Crossing Over to The Dark Side:Why Journalists Get into PR – and What Clients Get Out of It

With 15 years in public relations, occasionally it helps to stop and ask, “Why did I get into this profession?” Before answering that, a bit of pre-PR background. I was on the other side of the desk in the world of journalism before making a career change. Specifically, pop culture — music, comedy, the occasional film review, feature or Hollywood junket, and quite a few business stories about various aspects of Show Business. Working for the alternative weekly City Pages and then the Twin Cities Reader (no longer published), I also freelanced for the daily papers, and contributed to Billboard. I floated a few Random Notes for Rolling Stone, penned pieces for Right On! (lots of Prince stories!!), and reported freelance articles for the Washington Post, Boston Globe, Utne Reader and others.

After 10 years, I had my mid-life crisis early and felt that what I once loved doing was no longer fun, or worth doing (even though I had just been offered a sweet position at the Austin-American Statesman in Texas). I needed new challenges and going to work in public relations provided them. I worked at an agency that specialized in custom publishing, marketing communications and public policy and became the utility player in each group. It was great training for what I do now.

While there are critical differences between journalism and public relations, what joins them intellectually is understanding what constitutes a good story and communicating it effectively. You may (or may not) be surprised that many former journalists go to work in PR (and it is truer today than at any time, given the demise of the publishing business model, mostly because of the internet). Editor and Publisher, a trade publication for the publishing world, once surveyed how many PR people were former journalists. The percentages were surprisingly high if I recall, someplace between 68-72%).

Journalists-turned-publicists generally have a leg up on those who simply came out of college with a communications degree in PR or related areas. And their clients benefit from their experience and skill sets, especially their ability to ferret out what the story really is. They’re trained to be good listeners and know how to corroborate the details that make up a good story. They also still heavily follow the news cycle. The best ones have super-charged BS detectors. And they usually know what reporters are going to ask.

Many retain strong relationships with their “ink-stained” colleagues, which never hurts when pitching a client’s story. That’s one “valued-added” advantage, especially if working at just the local level. Still, there are some journalists who would never become PR people because they see it as a stain on what they do and who they are professionally. They are not straying from their beat no matter how beat-up the fourth estate gets. That’s to be admired and respected.

But so are the people who “cross to the dark side” (a standing expression/joke in the PR and journalism businesses). These people bring a wealth of knowledge, solid contacts who return their calls, and genuine insight into communicating the stories you read in your favorite newspaper or magazine, or a report or interview you might have seen or heard on TV or radio. And that, as one legendary diehard broadcaster used to remind us, is the rest of the story.

Ten reasons why meetings fail

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Meetings can take up a large portion of anyone’s working day and for many of us, demands on time in the office are already high. So in an ideal world every meeting should count, with specific objectives and results making the time invested worthwhile.

Allowing conflict to get out of control = chaos
Allowing conflict to get out of control = chaos

All too often though, meetings – even during and afterwards – are perceived as a waste of time by those invited. This can usually be attributed to a lack of understanding about what the meeting was for. To avoid the sense that it was all worthless, here is a list of ten reasons why meetings can fail for you to use as a checklist when planning your next meeting: Continue reading “Ten reasons why meetings fail”

“Development” is NOT a synonym for “Fundraising”

Development is, by definition, the process of creating and enhancing relationships with (potential) donors.

It is the introduction of (prospective) donors to a non-profit organization, building their interest in the organization’s mission/services, developing in them a passion for the mission and a commitment to the organization’s future, getting them to make-the-gift, and maintaining the relationship so that they will continue to support the mission … and continue to give.

“Development” directly implies that the donor is supporting the organization, its mission and services.

“Fundraising” only addresses the “giving” aspect of the process, and people don’t always give to a NPO to support the organization, its mission and/or its services.

As noted previously, people give to satisfy their own needs. If the process results in having an individual want to give … feeling good about giving because s/he wants to advance the mission and services, that’s a desired result of the development process.

Very often, however, a donor’s reason for giving may have nothing to do with the NPO’s mission. They may give because they want to please the person who is “asking,” because they want to see their name alongside the names of recognizable personalities, or if they want to see their name on (a floor, a wing, or on the outside of) a building. That is fundraising, but not necessarily “development.”

