The quality of workshops at PRSA 2013 International Convention (#PRSAICON) was generally excellent. Most timeslots had about a dozen choices, and there were no repeats....thus, I couldn't attend all that I wanted to. I'll listen to several online when they become available on the PRSA website.
Tuesday, October 29, 2013
Why video -- two documentary filmmakers make the case
Excerpts from workshop "Using Video to Maximize Your PR Strategy" with Natalie Ghidotti and Jeff Dailey:
Video results appeared in nearly 70 percent of Google searches.
89 million Americans will watch 1.2 billion videos online today.
People can be moved by a well-done documentary in a way that other media may not accomplish.
“Let others tell your story. It’s more powerful.” (guess it’s not a bad thing that Martin Doblmeier is telling our story instead of us)
In documentaries, soundbites are your enemy. Go for three things: Passion, emotion and knowledge.
Leave politics out of it. Who’s the best person to tell a powerful, compelling story? Not CEO, not PR director… who’s actually on the ground?
Bring the right people to the table. Ignore politics. Go with passion.
Make music work for you. It shouldn’t be an afterthought.
Websites: --shockwave-sound.com good stuff for $30-$40
--pond5.com
Video results appeared in nearly 70 percent of Google searches.
89 million Americans will watch 1.2 billion videos online today.
People can be moved by a well-done documentary in a way that other media may not accomplish.
“Let others tell your story. It’s more powerful.” (guess it’s not a bad thing that Martin Doblmeier is telling our story instead of us)
In documentaries, soundbites are your enemy. Go for three things: Passion, emotion and knowledge.
Leave politics out of it. Who’s the best person to tell a powerful, compelling story? Not CEO, not PR director… who’s actually on the ground?
Bring the right people to the table. Ignore politics. Go with passion.
Make music work for you. It shouldn’t be an afterthought.
Websites: --shockwave-sound.com good stuff for $30-$40
--pond5.com
Effective executives are continually improving themselves
Jim Endicott is an executive coach and prepares corporate executives for major presentations when billions of dollars are on the line.
Good leaders are:
1. Adaptive communicators.
2. Are constantly sharpening their personal delivery skills.
3. Have a way of making the complex simple.
Four fatal flaws of Leadership Communication assume that stakeholders will actually:
1. Understand what was communicated
2. Agree with what was communicated
3. Care about what was communicated
4. Take appropriate action
(“there’s often an illusion that leadership communication happens at all”)
89 percent of people (or executives, sorry, I missed it) say communicating with a solid level of clarity and confidence directly impacts your career and income.
Don’t just tell facts, use emotions and tell stories. People will remember the stories you told six months ago, but they may not remember the bullet points that went with it.
People who’ve had a lobotomy can’t make simple decisions. They need at least a little bit of emotion to help them choose. For those of us who have all our brains, we all need even more emotion to drive us to our decisions.
What vs. How: People usually spend too much time preparing the “What” of what they’ll present instead of “How” they’ll present it. People aren’t going to remember most of your “What.”
When presenting, spend a lot of time perfecting your first minute and your last minute.
Non-verbal communication:
--Eyes – move from eye contact to eye contact among your audience – “conversational”
--Hands – make meaningful gestures, as if people were watching you on TV with no sound…open, grand, illustrative gestures.
--Movement – purposefully move about your speaking area.
--Voice – monitor pace, vocal variety
He works in two-hour sessions with executives. The “before” videos are painful to watch. The “after” videos are much improved.
Watch this video: This executive relies on facts, little emotion, complex images. Watch from minute 2:30 through 4:30 https://www.youtube.com/watch?v=1nGyEjal1_E
Watch this video of an executive who moves a similar audience with emotion and simple images. Watch from :40 to 4:05 https://www.youtube.com/watch?v=ghdTqnYnFyg
How to talk to an executive
Sally Williamson in workshop “Establishing credibility in a C-suite conversation” delivered great tips on how to handle executives.
“Most people say executives are tough. I say they’re predictable (consistent),” she said.
Unfortunately, managers think a 30-minute meeting is 20 minutes of presentation and 5-7 minutes of Q&A. Executives want to be participating within 5 minutes.
Executives want managers to lead the discussion. Executives will interrupt to -- they feel -- help the conversation.
Research thoroughly, but don’t present it all. Your research is for questions that arise.
All meetings need a take-away.
An executive is thinking:
--what’s your point? (message)
--how are we going to get there? (framework)
--prove the benefit. (impact)
Your goal + the executive’s benefit = your messaging
Don’t say, “I’d like to give you an update on X project.” The executive doesn’t know what she’s supposed to do.
Say: “If you [do this], you will [get this].”
