As the founder and sole business owner of my San Francisco-based PR firm and, nearing retirement, I had to find a way to transition with an eye toward continued and future relevance. When Fineman PR was acquired by Phoenix, Arizona, based, Off Madison Ave in 2020, I had three goals to accomplish — an advantageous landing spot for my incredible public relations team, a haven and continuing leverage for my agency’s brand name, and total trust in the buyer’s good will and nurturing team environment. As I review this past year, I know that I scored well on all accounts.

For 32 years, I sought to maintain a high reputation for being an honest broker of information and counsel. We all know that nothing good comes easy. That effort included building a smart, capable, talented, and intuitive team of public relations professionals. A special shout out here to my two savvy Vice Presidents and 20+ year veterans of the firm, Heidi White and Lorna Bush.

With most of my long-term staff having started with me early in their careers, even as interns, I was able to bring them along with a regard for integrity, journalistic values and perspectives, and an understanding of the principles of our public relations work. Fineman PR was not a press release factory, nor were we order takers. Our mission was to help our clients understand and meet the expectations of their marketplace and their audiences.

Of course, we had to maintain financial health, even through the throes of multiple economic disasters. Including the “dot com bust” of the early 2000s and, of course, helping our clients weather their own challenging, industry-wide storms along the way. Let’s not forget the communications transitions from fax to email to text and Siri, or from VHS to Tivo to streaming and how those developments impacted conducting business. Of course, change is constant, but retiring meant I would need a transition to take our agency into the future with strong footing and a competitive edge.

In walked Off Madison Ave and its dealmaker and one of two founding partners, David Anderson, a one-time White House staffer and Chair of the global Entrepreneur’s Organization. David and I share many similarities, including a passion for our people, curiosity about client business and a dedication to substance and honesty in a profession often dominated by spin.

With my goals satisfied, our acquisition by Off Madison Ave gives us so much more in terms of capabilities, in-house design, digital marketing, advertising, and creative services. That means we now offer a full 360-degree marketing communications solution for all our clients. It gives Off Madison Ave a serious bench of public relations specialists and troubleshooters to round out their own offerings.

Our mutual clients and industry thought leaders across CPG, food and beverage, travel and tourism, government, education, and healthcare, are now reaping the collective years of experience, strategy, and success of those who are among the public relations and marketing professions’ finest minds. Our partnership brings together experts in behavior design (David’s brilliant partner and agency glue, Roger Hurni), creative and marketing strategy (operational wizard Sasha Howell) and well-armed media buying and media services teams now collaborating as one team for all agency clients. We remain as nimble and resourceful as ever, guided by the substantive approach for which Fineman PR is recognized.

The timing made sense, too. As the lines between paid, sponsored and earned media intersect more than ever, we, too, have a deeper bench of in-house experts at the ready to provide counsel for the most effective strategies across all channels.

Not least, the wellness-focused company culture at Off Madison Ave, offered me and my team a welcoming camaraderie of human resources and comprehensive systems to take our business further for employees and clients. This was a peg I could easily hang my hat on.

And, the legacy I built lives on and thrives, for which I am so grateful.

The post With Great Pride appeared first on Fineman PR.

I stand with preparation and scenario planning. It is cynical and just plain wrong to suggest that well-considered communications is only for “covering yourself when circumstances go awry. Our PANTCHEK principles are based on being prepared for the right thing to do. You don’t show care and concern for the public – no matter what kind of an organization you have – for the sake of profits. You keep in mind these principles as a bulwark to your own humanity, and your rewards flow naturally.

Though lesser than the Astroworld tragedy and life and death issues, organizations often have much at stake in surviving their crises. And, prior thoughtfulness is key:

Most crises involve smaller entities with limited, innate visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. 

Crisis planning and best practices in communications for these small, mid-size, and even big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios, available resources and “eye-on-the ball” priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. That includes public welfare. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively, humanely and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view. Self-serving verbiage should not be one of them.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by pre-set rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but marshal your friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and a hard-earned, trusted reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/

Getting your crisis communications plan into shape

It is never too late or too early to update your crisis communications plan.

And, it doesn’t have to mean that you need to overhaul the entire plan you may have in place. I recommend pinpointing areas of your plan for updates throughout the year. In my experience, most crisis communications plans can be improved with realistic scenario plans, robust measurement systems and training.

REALISTIC SCENARIO PLANS

Effective crisis communications plans are dynamic. The media landscape is ever-changing, technologies come and go, public attitudes shift, organizations adapt. A crisis communications plan should reflect the zeitgeist.

