2011



I grew up at Maclean’s, Canada’s national news magazine. It was my first real job out of university and I was a part of the Maclean’s “family” for decades. Until I started AHA in 2003 (with co-founder Paul Holman), I was listed on the masthead as a Contributing Editor. At Maclean’s I was surrounded by some of the best journalists in the country (and I would argue, in the world). They were smart, knowledgeable and dedicated. Quite a few of them took the time to help me, mentor me, show me the ways of journalism and taught me how to tell a good story based on facts. They also drove into me what makes a story and how to pitch it so you got approval to do the piece. That is a skill set I use every day as a communicator.



We have a process at AHA that is similar to what a story idea would go through in a newsroom. We put the idea and the pitch through its paces and spend time on making sure that not only is the core idea able to stand up, that the pitch itself is crafted in a way that speaks to the community or audience that we are targeting. And, I have to say – sometimes the pitch might not generate coverage, but that doesn’t mean it’s a bad idea. There is only so much room for stories in newspapers, magazines, morning shows and the news. Sometimes, it isn’t the story, it’s the space and that’s where, as communicators, we are fortunate to work in a time that allows us to share the story through websites, blogs, Facebook, Twitter, YouTube and other social media networking sites.



I recently came across an interesting post on Ragan.com that talks about how to pitch media. It’s worth a read.



There is a skill and a craft to pitching media and to generating coverage for an organization. It takes time, effort, research and planning – and it takes an ability to take the facts and information and tell them in a compelling way. So much has changed in the last decade – technology has given us so much opportunity to share information and our stories with a larger community. What hasn’t changed is that if you want someone to pay attention, at the heart of it all, you need a story that matters to them and you need tell it well.



On a side note, I have to admit that watching the reports about the News of the World newspaper being shut down because of the phone hacking scandal, I wish that I could recreate the Friday nights at Maclean’s when we would all go for a beer after work and talk about news. I would love to know what they think of this and if they were ever tempted to bend their integrity for a story.

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AHA - Social Media



Social media has changed the game for everyone in the marketing, PR and advertising world. There is a different approach to how we communicate and what consumers expect from a brand or organization.



Social media is a big part of what we do at AHA. Whether a client organization should participate in different areas of social media or not depends on the organization, their stakeholder groups and their communication objectives. However, every communications plan that we develop has a social media component to it – at the very least for monitoring the conversations online.



We often partner with ad agencies and marketing agencies on projects and social media is usually a part of a campaign. Who manages the social media aspect is usually an interesting discussion. It often becomes a blend of the advertising or marketing team and the AHA team.



I strongly believe that social media provides an opportunity to deliver what PR was created to do: generate authentic, transparent, two-way conversations that engage, inform, educate and, often, entertain.



I came across an excellent blog post by Cheryl Gale that clearly explains (and supports) why PR should take the lead with social media. It’s worth a read.

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There is always something new in the world of social media. Google+ is a new opportunity (or challenge, depending on your perspective) in this arena. At AHA, we are in the middle of checking out Google+ and what it will mean for our clients and for us, as a PR agency.

I was thrilled to come across this piece by Shel Holtz on the implications of Google+ for public relations and marketing. It’s definitely worth a read.

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At AHA, we are working with a new client that is dealing with a serious issue within its organization. This particular issue had a great deal of misinformation, miscommunication and speculation around it. One of the challenges that this organization faces is that for quite some time, it has had an internal culture of little or no authentic communication. Not because the senior executive team is uncaring or doesn’t want to communicate, but it is a busy, successful business that has seen rapid growth in the past decade. For many people, there just didn’t seem to be the time to reach out and connect.



Unfortunately that neglect has come back to create internal issues. There are human resource challenges, inefficiencies between departments and some information circulating is just plain wrong – and it is creating concern and anxiety among employees. In the past, this organization had not considered communication a priority. That has changed. There is a new Chief Operating Officer (COO) who is committed to creating open, two-way communication opportunities. He is also ready to work with staff to identify and improve the blocks to communication.



In beginning to create a strategic plan for internal communications, we quickly realized that it is going to take more than an inspiring speech and a promise to respond from the new COO. Credibility and trust need to be rebuilt and the employees are a little skeptical about whether honest, open and two-way communication will become their day-to-day reality. This is going to take a culture change and for that to happen, the shift has to come from a range of areas within the organization. We’re still working this through and will blog more about the innovative ways we’re working with this company to move forward in this area.



For this post, we’re focused on the importance of an organization to quickly and thoughtfully respond to an issue. One of the challenges that most organizations now face is that it is crucial to respond quickly when a potential issue, challenge or opportunity comes up. Gone are the days when you had days or weeks to think about things, to develop the right messaging and positioning. Our world is now fast paced. There is an expectation of a quick response for both internal and external stakeholders. At best, you have 24 hours – and I have to admit, even that seems like a long, drawn-out response time to me. Journalists update their online articles and post new articles throughout the day and night. There is no more news cycle tied to print production and broadcast times. Many people connect with their BlackBerry or iPhone and very few people don’t check their inbox, Facebook, Twitter or other social networking accounts on a daily basis.



Each organization is different, but there seems to be a gap when it comes to providing information to stakeholders in a timely fashion. Approval processes are outdated and cumbersome. Creating a streamlined process is crucial.



Could your organization turn around a response within 24 hours? Within 12 hours? How about eight hours or in four? If it was urgent and a crisis hit, could you have a written document, a video or other form of communication developed, approved and distributed in an hour? These are important questions to ask yourself and your colleagues.

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