Public Relations Commentary

2006-06-19T15:31:00.000-04:00

The Art of War by Sun Tzu (Part II): Waging War

By T.L. HEADLEY, MBA, MA, BA, AAMS
Principal, The Genesis Group
ONA, W.Va. – Once the battlefield, the relative strengths of the opposition and its leadership have been assessed and any potential strategic advantages discovered, the next step is to bring all the resources you will need to the battlefield.
As Sun Tzu wrote, "An army of one hundred thousand men can only be raised when the money is available." In other words, determine how much the battle will cost and try not to commit to battle until the resources are in hand.
The importance of this is clear. Without adequate resources to meet the needs of the battlefield, the battle will be lost. Any resources brought to bear will be wasted.
During the planning stage, a good strategist will determine the strength of the opponent. From that, the good commander will determine the resources he or she will need to overcome the opposition based on the strategy they choose. In fact, the availability of resources often determines the strategy chosen.
For example, during the American Civil War, the Union had a tremendous advantage in manpower and materials. The Confederates had the advantage of interior lines, allowing them to rapidly move their small forces from point to point. Early in the war, the Union generals tried to hit first in one area and then another, Virginia, Tennessee and then the Mississippi Valley, allowing the Confederates to move their forces to counter each attack. It was only when General Ulysses Grant and President Lincoln chose to bring the entire weight of the Union forces to bear all across the front that the Confederate strength began to crumble.
By contrast, Ho Chi Minh and the North Vietnamese used their resources – manpower and determination – in hit-and-run tactics that did not allow first the French and then the United States to maximize the use of their resources – high firepower, control of the air and advanced technology – during the war. Ho used the analogy of the horns of a bull to describe his tactics. He said the North Vietnamese and Viet Cong should stay close to the Americans and French – inside the horns of the bull – so that horns would be ineffective.
In terms of public relations, the dictum would be to determine the relative maximum resources available, devise a strategy to counter the opponent’s strengths and make sure you have the resources available to support the effort.
Often, time is the best ally. An opponent may only be able to muster their maximum resources for a short time or in a limited area. The strategy then must be wait until the opponent’s strength or focus wanes, or to look for opportunities in other areas (which returns to the concept of assessing the battlefield). It may be that the battlefield may not be the best choice. On the other hand, sometimes you want to strike quickly while you have the greatest advantage in strength.
Returning to the example of the Civil War, had the Union brought its advantage in manpower and material to bear and struck quickly with full force toward Richmond during the opening days of the war, they likely would have overrun the Confederate capital in a few days, ending the war and saving hundreds of thousands of lives. Unfortunately, the then-commanding general of the Union Army chose to build his strength, train his troops and wait … and wait … and wait. The result was a period in which the Confederacy could maximize their defenses, build their manpower and prepare for the attack all could see coming.
In terms of public relations, the good strategist will strike first if possible. It has been said that the public remembers the "first headline." If you strike first, you dictate the terms of the discussion or debate. If you wait, you allow the opponent to establish the ground.
Once the battle has been engaged, it is important to allow all to profit from the potential victory.
What does this mean?
The bottom line is to make it attractive to your opponent to end the fight. Look for win-win scenarios that will allow the opponent to withdraw or to join forces with you. If the battle continues until you win your victory, look at your opponent for additional resources that might make you stronger. After all, your opponent is often your best source for additional strength.
Evidence of the validity of this concept is clear. In the post-World War II period, both Russia and the United States actively sought weapons and technology expertise from the defeated Axis nations. In fact, NASA would never have been able to land men on the moon had it not had ready access to the knowledge and expertise of Werner von Braun, the inventor of the German V-2 missile.
The public relations professional should seek to build coalitions, look for common ground and bring to bear the potential strengths of the opposition in areas where there might be agreement. One example would be a political campaign in which during the primary quality staffers might be identified that are brought on board the winner’s campaign after their candidate loses or drops out.
Last, it is imperative that the good commander be realistic about the conflict and the potential impact it could have on his or her own people. As Sun Tzu said, "the general who understands war is the controller of his people’s fate and the guarantor of the security of the nation."
Anyone entering into a conflict or a debate must weigh the potential gains versus the potential losses. Is the debate necessary? Can it be postponed? Is there an alternative to conflict?
The bottom line is that the leader must accept his or her responsibility to those they lead. If they move impulsively, without concern for the potential costs, they are doing a disservice to those they for whom they are responsible. If they lose such a fight, they must accept the responsibility openly and fully.
Next: "Attack by Stratagem"