When I’m working with a client, I de-emphasize the terminology, and stress the importance of getting to know the (prospective) donors well enough to know what his/her needs are and how those needs can be satisfied by making a gift to their NPO.

Who Will Choose To Lead?

A group of potential leaders

I live in the Kansas Flint Hills. It’s ranch land, no more than 4 people per square mile. (No surprise, then, that I do most of my coaching by telephone.) But we are a community. And we have no shortage of issues requiring leadership.

Leadership is not the same as Authority.

As we blog about definitions of leadership, I urge you to remember that “Leadership” is NOT the same as “Authority.” Let’s toss the word “leader” out of the lexicon. It doesn’t mean anything. The current habit of talking about “leadership positions” confuses things. Authority is a position. You must CHOOSE to lead.

Leadership is an action.

Leadership is an action. Acts of leadership are exceedingly rare.

Here in Chase County, Kansas, as elsewhere in the country, citizens regularly and dutifully step up to fill positions of authority. We have our Mayors, County Commissioners, Chairs of this and Presidents of that. There’s a Fire Chief and a Sheriff. Each church has its Pastor, each school its Principal.

But tonight I’m reminded of our need for leadership. It’s a beautiful spring night, the wind is calm, and bright orange flames slice across the hills outside my kitchen window. It’s FIRE SEASON in the Flint Hills. Tonight, ranching families are doing what they’ve done for so long that most of them would say, “We’ve always done it.”

But this custom of burning every pasture every year (begun in earnest only 30 years ago) is polluting the air as far away as Louisville, Kentucky. It’s destroying habitat for prairie chickens and other native species. The EPA is cracking down and ranchers are hanging on tight to the culture they’ve been raised in.

There is no Prairie Fire Czar with authority enough to dampen the conflict. We don’t need to create another position. No one need be elected or promoted. Finding a solution that the community can live with will require countless, individual acts of leadership.

It’s All About Listening

A lady actively listening to a man talking

Everything in coaching hinges on listening – it is the key to the coaching session. Listening is also essential for personal and professional success. Even though we know listening is important – active listening is not always a common practice. Active listening shows respect and that you desire to learn and understand the speaker. Here are some active listening skills:

Summarize or paraphrase – occasionally, repeat back what you heard the speaker say such as, “So I heard what you are saying is…” or “It sounds like…” This will increase your ability to concentrate on what is being said and assure you understand the message.

Use the pause button – let the speaker finish what they are saying. Avoid talking over them or jumping in to finish their sentence. Listen – pause – then express your own points.

Observe for non verbal cues – gestures, body language, emotions, eye movements, tone of voice and inflection offer more than just the words. If on the phone, listen for energy shifts, pace and what is not being said.

Ask questions to get a better understanding – “can you say more about that?” or “help me understand what you mean”.

Focus on the speaker – minimize external distractions and multitasking to capture the full essence of what is being said. For internal distractions, practice re-focusing your attention on the speaker when your mind wanders.

What additional active listening skills work well for you?

For more resources, see the Library topic Personal and Professional Coaching.

The Paper Trail

An-organization-manager-meeting-with-the-HR-manager

A common misconception with employees and managers is that of the “paper trail.” It is believed that in order to make a termination decision, a manager must create this “paper trail” of documentations until they have enough evidence to satisfy the Human Resource (HR) Department. Unfortunately, this very notion typically brings great frustration to everyone involved including the employee. However, behaviors of both managers and HR professionals can continue to reinforce the thought process that leads to this fallacy. For example, let’s look at the following fictitious dialogue.

Manager – Hey HR person, I need to speak to you about an employee issue. I think it is time to let Bob go.

HR Manager- Okay Manager, what is the issue?

Manager-Well, Bob just can’t seem to meet the department goals.

HR Manager- What type of documentation do you have?

Manager-I’ve talked to him a hundred times and no matter what I try, it doesn’t help. Bob just can’t grasp the concept. He’s bringing down the whole team’s numbers, and now I am getting in trouble.

HR Manager-Ok. What type of documentation do you have?

Manager-I haven’t written up anything yet.

After this dialogue the HR manager thinks, “How many times do I have to tell them ….”

