The Schism

Losing Builds Winners

2012-01-29T20:30:00.000-05:00

"Is winning everything?" The senior vice president of a multinational manufacturer was screaming at the assembled throngs of employees, trying to pump them into a frenzied, feel-good state. "No. Absolutely not!"

Hmmm... what do we have here? Could it be that we have someone sage enough to understand that business, like life, is multifaceted? That it supersedes black-and-white characterizations of how business is built?

"Winning is not everything," he continued, pacing across the stage, the spotlight following his agitated gait. "IT IS THE ONLY THING!"

Ah, we were so close to a dose of humanity. So close.

Let's face it. Winning feels good. Coming in first has been pounded into us since those kindergarten field day races so long ago. You want to be at the top of the podium. You want the promotion. You want that sale.

But chances are, even for the most successful among us, you're going to lose now and then. That's a good thing.

McDougall Travers Collins has been blessed over the past few months, having been awarded assignments from highly respected organizations in sectors ranging from medical technology to financial services to healthcare delivery to automotive industry manufacturing. But we've also lost.

Just a couple weeks ago, we came in second to a well-known NYC-based firm in a competitive bid. Why? They promised the client that they'd land them on the Today Show in six weeks or less. We refused to make similar guarantees, preferring to take a more reasoned and seasoned approach.

In this case, losing made us take stock of how we conduct business. Thankfully, we passed that self-assessment with our heads held high.

But losing also makes you stronger. It makes you more deeply study what went wrong, and what went right. It fortifies your resolve to fight the better fight the next time around. It helps you assess the character of those around you.

Losing, when viewed in perspective, helps build long-term winners.

And that exec who screamed that winning was the only thing? Little did he realize that he had quickly lost that which he most desired: the respect of those in the room.

PR Horror Stories

2012-01-22T16:00:00.000-05:00

We recently came across this PR horror story -- is misstep by MCA Records back in the '80s. There's nothing like sending out fake cocaine to get your organization noticed, right?

We need your help identifying other horror stories from the profession. These aren't just to elicit schadenfreude, but to help the next generation of practitioners learn from others' mistakes.

We'll be sharing the best at the Western New York College Media Convention at SUNY Brockport in late February.

So bring them on... the more grimace-inducing, the better!

PR for PR: Why?

2012-01-05T22:24:00.001-05:00

Earlier this week, PR News published the transcript of its Advisory Board roundtable, on which I happen to serve. One topic that quickly arose was redefining what public relations is, as well as increasing awareness of the profession.

These have been common refrains since I entered the industry two decades ago. PRSA gave the topics new life when it decided to launch its "PR Defined" campaign in 2011, and it's rare to see a panel discussion that doesn't touch on the subjects.

It would seem we're missing a critical point, one that we'd be remiss for not having in hand with any other program: a compelling, clearly-stated, actionable objective.

Like a group of occupiers in a park somewhere, there seems to be a rash of lukewarm reasons for this questionable behavior. We want a seat at the table. The profession has changed. The average person doesn't know what we do.

Talk is cheap. If you deserved a seat at the table, you'd have it (and quit wasting your time looking for the table; spend it delivering results, and your chair will appear). The profession is of course evolving, and you should be keeping abreast of its advances without thinking your colleagues care about the nuance. And for the love of Pete, just explain what you do; as a communicator, if you can't do this without assistance, don't ever pass a resume by my desk (and maybe think about a new career altogether).

Do I think we should go about our work quietly, or even obfuscate our role in shaping opinion? Hell no. Why else would I give time to leadership roles with PRSA and a range of other organizations that advance the profession? Why would I speak with students about reputation management career options? Why would I have left a corporate marketing role to return to the communications field? I love what I do... what we do.

But at the same time, it would seem many of my colleagues are trying to tell and sell a story to the mass market when they should be focused on more highly-targeted audiences. In an industry where -- in many cases -- we're making magic happen behind the scenes, they want more visible credit and platitudes. They want their Toby Keith moment.