Are you ready for hot-button issues? Conduct a thorough and honest threat assessment. When you hear about the latest corporate scandal, ask yourself if your organization can find itself in that same situation. If the answer is yes, keep a close eye on the situation as it unfolds and integrate your learnings into a scenario plan.

Most organizations face challenges whether it be Covid communications with their workforce, sexual harassment and assault, online defamation, diversity and inclusion, or security breaches. These issues can arise in any organization. Do you know your company’s record on these issues? Are your policies current, and can they withstand the glare of the media spotlight?

How quickly can your team mobilize? Most organizations understand, in theory, that they need to respond quickly to crises. But in practice, convening a team, fact-gathering and decision-making can be agonizingly slow. While I advise against knee-jerk responses, I also caution against leaving a void that can be filled by voices other than your own. Have a good understanding of how quickly your team can make decisions and plan accordingly. Every minute counts in a crisis.

ROBUST MEASUREMENT SYSTEM

Does your crisis communications team have a system in place to monitor news and social media in real-time? Monitoring news and social media is an active role. It’s not enough just to follow coverage. The monitoring team is responsible for flagging inaccuracies in coverage and ensuring corrections are made before misinformation spreads. The monitoring team should work together with the measurement team to analyze if the messaging strategy is working and determine if adjustments are necessary.

If you’re facing a deluge of media coverage and social media posts, an automated measurement system is important. But it’s even more crucial to have a team to interpret the data gathered.

Do you know what to measure? Tracking communications outputs such as volume of news articles, social shares and website hits is helpful. But, in order to truly gauge impact, a measurement program needs to go deeper and measure outtakes and outcomes.

You must quickly be able to answer basic questions such as how many news outlets are reporting on the issue, how many times your video has been viewed, how many people visited your microsite. Who was reached and how. Did your communications reach your target audiences? Which communications vehicles are effective? Which messages are resonating with your audiences? Did your response to the crisis satisfy your stakeholders? Did you retain or recover customers and partners?

Does your measurement system provide perspective? Having perspective helps set realistic expectations. The best-case scenario is for a crisis to be quickly addressed, then forgiven and forgotten by an organization’s audiences. But depending on an organization’s history and the severity of the situation, that may not be achievable in the short-term.

Some questions I ask to help clients gain perspective:

• How did other organizations weather similar situations? Use your measurement system to analyze crises outside of your organization. If you’re faced with a similar situation, you can set performance benchmarks for your crisis response.

• How much goodwill have you built among your audiences? Frequent offenses have a compounding effect, and it will be harder to bounce back after each subsequent crisis.

TRAINING

Crisis plans need to be updated, but so do the skills of the people in charge of executing the plan.

Are your spokespeople comfortable speaking with reporters? Speaking with media, especially during a crisis, can test anyone’s mettle. Media training teaches important skills such as staying on-message, steering conversations, avoiding missteps and effective interview techniques. Conduct mock interviews where your spokespeople practice handling tough questions. Study interviews to learn some Do’s and Don’ts.

Most importantly, study your team’s performance during the mock interviews. Do your spokespeople sound confident? Do they stay calm under pressure? Are they able to deliver messaging effectively?

Put your plan to the test. Don’t wait until a real crisis to test your crisis communications plan. Conduct a tabletop drill with your team to identify weaknesses in your plan. Are roles and responsibilities clearly delineated? Are your protocols efficient? Does your team know what information needs to be collected and shared in order to facilitate good decision-making?

Most importantly, a tabletop drill will test your team dynamics. Can your team work together effectively under duress? Can they stay organized and focused during intense situations? Are adjustments needed to your team structure so it’s more efficient and functional?

Crisis communications plans often languish in unopened folders on people’s hard drives. They’re onerous and intimidating. But facing a crisis with an outdated plan can be downright scary and costly.

The post Crisis PR: Can a strong CEO trump crisis planning? appeared first on Fineman PR.

What with COVID, calamitous weather and the human divide between us nationwide, nature appears to be running amok and making a direct hit on safety and health. Ultimately, studies are showing, it has manifested in a lessening of trust in each other, in our institutions, and in our way of life, long taken for granted. For food industry business — as producers, retailers and responsible employers — the impact of the last year will reverberate for decades. As communicators, however, this is not a doomsday scenario. I am sure my more seasoned colleagues will agree, we’ve seen historic marketplace and cultural meteors before.

Food businesses and executives who make smart, credible and genuine moves, now, will lead their category. It’s going to require, though, a doubling down on consumer trust and embracing change. The question of who and what do you trust must be answered, and we are all responsible for demonstrating the answers with well-considered decisions and activities. I believe that means our public relations must be centered, discerning and authentic.