2006-06-19T10:51:00.001-04:00

Writing the News Release:
How to Catch an Editor’s Attention

By T.L. HEADLEY, MBA, MA, BA, AAMS
Principal, The Genesis Group
ONA, W.Va. – Your company has just developed Sneed, a product that will revolutionize your industry. The problem is, your industry is the production of widgets – not a very sexy industry. Your job is to write a news release that will grab the attention of news editors and get word of the new product out to the public. You are sitting at your desk, looking at the computer screen, worried that any news release you write will be ignored or find its way to "File 13."
While there are never any guarantees when writing a news release that you will find your way into print or onto the evening news, there are some things you can do to give yourself the best possible chance of getting attention.
First, it is important to realize you are essentially writing a sales pitch. Ask yourself, why this is important, not to the company but to the average person. What is it about Sneed that will make a difference in the lives of the average person? The answer to that question is the "nut" of the story. This is what journalists call the "lede."
Once you have determined the "lede," you are ready to begin writing your release.
Second, it is important to understand the role of the editor. They are there to act as filters, to weed out the thousands of news releases they get and focus the effort of the staff only on news that matters, that will be of interest to the greatest number of people. When they receive your release, you have to understand that they are looking for a reason to dump it into the trash. You have perhaps two or three sentences to attract their attention.
Before discussing the nuts-and-bolts of the actual content of the release, it is important to say a word about the structure of the release.
The release should include a good headline that clearly states the importance of the event or product. The headline should be centered, double-spaced above the text. Second, the release should include contact information so that a reporter has ready access to a source of additional information. The contact information should be located at the upper-right of the release, above the headline. The dateline for the release should be located at the upper-left, also above the headline. The dateline should include embargo instructions if the release is being sent to media for use only after a specific date or time. In most cases, the media will honor an embargo if it is a reasonable request – a day or a few hours.
The actual release should be set in easily legible typestyle and size – preferably 11 pt. New Times Roman.
As for the structure of the actual release, it is important to know a few things about Associated Press (AP) Style. For anyone writing a news release, it is especially important to familiarize yourself with the AP Stylebook. The stylebook not only contains the accepted usage of words and phrases, but also contains essential information about libel laws.
Journalistic writing is very different from the "normal" styles you are taught in English class. The overall style can be summed up as an "inverted pyramid." That is, in fact, how journalists refer to the structure.
What is the "inverted pyramid?"
In essence, the inverted pyramid provides the primary information in the opening paragraph or paragraphs. This is where you put your "lede" information. Subsequent paragraphs provide support information of constantly reducing importance. The point is that an editor can simply cut the story at any point of its length while keeping its content intact.
Paragraphs are short, usually no more than two concise sentences.
The press release should contain comments from at one or two principals who are identified and contact information provided. These should be authoritative sources who can answer specific questions about the subject of the release.
The release should include all important information, including web addresses where additional information, pictures, logos or graphics can be found. If there is a way to personalize the story, to include some angle that will bring the story home to the reader, it is imperative to do so. For example, did one of the inventors of Sneed overcome some setbacks during the development effort? How will this new product directly impact the average person’s wallet? The bottom line is good storytelling. It should be no more than a page in length.
Once the release is written, the focus shifts to distribution.
If you believe you will be writing a number of releases, you should find a copy of a media guide for your state or for the area covered by the release. If the release is to be distributed locally or regionally, the local press association usually has an updated media guide available for minimal charge. The guides usually provide names and addresses of the primary media outlets, including editor names, phone numbers, email addresses, fax numbers, web addresses, circulation data and deadlines. Some guides include even the preference of the editor for news release delivery – either email or fax.
If the release is national in scope, there are several media software packages available that provide the same information as the local guides as well as searchable databases so that you can target your releases to specific reporters or editors that specialize in your industry or subject. The software packages often also allow you to track media "hits" – the number of times your company name, product or whatever parameter you establish appears in the various media.
Once you send the releases to the targeted media outlets, you should follow up with phone calls, offering any assistance necessary. Press kits should be available, both online and printed, and of course your website should be updated to reflect the new product or situation.
One note, you should never offer anything of significant value to a reporter in return to story placement.
In summary, the most important things to do when writing the press release is to follow an easily readable format, provide contact information, clearly date the release, try to personalize the story when possible, observe AP Stylebook rules and follow up with phone calls. When you follow up, don’t blow smoke, offer help and any additional information the reporter might need.
It is also important to note that you should never make exaggerated claims or lie in a release. If you do, and reporters find out, you will never get another release through the filters.
If you follow these points, you will provide yourself the best possible chance of attracting the attention of the media.

2006-06-18T14:52:00.001-04:00

The Components of a Crisis Communications Plan:
Developing the Crisis Inventory and Threat Matrix