So here's my challenge. Convince me why the man on the street should be able to define public relations any more than he can define actuarial science or materials engineering. Better yet, make be believe that a CEO would rather understand the particulars of what you do versus the results you deliver. Show me that, and we have a ballgame.

CES 2012: Celebrate Discovery

2012-01-02T20:14:00.001-05:00

The 2012 Consumer Electronics Show begins next week, much to the delight of the tens of thousands of attendees who will flock to Las Vegas to see the latest and greatest devices that have come to enrich (or dominate) our lives.

I've been fortunate to be part of this throng for years, representing clients such as Yamaha and Turtle Beach as well as driving the show media strategy for Kodak during its digital heyday. In many ways, the work my teams and I did added to the madness, highlighting various technologies and products for members of the international press corps, and in more than a few instances dominating media coverage (no small feat for an event that draws more than 1,000 reporters).

One such device was the Turtle Beach AudioTron, the first-of-its-kind networked home audio player. It was the precursor to Roku boxes, Sonos speakers, Apple TV and other dedicated devices that stream content from the Web to the living room. Holed up in a small conference room, we literally had a line out the door for three days as journalists saw the future of streaming audio... more than a decade ago.

Making room for a new home theater device today, I came across my own AudioTron (which still works flawlessly) and recalled how much buzz the product generated. Why? Because it wasn't developed by an industry giant such as Sony, but a smaller company who had taken a chance on building a better mousetrap.

So here's an inside tip from a CES veteran -- pass through the booths of the industry juggernauts, but spend more time exploring new territory. Walk a bit more slowly among the six-foot tabletop displays that upstarts have paid dearly to obtain. Ask other attendees what's excited them, especially from a conceptual point of view. Purposely seek out prototypes ahead of their time, which can be found lurking in an off-strip hotel suite doubling as a meeting venue.

In an age where there's seemingly little surprise left at major trade shows, thanks to pre-announcements and online leaks, become a hunter. When that little idea explodes onto the market a few years from now, you can claim to have been on the inside from the early days. Therein lies the true excitement of CES -- discovery.

Best of the Holiday eCards

2011-12-21T14:36:00.002-05:00

'Tis the season for electronic holiday greetings. We've posted our own "smashing" video card below, along with links to a few other favorites.

Check these out for some more holiday joy!

Lessons from a Bell Ringer

2011-12-19T14:32:00.001-05:00

Ring-a-ling, ring-a-ling. "Merry Christmas!" So went the refrain this morning outside Macy's at Eastview Mall in Victor, N.Y., where McDougall Travers Collins manned a famous red kettle.

Aside from raising a considerable amount of donations for the Salvation Army, we were struck by how much some simple bell ringing -- when done with conviction -- can provide insights into marketing any product or service.

1. Vary your volume. See those prospects in row 15 of the parking lot? Amplify that ring... make them notice you from afar, so they're ready to give (buy!) when they reach the destination. As they draw near, turn it down a notch, giving them a break from the otherwise earsplitting cacophony.

2. Mix up your rhythm. Who wants to hear the same ring pattern time and time again? Throw in a little variety to keep the message fresh, and to prevent your audiences from tuning out.

3. Find a prop. Sleigh bells? Nah, we went with an old school dinner bell from home. Its silver plating, deep wooden handle, and loud (LOUD!), deep tone made quite an impression versus the standard issue equipment. That, as you might expect, led to more than a few questions, which allowed us to...

4. ... Engage in conversation. Bell ringing is the 18th-century version of social media -- you're not just asking for a dollar or some coins, but trying to strike up a discussion. Once your audience knows there's some substance behind that smile, they're more like to give a little more.

5. Say thank you to everyone. Everyone, whether they give or not, receives a heartfelt thank you. They've taken the time to listen, whether they wanted to or not, and maybe -- just maybe -- they'll make that donation at another time.