The manager thinks, “HR always gets in the way of me doing my job. They just don’t understand…”

And the cycle continues…

The cycle is able to continue in many organizations because there has been a failure to create a performance culture where there is a constant flow of feedback to employees at every level on performance.

What ideas do you have to create this culture? What has worked in your organizations? I look forward to hearing your thoughts as we continue to explore this topic in future posts.

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For more resources, See the Human Resources library.

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is currently employed as the Human Resource Manager at EmployeeScreenIQ, a global leader in pre-employment background screening.

Risky Business

Risk: man arranging wooden cubes on a table

There’s just no way to avoid it. You might fail with your social enterprise. Lose your shirt. Wish you’d never started it. There’s no safety net for social enterprise, and there never will be.

The U.S. Census Bureau reports that half of business startups with employees are gone five years later. Social enterprises probably do a bit better than that. So perhaps your odds are a bit better than 50-50. But it’s still risky business.

Yet all is not lost. There are things you can do to reduce risk. Write a business plan. Need help? Review the Free Management Library and blog on business planning. (Full disclosure: I’m the author.) The blog is currently running a series about feasibility testing, a central part of good business planning. That means lower risk.

Also, don’t forget the “enterprise” part of social enterprise. Many nascent social enterprisers behave as if awareness of their social impact will translate into sales and profitability. While in certain circumstances people will purchase, and even pay extra, for something that creates a desirable social impact (think Girl Scout cookies), most of the time they won’t. Or if they will, it’s only if the product meets or exceeds their expectations. Fair trade coffee sells if it tastes great, but if it doesn’t, no matter how much the other stuff exploits indigenous Latin American farmers, it sits on the shelf. That particular social premium ends at their taste buds.

Finally, failing isn’t as bad as it’s cracked out to be. Most successful entrepreneurs hit their stride after failing a few times. But each time they learned important lessons. So my final tip for this risky business is to decide that you’re OK with failure. Stuff happens.

Rethinking Codes of Conduct

Two businesswomen going over their company's codes of conduct

What’s the difference between a code of conduct and a rulebook? A rulebook certainly sets outer parameters as what is unacceptable behavior. However, since most behavior is within those legal parameters, does (and should) a code of conduct dictate how employees should in fact conduct themselves at work?

Imagine if a supervisor asks an employee how things are going and the employee answers, “great. I have not violated any of the standards in our code today.” We certainly can aspire for more. For example:

  • Should the code discuss how employees should conduct themselves at meetings in order to foster open dialog?
  • Should the code detail how employees should keep commitments to others and what to do when they can’t meet a deadline or objective?

We would like to think that this type of behavior need not be reduced to writing. Shouldn’t the culture of the organization set norms that guide these types of actions? In fact, if this type of behavior was included in the code and it wasn’t part of the social fabric of the company, it wouldn’t be followed anyway.

The research shows that social norms inside organizations have a tremendous influence on employee behavior..for better and for worse. And yet, in our past-faced world, these social norms evolve quickly and often are not norms that leadership would like to see.

If our codes of conduct are not truly suited to be true “codes of conduct,” then what means are available to companies to set standards of expected behavior that are outside of the 10-20 standards and policies that fill most code documents?

What makes a great project manager?

Throughout the whole of my career, I have come across a few great project managers. These are people who actually deliver a project, which is very much a success, and broadly gets delivered within the key mainstream delivery targets.

But, the key question in my mind is why are they great project managers? What makes the difference? (if indeed there is one?).

Many people (and even business psychologists) have looked at this question and have come up with some very interesting results, but with a tool like a blog we can ask all those out there for their views?

Please let us know your thoughts.

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For more resources, see the Library topic Project Management.

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Welcome to the Team Performance blog?

A-male-staff-going-trough-a-blog-on-his-laptop

We’re Tom Vaughton and Dan Collins from team performance experts Fresh Tracks, who run team building events, team development programmes and staff conferences, and we’re the co-hosts of this blog. You can read more about us next to our pictures in the sidebar. This blog will be about various aspects of team performance, team building and team development, and will focus especially on practical tips and tools, including posts from guest writers. You can learn more about this blog by clicking on the About link just under the header.

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For more resources, see our Library topic Team Building.

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