What has changed across the board? The speed by which critical information (and misinformation) is shared and the crucial nature of getting it right, especially when it comes to human health and safety.

So, how best to build trust and meet consumer, customer and employee expectations? If we get it right, shareholder expectations will be met accordingly.

Our experience in helping clients successfully communicate consumer messages tells us to focus on building trust from the inside out. Take a brutally honest look at your corporate reputation and brand, how consumers and your own people view your organization. It can’t be just about food or business as usual. The old saw, “doing well by doing good” is especially relevant today.

Here are some pathways our own food and beverage clients are taking:

Increase Employee Communications

Out of sheer necessity, communicate often and visibly through these COVID times. Our daily business lives have been upset – to remote or not to remote, to renew the lease on our office space or find a less sizeable option. Many companies and employees are at loose ends to find their way and some regularity in daily work life. Provide brief, regular, fact-based updates to your website, your employees and your customers. Demonstrate your partnership with regulatory and public health entities. Especially during these times, it is these public guardians that consumers will trust most (over the word of for-profit companies). Communicate with a tone of concern for your audience’s health and welfare. Tone is often more important than content; optimism and encouragement never hurts.

Connect With Your Community

Remember your local communities where many of your employees and their families live and where you often have an outsized shadow. Your town’s tax base is often, in large part, dependent on your decisions. Local businesses and civic organizations will appreciate your support and patronage wherever you can provide it. Are you able to go the extra mile by working with a local medical partner to provide your workforce with vaccines? Are you able to contribute with scholarships, sponsorships, speaking/virtual presentation opportunities with the local community college? Can you organize team volunteers to contribute to local projects and/or disaster areas? Donations of much-needed supplies?

Gut Check Your Reputation

Re-vitalize your assets and allies, especially your employees. Take an honest audit of commentary on social media, internal chat channels and employee forums. Is your tried and true approach still working? Are employee concerns going unaddressed, purposely or from lack of resources? How can you really improve, and soon? Set aggressive timelines and take action where you can. Have you recognized those employees who went the distance for the company over the past year? Are there new employee voices emerging as leaders that may help the organization evolve? 

How Credible Is Your Position or Message?

Are there local or industry experts that would be valuable to enlist for expert counsel and for referral sources when the media calls? Have you conducted studies and surveys that could be of interest to others? Are there forecasts or other research — trade or medical — that you have used to help guide your initiatives? Leverage them and keep eyes open for new partners who can support you and add credibility to your brand promise and values.

Update Your Game Plan

Do not wait until there is some semblance of “normal” to evaluate your communications strategy. Even though we are far from the “end” of this challenging period, all of us have seen organizational changes, personnel shifts, and the re-ordering of priorities. Take a fresh look at your scenario plans and crisis preparation. Does your approach incorporate the new resources your team has leaned on in urgent situations over the past year? Lessons learned? Review your most reliable and/or updated tools for pushing out content and measuring impact.  Revisit new threats to your business. Take an audit of competitors in the news. Think about what developing trends, threats to your business and community, potential disasters and hazards, and competitive concerns that could have a pernicious effect. Then, act. Develop a position for these issues and scenarios, no matter how brief, that can be updated and customized when needed (response speed in hairy situations is so critical). Determine which events or developments might trigger your need to address the situation. Messaging? Medium? Spokesperson? Use this time to regroup wisely and retire outdated practices. It all adds up to help bulwark brand trust.

Social Distance isn’t for Social Media

Now is the time to lean into social media to connect with your audience where they are choosing to spend time. Keep up with potentially new audiences, look for ways to genuinely connect with your followers and build loyalty through content that matters to them. This is not the time to overproduce or overspend; there’s no need to be perfect or slick. It is about telling your story authentically and contributing to the real-life conversations and experiences that are helping us all get through these times, together. And, remember, you are talking to the end customer. There’s power in that.

Be Willing to Change

Innovation is what fuels our industry and our personal growth. The changes in our professional world – one charged with contributing to a safer milieu, preserving precious resources, evolving healthcare and society itself – will continue, as will the changes in our daily lives. A trust mindset for business and for ourselves will help evolve how we communicate, how we connect, how we function, and how we support a constantly shifting consumer marketplace and food supply. Be open to change. Communicate trustworthiness and the promise reflected by your brand. 

Michael Fineman is President of Fineman PR.

The post Cultivating a Trust Mindset for Brand Stability and Growth appeared first on Fineman PR.