Jumping out of the metaphorical world for a moment, consider giving of your own time or good fortune this week as the Salvation Army makes its final Red Kettle appeal. Click here to learn more!

Chat with us live!

2011-12-12T20:24:00.002-05:00

We've just added a new slew of MTC-led presentations and discussions to our calendar for the end of this year and 2012. Glance to your right, and join us in Rochester, Chicago or Austin over the coming months!

Loser (How to Throw an Awards Competition)

2011-12-01T16:00:00.001-05:00

ADDYs. Silver Anvils. Tellys. A Lion or two. Winning awards sometimes seems to be an agency discipline unto itself. I know of at least one large firm who employs a full-time awards coordinator. It’s serious business (well, in the minds of some, at least).

I have one question: With all this firepower, with all of this creativity, with all of these resources, why in the name of all things good and great are the majority of awards entries so lackluster?

OK, you’ve caught me climbing onto my soapbox. But stick around for a moment; as a long-time judge for a number of global, regional and local competitions, I’m trying to help.

Just yesterday, I had the opportunity to serve as a judge for a national competition focused on a conservative but somewhat creative industry. The first few entries were duds — the luck of the draw, we figured. As we dug deeper, the entire lot turned out to be just mediocre or less. This marked the second time in recent months where my fellow judges and I deemed no entrant worthy of an award. There was a trend afoot.

Ignore best practices — no one seems to care. Instead, how about I share a few ways to guarantee that your awards entry is tossed aside? With real examples included, yet masked to protect the not-so-innocent, here we go...

Intrigued? Read my full column at AgencyPost.com, which launched today to to equip communications professionals with information and insights that allow them to innovate and drive their own success.

Look Before You Leap: Social Media Around the World

2011-11-29T10:55:00.001-05:00

We welcome Katie Corbut, account coordinator, in her first post for The Schism.

It’s no secret that social media use is growingexponentially. It seems as though new platforms pop up every month and at timesit’s hard to keep up with this ever-changing medium.

Some say it started with AOL and instant messaging, others saythey jumped on board with MySpace in the early 2000s. Regardless, it’s easy tosee that any company wishing to engage with key audiences today, must do so onthe Internet in some fashion. The same holds true for international businesses.

Organizations wishing to reach audiencesin foreign countries, whether the company has roots there or not, must beguided and encouraged to follow the documented and undocumented rules.

We all know there are certain nuances that are not appropriatehere in the U.S. It’s not okay to hold up your middle finger at someone, andpeople will always look at you funny if you say words backwards. So youwouldn’t go to the Middle East and give the “thumbs up,” or go to Saudi Arabiaand say “hello” to a man if you’re a woman.

In the U.S., we enjoy a level of freedom of speech that somecountries do not allow – and this must be taken into consideration forcountries with strict speech laws.

In a New York Times article, the Chinese government was quoted saying: “Companiesthat do business in China must follow the laws of the land.” China recently set in motion legislation to further regulate the “spread ofharmful information.” Such harmful information will be banned by the governmentimmediately – so be sure to tailor your client’s messaging without using thelist of banned keywords.

Christian Arno of Lingo24, a translation services provider,recently wrote a blog post about how to be successful when venturing into thesocial media realms abroad. Here are his top five tips, plus my commentary against each:

1.Choose the right social networks.

Facebook has over 700million users (up from 600 million in 2010), but there are still othersocial media platforms used globally. In China, Qzone is the biggest networkfor teens and is popular with casual users, while Renren is used primarily bycollege students. Kaixin001 is like LinkedIn, but for the Chinese network. VKontakte is also similar to LinkedIn, but is used by Russian professionals –and this network reportedly dominates all other social networks in the country.Orkut, owned by Google, is the biggest platform in Brazil and is also usedheavily in India.

2.Find out what people like.

According to Arno, Asia uses social media primarily for sharingand downloading music and videos. In India, games and music sharing dominatessocial media use. Western Europe mirrors North America the most, as socialmedia is used to share content and information.