By T.L. HEADLEY, MBA, MA, BA, AAMS
Principal, The Genesis Group
ONA, W.Va. – Two of the primary components of a good crisis communications plan are the development of a crisis inventory and its direct offshoot, the threat matrix.
What is a crisis inventory? What is a threat matrix? Why are they important?
A crisis inventory is the product of good research. It is essentially a list of every possible crisis your company or organizations could face. For example, a mining company could potentially face any or all of the following crises: fire or explosion trapping employees, death or injury of employees due to an accident or disaster, environmental problems, strikes, damage to the property of neighbors, layoffs or shutdowns of operations or perhaps shutdowns due to safety violations. Any one of these issues would pose major problems for the company and could be faced at any time, so it would be prudent for a company to develop a list of these issues as well as a plan to respond to each.
A threat matrix builds on the development of a crisis inventory. It is essentially analyzing each of the potential threats to determine whether the likelihood of its occurrence is high or low and whether the worst case threat to the company is high or low. Each threat is then assigned to one of four cells in a table: high likelihood and high threat, high likelihood and low threat, low likelihood and high threat or low likelihood and low threat. This allows you to prioritize your company planning so that as you move through your planning you identify and deal with the highest threat issues first.
Each step is essential in developing a good crisis communications plan. The first step, however, is the development of a good crisis inventory. How is this accomplished?
The answer to that is R-E-S-E-A-R-C-H. You have to know your organization from the ground up. To gain this knowledge, the public relations specialist will study the organization, seek the information from employees, management, customers, suppliers, the general public and others.
A good public relations professional will conduct regular informational interviews with people from all areas and all levels of their organization, seek information from competitors, customers, suppliers and the public through direct research and through the various forms of media.
As for the internal components – employees and management – the public relations professional will use direct interviews, panel discussions and other tools. It is imperative that the people being interviewed or taking part in the panels understand that their input is only as good as their openness. You don’t want sugarcoating. You want them to tell you about any issues or problems they may see on or just over the horizon. The point is to identify potential crisis BEFORE they occur. Is there a part that is frequently breaking down? Does a miner have a concern about the way gases are building up inside the mine? Is an accountant worried about the way a budget is being developed or maintained at a subsidiary? Is field staff confronting angry residents in areas near the site?
People who are taking part in the interviews must be given anonymity. Information should be collected and used, not abused. Upper management should be aware that ethics and good business practices prohibit violations of the interviewee’s anonymity. Clearly, if this trust is broken, it will be difficult if not impossible to rebuild and the tool will be rendered useless.
These interviews should be conducted regularly – no less frequently than annually – as situations change. Also, interviewees should be selected to represent a cross-section of the organization – recent and veteran employees, high level executives and line workers, etc. In fact, it is advisable to establish a regular sampling technique if you are part of a large organization.
Also, keep in mind that you are developing a list. No concern is trivial at this stage. Keep track of everything. There is time later to vet the concerns identified at this point.
Once you have developed your list, it is time to develop the threat matrix.
Utilizing the example of the mining company and the primary potential threats it may face; we can easily develop a matrix.
Fire or explosion trapping employees: Fires and explosions are relatively common in coal mines. It may be less likely that these incidents may trap employees. Therefore, this issue should be separated into those in which employees are trapped and those in which they are not. Those that do not trap employees could be put into the threat matrix as highly likely and a mid-level threat. Those that trap employees should be placed as somewhat less likely but a higher level threat.
Death or injury of employees due to an accident or disaster: Death and injury are unfortunately somewhat common in mines. They will occur if they mine is in production long enough. It is just a question of when they will occur. Therefore, this should be placed in the matrix as of high likelihood and high threat.
Environmental problems: Like death and injury, environmental issues are common. In fact, they are even more common than injuries. Whether it is the spill of black mine drainage into area streams or a mudslide caused by heavy rains on a bare mountainside, the result is environmental violations. These can potentially close a company down and cost millions of dollars in fines and remediation costs. As a result, these should be listed as high likelihood and high threat.
Strikes: Again, strikes occur. While they now occur less frequently and are somewhat more limited in scope, they continue to pose a threat to mining companies. These situations should be listed as mid-likelihood and mid/high potential threat.
Damage to the property of neighbors: Like environmental issues, damage will occur to neighboring property. Whether it is cracks in foundations or walls from subsidence, violent shaking due to explosions, damage from mudslides or flooding, dried up wells or even damage or injury from rocks and debris from mining operations, these events occur and occur in various frequencies. Each of these types of potential occurrences should be considered separately and assigned to the matrix.
Layoffs or shutdowns of operations or perhaps shutdowns due to safety violations: Complete shutdowns or layoffs of employees occur far less frequently than shutdown due to safety or environmental violations. Complete shutdowns or layoffs could be listed as low likelihood and high potential threat. Temporary layoffs and shutdowns due to environmental or safety violations occur must more frequently and can cost millions in lost production, therefore they should be high likelihood and high potential threat.
Any company or organization faces its own list of potential threats. Of course, if you take a look at issues faced by your current and former competitors, organizations in similar industries, you can quickly begin developing a broad inventory. But it is important to realize that each company or organization is unique and faces unique issues. Mining companies operating in southern West Virginia face different issues than those operating in the Powder River Basin. DuPont faces different issues than Dow.
Once the crisis inventory is complete and the components assigned to a threat matrix, the next step in developing a crisis communications plan is P.R.E.P.A.R.A.T.I.O.N. Components of preparation include identification and development of a crisis communications team, training, development of possible responses, strategies and tools.