When I started my public relations agency in the late eighties, I was determined to further define Public Relations and make it a more powerful and recognized tool in the marketing mix. There was no such thing as social media; fax machines and networked computers were what we thought of as high tech, and we used actual tablets and notebooks made of paper for notes. To say the least, we were less automated by today’s standards but still “smart,” just without smart devices.

For me, back then, defining PR for a wildly competitive marketplace meant developing a dynamic publicity machine, based on memorable, entertaining, and, perhaps, provocative story lines that showcased the values of my clients’ brands. As a brand marketing tool, my public relations methodology was, at its core, trust-building communications for the brand promise. It was to be ethical, attention-getting and crisp. At the same time, I knew there was so much more to public relations than just publicity. As we became more and more successful, clients began giving us more than one-dimensional work.

I fulfilled my vision with message-driven, national news for my clients, and so was born “Brand PR.” I coined that term to show that public relations could make a brand promise so viscerally meaningful – in language, stories, experiences and messages – that other factors (price, for example) lose relevance. In the decades to come, Fineman PR also earned national recognition for its 17-year running of the widely published “Top Ten PR Blunders of the Year” to comically demonstrate the public relations impact of an organization’s every word and action. We also developed the PANTCHEK crisis principals (don’t get caught with your pants down in a watershed moment).

Twenty years in, a new age was upon us, an age of videos, social media, clever digital graphics, significantly shorter attention spans and an exponential surge of online media outlets, citizen journalists and web-based forums.  We upped our game to build that side of the business as client needs and demands continued to evolve.

Over the years, the caliber of Fineman PR’s clients and our results on their behalf have been the source of tremendous pride that continues to this day. From representing the two distinguished Napa Valley wineries that, 20 years previously, put California’s wine industry on the map (beating their French competitors in the 1976 Paris Blind Tasting), to creating memorable Brand PR programs for countless consumer packaged goods and natural foods brands; to coordinating major client events all the way to the White House; and supporting crisis clients around the clock in their most dire moments to do the right thing by their customers, employees and communities. We handled a few colorful and sometimes bizarre high-profile issues that most people wouldn’t believe unless you were in the room with us. At the core, we are known for bringing discretion and fresh thinking to each unique public relations challenge. As anyone who has worked with me will tell you, at Fineman PR, “spin” is a forbidden four-letter word.

Last year, I met David Anderson, co-founder and co-CEO of a highly competent and visionary digital agency based in Phoenix: Off Madison Ave. Besides being like-minded about our areas of expertise and our mutually dry senses of humor, and with David’s agency based on the solid principles of behavior design and digital communications, Off Madison Ave specialized in areas that we sought growth. In turn, David and his founding partner Roger Hurni valued our substantive approach to public relations, our reputation for quality work, our crisis communications expertise, and our 30-year track record. We knew fairly quickly there was a match, the kismet I mentioned in my opening paragraph.

Off Madison Ave’s acquisition of Fineman PR became official November 1^st. Even amid the challenges and changes of 2020, our teams have melded (via Zoom) with high energy, creative sparks and excellent rapport. The two teams are surprisingly similar in temperament, complementary in our skills and strengths, and each appreciative of the capabilities we all bring to the party. I look forward to the next chapter of smart, creative growth and continued excellence. Many thanks to David, Off Madison Ave co-founder Roger Hurni and to my own team as we embark on this new adventure. I am, as always, grateful to my many friends in the business and valued clients who have been part of our journey and look forward to reconnecting as a member of the Off Madison Ave team.

The post It Happened in 2020, and it was Good appeared first on Fineman PR.

Off Madison Ave, a Phoenix-based behavioral marketing and communications firm, today announced the acquisition of San Francisco-based, award-winning public relations agency Fineman PR. Fineman PR’s extensive track record is focused on crisis communications and issues management, brand PR, digital media interactions and full-service public relations.

The acquisition comes as Off Madison Ave, founded by co-partners Roger Hurni and David Anderson, celebrates its 22^nd anniversary of operations this year. Fineman PR, established in 1988, adds more than 30 years of its California legacy. Fineman PR will continue operating from San Francisco as a division of Off Madison Ave with founder and president Michael Fineman retaining overall management and counsel.

“This is a natural alignment with Off Madison Ave’s core values of craftsmanship and performance excellence,” said David Anderson, Off Madison Ave CEO and co-founder.