3.Develop a [localized] strategy.

Is it more cost effective to develop and execute social mediastrategies yourself, or would hiring a specialist who lives in the demographicarea in which your client is trying to market make more sense?

4.Localize your content.

This is what I was talking about earlier. Don’t walk into a blackand white party wearing polka dots and plaid. Read the news, know where you’regoing and who you’re talking to. For example, when American fast food giant Kentucky Fried Chicken opened their first restaurant inBeijing in in 1987, they accidentally translated KFC's famous slogan,“Finger-lickin' good” to “We'll Eat Your Fingers Off!” in Chinese.

5.Interact.

The purpose of social media doesn’t change on differentcontinents. Platforms might be different but the idea remains the same: two-waycommunication is key.

When it comes to using social media around the world, it'simportant to really do your homework. Sometimes cultural norms are determinedby years of tradition, and other times by a legislative entity. As the oldsaying goes, look before you leap.

QR: Quick Response or Questionable Reasoning

2011-11-16T21:41:00.001-05:00

It was 5:30 a.m., and I'd just settled into a chair near by gate. Stifling a yawn, my eyelids opened just enough to see a cheery airport staffer headed my way with a stack of cards in her hand.

What could she be so eager to pass out at this time of the morning? Maybe a Dunkin' Donuts gift card? Some airline miles? None of the above. Instead, it was an invitation to take a short survey about the ROC airport experience, accessed via a QR code with your smart phone.

After seeing QR codes pop up overnight on all sorts of items, here was a well-thought-out application. At a time when the sun hadn't even crested the horizon, the last thing I want to do is punch a URL into my phone, or -- God help me -- speak to someone in person to provide insights on business travel. This was a better, and dare I say reasonable, request -- scan the bar code, answer a few mobile-optimized questions, and I was done.

My faith in QR codes restored, I boarded the plane. With the cabin door closing, I turned off my iPad, my Droid and other various devices, then grabbed a copy of the inflight magazine. I flipped a few pages before finding it...

There before me sat a beautifully designed, full page advertisement for something (I honestly can't remember the product). The copy then invited me to -- you guessed it -- scan a QR code for more information.

So let's think this through... chances are I'm reading this at 30,000 feet, on an airline that has no WiFi capability on its entire fleet of aircraft, and I'm not likely to take the magazine with me when I deplane. What in the hell was QR code doing on that ad, except frustrating the tech novice three rows behind me who kept scanning it only to receive a "page not found" message in her phone browser?

QR codes have their place, right alongside some of the other wah-wah pedals of our profession. Used creatively, they can turn interest into action. But placed in the hands of a team who only sees them as a cool accessory without understanding how they function, they too often miss the mark.

We want to hear from you. What are the best and worst uses of QR codes you've stumbled across over the past few weeks?

Our Sister Blog: Smarty Rants

2011-11-13T21:20:00.001-05:00

Now and then, we like to cross-promote the great work being done by our Buffalo office -- Travers Collins. But don't wait for us... head over to the Smarty Rants blog for an inside look at what makes our colleagues to the west tick!

Excerpt 4: Balancing Corporate & Personal Brands

2011-10-31T12:45:00.001-04:00

The following is the fourth excerpt from "Walking the Wire: Striking a Balance Between Corporate and Personal Brands" as presented by Mike McDougall, APR at the Ragan Communications / Southwest Airlines conference in October 2011.

Tip #4: Address the Problem Children

So you've screened out the vampires, but you're left with a few employees whose personal brands aren't simpatico with the corporate brand. They're the problem children.

I'm reminded of a conversation with the GM of a mid-market television station. He had a reporter whose personal brand was far outreaching the station brand via social media. That could be the foundation for a fantastic symbiotic relationship, but in this case, the reporter was Tweeting -- in large volumes -- questionable and subjective content.

The GM was troubled. "I know this is an issue, but [person] brings us so many eyeballs," he explained.

