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/).

NHL Skating on Thin Ice With Many Supporters Post Lockout

Comments Off on NHL Skating on Thin Ice With Many Supporters Post Lockout

A version of this article was written in mid-January and originally appeared in the February issue of PRWeek (subscription required)

On January 6, after 113 days, 625 missed regular-season games, and countless starts and stops, the National Hockey League ended its third lockout in 19 years.

After the last lockout, the NHL launched the “My NHL” campaign which portrayed hockey as a battle and its players as warriors. They also wrote thank you notes on the ice at every arena and increased their promotional giveaways. Marketers may point to the increased attendance and TV ratings that followed as evidence of this campaign’s success, but most people seem to think that had more to do with the very clear fundamental changes in how the league operated, including a salary cap, elimination of the two-line pass, shootouts, and a draft lottery.

Now, the league has to be wondering if fans will come back as quickly, if at all. After all, fans then were almost willing to accept the lockout if it meant the league would be healthier over the long-term. This time, fans view the situation as a greedy money grab by owners unwilling to reign in their spending. Nike’s new “Hockey is Ours” commercial even celebrates this “us vs. them” mentality by highlighting a defiant attitude among players and fans.

What the NHL faces isn’t simply a PR, marketing or image problem. This is a trust problem, with fans feeling betrayed more than once in less than a decade. Earning trust back won’t happen with commercials and thank you notes. It’s going to be about what the league does not what it says. Sure, the hardcore hockey fans will probably soon forgive, but the casual fan—the fan that’s been so responsible for the success of the league over the last ten years—isn’t going to be so ready to spend money on a league that seems to have so little regard for the people keeping it in business.

Here are five ways the NHL can start the process of repairing its damaged reputation:

  1. Start communicating with fans NOW MORE. Open up communication as soon as possible. Give fans details about the new agreement, what it means to their favorite teams, and how it makes the game better. At this point, over-communicate – not with marketing messages, but with contrite honesty.
  2. Create a space for fans to vent. The NHL should create an online space for fans to vent their feelings about the lockout, ask questions (which actually get answered) and offer ideas for improving the league. While some of the discussion will be rooted in frustration, the league is potentially opening up an opportunity to learn more about its core fan base and maybe even stumble on a good idea or two. Get the fans talking and keep them engaged, even if they’re hurt.
  3. Stop insulting fans and offer them stuff they actually care about. Thirty-percent-off merchandise and free parking for five games isn’t going to cut it. Make NHL Center Ice free for everyone. Offer free parking for the rest of the year. Offer free tickets to kids under the age of 13 – this is going to be your future fan base. Lower ticket prices across the board (e.g., if you lose half the season, make tickets half price, etc.).
  4. Increase transparency. Create content that pulls the veil back on league finances and operations. Now that the lockout is over, force teams to open their books. Hire someone to translate it into non-insider language to explain how the league is more viable now, and better yet, how this will ensure that yet another lockout isn’t going to happen again in ten years. The NHL already has a blueprint for how to do this – Brendan Shanahan’s video series explaining penalties and suspensions is a fantastic example of how to make complex things consumable to the average fan.
  5. Ramp up your community relations. All teams should have their players deliver the fans their tickets like the Penguins do. Hold open tryouts where fans can come and try out for the team like the Minnesota Wild have done. Go beyond sponsoring local teams and leagues and get involved with them, like the Nashville Predators did in the video below. Do all of this and more. Much, much more.
This was the second long lockout in less than ten years. Sure, some fans will come back as soon as that first puck is dropped, but to repair relationships with the vast majority of fans, the league is going to have to go beyond apologies, press conferences and tweets and show the fans that they care. It doesn’t matter what the league says, but what they do. If the league wants fans’ dollars (and loyalty) back, they’re going to have to first win back their fans’ trust.
Continue reading...

Taking the Next Step: Going From a Grassroots Enterprise 2.0 Community to an Official One

Stairway

As your grassroots community takes the next step to becoming an official one, what challenges will you face?

Way back in 2008, microblogging and enterprise collaboration platform Yammer launched at TechCrunch50. A week later, I became member #1 of the Yammer network at my old firm, a 25,000 person consulting firm with offices all over the country. That started a three-year journey into the world of Enterprise 2.0, including growing our Yammer community from 1 to more than 7,000 when I left, consulting with dozens of organizations and government agencies, managing our official award-winning collaboration community, attending and speaking at Enterprise 2.0 Conferences, guest blogging over at AIIM, and writing a whole bunch of blog posts.

Over the years, “Enterprise 2.0” has evolved from fringe buzzword to an massive industry. The change agents who risked their jobs and reputations to start these networks a few years ago are being held up as innovators and leaders. Organizations that were loathe to spend any money on something as “soft” as collaboration are now spending millions to create robust internal communities on their Intranets.