2005-12-23T13:47:00.000-05:00

Sarbanes-Oxley and Public Relations:
A Guide to Our Responsibilities as Corporate Officers

By T.L. HEADLEY
MBA, MA, BA, AAMS
Principal, The Genesis Group
In the wake of the seemingly endless corporate financial scandals of the late-1990s, Congress adopted a broad reform package known as the Sarbanes-Oxley Act in 2002.
What is Sarbanes-Oxley and why should those of us engaged in public relations practice – either as corporate counsels or consultants – know and understand its requirements and our responsibilities?
The short answer to both questions is "full disclosure."
The scandals of the 1990s resulted from companies utilizing "creative accounting" to artificially inflate earnings, driving up stock prices. In many cases, corporate executives reaped multi-million dollar bonuses and made additional millions exercising their stock options.
Ultimately, when the bill finally came due, the losers were the shareholders, retirees whose pensions were largely based on company stock and employees who lost their jobs as a result of layoffs and company bankruptcies.
The scandals widened to include investment firms, which were found to be utilizing illegal trading schemes to boost their own bottom lines at the expense of investors, and "independent" auditing firms found to be complicit with corporate officers in misrepresenting corporate financial information.
Sarbanes-Oxley was intended to tighten corporate disclosure requirements and to hold corporate executives responsible for accurate and full disclosure of the financial status of publicly traded companies.
The requirements of Sarbanes-Oxley may be divided into three categories: certification, auditability and disclosure.
Sarbanes-Oxley requires CEOs and CFOs of publicly traded companies to certify financial statements. Those who knowingly certify falsely are personally liable for criminal and civil penalties. This so-called C-level certification is essentially the corporate executive’s personal guarantee that processes are in place to assure the proper flow of information.
The second primary mandate of the act is auditability, which requires companies develop and publish internal processes in standard ways so outsiders can know that appropriate controls are in place.
Finally, under the act’s disclosure mandates, companies must report financial results and material changes in corporate financial condition or operations "on a rapid and current basis."
Public relations counsels – either staff or consulting – play a key role in all three areas, but particularly in the last.
It is increasingly important for those engaged in public relations to speak the language of business – to know what a 10-K or 10-Q report is, to be able to dissect and understand the contents of a financial statement and know what "off-balance sheet transaction" means. Unfortunately, few public relations professionals have a background in business or finance, and few financial professionals have experience or knowledge of public relations. There are few programs available that provide this combination of skills.
Digging through the often arcane requirements of Sarbanes-Oxley, public relations officers and consultants must thoroughly familiarize themselves especially with the requirements of Section 302 of the act.
Section 302 is entitled "Corporate Responsibility for Financial Reports" and details new reporting requirements and who in the corporate structure bears responsibility for the accuracy and truthfulness of the reports.
Section 302 requires the principal executive officer or officers and the principal financial officer or officers, or persons performing similar functions, certify in each annual (10-K) or quarterly (10-Q) report filed or submitted that:
the signing officer has reviewed the report
based on the officer’s knowledge, the report doesn’t contain any untrue statement of material fact or omit any material fact to make the report misleading;
based on the officer’s knowledge, the financial statements and other financial information included in the report, fairly represent in all material respects the financial condition and results of operations of the company for the periods represented in the report.
Section 302 also explicitly states that the signing officers are "responsible for establishing and maintaining internal controls" and that they design internal controls to ensure that material information relating to the company is reported on a timely basis to the officers by support staff. The officers are also required to certify that they have evaluated the effectiveness of the internal controls within 90 days of the report and that they have presented in the report their conclusions about the effectiveness of the controls.
Officers are also required to disclose to independent auditors and the company’s audit committee their conclusions of the effectiveness of the controls, any and all "significant deficiencies" and "any fraud that involves management or other employees who have a significant role in the issuer’s internal controls."
Last, the signing officers are required to indicate in the report whether there have been "significant changes" in internal controls or other factors that could significantly affect internal controls subsequent to the date of their evaluation, including any corrective actions taken.
Three other sections are vital for public relations and financial relations practitioners to review and understand.
Section 401 details the content requirements of the financial reports
Section 406 of the act establishes a code of ethics for senior financial officers.
Section 409 of the act mandates "real time disclosures." Companies and their responsible officers are required to "disclose to the public on a rapid and current basis such additional information concerning material changes in the financial condition or operations of the issuer, in plain English, which may include trend and qualitative information and graphic presentations necessary or useful for the protection of investors and in the public interest."
Finally, it is imperative for public relations and financial relations professionals to understand that they are at the front lines of compliance with the mandates of Sarbanes-Oxley. It has never been more important to observe closely the mandates of our own code of ethics. We are required to provide good counsel to clients and/or our employers. Also, we can’t sit back and say, "finance is not our responsibility." It is our primary responsibility. Every other responsibility is peripheral to our responsibility to the shareholder and the general public. If we are ever confronted with the choice between this responsibility and the desires of company management, there is no room for hesitation.
Note: For those public relations professionals without advanced training in finance, a very good and easily understood primer is available at http://www.investopedia.com/. If you have any questions, or would like a copy of the PowerPoint presentation that accompanies this article, please contact me at tlheadley@citynet.net.
About the Author: T.L. Headley is an independent public and financial relations consultant. He is principal of The Genesis Group, a full-service public relations consultancy based in Ona, WV. Headley is formerly senior writer for The State Journal and also served as communications director for the West Virginia Department of Agriculture. He currently serves as a contributing editor for WV Inc. magazine. He holds an MBA in finance and management.