What would you do? Let the reporter continue unabated, or step in to make a much-needed change?

Ignoring the problem children won't make the situation disappear. In fact, the longer you ignore the issue, the more severe it will become. Plus, you'll be sending a signal to others in the organization that this type of action is condoned or even expected.

When you do take action, resist the urge to come in with guns a-blazin'. After all, the goal is not to force out the employee, but to find a way to modify his or her behavior in a way befitting the brand. It's a conversation, not an intervention (well, at least not at the beginning stage).

This isn't complex science. It's just a sound general management principle applied to a new medium.

And if you're a parent like me, you know that taking care of a whining child firmly yet with compassion is usually the best path forward. Address those problem children -- now!

To read additional insights from Mike McDougall's discussion, bookmark The Schism or follow our Twitter feed (@McDougallTC). For a copy of the presentation slides, contact us at info@McDougallTC.com.

Refreshing Perspectives from HR Chiefs

2011-10-26T16:50:00.001-04:00

The auditorium was packed, with the din of audience chatter overpowering the master of ceremonies' voice as he stepped to the podium. With the glare of the spotlights bouncing off their pearly smiles, the five panelists readied themselves for the discussion that was to come.

Another communications conference, perhaps? Not quite. It was "Up Close & Personal: a Conversation with Chief Human Resources Officers" held in Rochester last night.

The program topic would have you believe that the 130 registered attendees were there to discuss the intricacies of human resources. That's a fair assumption. In fact, I'd come to better understand the mindset of colleagues with whom I regularly work on employee communications challenges.

Carrying even more impact, however, were some broad-based recommendations and insights that just as easily apply to the communications profession as HR:

From Michelle Graham, SVP HR at Greatbatch: "The secret to career success is rotation, rotation, rotation. You have to live in all of the roles which you someday hope to oversee."
From Chuck Murphy, associate VP HR at the University of Rochester: "Speak the language of your business partner. How you discuss a topic with your CFO will differ from how you discuss it with your marketing chief or operations VP."
From Lisa Critchley, SVP HR at Home Properties: "Don't be afraid to speak up. If you have the idea, chances are you'll be assigned the task."
From Laurie Zaucha, SVP HR and OD at Paychex: "There is never an opportunity not to learn. Take advantage of the situation you're in."
From Steve DePerrior of The Burke Group: "We're at the point of managing four generations in the workforce. It will take new ideas and skills to effectively communicate with and train them."

Thanks to Nazareth College for hosting this event, and for the panelists giving of their time.

Excerpt 3: Balancing Corporate & Personal Brands

2011-10-24T19:18:00.001-04:00

The following is the third excerpt from "Walking the Wire: Striking a Balance Between Corporate and Personal Brands" as presented by Mike McDougall, APR at the Ragan Communications / Southwest Airlines conference in October 2011.

We've discussed setting expectations and seeking the true believers, but what about protecting your brand from those who might otherwise do it harm? It's essential that you screen for vampires.

Most of us don't live in Transylvania, and I wouldn't know where to find a silver spike if you asked me. It's crucial, though, that we know how to preempt a blood-sucking attack.

First and foremost, take an active role in screening candidates for hire, especially in senior or visible roles. We're not just talking about communications roles -- this extends to company-wide hiring.

But HR has that covered, right? They're obviously conducting screens of candidates' personal brands, especially on social media sites that could offer up revealing and salacious details best left under a cloak of darkness. Not so fast.

In my experience, a few progressive HR organizations are digging deep, but many others are assuming that the hiring manager is conducting his or her own research. That's a dangerous assumption to make, especially when a cursory, one-page Google search may turn up few items of interest to the harried executive desperate to get someone in the door.

I'm not advocating that communications screen every candidate ourselves. Far from it, in fact. Our role is to inject a healthy fear of the vampire into our hiring culture. It's a hell of a lot easier to screen out the trouble makers before they arrive in the company versus after they're on the payroll.

