Tag Archives: pr

Running a PR Department vs. Running a PR Agency

Picture courtesy of Flickr user popculturegeek

The PR skillsets and attitudes differ whether you’re leading a PR agency or you’re leading a PR department in an integrated agency

Running a PR department within a larger agency is very different from running your own PR agency. From the employees that are hired to the way PR is even talked about, the skillsets don’t necessarily translate from one to the other. Try to run your department like an agency and watch as you slowly isolate your team from the rest of the agency, leaving adversarial relationships in your wake. Run your agency like a department and get ready for lots of frustration when you’re unable to expand and scale your work. After leading a number of PR and social media teams within large organizations as well as working with a number of people who run their own agencies, I’ve realized that while both roles may have the Director title, the two roles are very different in a few fundamental ways.

  • Bigger isn’t necessarily better. Doubling the number of people on my team isn’t a success metric. Sure, I’m always looking to grow the agency’s business, but that doesn’t necessarily mean that the PR business should also get larger. Sometimes, growing the PR business on a particular account may not be part of the agency’s strategy. Sometimes, securing another PR-led account might mean I’m not able to dedicate the time/talent to other integrated accounts.
  • PR vs. PR. There’s no single definition for what PR should or shouldn’t entail. In many organizations, it’s everything – media relations, investor relations, events, social media, web content, etc. In others, it’s only one or more of these. In an integrated agency, you have to understand what aspect of PR you’re responsible for and what other agencies are responsible for and work with them. In many cases, I’ve found myself working right alongside another PR agency because they’re responsible for the client’s overall corporate communications whereas my team is responsible for the earned media portion of an integrated campaign.
  • PR isn’t always the answer. There’s no hammer searching for a nail here. When you’re leading your own PR agency, you’re always advocating for your agency and trying to secure additional hours/scope. In an integrated agency, you have to not only understand PR, but also paid media, SEO and SEM, Digital, Social Media, User Experience, etc. You have an entire toolbox of capabilities at your disposal and you have to understand how and when and where to leverage them all.
  • Learn to give to get. Sometimes when I’m part of these huge client meetings, I’ll say something like, “you know, I’ve got $10K in my budget that I could slide over to the Digital team if that would help get the site up and running on time.” People will still look at me like I have three heads. “You’re giving away the PR budget????” Well yeah, if there’s another strategy or tactic that will help meet our business objectives, why wouldn’t I? When you’re working in an integrated agency, you have to understand that whatever money you take is coming from someone else’s budget. Show a willingness to share budgets and resources with other departments and it’ll come back to you, often from departments with much deeper pockets.
  • Your clients are brand managers, not PR people. There are going to be times where you absolutely kill it from a PR perspective and it won’t matter one bit to the client. You might be uber-excited about that opportunity you’ve secured with that morning show, only to have your client shrug his/her shoulders and say “eh, we’ll pass.” The hits, the placements, the coverage that gets PR people all excited doesn’t always have the same effect on people who are responsible for the overall marketing campaign. To them, every dollar that gets spent on trying to earn media is a dollar that could be spent paying for guaranteed media. You have to understand and empathize with their plight and figure out ways to fit PR into that mindset rather than getting frustrated that they “don’t understand PR.”

As more and more agencies integrate paid, owned, earned, and social media in their own ways, the PR professional needs to evolve accordingly, especially those in senior level positions. It’s one thing to have a leadership role at a PR agency, but unfortunately, many of those lessons learned and best practices no longer apply to leadership roles at a PR department in an integrated agency.

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This Guy Moves to Pittsburgh and You Won’t Believe What Happens Next

If you follow me on LinkedIn or Facebook or Twitter, you already know that I recently decided to become the Director of PR at Brunner in my hometown of Pittsburgh, PA. I was with Cramer-Krasselt for more than two years and can’t thank everyone there enough for the opportunities I was given and for everything I learned there. But having three kids under the age of 4 will force you to change your perspective on a few things, and for me, one of those things was the distance between my family in Chicago and the rest of my family back in Pittsburgh.