An Inside Look at the Radical Play Book

2005-10-06T19:30:00.000-04:00

By T.L. HEADLEY, MBA, MA, BA
Genesis Group Principal
ONA, WV – Has your company ever been targeted by protesters?
If you are part of an extractive industry -- mining or logging – or if you are part of the chemical or power generation industries you have probably been the target of activists.
If you wait until the protestors are at the gates, it will be difficult to get ahead of the game. Like a football team that is always playing on their own end of the field, it is much harder for you to score than the opponent.
But what if you had a copy of the other team’s play book?
This article will provide you exactly that – a look at the radical’s play book. With this information, you will be able to plan responses for probable lines of attack, potentially blunting them before they can harm your company. You should also be able to develop your own plays – turning the tactics against the protest groups.
Keep in mind, many of the protest groups are shill groups – fronts for organizations ranging from activist law firms such as Trial Lawyers for Public Justice (TLPJ) to anarchist environmental terror groups such as Earth First. Instead of focusing on responding to their moves, imagine the impact of a group of unemployed miners and support staff protesting in front of the TLPJ offices in Washington -- signs accusing the firm of ignoring the needs of the workers in an effort to land big judgments – David and Goliath in reverse.
Saul D. Alinsky, who died in 1967, is often called the father of modern American radicalism. He developed strategies and tactics that tap into the emotional energy of grassroots and radical groups to generate and support anti-government, anti-institutional, and anti-corporate activism. Alinsky’s ideas are used as a set of model behaviors and actions.
Grassroots pressure on large organizations is growing. Studying Alinsky’s rules and developing empathetic counteractive strategies can level the playing field.
Here are eight of Alinsky’s 13 Rules for Radicals. They take advantage of the patterns of weakness, arrogance, repeated mistakes, and miscalculations large organizations and their leadership make:
1. Power is not only what you have, but what the target thinks you have.
Potential Counteraction: Preparation and knowing the opposition.
Do you homework. Who benefits and who doesn’t?
Have the numbers for the media. If the opposition is small, say so. Utilize local response to show the real support you have in the community. Show how the opposition is hurting the community. Portray yourself as David to its Goliath – turn the tables. Take the offensive.
2. Never go outside the expertise of your people. Feeling secure stiffens the backbone.
Potential Counteraction: In other words, let the experts do the talking. If you have a problem that requires the input of an expert, get that input. Don’t send a technical person to talk about legal issues. Conversely, don’t send a lawyer to talk about technical issues. BOTTOM LINE – Don’t speculate!!!!
If you are the target, watch for people who are talking outside their comfort zone. Watch for the key mistake. Hit the mistake and then hit it again!!! Remember the image of Michael Dukakis in the M1Abrams tank – he was out of his element and it showed. The Bush campaign NEVER let it go. Remember the John Kerry "reporting for duty…" comment. It opened the door to the Swift Boat vets campaign. The result …
3. Whenever possible, go outside the expertise of the target. Look for ways to increase insecurity, anxiety, and uncertainty.
Potential Counteraction: The answer above holds true. ALWAYS speak from the position of expertise. Utilize your resources. Take your time and prepare responses as much as possible. Seek the advice of experts, utilize them and DON’T wing your answers! DON’T talk off the cuff!
4. Make the target live up to its own book of rules. If the rule is that every letter or E-mail gets a reply, send thousands.
Potential Counteraction: COMMON SENSE! If your web site is being bombarded with junk e-mails, shut it down. Document the attack! Provide the information to the press and, again, portray yourself as the David to Goliath. You are the wronged party! There are software packages that can recognize boilerplate letters and email. Set up an automatic return for such email when possible. If it becomes too heavy, shut down the email portion of the site.
5. Ridicule, especially against organizational leaders, is a potent weapon. There’s no defense. It’s irrational. It’s infuriating. It also works as a key pressure point to force concessions.
Potential Counteraction: Alinsky is right, it is irrational. The problem is, the criticism often carries a seed of truth. We have all seen it. The criticism of the upper management of a company as concerned only with making money. Turn that around, what IS the primary concern of most in upper level management? It is to maximize shareholder value. Translation: Make money!
While there is not good response once the charge is made, it is possible to make the charge itself seem irrational. They called President Reagan the "Teflon President" because nothing stuck to him. Why, he disarmed the criticism by always being himself. He was open, congenial and always smiled. Nothing seemed to really affect him. The answer? Don’t respond directly to the attack. Don’t get angry! Don’t stray from the issues. Be open and honest. Show your best side, but BE SINCERE!!!!!
6. A good tactic is one your people enjoy. They’ll keep doing it without urging and come back to do more. They’ll even suggest better ones.
Potential Counteraction: Turn the attack around. Make sure those who are doing the protesting see the human side of their target. Take the coffee and donuts. Set up a port-a-potty and some other amenities. If the opposition is getting no response – no fight – they will lose interest and move on to other tactics. It takes a lot of discipline, but like Gandhi and King, the best response often means taking the high road and letting the other side appear to be the heavy.
7. Keep the pressure on. Never let up. Keep trying new tactics to keep the opposition off balance. As the target masters one approach, hit them with something new.
Potential Counteraction: As the answer for number six suggests, the goal is to provoke response from the target. Response breeds interest on the part of the protestors. It feeds the protest. When you can change the rules – take the attacker off their feet -- the game changes. Ignore the efforts to build pressure. Let the steam off through openness and responsiveness to the broad community.
8. Pick the target. Target an individual, personalize the attack, polarize and demoralize his/her supporters. Go after people, not institutions. Hurting, harassing, and humiliating individuals, especially leaders, causes more rapid organizational change.
Potential Counteraction: This is often the most hurtful form of attack, but it is also the easiest to defend. This is a tactic of desperation. See it as such. Don’t hide from the attack. Show it for what it is – an unfair, hurtful attack on person. Keep a copy of Alinsky’s rules, let the media and the public see the play book. The American people love the underdog. Again, turn the attack into one of David (you) versus Goliath (the attacker). Let the people see the humanity of the target. Personalize the attack in the minds of the public – in other words, let the people see the callousness of the attack and its planned nature.
There are few surprises, just a lack of preparation.

