This Just In…

Coming up in 2009: A move to more authentic communications

December 23, 2008

By Sydney Ayers, APR

The following article appears in the January 2009 issue of PR Tactics.

Business leaders across the United States and around the world face increasingly complex challenges affecting the way they operate daily. The ever-changing digital universe, flattening of the globe and rise of new, unexpected stakeholders all contribute to this rapidly evolving landscape.

Toss in the fact that there is a dearth of true leadership at all levels and it’s no wonder more and more pressure is being put on organizations of all sizes, from the multinational conglomerate to the mom-and-pop store down the street.

It is imperative that PR professionals acknowledge these challenges and present communications solutions addressing them effectively and efficiently.

When I first started writing this article, I identified seven trends affecting our profession in this environment. That was quickly whittled to five, then three. But now I realize that there is only one overriding trend that is profoundly affecting the way public relations, and business in general, will be conducted as we move forward.

That trend centers on authenticity — the conscious effort to speak with a genuine, consistent voice across all platforms, in all markets. Maintaining honest talk in everyday communications will not only be critical for long-term business success, but will also impact the way in which we as PR professionals are expected to operate in the year to come.

The move to create more authentic, genuine communications was especially prevalent during our recent elections. In contests across the nation, there was a shift away from the mud-slinging of the past and toward a real discussion of the issues. It marked the first time in recent memory that policy, not the candidate, was the focal point.

While some campaigns became ugly, it was apparent that voters no longer had the appetite for such vitriol. Exaggerations, false claims and inaccuracies were pointed out immediately. Moreover, everyday citizens were encouraged to become part of the process on a grand scale. Social media were engaged as never before.

Replicating this precedent in a business, organizational or governmental environment is now expected, thus presenting us with the challenge of ensuring that our employers maintain authenticity inside and out.

Information is so readily available that existing and prospective customers have immediate access to knowledge of the quality of a company’s products and services. Treatment of employees — both present and past — is visible not only within the corporation itself, but with potential candidates and other interested groups. Its citizenship, environmental behavior, corporate governance, executive compensation and public policy stance are transparent to all.

We can ill afford to have a communications misstep in such an environment.

Looking ahead
So what does this mean for us as communicators? It means we must take a stronger, more active role in not only positioning our organizations but in defining them as well. In addition to discussing organizational expertise and brand premise, we must also talk about culture, business models and most important, core values.

Further, it means we have to look for innovative ways in which to engage key stakeholders. The Obama campaign accomplished this expertly. It encouraged voters to get involved, ask hard questions, spread the word and provide feedback. Through the strategic use of social media, supporters felt like they had a say; like they could make a difference. It also served as a method for the campaign to dispute mischaracterizations and challenge threats. This allowed communicators to sidestep media middlemen. There is a lesson here for today’s businesses.

The old saying was, “Perception is reality.” Nowadays, it seems as if “Reality is reality.” Intense scrutiny means we can no longer adhere to outmoded practices and ideas. Insincerity will be revealed. It’s our job to ensure that the organizations that we work for are entirely honest, genuine and transparent.

As mentioned, information is readily available to all those who seek it. Therefore organizations that want to establish a brand must remain relevant. To achieve success, they must be sure of who they are, what they represent and how they differ from the rest. In short, they must speak in a genuine voice across all platforms and in all markets. They must be authentic in every sense of the word. And it is our responsibility to help them.

Due to these shifts, today’s PR professional is positioned as never before to become an integral problem solver. The traditional methods of public relations no longer work. In fact, reverting to these outmoded tactics on a large scale could result in the marginalization of our profession. By using today’s insights and tools, public relations is poised to take on a much larger role within the organizations we serve, transforming our profession.

Sydney Ayers, APR, is CEO and founder of DNA Public Relations, a full-service PR firm in Denver. She is also the 2009 Chair of PRSA’s Counselors Academy.

Weathering rocky economic times

Homer once said, “Adversity has the effect of eliciting talents, which in prosperous circumstances would have lain dormant.”

He could have been talking about the state in which we find ourselves today.

Everywhere you turn, you see or hear something dire about our economy. Bankruptcies, bailouts, foreclosures, a turbulent stock market — the list goes on. So what’s a PR practitioner to do?

Most important, we must advise those we serve that cutting public relations at this time is the worst thing they can do. If we’ve learned anything from the difficult days following Sept. 11, 2001, we know that once a business or organization goes dark it is very hard to come out swinging when things improve. The hole to dig out of is just too large, and the competition for mind-share is just too fierce.

By broadening interaction with stakeholders, fully exploring the innovative communications options presented by online and social media, and addressing emerging issues brought on by the downturn, we will be able to help our clients successfully move through these tough times.

Taking the big-picture view also means we must persuade the organizations we work for to look down the road, according to Eric Morgenstern, APR, Fellow PRSA, SAGE, president and CEO of Morningstar Communications in Kansas City.

“In today’s economy, almost everyone has enhanced their short-term goals to help ensure immediate viability which will, in turn, lead to long-term success,” he says.

Of course, authenticity and transparency play a big role. In times of trouble, leading organizations rely on the core values that define them. They continue to work on increasing credibility and instilling trust. Communicating these values both internally and externally is vital to riding out difficult times to emerge stronger and more viable than ever. — S.A

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