I’ve already started diving into our client accounts and new business pitches so before I get too busy to blog here (more on that in my next post), I wanted to give my new colleagues a quick primer on the new guy who won’t shut up in their meetings. And because I keep hearing that no one will read anything unless it’s a listicle and the headline piques your curiosity, here are 19 things you need to know about me:

  1. I have three daughters – a four-year-old (Annabelle) and two 7 month old twins (Kendall and Callan)
  2. Edward Snowden and I share the same former employer
  3. I was once profiled as a “Corporate Rebel”
  4. The only movies I’ve cried at are Rudy and Hoosiers
  5. I started Booz Allen’s unofficial Yammer community and helped take it to more than 7,000 members before it became an official corporate tool
  6. I listen to way too much 90s rap and R&B
  7. My daughter Annabelle had a Twitter account and was featured on FedNewsRadio before she was even born
  8. I used to have a Top Secret security clearance
  9. I went to college in West Virginia, but am a Pitt fan
  10. For the last 11 years, I’ve lived in DC and Chicago, but I’ve still made it to at least one Pirates, Penguins, and Steelers game every single year
  11. I can’t stand onions, mayonnaise, or sour cream
  12. You can almost always find some sort of gummy candy in my desk
  13. My wife and I met when I was a freshman in college and she was a prospective student
  14. I use sports analogies about as often as Pedro Alvarez commits an error
  15. I’m a big proponent of asking for forgiveness rather than permission
  16. I think we’ve forgotten that good PR is ultimately about relationships with people not likes, clicks, or shares
  17. If I’m not saying these things enough to my team, call me on it
  18. I ask a lot of my team, but one thing I insist on is honesty and candor
  19. Someday, I’m going to try out for American Ninja Warrior

If you’re reading this and you’re one of my new colleagues at Brunner, drop me a line, follow me on Twitter, connect with me on LinkedIn, or stop by my desk and let me know a little about you too!

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Consider the Roles Your Content is Playing Before Determining Its Success

Image Credit: Matt Becker

Image Credit: Matt Becker

“Can’t see the forest for the trees” –> An expression used of someone who is too involved in the details of a problem to look at the situation as a whole.

Remember this scene in Major League (great movie, BTW) when Willie Mays Hays keeps trying to hit the ball out of the park even though he’s the fastest guy on the team? His manager comes over and tells him to hit the ball on the ground and leg out his hits because that’s the role he plays on the team.

Or this scene in Miracle when Herb Brooks says he’s “not looking for the best players, I’m looking for the right ones”?

Makes sense, right? Anyone who’s ever assembled a team – sports, work or otherwise – knows it’s about the sum of the parts, not the individuals. A team of superstars is great for fantasy football, not so much in real life.

Maybe you’re not as big a fan of sports movies as I am. In that case, think about your group of friends. You likely have a friend you go to when you have something serious to talk about. That same friend may not be the person you’d choose to plan your bachelor party. You, like both of the movie coaches above, realized that each player or friend played a different role when viewed in the larger context of your life.

I share these analogies because I’ve had quite a few recent conversations with clients, colleagues, and friends who were obsessing over the performance of an individual blog post, Tweet, or Facebook status. What was the reach? What was the clickthrough rate? How many times was it shared? It made me want to ask about the performance of that lunch meeting with a mentor or that single in the softball game last night. Did you compare that lunch to other lunches you’ve had and kick yourself for not fully optimizing it? Did you swing for the fences your next time up because why accept a lousy single when you can crush the ball over the fence?

Very little in life can be measured in a vacuum. A home run is better than a single right? Then why not fill your team up with huge guys who crush the ball every time up? A crazy weekend in Vegas is better than a night at home playing trivial pursuit, right? Then why not head out to Vegas every weekend? Well, for starters, you’d end up with a team of players who do this and a life that resembles this. But it’s also because the success or failure of anything has to always be considered within the larger context. A crazy weekend in Vegas is great, but sometimes you just want to chill out at home. A home run hitter is great except when you need someone to run down that fly ball in the outfield. 

The same thinking applies to brands and their use of social media. Just because that cat GIF you posted reached more people and had more likes than the post where you talked about your organization’s community service efforts doesn’t mean it was any more or any less “successful.” Just because that Tweet of your staff party wasn’t retweeted 100 times doesn’t mean you should stop sharing that sort of content. Just like the home run hitter and the base stealer, each piece of content plays a different role in your overall strategy and needs to be measured as such. Your goals for that content should be driven by you, not by the social platform. In some cases, you may be trying to drive traffic to a website, or to drive shares of a piece of a content, or sometimes, it’s just to show a different side to your organization. Your social media content and conversations are not banner ads so stop evaluating them that way. 

Continue to be a slave to the metrics these social platforms use and you will soon become part of their business strategy, rather than the other way around.

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What Does Integrated Marketing Mean to the Future of the PR Professional?