2005-08-11T09:27:00.000-04:00

Media Relations: A Best Practices Primer

2005-08-06T16:08:00.000-04:00

By T.L. HEADLEY
Genesis Group Principal
ONA, W.Va. – The first rule of media relations is a simple one – tell the truth.
Yes, it is sometimes necessary to withhold information, but NEVER – repeat NEVER – lie to the media.
Another important rule is to not portray yourself as an expert in a subject you know little about.
If you don’t know the answer to a question, say so and provide a clear timeline for having answer for the question.
The bottom line?
Be dependable and always respond to a reporter’s questions.
For those who came to the profession of public relations from a business or marketing background – those who never worked as journalists – reporters are often seen as the enemy, people whose jobs it is to destroy the world – the very children of Satan.
But most journalists are driven by a simple goal – to inform the public about things that matter to them in their lives.
When you understand that, journalists don’t seem like the enemy at all.
But what are the essential dos and don’ts of media relations.
Knowing what you can and can’t do is vital when you are working with the media.
Beyond truth and dependability, there are a few other points to remember. They include:
· Always return a reporter’s call
· If you don’t have the information requested , say so and offer to get the information. Remember to get a clear deadline for the reporter and meet the deadline with either the information or let them know that you can’t provide it. The important thing is DON’T LEAVE THEM HANGING!
· Provide authoritative sources for answers.
Some of the things you can’t do include:
· Lie
· Fake an answer
· Assume ANYTHING is off the record
· Show favoritism
· Offer something of value to get your story placed in the media
First, it is imperative that you always return a reporter’s call.
Not to do so gives the impression that you do not view their queries as important, that you do not trust them to report fairly or – and this is key – that you have something to hide. Not returning a call is a HUGE red flag for a good reporter.
Yes, we have all heard the stories of reporters who twist your words, make up quotes or "have it in for (fill in the blank)."
As a former journalist, this writer can honestly say I have never seen an instance in which a reporter for a respected media outlet can get by with this kind of unethical behavior. The media values it credility above all else.
Once lost, it cannot get it back and without it the media has nothing to sell.
There is an important distinction to make at this point.
There is a major difference between a reporter and an analyst. A reporter simply relates the story – the simple facts of the situation. An analyst looks beyond those facts and injects opinion and conjecture to fill in the blanks of a story. Another type of media person is a "pundit" or "advocate."
If a media person is a reporter you can expect fair treatment. If, however, the person is an advocate or pundit, you can expect a feature with a clear "slant." It may be in your favor or against your position. It is important to educate yourself about the person or persons to whom you will be talking.
Second, it is important to remember to follow through. If you have promised to get information, do so in a timely manner, pay attention to the reporter’s deadline and if you can’t get the information, tell them so.
This is simply professionalism and indicates you respect the reporter’s work.
When possible, provide authoritative sources for the answers to the reporter’s queries. Doing so will be appreciated and will give key personnel experience in the proper way to work with the press. This is important when it comes to dealing with crises.
Last, there are several things you simply don’t do.
Never lie to a reporter. It is unethical and inevitably it will be discovered. When it is your credibility with the press and the public is damaged or destroyed.
You can withhold information if necessary, but do not lie.
Never assume anything is off the record or show favoritism for one reporter over another in a public manner. Assuming anything is off the record is a sure and quick path to trouble. You may think something you say is understood as "just a joke" or "some background," but you can rest assured you will probably see it in the newspaper or on the evening news.
And you can never offer anything of value to get your story placed. To do so is a clear violation of the public trust. It is unethical on its face.
Now, it is alright to have lunch with a reporter to discuss coverage or pitch a story. But is is important never to offer anything of significant value. You can send tokens such as pens or notepads with contact information or similar items.