The acquisition enhances Off Madison Ave’s existing public relations and social media services to reinforce the firm’s standing as one of the leading behavioral marketing and digital communications providers in the West. Fineman PR’s portfolio will provide a range of additional marketing, creative and digital solutions to both firms’ diverse roster of clients.

All clients will have access to a suite of expertise and capabilities across behavior design, public relations and social media strategy, crisis communications, creative campaign development, media planning, digital media and production, branding, website design and development.

“We’re continually looking for new ways to bring insight and expertise to our clients and Fineman PR helps us accomplish this with the addition of its service lines and substantive approach,” said Anderson. “This is the newest chapter of growth in Off Madison Ave’s history – and brings an exciting catalyst for new ideas to benefit our current and prospective clients.”

Roger Hurni, chief creative officer and co-founder Off Madison Ave said, “Our two agencies share a dedication to craft and create long-term, strategic relationships with clients. This common core opens up even more opportunities for our clients’ benefit, particularly as we know many of them are looking to the future with greater focus on efficiency and impact of their communications programs.”

“This is an amazing opportunity for my agency and professional team to evolve services and extend our reach,” said Fineman PR President and Founder Michael Fineman. “For me, the best part is being able to work with David and the entire Off Madison Ave team. Our collaborative senior level teams are a great meld of creativity and substance.”

The deal was facilitated by Gould+Partners who were responsible for introducing Fineman PR to Off Madison Ave.

The post Off Madison Ave Acquires Fineman PR appeared first on Fineman PR.

As a public relations firm based in San Francisco for more than 30 years, we have seen more startups than you can count enter and “disrupt” markets. The ones that stick around find the right blend of product/service needs, understand how to talk to their audience and have a sense for the time to make a big splash.

No matter the industry, startups need to establish their brand, understand their market and build connections with potential customers and investors. More often than not, developing meaningful relationships with customers and investors can be more challenging than expected.

It can also be difficult for founders to set aside the necessary time to market and message with all the demands of getting a new company off the ground. We’ve seen businesses struggle to gain traction with investors and consumers because they did not seek counsel early enough; we’ve also seen companies wait too long to make a public statement and scramble to gain traction with key media outlets. Pinpointing the right time to seek outside communications counsel is difficult for any company but especially for fast-paced startups.

Outside of auspicious timing, there are many considerations when looking for a communications partner. Whether you’re part of a well-funded startup with the budget to hire a communications agency or a team of one, here are some things to consider in finding a public relations team that is the right fit:

1. Do you have time to work with a firm? It might sound like common sense, but you would be surprised how many companies hire communications agencies before they have a dedicated team to nurture and maintain the relationship. Outside agencies don’t know the critical internal updates you don’t share. If the idea of managing a relationship with a firm stresses you out, it is probably a good idea to wait until you feel confident that you will be able to dedicate time and thought to get the best value out of your communications partner.
   
   
2. Do you need a wide set of skills? If so, agencies can be a great option. Not only do they have a staff of experts but experts in multiple verticals. Digital, public relations, content creation, social media management, advertising – the list goes on. It is unlikely you will find one in-house person with all these skill sets. On the other hand, if you need someone on call 24 hours a day, 7 days a week with a focused set of skills, an in-house team member might be an unrealistic approach.
   
   
3. Do you know your audience well?  If you think you know your audience but want to be confident, research can provide incredible value when introducing a new product to an unknown or niche market. Agencies have access to tools and data that would otherwise cost hundreds of thousands of dollars. You can also check on any competitor in the market to get a better idea of what you’re up against. Knowledge is power.
   
   
4. Do you have a well-defined goal?  This might sound obvious, but, when it comes to marketing and PR, it can be more nuanced than “sell more things.” It is important to understand what you want your agency to help you accomplish when you’re vetting potential partners. You’re spending your hard-earned money. Make sure it is earmarked for something that will help you move the needle with your bottom line or with investors. With marketing and advertising, you should always start with a goal or a purpose to drive the bigger picture. Here are some goals to consider:
   
   • Establish differentiation for a new brand in a crowded market
   • Establish internal and external communications standards (should my CEO be encouraged or discouraged to use Twitter?)
   • Generate sales leads
   • Promote trial
   • Gain notoriety or personality with key target audiences

By narrowing down your objectives, your marketing and PR team can make a measurable difference in key areas. They can also help you figure out what you need to fulfill those objectives.

Things to consider as a startup before hiring a PR or marketing firm:

• Are you ready to tell your story?
• Is your platform/product/service fully developed?
• Do you have a well-defined brand?
• Do you need help navigating the media landscape? 
• Are there any potential issues or challenges you might face that could turn into a crisis or all-hands-on-deck situation?