And what about the vampires who've already made their way inside, and whose personal brands conflict with the values and mission of the organization? We'll get to those in a moment with tip #4.

To read additional insights from Mike McDougall's discussion, bookmark The Schism or follow our Twitter feed (@McDougallTC). For a copy of the presentation slides, contact us at info@McDougallTC.com.

Change at the Top: Additonal Resources

2011-10-17T10:00:00.000-04:00

Attendees at our "Change at the Top: Effectively Communicating Leadership Transitions" session from the 2011 PRSA International Conference in Orlando may benefit from some additional reading on the subject, including these links:

The Managed CEO Transition, CEO Forum Group
Changing of the Guard: 10 Strategies, Miri McDonald
Firing the CEO, Legal & Compliance

For a copy of our conference presentation slides, just click here or contact us at info@mcdougalltc.com.

Five Ways to Elevate Your PRSA Conference Experience

2011-10-13T07:04:00.001-04:00

The 2011 Public Relations Society of America International Conference kicks off this weekend in Orlando, welcoming communications professionals from multiple industries and geographies. With top-tier keynotes, dozens of professional development sessions, a hall crammed with vendors, an extensive hotel complex, and a city designed for visitors, it can take some time to get acclimated, especially for the new attendee.

Since we've been lacing up our PRSA conference boots for the past decade, it's only fair to share a few secrets from our survival guide:

1. Download the PRSA Mobile App. Use your iPhone, Android, Blackberry or Windows Phone to view the extensive conference program, glance at venue maps, look up local dining and entertainment options, and even see contact details for other conference attendees. Get it here.

2. Tap into Conference Social Media Tools. Even if you've seen social media incorporated at other conferences, be prepared to be blown away by its use in Orlando. Follow the #PRSAICON hashtag on Twitter to read realtime updates from other attendees. Follow PRSA speakers at @McDougallTC/prsa-2011-conf-speakers and Leadership Assembly delegates at @MikeMcDoug/prsa-2011-assembly. Check into multiple FourSquare conference locations and sessions. Even send a bit of what you're hearing to colleagues back home by using UStream.

3. Believe the Buzz. PRSA volunteers worked incredibly hard on programming, resulting in a wide variety of professional development topics. So how can you choose the best? A lot rests on the speaker, not just the content. Ask around as to who usually packs a room. See who's actively promoting their sessions on social media platforms (i.e., it means they want you there!). If you've seen a speaker in recent years and he/she is back, feedback must have been good, so see them again discussing a different topic.

4. Find the Gems. Identify at least one professional development session that you wouldn't normally think to attend, and show up there. Doing so lets you stretch your brain, perhaps meet a difference segment of attendees, and even find hidden-in-plain-sight practices that you could bring to your own industry.

5. Use Your Room for Sleeping. Despite the temptation "to get some work done," don't hole up in your hotel room. The conference is a rare chance to network with peers from across the globe, so spend as much time as possible in the hallways, at the sessions, walking the exhibits, and encountering smart, enthusiastic pros and students at every turn.

What's your secret survival tip? Post it in the comments, and we'll share an updated list this weekend. See you in Orlando!

Excerpt #2: Balancing Corporate & Personal Brands

2011-10-12T10:25:00.001-04:00

The following is the second excerpt from "Walking the Wire: Striking a Balance Between Corporate and Personal Brands" as presented by Mike McDougall at the Ragan Communications / Southwest Airlines conference in October 2011.

This tip may be one of the most important -- seek the true believers.

Whom do you want associated with your company brand? Employees who already live and breathe it, who support it, who understand it.

Influencers have always existed in organizations, well before the advent of social media. Go “old school” and work with these colleagues who have been honing their personal brands for years. For those who haven't extended their brands into the digital realm, help them make the leap. Remember that we're aiming for a symbiotic relationship -- you have to give to get.