But with this evolution comes a host of challenges as well. Official communities that began with large budgets are struggling to maintain their success with diminished resources. Passionate evangelists have left without anyone to take their place. Grassroots communities that sprouted up using freemium versions of these tools are trying to transition to officially sanctioned tools.

It’s these communities – the ones trying to migrate from free, unofficial, grassroots communities to official, integrated ones – that face some tough challenges now. There’s often an influx of new members, unfamiliar with the culture. Community mores and processes that worked with a smaller community don’t scale. Community leaders who emerged are replaced with community leaders who are named by leadership. Senior leadership pays closer attention to the conversations that occur, exposing some of the more frivolous discussions that may take place. And usability may suffer as the technology gets integrated into other systems and secured more than ever before.

As these communities make this transition and start anew, officially, I wanted to revisit six of my old Enterprise 2.0 posts to serve as reminders for those people responsible for these official migrations.

Dance with the one that brung ya. As organizations begin turning these grassroots communities into official ones, there’s a tendency to also name “official” leaders, community managers, and admins. Organizations may hire new people to take on these jobs, or they may move existing employees into these roles. While having a dedicated team and resources to manage the community is undoubtedly one of the benefits of formalizing the community, don’t forget about the people who have brought the community this far.  These are the people who, without a formal policy, budget, or title have acted as referees, mentors, teachers, cheerleaders, and janitors for the community, all while also performing their “real” job. These people built and managed the community because they were passionate about it, not because they were tasked to do so. Involve them. Formalize their roles. Get their support. They’ve built up the community’s respect out of what they’ve done for it, not because they have a fancy title. They evolved from users to community managers to role models.

Don’t take the social out of “social media.” Social networking has always been and will continue to be a vital part of any organization, whether it happens online or on the softball field. People who work together don’t just talk about the work they do. Sure, that constitutes the bulk of the conversations, but people also talk about the game last night, share war stories about their kids, or complain about having to work late or the parking situation at the office. All those interactions build up over time, eventually creating trusted relationships among people who work closely together and often leading to more effective collaboration. Social networking platforms just allow us to extend those relationships to more people than ever before. The sooner managers realize that, the sooner they will recognize the benefits that such tools can provide.

Embrace the LOLCats. If you want to create a vibrant culture of collaboration, you need to be OK with pictures of LOLCats, posts about the NFL playoffs, arguments about Apple and Android, and criticism of company policies. What will follow is that these stupid, silly, foolish discussions will lead to relationships, questions, answers, and finally, very cool innovations, products, and solutions that will save you money, win you awards, and really and truly create a social business.

Don’t overthink the tech. Once an organization decides to go from freemium to premium and dedicate actual resources and budget to creating these internal communities, there’s a mad rush to start implementing all the cool features that weren’t available before. Integration with existing systems! Advanced administrative controls! Mass distribution of invitations! Before you get all worked up over all of this cool new tech, remember the three most basic rules – make it fast, make it accessible, and make it reliable. Get your newfound IT resources using the tool themselves so they can identify potential bugs, glitches, and feature requests first, before they negatively impact the rest of the community.

Temper the passions. As you move from an unofficial to official community, there will be a mashup of “stars” – the champions who became the unofficial community managers and those who will be designated official community managers in the new community. These stars and their passions bring both positives and negatives to the community. While these active champions will be responsible for a majority of the content, answering questions, posting content, editing pages, and creating topics, they can also skew the content to suit their own agenda and create a chilling effect on opposing viewpoints and topics. Left unchecked, they do have the potential to take over the community – its members, its content, and its discussion. The key is in channeling their energy and enthusiasm and focus it on helping grow the community as a whole, to include topics other than social media and technology.

Remember that this is about change management, not technology. Getting people to change the way they work takes time. To maintain the momentum, make sure you clearly communicate what problems the community is helping people solve. Help users see how the community will help them in their day-to-day lives. Get senior leaders to lead by example and engage with the community directly using the tools they’re already supporting in their emails and Powerpoints (even if it means occasionally being wrong). Provide meaningful, useful content every day, to every single user. Design the technology for the end-user, not for the IT department or for some senior leader. And finally, evolve the community based on the community’s feedback. Allow them to see how their feedback is shaping the future of the community.

As these organizations make the transition from unofficial, grassroots communities using free platforms to officially integrated communities on expensive, licensed platforms, some will succeed in scaling that sense of community to better the organization as a whole. Other organizations will see bureaucracy and old ways of doing things destroy the very communities they’re trying to scale. To avoid the latter, remember that this is still a community you’re building, not a new IT platform. Sure, it may sound great to talk about the thousands of users or the 90% adoption rate in conference presentations and blog posts, but that’s sacrificing long-term benefits for short-term gains. Stop chasing the numbers and stay focused on your business goals. Slow and steady wins the race.