Examples:
--“If we better understand your strategy for revenue growth, we can help you capture up to 20 percent growth across your existing initiatives.”
--“By partnering to develop a mobile strategy, we can engage a younger membership and reduce costs of engagement by 30 percent in two years.”
--“If we implement an IT initiative within your division, you could see a reduction in your sales cycle of up to 30 days and a potential savings in operating costs of 15 percent this year.”
Many executives complain that managers present too much detail and not high-level enough perspective…
…so, frame the flow of the conversation with Situation, Solution, Next steps:
Situation
--industry perspective on topic
--current state of topic in company
--opportunities or gaps
--what are you solving for?
Solution
--recommendation
--who & what will be required to implement
--proof points/examples
Next Steps/Impact
--expected outcomes
--measurements
--starting point
--requests of executive
What executives often ask isn’t what they need. They’re just asking. For a well-crafted ad campaign, the executive may unknowingly send the presenting staff into a panic with a question about an antiquated/irrelevant tactic. Ex: “How much would it be to put this message on billboards?” You don’t have to scrap your plans and bring a whole new presentation. A good response is simply, “I don’t know, would you like me spend some time looking into that?” 80 percent of the time, the executive will say, “No, I was just wondering.”
An executive actually influences more than he approves stuff. Ex. “Yea, that’s a good idea. Have you thought of taking it up with Bob?”
If you have to tell an executive they made a stupid decision two years ago, talk about the External Perspective: “Two years ago, external factors were X, Y and Z. Now, things have changed, and we need to…”
Executives are actually good at seeing things in this important order of ranking:
--External Perspective
--Internal Perspective
--Specific Programs/Initiatives
--What I’m solving for
Success for a manger is when an executive takes storyline and quotes it to higher ups.
“Most people say executives are tough. I say they’re predictable (consistent),” she said.
Unfortunately, managers think a 30-minute meeting is 20 minutes of presentation and 5-7 minutes of Q&A. Executives want to be participating within 5 minutes.
Executives want managers to lead the discussion. Executives will interrupt to -- they feel -- help the conversation.
Research thoroughly, but don’t present it all. Your research is for questions that arise.
All meetings need a take-away.
An executive is thinking:
--what’s your point? (message)
--how are we going to get there? (framework)
--prove the benefit. (impact)
Your goal + the executive’s benefit = your messaging
Don’t say, “I’d like to give you an update on X project.” The executive doesn’t know what she’s supposed to do.
Say: “If you [do this], you will [get this].”
Examples:
--“If we better understand your strategy for revenue growth, we can help you capture up to 20 percent growth across your existing initiatives.”
--“By partnering to develop a mobile strategy, we can engage a younger membership and reduce costs of engagement by 30 percent in two years.”
--“If we implement an IT initiative within your division, you could see a reduction in your sales cycle of up to 30 days and a potential savings in operating costs of 15 percent this year.”
Many executives complain that managers present too much detail and not high-level enough perspective…
…so, frame the flow of the conversation with Situation, Solution, Next steps:
Situation
--industry perspective on topic
--current state of topic in company
--opportunities or gaps
--what are you solving for?
Solution
--recommendation
--who & what will be required to implement
--proof points/examples
Next Steps/Impact
--expected outcomes
--measurements
--starting point
--requests of executive
What executives often ask isn’t what they need. They’re just asking. For a well-crafted ad campaign, the executive may unknowingly send the presenting staff into a panic with a question about an antiquated/irrelevant tactic. Ex: “How much would it be to put this message on billboards?” You don’t have to scrap your plans and bring a whole new presentation. A good response is simply, “I don’t know, would you like me spend some time looking into that?” 80 percent of the time, the executive will say, “No, I was just wondering.”
An executive actually influences more than he approves stuff. Ex. “Yea, that’s a good idea. Have you thought of taking it up with Bob?”
If you have to tell an executive they made a stupid decision two years ago, talk about the External Perspective: “Two years ago, external factors were X, Y and Z. Now, things have changed, and we need to…”
Executives are actually good at seeing things in this important order of ranking:
--External Perspective
--Internal Perspective
--Specific Programs/Initiatives
--What I’m solving for
Success for a manger is when an executive takes storyline and quotes it to higher ups.
Does everyone know the goal?
I repeatedly hear the phrase around the conference, "Identify goals." Can everyone in your organization state the goals?
Here's a possibility, one we heard at GiEN in Orlando:
"In an increasingly globalized and technologically connected world, baptisms are an outdated, inefficient means for measuring Adventism’s success. We need to creatively harness technology to measure our mission impact by how broadly and deeply our messages (Adventist memes) filter throughout the world."
