Online Communications

By Ruth Atherley

Social media can ruin your future. It’s that simple. Social media puts your reputation at risk when you post something inappropriate, illegal, immoral, unethical or just plain nasty. A perfect example of this is a small group of Harvard University accepted students – who engaged in a private Facebook chat where they shared sexually explicit memes and messages that also targeted minority groups. They aren’t going to Harvard now. Their admission has been rescinded, according to the Ivy League school. Their futures aren’t so bright now.

This isn’t the first time something like this has happened and it won’t be the last. Heck, there are people who were stars in the world of PR and social media who have been taken down because they posted something unacceptable – often thinking they were being funny.

One of the elements of social media that I appreciate – in both my personal and professional life – is how it allows you to see someone for who they truly are. Years ago, before social media (remember that?), people could show one face publicly and be someone else entirely behind closed doors. Not anymore. Social media has erased that boundary – and I think that is a great thing. You see, even if people are trying to showcase themselves in a particular way, if it isn’t authentic to who they really are – at some point – they will slip up, let their guard down, respond to something… and they will get caught. And many of those people should be unmasked for who and what they really are. If there is a theme of ugly beliefs or behaviours that surface, then they deserve what they get.

What about the person who makes a genuine mistake or the one who behaves poorly but learns from it? Social media is unforgiving – what you comment on or post lives on forever. Even when you take it down, it’s likely someone has a copy or screenshot of it. Social media never forgets.

When we work with clients on social media, we tell them that whatever they post on social media should be done with thought, respect and consideration. It’s perfectly reasonable to enter a discussion, dialogue or debate to disagree. But imagine if what you wrote was run across a jumbotron screen or published on the front page of a national newspaper – would you be proud or ashamed? Not just of what you said, but also how you said it and how you engaged with others. Sometimes, we need to be the “grown-up” if a conversation turns nasty or aggressive – to respectfully stand up for what is right or, if appropriate, to disengage.

This isn’t just professional advice; it’s personal advice too. Be careful out there. Your reputation is at risk.

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By Ruth Atherley

We recently had a potential client come to us for a social media strategy and tactical plan. They also wanted us to implement the plan. As they laid out their goals, targets and key performance indicators (KPIs) for the first six months, we worked to respectfully, but honestly communicate that what they expected was close to impossible – for anyone. (And that anyone who said they could achieve those targets was either misinformed or overselling themselves.) In addition to unrealistic goals, they had an incredibly small budget. They were adamant about their expectations and didn’t want to hear our feedback about the realities of what could be accomplished. It was clear that this client wasn’t a good fit for us, so we respectfully declined this contract.

We love social media and have an in-depth knowledge of the power of social networks and online engagement – but it takes resources, effort and time to build a community, to create engagement, and to facilitate communication and dialogue. We’ve been including social and digital media in our strategic communications plans since we opened our doors over 14 years ago. And we have learned some valuable lessons about what it takes to do social and digital media well.

View social and digital media as a component of your overall communications strategy.
No element is a stand-alone and there will always be overlap. It is crucial that you don’t just repost the same content on all of your networks. Change it up a bit to speak to the specific community or stakeholders, use different images, and stagger the posts from one network to another.

Don’t try to be all things to all people.
Unless you are a large consumer product or service company – limit which networks you use. It is impossible to keep up with multiple social media networks and do it well. Pick your top one, two or three and do those well first – and then see how you can expand out.

Create an editorial calendar.
Have it include all of your communication vehicles, networks and outreach. Identify the events, initiatives and information you will share and work through it like a magazine would work through their editorial lineup for the year, quarter, month and week.

Put enough resources into it to do it right.
Having someone manage your social media from the side of their desk doesn’t work anymore.

Respect the fact that your social media channels are a megaphone to the world.
Copyedit, proofread and fact check what you are saying. It matters.

Give yourself time to build a community and to create engagement.
Don’t expect that you will have thousands of followers the first week you are active on a social network. It doesn’t work quickly – and you want a good community that will engage. That takes time.

Give more than you take.
Engage with others. Comment, retweet and share. If you aren’t actively supporting others, you can’t expect them to support you.

