2013

Over eight months ago, I wrote a blog post that used a quote. We recently received an email from a person telling us that we had attributed the quote to the wrong person (same name) and that many of the online reference sites (which we had checked) were in error about the author of this quote.

We are in the process of checking out what is accurate in regards to whom the quote belongs to – and it’s not as straightforward as it should be as there are discrepancies online. This process caused some interesting discussions in the AHA office about how deep you should go in order to verify something.

When I was at Maclean’s, we needed to be able to showcase that something was accurate if we wanted to include it in a story – in fact, we needed to have three separate and independent references about the fact or point if we were going to cite it in an article. We use that approach here at our PR agency – however, the person who wrote to us made us question whether, in this day and age, we need to go further than that.

Some facts are easier to check or confirm than others. When we write articles for client newsletters, develop speeches or we produce brand journalism pieces, there is a fact checking process that we go through with the client to ensure that what we are saying is accurate. And, I have to say, in my experience, there is usually a strong commitment to being accurate from the client. If there are errors in their communications pieces, they lose credibility with their stakeholder groups.

Quotes are a little more challenging to fact check (as we are finding), especially with the propensity of the online world to share information. If something is shared and it is wrong, it can be shared again and again while being wrong – and this perpetuates the error.

The world seems to move more quickly than ever these days and there is pressure to get things done. It’s also important to get them done right. And small errors pull at the thread of an organization’s credibility… and they build up.

The error – if it is an error – in our blog post isn’t a huge deal in the big scheme of things, but it matters to us. We’re checking on it and will correct it if it is wrong. And while I think that checking three sources regarding facts is still a good process, we are going to revisit how we fact check and see what we can do to improve.

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My dad recently accompanied me on a trip to San Francisco. While I had to do some work while I was there, this city was a bucket list destination for him. As I mentioned in an earlier blog post, he had taken a bad fall last year and shattered his femur. Coming on this trip to San Francisco offered some incentive for him during his physiotherapy.

In San Francisco, we got a wheelchair for him, even though he can walk reasonably well with a cane. Given that he is still healing, I didn’t want him over-extending himself as we discovered the delights of the city by the bay. I really didn’t expect to learn anything about PR or communications because my dad had a wheelchair, but I did. (Funny how that happens.)

I took responsibility for pushing the wheelchair. It was something I wanted to do; he’s my dad after all. And we went to a lot of places: Fisherman’s Wharf, Pier 39, took a tour of Alcatraz and a wine tour of Napa Valley, rode on a cable car, went to Union Square, took a tour of the city, took a ferry to Sausalito, and more.

I discovered how challenging it can be for someone who has mobility issues. The ramps for wheelchairs aren’t always easy, sidewalk lips are a real issue, and crowded restaurants and bars are a nightmare. It isn’t because people don’t care or aren’t sympathetic; it’s just that everyone is involved in their own world and sometimes they don’t realize what it takes for someone with a wheelchair (or a cane or other support device) to get around.

For five days in San Francisco, I saw the world from the perspective of a person in a wheelchair and it was, frankly, exhausting. Even though many people went out of their way to be helpful, it was hard to maneuver around and I had to be alert for potential issues or risks. I was vigilant about making sure my dad was able to see the sites, to be respectful of other people and to stay safe – keeping an eye out for children running around, other tourists not paying attention to where they were walking, for things on the sidewalk that could catch the wheels, curb lips that weren’t that easy to navigate and – of course – hills. (We were in San Francisco…)

That’s when it hit me: People don’t always fully realize what specific stakeholders are going through or what the situation looks like from their perspective. Sometimes, you really do have to put yourself in their shoes to truly understand the challenges that they face (often on a daily basis). And there are times that these might be things that we take for granted or think are unimportant because they aren’t happening to us. It is a different world when you step into their shoes and actually experience what they live with every day.

This is very interesting to me because I believe – and have been told – that I have strength in the area of identifying how people receive information, given their specific situation or perspective. I am empathetic; I go out and listen to what people have to say. I work hard to fully understand what it means to the person I am speaking with. I am good at developing communications pieces that support change management because I realize how important it is to fully understand what people truly need or expect – not just what the organization wants them to know.

For me, it reinforced the importance of taking the time to really listen to the concerns and feedback of stakeholder groups. It opened me up to the fact that there are so many seemingly small pieces that can get overlooked unless you authentically shift your mindset from what needs to be communicated to what the people you are opening the conversation with want to hear. You need to “live in the shoes” of the people you want to connect with.

As communicators, we are often tasked with being the translator – taking organizational messages (positive or negative) to individuals and to stakeholder groups. I think it is important that we acknowledge how crucial it is to not just understand the messaging, but to embrace the perspective of the community and to truly realize what matters to those individuals. That will take us from being a good communicator to being a great one.

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It isn’t often that I get to write a post like this – one that celebrates an organization that authentically lives its brand and keeps its brand promise. However – I just had (yet another) excellent experience with WestJet and I think they deserve to be acknowledged for this experience and for consistently behaving in an authentic, respectable and customer-focused manner.

I recently flew my father and his wife into Vancouver for a visit. My dad had a bad fall last year, shattering his femur, and he is still recovering from that. He still has some mobility issues, so when I booked his flights, I requested a wheelchair.