Building Your Brand

2005-08-06T16:03:00.000-04:00

By T.L. HEADLEY
Genesis Group Principal
ONA, W.Va. -- Coca-Cola, Tide, Las Vegas, the New York Yankees -- the names alone are enough for the senses to kick into gear.
You can almost taste the Coke, see the lights of the city, smell the hot dogs and hear the crack of the bat. What’s more, you can visualize the symbols connected with the products -- the familiar Coca-Cola logo, the casinos and the NY on the baseball caps. There is no mistaking them for something else.
These are "brands."
Does your product or company have a brand image?
How do you build a brand image?
A "brand" is something that makes your product, serviceor company unique. It is essentially a perception that it occupies its own niche in the marketplace.
Building an image involves five primary steps:
A. Select a name and symbol
B. Create awareness and brand identity
C. Brand licensing
D. Create a brand image
E. Create trust.
The first step is to select a name and brand symbol. These should be memorable and distinctive. It should also be easily pronounceable (the period the rock musician Prince used a symbol aside).
Ideally it should be easily associated with the primary image you are attempting to develop -- an example is the "Coal Keeps the Lights On" campaign of the West Virginia Coal Association. The logo is simply a light bulb and the slogan along with the citation of the WVCA.
It had quick, clear impact and easily transmitted the key idea, that without the state’s coal association, production of sufficient electricity in the United States would be impossible or unaffordable. It brought the question of whether to mine coal directly into the individual home.
Second, you have to create awareness and brand identity.
This is fairly self-explanatory.
Create awareness of the brand is accomplished by advertising, generating free media, word-of-mouth and other types of relationship building practices that create and maintain trust.
Once you have developed brand awareness you have to focus on maintaining your brand image by making sure your company taking all necessary steps to protect the trust in the brand.
Remember, your product may have the best brand image in the market, but if your company loses the public’s trust the product will also be impacted and sales will drop.
NEXT: Building Brand Associations

Crisis Communications: A Best Practices Primer

2005-06-24T17:30:00.000-04:00

By T.L. HEADLEY
Genesis Group Principal
ONA, WV – Okay, it is 5:15 on a cold Friday afternoon. As you were leaving the office the phone rang. On the line is a reporter with the local newspaper. She wants to get a comment on the coal slurry spill from one of your company’s coal mines that is polluting a stream, threatening drinking water for several thousand homes and killing fish.
This was the first you had heard of the spill and there is no one in the office to ask.
If it were an isolated instance it would be bad enough, but if true it is the fourth major slurry spill into the river in the past year.
The media and the communities along the river are already screaming bloody murder and the issue has drawn national attention.
The reporter says she has an 8 p.m. deadline for the next morning’s edition. You also know you will be getting calls from other newspapers and television media outlets.
How should you handle this situation?
Hopefully, your organization is properly prepared with an established crisis communications plan. If not, now is the time to develop one.
What are the components of a crisis communications plan? How do you start to put one together?
Okay, to start, you have to understand exactly what is the definition of a crisis.
A crisis is "any situation that is threatening or could threaten to harm people or property, seriously interrupt business or negatively impact stock value."
The first step in putting together a crisis communications plan is to remember that the focus is on being prepared for potential problems and not simply react to them as they occur.
Initially, you should identify you crisis communications team and your primary spokespersons.
Who should they be?
Your team should include your organization chief, whether that be the CEO, the senior partner or the owner.
The team should also include the organization’s chief financial officer, if one exists, and the chief public relations officer – whether it is an internal or consultant position.
The chief legal counsel should also be included – again, whether an in-house or consultant position.
In larger organizations, the team should also include key organizational division chiefs, such as the director of human resources, and the chief operating officer. If there is a science or environmental advisor that person should be included on the team.
Who should be the primary spokesperson?
Contrary to common practice in many companies, the CEO should not be the chief spokesperson.
The key should simply be communications ability – the ability to project trust, competence and knowledge.
An important factor to consider is that the team include people who would have an intimate knowledge of potential crises, such as the lead detective in a criminal case or the chief electrician of a mine.
Once you have identified your team and key spokespeople, they should be provided with quality training by a professional.
This training should be regular and in-depth. It should include role-playing, crisis response drills and rude interviews so members of the team have real world experience.
It should be stressed that if your organization does not have in-house public relations training, it should invest in the services of an expert. Also, while an attorney can advise on the law and the CEO can advise on financial requirements, they cannot take the place of a public relations expert.
The next step is to determine your organization’s communications protocols.
This should include development of a 24-hour "on-call" rotation so that someone is always available to talk to the media and the public if necessary.
Also, team members should be equipped with 24-hour contact capability, including cell phones, pagers and e-mail.
The crisis communications team list and contact information should be distributed throughout the organization and posted in all offices. Training should be provided to staff in how to utilize the list as well as the basics of media relations.
The next step is to identify and know you audiences.
A partial list should include customers and potential customers, investors, the media, government agencies, the general public and your creditors.
After you have identified your team and your audiences, you should perform a "crisis inventory" – essentially a brainstorming session for a team to identify potential crises.
As you identify potential crises, they should be rated by likelihood of occurrence – essentially a threat matrix.
Best and worst case scenarios for each situation should be developed and from that additional needed members of the crisis team can be identified.
Once potential crises are identified the team can develop possible responses for each crisis.
An example would be a large layoff – the response to which could be a message such as follows:
"In the face of unfair international trade, our company is being forced to take drastic measures. In order to protect jobs, we are being forced to cut costs, reduce inventory, purchasing and non-essential staff. We regret these actions, but we will do whatever is necessary to defend our company and our community."
One step in developing a proper crisis inventory is to hold regular information collection interviews with mid- to lower-level employees.
These interviews should be conducted as if the interviewer was a "beat reporter." Depending on the size of the organization, a minimum of 10 to 20 interviews should be conducted from across the spectrum of the organization. The interviews must be confidential.
Interviewers should look for potentially harmful trends, inconsistencies among respondents or consensus that something is likely to be a problem.
During this process, it may be possible to identify "loose cannons" and communications "bottlenecks."
From this information, you should be able to develop a quality crisis communications plan.