This article originally appeared in the April edition of the International Association of Business Communicators (IABC) magazine, Communication World. 

For years, marketing, advertising, and public relations folks fought over budgets, scopes of work, ownership, and talent. It was an inefficient, yet accepted dance at organizations of all shapes and sizes. There was paid media, and there was earned media — and for the most part, everyone understood their role.

If only things were still this easy. Today we have Search Engine Marketing (SEM) Managers, Search Engine Optimization (SEO) analysts, Digital Analysts, Community Managers, Content Marketing Specialists, and way too many social media ninjas, gurus, and rockstars. There’s paid media, earned media, owned media, shared media, and something called omni-channel media. The traditional buckets of marketing, advertising, and public relations seem so quaint now.

Customers don’t care about your org chart, your P&L, or which of their agencies are managing which channel. They just expect you to move seamlessly and consistently from channel to channel and device to device, whether that’s using paid, earned, or owned methods. And increasingly, the clients don’t care about these artificial lines of demarcation either. According to a recent Forbes survey, 68% of CMOs and marketing executives put integrated marketing communications ahead of “effective advertising” (65%), when they were asked what the most important thing is that they want from an agency.

Some of the biggest marketing and PR agencies are already adjusting their business models and organizational structures to better optimize their efforts in this new environment:

  • Edelman has recently created a position – Global Director of Paid Media – responsible for defining their approach to paid media and for integrating it into their accounts.
  • Earlier this year, FleishmanHillard restructured to be more channel-agnostic, integrating paid, owned, and earned media. In 2011, they placed $250 million worth of ads in paid media. In 2012, that number increased to more than $1.2 billion.
  • Weber Shandwick created MediaCo, a new unit focused on content marketing, native advertising, and digital media buying.
  • Cramer-Krasselt, my employer, while traditionally seen as an ad agency, actually uses an integrated structure that aligns PR, social media, advertising, paid media, CRM, search, and paid media under one P&L that allows us to create seamlessly integrated campaigns across all forms of media.

PR professionals know, of course, that their job is to build meaningful relationships with their stakeholders. However, doing so today means reaching them through paid, earned, owned, and shared media — understanding how all of these channels work, the content each requires, and how to piece it all together into an integrated plan. Clearly, PR is no longer about just getting “ink” in print or pixels. It’s about developing multi-channel relationships with a variety of stakeholders. It means learning more about paid media and how to incorporate those costs into budgets. It means integrating social ads, sponsored content, and syndicated content into strategies from the very beginning. It means the PR pros with experience in paid, owned AND earned media are going to become much more valuable.

If the traditional practitioner wants to remain relevant in this multi-channel environment, he or she is going to have to stop looking at only media hits and impressions, and  start thinking through the entire customer journey across all channels. For example –

  • That reporter at the New York Times just called and said he’s doing a story on your brand! Will he blog about it too? Will he share it with his 100K Twitter followers and Facebook fans? Is your brand willing to retweet his story? How can you use your owned channels to drive more traffic to that story?
  • The blog content you’re publishing is relevant, valuable, and engaging yet no one is reading it. What’s the right syndication partner to increase your audience size? Should you use paid search links to drive additional traffic? How will the increased traffic impact your bounce rate?
  • What’s the hashtag for that event you’re planning? Should you even have one? How will you create shareable moments during the event? Who’s serving as the digital emcee?
  • Your brand is doing a large paid media buy with one of your target publications. How does this impact your pitch to the editorial staff? How segregated are their advertising and editorial teams?

Building and maintaining stakeholder relationships today is very different than even a few years ago.  Thankfully, the tools used to manage them have evolved also. The reach and influence of some organizations’ owned channels rival that of some traditional publications. Some publications offer sponsored content hubs that mirror the look and feel of their editorial content. The social media newsfeed has become a mishmash of sponsored and organic content and they’re often indistinguishable from each other.

Image courtesy of Flickr user Rasta Taxi

Image courtesy of Flickr user Rasta Taxi

Knowing when and how to pull these paid, earned, owned, and shared levers could make the PR pro a multi-channel quarterback because we best understand our stakeholders’ information needs, media consumption habits, and user journeys. As the lines between paid and earned media disappear, the PR pro has to be more proactive and get more involved across the entire marketing mix. Whether that’s being part of the creative team brainstorming the new commercial or working with paid media to create more effective media partnerships, one thing’s clear. The PR pro is going to have to figure out how to get more involved in other channels or risk being left out of the process entirely.

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