If your organization is going through this process, what other challenges are you facing? What other strategies and tactics have been helpful in maintaining that sense of community?

Continue reading...

Set Your New Social Media Manager Up For Success

Comments Off on Set Your New Social Media Manager Up For Success

You wouldn't hire Jonathan Ive and put him in a cubicle with an underpowered Lenovo laptop, would you? 

You wouldn't sign Peyton Manning to run the triple-option offense, would you? 

You wouldn't hire Tony Stark but tell him he's not allowed using your tools, would you?

Then why do organizations continue to hire social media specialists, managers, and coordinators, but then handcuff them with outdated policies, processes, and technology? 

I've seen it time and time again – an organization realizes they don't have the talent, resources, or bandwidth to manage their social media efforts so they go out and hire someone. These gurus, ninjas, strategists, and rockstars often come into this new organization with high expectations ("oh, you're the new social guy? Boy do we need your help!"), low resources ("you're all we could get approved for this year"), and an unclear place on the org chart ("well, you'll technically report to me, but you'll be working with Suzie down the hall most of the time as well as being a dotted line to Tom in Marketing").

Not only that, once they get to their desk, they realize that Twitter and Facebook are blocked, their company-issued Blackberry is prohibited from downloading any apps, and even when they do complete all the request forms to gain access, they're told that any and all social media content needs to be approved by legal and compliance. They've got the experience, the skills, and the knowledge to do the job, but they've been handcuffed by their own organization's legacy practices. 

Before going out and hiring that person to handle your social media, take some time to set them up for success.  

Provide a clear job description. Are you looking for someone to be a community manager for online communities that already exist or do you need someone to create those communities? Are you looking for someone to come in and join the marketing team or are you looking for someone to help you integrate social media across the entire enterprise? Do you need a social media manager to simply create and post content or do you need an experienced community manager who can build an integrated strategy that will increase sales, retention, etc.? Are you looking for a do-er or a change agent? As the hiring manager, you have to have to be able to articulate what exactly you need this person to do because the skillsets required to be the day-to-day community manager are substantially different from those needed to create an enterprise-wide social strategy. If you aren't sure what you need, you probably need someone with to help you figure that out, and that's going to require someone more experienced than you think.

Update your processes. If you're going to hire someone to manage your online communities, be a brand advocate, increase brand awareness and interact with customers, make sure they're actually, you know, allowed to do that. You can't expect someone to succeed in this role if your process requires every post, Tweet, and status update to be approved by the Legal team. If your newly hired social media manager is unable to respond to customer service inquiries because "those are handled by the folks over in customer service, not us," you're setting yourself up to fail. Using social media successfully is fundamentally different from every other approval process at most organizations. If you aren't sure what processes need to be updated or how to even do that, refer back to #1 and hire someone with the skills and experience to make those kinds of changes. 

Have an end goal. What does success look like? How will you determine if he/she is doing a good job? Will that be determined by the number of fans, followers, comments, members? Or by sales, lead generation, and traffic? Maybe it will be based on their ability to create and implement a strategy? Whatever it is, make sure that your new hire understands what is expected of him or her.  

Make technology an enabler, not a roadblock. This should go without saying, but make sure that your social media manager actually has access to social media. An easy way to start this new relationship off on the wrong foot is by forcing your new hire to complete request forms to access to Facebook, YouTube, and Twitter. 

Brush up on social media yourself. You're going to have to evaluate this person's performance and you can't do that effectively if you still think you don't need to understand Twitter because "you're too old." If you're going to be managing someone who's responsible for social media, you better know a little about it yourself. Look at similar organizations and see what they're doing. Keep up with industry trends. Ask your new hire to meet with you each week and help educate you if you need to. You can't effectively manage someone if you don't understand what they're working on. 

Be their advocate. Your social media manager is likely going to have to work with people from across the organization, many of whom will have more experience and tenure than they do. They're going to need to quickly establish respect with their colleagues and the easiest way for them to do that is when you make the introductions, highlight their work in leadership meetings, and give them the top cover to do their jobs. Don't hire them and walk away. Stay involved and keep them motivated. 

You can’t half-ass your social media efforts. If you’re going to make the investment in the time, people, and resources to use social media, make the investment in getting yourself and your organization ready to make the most out of this new talent. Spend a few more weeks now setting him/her up for success or spend a lot more time later trying to find another social media manager to replace the first one who quit after two months. 

Continue reading...