The Art of War: Applying the Principles of Sun Tzu to Public Relations (Part 1)

2005-06-23T00:03:00.000-04:00

By T.L. HEADLEY
Genesis Group Principal
ONA, W.Va. -- It has been more than 2000 years since Chinese general and philosopher Sun Tzu wrote "The Art of War," a treatise on military tactics that has become a classic.
While the book was originally purely a collection of the author's thoughts on proper military strategy and tactics, it can be applied to everything from politics to marketing and public relations.
In the book, Sun Tzu outlines 50 basic rules that a good commander must follow to be successful.
During the next few months we will look at how "The Art of War" can be applied to public relations. Each month we will look at three or four of the concepts and illustrate their application with everyday examples.
This month, we look at the first three precepts:
A. Thoroughly assess the battlefield
B. Compare the attributes of the competitors and yourself; and,
C. Look for strategic turns and advantages.
Several of Sun Tzu's precepts are familiar to the public relations practitioner.
First, a public relations professional should thoroughly assess the current conditions on the battlefield -- the client's important communities.
Sun refers to the "five constant factors" --
A. Moral influence
B. Weather
C. Terrain
D. The opposing commander; and,
E. Doctrine
Moral influence is another way of saying whether the client or product is believed.
Is it "the best?"
Is your candidate really the "best person for the job?"
Has your company really done everything it could to prevent the spilling of black mine water into the area's streams?
Do you, as the public relations professional really believe in your client?
The question of weather can be equated to external influences -- changes in the way business is done, technological innovation, etc.
The "terrain" is exactly that -- the battlefield on which the fight will take place. In terms of marketing it is the marketplace. In terms of public relations it is the "hearts and minds" of the public.
Another factor is the relative ability of the opposing leadership. Whose staff is best able to strategize? To adapt to changes?
The last of the five constant factors is "doctrine." This is, in essence, the principles by which the battle will be fought. Is one side playing by the rules and the other not?
The second precept is to research yourself and your potential adversary. Sun Tzu said there are seven primary measures by which the parties should be compared:
A. Which leader is best able to rally the troops?
B. Which commander is a more able leader?
C. Which side determined the battlefield and conditions under which the battle is being fought?
D. Which side has the most loyal troops?
E. Which side is stronger in terms of resources?
F. Which side has better training?
G. Which side better maintains discipline in production and message?
The third precept is to always "look for strategic turns and advantage."
According to Sun, the good commander will use the information he has gained to look for or create strategic advantage.
"All warfare is based on deception," Sun wrote. "Therefore when able to attack we must pretend to be unable. When employing troops we must seem inactive and when we are near we must make our enemy believe we are far away."
In essence, make your moves on your own timetable and do not allow yourself to be drawn into battle on a field not of your choosing.
A note of caution here:
"Deception" in this usage is not intended to condone lying, either about person or product. The meaning of deception in this usage is the strategic use of timing, of holding your cards to the chest until needed.
While it is never a good policy to lie, it is sometimes necessary to not offer information.
The West Virginia Department of Environmental Protection recently had a major problem with a negative public image largely as a result of problems with a single responsiblility -- regulation of the state's mining industry.
Numerous media stories outlined these problems, ignoring many successful people-helping programs.
Over the course of several months, the department was able to change the nature of the battlefield by focusing media attention on these programs. As a result, the relationship with the media changed across the board.
Next month: "Waging War"

PR Commentary -- A Best Practices Forum

2005-06-15T20:32:00.000-04:00

By T.L. HEADLEY
Principal The Genesis Group
We have all heard them, the names people use for the professional public relations practitioner -- "spin doctor," "pundit" and others that are not so nice.
Truth be told, many of us have refused jobs or quit ones we held because we no longer believed in the client.
There really is some truth to the old adage, "you can lead a horse to water, but you can't make him drink." This is especially true if the water is tainted.
This blog is dedicated to the public relations professional and to the journalists we work with every day in the on-going effort to provide the public with reliable information about things that matter.
I will be providing editorial support and contributing news, commentary and information, but I want to open this forum up to my fellow communicators.
I see this as a forum in which we can answer each other's questions -- whether it is the reporter who wants to know how to rebuild a relationship that went sour due to a negative story, or the public relations professional who needs to know how to get a story idea accepted by a skeptical editor.
That's it for now. Check back to this site for further posts. Let's build this community together.
tlh