If you think your startup is ready to share some of its news to create anticipation, reach out for the expertise to get the ball rolling.

https://www.instagram.com/finemanpr/

The post How to know when your startup needs a public relations agency appeared first on Fineman PR.

Whether you represent a large urban school district or a single-site private school, you will confront times in which your communications must convince your audiences of the worthiness of potentially controversial initiatives or the validity of your positions and policies. Be it changes to student or staff policies, funding initiatives, curriculum changes or sexual harassment on campus, these circumstances are rarely smooth or pleasant. Vocal school audiences – including staff, parents, or the surrounding community – want to feel they are part of these major resolutions. In planning these communications, school decision-makers should not overlook the following best practices.

AUDIENCES

Though the impact of your news will necessarily weigh heavier on one or more of your stakeholder groups than all others, it is critical to consider the impact and messaging required for each segment, so they feel heard and understood. Any one of these audiences can inflame a situation or make your job easier, depending on whether your tone and messaging win their confidence.

We all know life is complicated and change is difficult, so understanding the issues from diverse points of view is critical to the outcome. You cannot summarily dismiss the concerns of others to have your own way or make a situation disappear. Balancing the pros and cons of any given initiative, showing that you heard and considered other voices, and communicating the process of how and why you came to your decision, will often pay dividends by demonstrating your good faith efforts.

THE MESSAGES, BOTH FACT-BASED AND VALUE-BASED

Remember to communicate more than information and data. No matter what, your values will be front and center, and evaluated as part of any approval or disapproval of change or news taking place. It is, therefore, important to help your readers understand the principals for which your organization stands.

TIMING AND TRIGGERS

No matter the final decision, there must be different messages for different audiences, and that means customized communications for each. However, there are some audiences that must be prioritized over others for timing purposes. Create a timeline for all communications.

Take, for example, a head of school who wants to get out in front of a damaging issue that will certainly make news (the trigger). He or she will want to show integrity, transparency, urgency and care for the audiences who will feel the highest impact from a negative or difficult news event. The head of school will want those audiences to get the full and honest story directly and first from the school. If the news will appear on a certain or approximate date, prioritized audiences must be informed before that date. Specific circumstances will differ, but the timing must be planned carefully in consideration of premature or inappropriate leaks. The board, the school’s major benefactors, its legal counsel, and the local authorities, in many cases, must know first, followed closely by the affected parties, i.e., any or all students, parents, alumni, teachers, staff, and front desk administrators (on the front lines of public inquiry). Then there’s the news media which, in many cases, can be brought in to hear the story with an embargoed dateline to assure accuracy and fairness in reporting the school’s point of view.

THE VERBIAGE, THE SEQUENCE OF THOUGHTS, THE EASE AND CLARITY OF YOUR WORDS

Don’t wing it. Avoid the stream of consciousness approach in a moment of urgency. As a community leader, your thoughts must be orderly, reasonable, clear, professional and as comforting as possible. The most critical component of the news should come first. Don’t wait for two paragraphs to set the stage because you are panicked or worried your audience will panic. Remember the rules of journalism: who, what, when, where and why. No obfuscation, hedging or convoluted terms. Get help in proofing and editing. Know what your audience needs to hear. Address safety concerns decisively. What happened? What is being done about it? Have the authorities been alerted? Is the situation contained? Are there ongoing threats? Who is at the helm and taking responsibility? What is being done to assure it doesn’t happen again? Next steps?

LEGAL

Be sure your legal counsel reviews all communications. Don’t make the situation worse with libel, defamation, hearsay, non-essential information, etc.

TONE, POSTURE OF COMMUNICATIONS

Your communications need to be poised and show care and concern; nothing harsh, polarizing or incendiary. Promote confidence. Demonstrate your values and how you prioritize the care you are taking to address the affected parties.

EXPERTS, ENDORSERS

Plan ahead to enlist third parties who can attest to the efficacy of your approach and the expertise guiding your decisions. Be sure you have medical specialists you can call on for advice and support, psychologists, researchers and academics, community leaders, law enforcement, workplace health and safety, Red Cross and disaster preparedness contacts at the ready.

COMMUNICATIONS VEHICLES

Understand the specific nuances of your organization and community and how they get their news. Which websites, forums or notification methods do they use and trust? How do your audiences prefer to receive urgent communications? These may include emails, text groups, listservs, one-on-one conferences, group meetings/assemblies/town halls, press releases, social media platform posts, website, campus emergency notification system, internal communications trees. Know how to use these vehicles, and understand their limitations, efficiencies and effectiveness in getting your information and messages across.