The word "measure," stands out to me, particularly having been part of an Adventist Accreditation Association site visit to a university. When I went for the first time, I thought I would be digging through curriculum and looking at teaching. But it's a bigger picture than that. The accreditor's job is to ask the school to:
Demonstrate that you have an assessment system in place and show how you are making
improvements based on those assessments.
So it's not so much asking the school, "Lemme see what textbooks you're using." It's more like, "Please demonstrate how you know that these are the best possible and most relevant textbooks and curricula you could be offering."
So anyway, our stated goal could include that we are putting out messages that are effectively filtering throughout the world. We could later set up an assessment system to know how we're doing. That measurement and its results would be great tools to show executives/administration why PR is so relevant.
Here's a possibility, one we heard at GiEN in Orlando:
"In an increasingly globalized and technologically connected world, baptisms are an outdated, inefficient means for measuring Adventism’s success. We need to creatively harness technology to measure our mission impact by how broadly and deeply our messages (Adventist memes) filter throughout the world."
The word "measure," stands out to me, particularly having been part of an Adventist Accreditation Association site visit to a university. When I went for the first time, I thought I would be digging through curriculum and looking at teaching. But it's a bigger picture than that. The accreditor's job is to ask the school to:
Demonstrate that you have an assessment system in place and show how you are making
improvements based on those assessments.
So it's not so much asking the school, "Lemme see what textbooks you're using." It's more like, "Please demonstrate how you know that these are the best possible and most relevant textbooks and curricula you could be offering."
So anyway, our stated goal could include that we are putting out messages that are effectively filtering throughout the world. We could later set up an assessment system to know how we're doing. That measurement and its results would be great tools to show executives/administration why PR is so relevant.
Best practices for Project Management can save stress, money
Several practitioners here recommend knowing best practices for overseeing projects, which can save stress for everyone, and often money. They include:
--Identifying the project manager and an organizational flowchart/structure, which enhances understanding of entire team for questions/problem-solving.
--Spending a significant amount of time – say the first 10 percent of the total time – just planning the project.
--Communicating goals, plans, budgets to entire team, ongoing communication.
Some learning options include:
http://www.skillpath.com/index.cfm/training/seminar/topic/Fundamentals-Successful-Project-Management
http://www.amanet.org/training/seminars/Improving-Your-Project-Management-Skills-The-Basics-for-Success.aspx
Monday, October 28, 2013
Teach your CEO why you exist -- could we bring him next year?
Could we get our vice president and some division presidents to come to this convention? It's only if executives understand the importance of this will they think it's relevant.
This afternoon's workshop on "Demonstrating the value of PR so it resonates with senior executives" was full -- people standing against every available wall space, others sitting on the floor. Apparently we're not the only organization with this problem.
Nick Kalm, president of Chicago’s “Reputation Partners” says to educate your CEO about your department’s role: “Busy CEOs, in their sincere desire to be available and accessible, may not always give thought to the most effective ways that they – and their PR people – can engage in that process most effectively. Educate your CEO about your role, and help her or him understand how public relations can help the organization broadly – not only as a single department or function.”
Possible Implementation: We could invite our VP and our entire department's traveling staff to attend PRSA in order to understand the industry's best practices....and see how we can improve....that is, if we're really serious about getting our message out.
If that isn't feasible, we could develop a strong, thorough presentation about what PR is, how it serves to help everyone, and its Return On Investment . . . as well as what PR isn’t – the Post Office, to which previously-created plans are dropped off to be sent out. This is very similar to what Adventist Church Communication director Tarr wrote in ministry magazine in 1967 – Executives need to bring PR people to the table when plans are being created.
This afternoon's workshop on "Demonstrating the value of PR so it resonates with senior executives" was full -- people standing against every available wall space, others sitting on the floor. Apparently we're not the only organization with this problem.
Nick Kalm, president of Chicago’s “Reputation Partners” says to educate your CEO about your department’s role: “Busy CEOs, in their sincere desire to be available and accessible, may not always give thought to the most effective ways that they – and their PR people – can engage in that process most effectively. Educate your CEO about your role, and help her or him understand how public relations can help the organization broadly – not only as a single department or function.”
Possible Implementation: We could invite our VP and our entire department's traveling staff to attend PRSA in order to understand the industry's best practices....and see how we can improve....that is, if we're really serious about getting our message out.
If that isn't feasible, we could develop a strong, thorough presentation about what PR is, how it serves to help everyone, and its Return On Investment . . . as well as what PR isn’t – the Post Office, to which previously-created plans are dropped off to be sent out. This is very similar to what Adventist Church Communication director Tarr wrote in ministry magazine in 1967 – Executives need to bring PR people to the table when plans are being created.
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