Keep the algorithms of the social network in mind.
On Facebook, your followers might not see a specific post. Comment on your own post or respond to a comment to help bump it up a little. Don’t repeat a post three or four times a day – that becomes irritating to your audience – and don’t try to trick them by changing up one thing like an image. Your audience will see through that. If you want to make sure they have seen your post, find different ways to showcase it that isn’t irritating and repetitive.

Repurpose content.
Spread it out over a range of channels and social networks – plan it out with the editorial calendar.

Social and digital media are important parts of a communications strategy. To do it well, you need time, resources and action.

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Della Smith, my friend/colleague/mentor, is running a great blog series called Dining with Della. Each week, she profiles someone and asks them three key questions about communications – the answers are often about a key moment in the person’s personal or professional life, they are incredibly honest, and there is always an important takeaway. This series is worth reading. The most recent piece had a response that spoke about the importance of value in structure, and it got me thinking about structure and its role in strategic communications. Here at AHA, we do a fair amount of work regarding sensitive subject matter. And while I think structure is important in all of the work that we do, it is exceptionally so when the subject matter is sensitive or when you are dealing with an issue or a crisis.

On several initiatives, we worked with a diverse range of stakeholders – they included family members and/or victims, community groups and advocates, justice system organizations and professionals, local, national and international governments and, of course, the public. It was crucial to create structures – frameworks for how we would communicate with the stakeholder groups. When working on complex issues, there are so many interrelated elements that need to be arranged in a manner that allows for transparent communication to all and yet acknowledges and respects the needs, expectations and culture of the individuals and specific groups. It’s not an easy feat – and it’s almost impossible to do without structure.

While each project is unique, there is an approach that we use that helps to define, not just what needs to be done – but also why, how and when. We typically start off with a statement of purpose, which defines what we want to achieve throughout the process. Our statement of purpose isn’t just about the end results; it focuses on what we want to accomplish as we move through the process.

We clearly – and candidly (but always respectfully) – identify the current situation and review what works, what is no longer useful or effective, and what needs to be changed. This includes undertaking a SWOT analysis – strengths, weaknesses, opportunities and threats. As a part of this, we do a PEST analysis, listing out the political, economic, social and technological factors that could affect our work – negatively or positively. We also do a deep dive into each stakeholder group so that we can understand their true needs. We find out who they are – not just within the context of the initiative, but overall. What are they interested in – what do they want to hear from us and why? What don’t they want to hear from us and what does that tell us? Where do they get their information? (Online? In person? Via group communication or in a more individual manner?) What is their communication style? And – especially when the subject matter is sensitive – we (as communications people) also have to think about how the leadership of the organization wants to communicate and how we can bring different elements or philosophies together so that everyone feels respected, valued and understood.

Once we have all of this information, then we are able to develop a strategic communications framework that provides a road map to move forward. This supports the overall strategy and the tactical day-to-day activities.

Developing a structure takes effort, but it provides huge benefit throughout the project.

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dreamstime_xs_65257404We spend a lot of time talking about, producing and getting client approval on great content here at AHA. We create a range of pieces – from speeches to newsletters, web content, editorial-style articles, infographics, presentations, video series, photo essays, news releases, media pitches, social media content (including Twitter, Facebook, Snapchat, LinkedIn and more), blog posts… and so much more. And – before we put pen to paper, fingers to keyboard, turn the camera on, or open PowerPoint, Keynote or iMovie… we identify who the targeted audience/community is and work out where the content will be distributed, shared or shown.

We’ve all heard that content is king, but is it really king if it’s not effectively distributed, shared or shown? You can create the best content in the world, but if you don’t share the content in the right place – the place where the targeted individuals, groups or communities are – then it isn’t effective.

For content to work, it has to be seen, be understood and, in most cases, be shared by the influencers, the engagers and the leaders in the target market. By creating content that authentically speaks to them, that resonates and that attracts, and by making sure that it is seen at the right time and in the right medium or network – you are creating the opportunity to ignite the engagement with your stakeholder groups. This is such an important piece of stakeholder engagement and one that is often overlooked when developing a content strategy. It makes a huge difference in the results that you can generate through branded content.

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