Well, I have to say, WestJet treated my dad and his wife like royalty. They were treated with respect and they were well taken care of – and not on WestJet’s schedule, on their schedule. They got to the airport early and because of a bad snow storm in Ontario, their flight was delayed – they were taken to a restaurant and were told to take their time; the person who was chauffeuring them around the Toronto airport in one of the carts would come back when they were done and take them to the gate.

On the return flight, it was the same approach – completely customer service focused. Everyone from the person at the ticketing counter to the person loading the plane to the flight attendants to the person who helped them get their luggage treated them with respect and went out of their way to help them.

Every airline has planes that get delayed or issues that happen, and WestJet is no different. But I have to say, as a traveller and a customer, even when stuff happens, I have found WestJet to be responsive, to be accountable and to focus on what they can do to make me, as the customer, feel better about the experience.

When given the option, I choose to travel WestJet. I am loyal to this airline because I feel that the people who work there actually care about me as a customer. That means something in this day and age, and the result is customer loyalty.

Now, I happen to be a PR professional. So I am always looking at customer service, how the staff communicates the brand promise and what that means for public relations and building trust and loyalty with their target market. WestJet does it right and everyone in that organization deserves to be congratulated. I have said time and time again that you can create a great brand and develop a fabulous brand promise, but if the people who work there don’t bring that brand promise to life every day, then you are going to have an issue. WestJet isn’t going to have that issue – because they live their brand authentically and they have engaged and inspired the people who work there with their brand promise. Not an easy thing to do, but so valuable.

Thanks WestJet – not only are you our favourite Canadian airline, you are also a great example of an excellent brand being brought to life one person at a time.

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Recently at AHA, we have been doing a great deal of brand journalism work with clients. More and more, organizations are focused on telling their story in an editorial style rather than through marketing or advertising pieces. Quite often, a good brand journalism story accompanies an advertising campaign.

Sunday’s Super Bowl is a perfect example of how brand journalism has slipped into the mainstream, without us really noticing. For many people who watch the Super Bowl, the ads are an important part of the experience. And let’s face it, they are pretty entertaining. And they should be, given how much they cost to air. I think the last estimate I heard was $3.8 million for a 30-second spot and that doesn’t include the cost of producing the ad. It’s a big investment for an organization. And the smart ones are making the most of it by attaching the “real story” behind the ad.

For example, Doritos ran a series of ads and one of them featured a funny little dog that had a lot of character. I happened to see some information about it on my Facebook page prior to the Super Bowl, so I went to check it out. It turns out the little dog in the ad is a rescue dog that was “discovered” – a little bit of a doggie Cinderella story – from being abandoned and in a shelter to becoming a star.

As a dog person, that story caught my attention and it gave me the chance to better connect with the Doritos brand – even though it didn’t promote their product to me in any way. But, as an animal lover, I like that the producers of the ad didn’t go to a breeder or only look for a purebred; they took a dog that likely hasn’t had the best life and they put her in the spotlight. This could lead to people seeing this and maybe thinking about adopting a shelter dog instead of buying one. That makes me happy. And it makes me feel a connection to the Doritos brand. Had they just run a funny ad with a quirky little dog, they would have caught my attention for a moment. Through brand journalism, I was told the backstory – and they engaged me. Smart. There are a lot of dog-loving, nacho chip-eating people in the world and that commercial and the story will get every one of us.

What’s your story? What do you have to share with your stakeholders, your target market and your community that will speak to them? Go beyond the traditional approach and think about what stories you tell your friends and family when they ask you about your organization. What makes people lean in and say: “really, that’s interesting…”

What are the human elements you can share that will engage and inspire people? Those stories are at the heart of your brand personality and they will bring your brand to life.

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There is an ongoing discussion out there about whether or not the press release is dead. (Google: “is the press release dead?” – you’ll see.) And on that topic, in my humble opinion, the title “press release” is dead. It should now be called a “news release” or a “media release” to reflect the shift in journalism from print publications to broadcast and digital media. According to Wikipedia, the press release was first used in 1906 after a train wreck. It was distributed to the press, which back then was printed.

We believe the news release still has value, but you have to clearly define what the objective of your announcement is in order to decide if a news release is the right option for your outreach. Sometimes a targeted pitch is better. However, for search engine optimization (SEO) purposes, a news release can be a good tool. It can help you directly connect to your target audience. There are lots of free or reasonably low-cost websites out there where you can upload your news release and help your target audience find you.

There is also, of course, the digital news release (also called the social media news release) that includes images, video, links and other resources. We’re big fans of this because we believe that there is an opportunity for organizations to authentically tell their story through images, video and well-written content. The digital news release may be a media relations tool, but it is also brand journalism.

Whatever format you choose – your news release needs to be informative and newsworthy. Those lame quotes should be pulled (although full disclosure, we distribute some releases with them because the client insists), and anything that isn’t newsworthy or doesn’t answer who, what, when, where, why and how doesn’t belong. Your news release needs to provide value; it needs to meet the criteria of being newsworthy. It needs to tell the journalist something that will be of interest, in some way, to their audience. We put our clients’ news releases through the “who cares” test – if no one outside of their workplace or immediate family is going to be excited about the information in the release, we need to either identify more interesting and timely information or talk to our client and see if this information isn’t better suited for a newsletter or other internal communication piece.

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