Ten “Boring” PR Skills You Need to Have

A few weeks ago, I was talking to some college students about PR, advertising, living in Chicago, and the work I'm doing at C-K. They loved hearing about the work that we've done with Corona, Porsche, and Cedar Fair. We talked about branding, TV commercials, media tours, and social media. By the end of our conversation, they were all telling me that I had their dream job and were asking me if we had any openings. At this point, I was feeling pretty proud of myself – after all, this was a much cooler reaction than when I'd regale them with stories of working with the IRS or the TSA. However, when I got got back to my office, I realized that I did those students a disservice. I got them all excited about riding roller coasters, drinking beer, and driving fast cars, but failed to mention the really fun stuff that I do every day. 

You want to get really excited about PR? Check out my budget spreadsheets and staff forecasting tools! Join me as I write a statement of work and analyze row after row of statistics! Excited yet? Maybe you'd rather stay at the office until 8PM writing a performance review? 

The best PR pros do a lot more than Tweeting, drinking with press contacts, and attending events. That might be what got you into the industry, but if you want to move up the ladder, you better sharpen these ten boring PR skills too. 

You may think these things are about as exciting as watching grass grow, but you'll want to learn these things if you want to keep growing.

  1. Manage Upward. Do you know how to pitch new ideas and get fast approval to try them? Can you manage your boss and his/her time so they don't become a bottleneck? Learn what makes your boss tick. Learn how they work so that you can expedite getting things done when you want to try something new. Gain their trust so are empowered to take risks and know they've got your back. 
  2. Manage your time. How many hours does it take you to write a press release? Do you know how to estimate how long it will take you to do something and then manage your own workload to get that job done on time? One of the best skills a junior person can develop is the ability to accurately estimate how long it will take them to do a job. 
  3. Give feedback. Do you know how to give honest, constructive feedback to a colleague? To your boss? Learn how to give both positive and negative feedback. This goes beyond saying "good job" – it means giving feedback so that people are motivated to do better. It means giving feedback so that they learn from their mistakes without feeling like an idiot. 
  4. Analyze statistics. Do you know how to make sense out of a mess of numbers? Can you comb through a bunch of spreadsheets and tables to find something meaningful? Learn how to analyze data, but even more than that, learn how to distill it down to laymen's terms. 
  5. Build and manage a budget. Do you know how to allocate $10,000 to get the job done? How many hours do you need? How many hours does your Assistant Account Executive need? How much of that should be allocated to hard costs like giveaways or vendor fees? Learn about hourly rates, profit margins, and scopes of work. Learn how to adjust on the fly and reallocate costs as needed while still staying under budget. 
  6. Delegate. You aren't scalable. You may think you're a hard worker and that you'll do whatever it takes, but at some point, you're going to realize you can't do it on your own. Learn how to delegate work to other people. Learn how to accept that other people may do things differently than you, but that doesn't make them wrong. Learn how to leverage your team's strengths and understand their weaknesses so that you use everyone's time most efficiently. 
  7. Develop and manage a project plan. Can you break up a big project into small tasks, assign them deadlines and then manage to those deadlines? Learn how to create a project plan that integrates deliverables, interim deadlines and costs and how to manage against that. This goes for small projects and multi-million dollar accounts. I've used project plans to help plan my work for everything from website content to huge accounts with multiple workstreams. 
  8. Work remotely. Can you be productive from your couch? How about on a plane? In line? Learn how to maximize your productivity when you're not in the office. I'm not just talking about using technology like wireless cards, cell phones, and video conferencing. I'm talking about knowing how to manage your work so that you're able to take an early weekend because you know you've scheduled your conference calls for while you're on the road. I'm talking about using your time on the plane to write your blog posts or catch up on your RSS reader.
  9. Ask for help. I don't care how smart you are or how hard you work – you're going to need someone's help at some point. Maybe it's because they've got a skillset or experience you need. Maybe it's because you're on vacation and need someone to handle a client crisis. Learn that you don't have to do everything on your own. Learn how to ask for help before it's too late. 
  10. Write a performance review. Sooner or later, you're going to have to write someone's performance review or at the very least, contribute to one. Many organizations have implemented 360-degree reviews where you may be responsible for collecting feedback and writing a colleague's review. Learn how to objectively solicit feedback about someone else, analyze that data and write an objective review of that person's work.  

What other "boring" skills would you add to this list? The opportunity to pitch an idea to the producers of the Today Show or to go bar-hopping with the editors of Maxim may be what got you interested PR in the first place, but those opportunities only happen once someone has done the dirty work first. Someone has to build the strategy, develop the project plan, allocate the resources, manage the budget, and get someone to sign off on the idea before you're going to get the opportunity to make that call. Learn these boring skills now so that you can contribute to the entire process, not just the fun stuff at the end. 

Continue reading...