SOCIAL MEDIA

Monitor for what is being said across social channels, especially those that are public-facing such as Facebook, Instagram and Twitter. Correct inaccuracies know which responders have a credible, vocal audience and which do not. Do not give added credibility and volume to potential detractors who lack a following. Direct social media to your website and/or to any trusted web or phone sources for additional information and to take the conversation offline

WHY WAIT TO PLAN?

Ensure your school has the basics to announce negative news in a strategic way. Consider developing a scenario plan to address high-risk issues; create crisis checklists and document templates for media, parents, students, shareholders, community and alumni; update expert resource lists and ensure you can readily call upon contacts for public support.

Every school community is defined by the involvement, interests and values of its members. Maintaining trust and ensuring collaboration, even amid change, is a defining opportunity for school administrators and executives. Take pride in bringing your organization to the next level with a thoughtful communications approach. Be prepared.

Read more: https://finemanpr.com/expertise/

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Fact gathering, of course, is the first step in managing a crisis or potentially damaging reputation issue. Most agencies and risk management professionals will provide clients a checklist to quickly obtain the facts, assess the crisis and craft an accurate, efficient response.

But providing reassurance to clients and leaders who are navigating a crisis requires more than just the facts. When an executive has opted to bring in a crisis management or communications specialist, she is inviting an audience inside the inner circle for sensitive collaboration, intuitive reassurance and substantive counsel. While the facts matter, the vulnerabilities of a company and its executive team have a critical bearing on the positioning and sensitivity required to fully address the needs of the organization. Often, the most important revelations of a crisis strategy come out of thoughtful conversations guided by questions outside of the typical “fact” gathering approach. It helps to have established trust and rapport with your client before going there, but, often, these questions will help establish trust in a new relationship. Ask with interest and listen carefully:

1. What is your greatest fear? For the brand? For the company? For you (or leadership at your organization) professionally?
2. Where are your organization’s grittiest vulnerabilities?
3. What action(s) are you taking to address these concerns in this crisis and generally?

Regardless of the specific issue, drilling down to perceived risks and fears from the leader of the organization allows us to tackle a crisis from a truly human perspective. Crises do not always have textbook solutions, they require genuine care and concern from committed leaders who must demonstrate credible, thorough resolution. Moving past “just the facts,” is where the heart of a solid crisis strategy begins. Executives who are open to this level of conversation demonstrate a deeper attachment to their business, their consumers, to the bigger picture and long term. Messages, commitments and resolution strategies will reflect this level of depth and dedication. Go there.

(Fine print: In any crisis, care and concern for human life, health and safety come first and foremost. Proactive communications emphasizing the facts and providing reassurance comes next. Revisit our crisis recommendations with our memorable guide, PANTCHEK.

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Most crises involve smaller entities with more limited visibility, i.e., healthcare facilities, schools, law firms, food producers, construction companies, senior care facilities, industry associations, tourist attractions and wineries, to name a few. Though lesser than Boeing-sized crises in generating public interest, these organizations often have more at stake in surviving their crises.

Crisis planning and best practices in communications for these small, mid-size, and even most big businesses are critically important. People who successfully manage these businesses prepare for the predictable: rogue acts by bad actors, accidents, food safety mishaps, worksite injuries, etc. But a good crisis plan is not a template product marketed to the masses. An effective crisis program prepares an organization for likely scenarios with the resources and flows that work for each specific client, based on their business and unique priorities. An evolved, current crisis plan includes real-time social analytics, content promotion, and metrics that are custom developed for an organization’s nuanced approach and shareholder needs. There is nothing “template” about effective crisis planning.

During a crisis, the CEO and executive team depend on the preparation, forethought, insights and analyses of their key team members across disciplines: technical specialists, quality control, sales, operations, regulatory affairs, and communications. The CEO’s priority is to ensure the crisis is managed effectively and resolved with as little damage to the company’s reputation as possible. Much of that happens behind the scenes. During the intensity of a crisis, the company’s core team must be in action mode, focused on handling their individual roles confidently and efficiently. A solid crisis preparedness program allows companies to plan for the worst when they are not in the headlines.

After more than 30 years of helping consumer food and beverage brands, construction and real estate firms, nonprofits, associations, schools, communities and care facilities, I can tell you that organizations must plan for predictable scenarios given the nature of their specific businesses. That preparation will most certainly help them, too, in the event of unpredictable occurrences.

