filled with funny Tweets like this.
  5. They're random.  [tweet https://twitter.com/BizNasty2point0/status/167862185110941696] Somehow, I don't think this Tweet would have made it past the approval chain in a typical branding campaign. It doesn't direct anyone to a website, it doesn't hawk any merchandise, it's totally random and shows his followers a totally different side of himself.

Now think about your employees. Think about how (or even if) they're communicating with your customers.  Are they allowed, nay, encouraged, to be honest, real, empowered, funny, and random or are they hampered by restrictive policies, approval processes, and message platforms? Instead of worrying about the damage your idiot employees will cause by using social media, maybe you should look into why you've hired and developed idiot employees? Instead of trying to mitigate the trouble they may get into, consider the opportunities that exist. Organizations have become so risk-averse so as to not offend anyone that they end up saying nothing to everyone. 

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