When entities find themselves in trouble, the challenges of social media notwithstanding, it is still important to demonstrate humanity, express words of genuine concern and practice sound public relations principles. Most crises are not handled best as conflicts by political types used to dealing in adversarial posture. Even on the larger stage of world conflict, diplomacy is the first art of practice to which the world turns. Organizations might not be best served by selecting a wartime-style advisor to weather a crisis. Experience proves time and again that turning down the heat works best with calm rhetoric and reasoned, good faith decision-making. It is counter-productive for a brand that has invested years of building equity as a “good (corporate) citizen” with strong values to suddenly show hostility, denial, defensiveness and self-righteousness to its publics. Yes, a brand needs to tell its side of the story, but we all know there is more than one way to articulate a point of view.

There are different solutions to different crises or challenges. It’s true that “crises aren’t orderly affairs in which everyone speaks when it’s their turn and plays by preset rules.” Crisis mode is often chaotic and frustrating. And, as is stated in the story linked above, it is important to identify the adversaries and the allies, but our clients marshal their friends in advance of these occasions.

That process is called planning. In crisis planning, we do not attempt to control but to provide a measure of vaccination against shock and awe and to deter appearances of defensiveness, all of which could only compound the damage.

The public wants to know who they can trust. In matters of crucial human health issues and public safety, people should be confident the issue is fully resolved with the highest degree of care and concern for their communities and families. During a period of extreme volatility and anxiety, it may not be natural for leaders under siege to realize this responsibility. Long term recovery requires a company to do the critical work of evaluating its processes during a period of relative calm and rational thinking.

As a longtime crisis counselor, I proudly uphold the merits of crisis planning for any organization or leader that values integrity and their hard-earned reputation.

For more insights on Fineman PR’s approach to crisis management and crisis planning, visit: https://finemanpr.com/crisis-communications/

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According to a Pew Research Center analysis of U.S. Census Bureau data, the millennial generation is expected to overtake the workforce by 2020 and will have the largest bucket of disposable income – which means brands should be paying attention.

Brand loyalty has been difficult to achieve with this group of consumers, but cause marketing is helping bridge the gap and create a stronger affinity. A Daymon Worldwide study shows less than 30 percent of millennials buy the same brand, compared to 35 percent of Generation X. While this shows it might be tough to earn brand loyalty, those who do may have a customer for life.

Millennials specifically look for brands to invest in causes and communities they care about (such as the original pioneer, TOMS), which is different from the Generation X approach. Generation X purchases brands based on name value (top of mind and big-box), as opposed to how millennials are now purchasing on community values. Fifty percent of millennials are value driven and will support, or boycott, a brand based on their perception of a controversial or social issue (2017 Edelman Earned Brand Study). Many millennial consumers see purchases as investments – they want to invest in high-quality products but also invest in companies whose social responsibilities align with their own.

Another aspect to consider is that today’s brand loyalty isn’t one-way. Brand loyalty is now defined not only as customers’ loyalty to brands but to brands’ investment and loyalty to their customer base and their values. Sprout Social’s 2018 research shows that about two-thirds of consumers consider it important for brands to take public stands on social and political issues. Millennials, the pocketbooks of the future, want to know they are making purchases from companies who support causes they care about or at least causes they can get behind.

Top Reasons to Invest in Cause Marketing:

• Establish trust with consumers
• Build goodwill
• Show your brand’s personality and values through action, not just words

From shoes and eyeglasses to gum and books, the buy one to give one model (or one for one) is prevalent in new consumer product companies. When consumers purchase one product, the brand will donate that same product to someone in need, which aligns well with millennial consumers’ desire to do good in the world through their purchases. Part of the attraction to this model for brands (aside from positively impacting the community) is building brand awareness. This business model lends itself well to social media buzz while also establishing trust and building loyalty with consumers – especially those interested in your principals.

Ways to Utilize Cause Marketing

• Fundraising – offer to match donations your consumers make for a cause aligned with your brand.
• Facilitate volunteer efforts with your employees and encourage others to join.
• Donations (cash or in-kind) can raise awareness.
• Partner with local non-profits to start a mentorship program.
• Develop scholarship programs with contests to increase social engagement.

That being said, cause marketing doesn’t work for every brand. When it doesn’t fit, consumers know. Millennials are quick to point out when brands are insincere or miss the mark (like Pepsi’s oversimplified, tone-deaf ad showing how a beverage can stop a protest, and more recently, Facebook not taking responsibility for their actions that prioritized company growth over user safety). For cause marketing to work, it requires a delicate balance between your brand’s values and consumer attitudes – not just for your bottom line – but to positively impact the communities served.

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