While this technique could have national or international benefits in some cases, don’t overlook the hyper-local approach. Some personal brands can be more effective in a small sphere – for instance, at a particular office or plant location. Find those influencers, and make sure they're acting as ambassadors for the company with the full backing of the communications team.

To read additional insights from the discussion, bookmark the PR Schism or follow our Twitter feed (@McDougallTC). For a copy of the presentation slides, contact us at info@McDougallTC.com.

Soapbox: The "Look at Me" Mistake

2011-10-10T08:58:00.001-04:00

"Look at me, look at me! Hey, over here. Right here! Yoo-hoo. Look. At. Me. NOW!"

You all remember that kid from the playground. The one who always felt the need to be the center of attention, even if she wasn't relevant to the conversation. And of course you recall what happened next -- you and your friends tried even harder to ignore her.

I always cringe when the same occurs in the public relations profession, with the same predictable results. It's an agency overloading the room when meeting with their advertising and marketing counterparts. A corporate PR manager trying to "own" all aspects of social media without realizing it's a shared responsibility. Industry spokespeople trying to somehow prove PR's worth by trumpeting new studies, such as this post by PRSA CEO Rosanna Fiske.

Having practiced public relations for nearly two decades, I'm proud of the profession. I love what I do. The results that my teams and I have produced have made a measurable difference for dozens of clients, companies and causes around the world. What could be better than that?

The problem lies not in that pride, but believing that telling is better than showing. When choosing sides for a playground soccer game, no one wants to listen to the kid over on the swings waving his arms for attention. They gravitate toward the kid who can bring her skills onto the field, score a few goals, and share her secret stash of candy with teammates afterward.

In the corporate setting, business leaders don't want to hear their executives go on-and-on about their functional prowess. You don't hear colleagues in finance talking about why they're needed. You don't hear the head of human resources trying to push a new SHRM study detailing HR's value into the hands of the CEO. "But they've already made it onto the radar," you say.

News flash -- so has communications and PR in many organizations around the globe. How? Not by talking about the function, but by proving its business value. By showing outcomes that are tied directly to business outcomes. By making a visible difference in how the company conducts itself.

Talk is cheap. For a profession in which talk plays such a large role, that's a lesson that's too often overlooked.

Excerpt #1: Balancing Corporate & Personal Brands

2011-10-07T12:24:00.000-04:00

The following is an excerpt from "Walking the Wire: Striking a Balance Between Corporate and Personal Brands" as presented by Mike McDougall at the Ragan Communications / Southwest Airlines conference in October 2011.

Here's your first tip when trying to balance your corporate brand with your employees' personal brand efforts: establish mutual expectations.

For you Star Trek fans in the room, there are no mind melds. Assuming your people know what's right is... well... wrong. Without guidelines -- whether a written policy or even a conversation -- you're asking for trouble, especially with the evolution of digital outreach.

Leave some room for the gray areas -- you don't want to handcuff yourself via policy when markets change or opportunities arise. Consider incorporating the guidelines into an existing corporate code of conduct on business and ethical behavior, which should be broad enough to cover most scenarios, whether in the physical or digital worlds.

Then reinforce those guidelines with action and recognition -- highlight members of your team who themselves are achieving balance. This will go much further than simply asking employees to read and sign a 20-page policy document (which they'll promptly forget in less than a week, if they read it at all).

To glean additional insights from the discussion, bookmark the PR Schism or follow our Twitter feed (@McDougallTC). For a copy of the presentation slides, contact us at info@McDougallTC.com.

What's on Your (Physical) Wall?

2011-10-04T16:02:00.001-04:00

What’s onyour wall? No, not your Facebook wall. Your company’s walls. In hallways, inlunchrooms, on the manufacturing floor?

These wallstell the story of your organization, communicate your culture, record yourhistory, and inspire your teams. So why do most communicators ignore them?

Sure, youwere called in last year when the main lobby needed a makeover. Or when a boardmember visited and wanted the entry hallway to have more pep (a true story).But what about the yards – if not miles – of other walls across the company?

In mostcases, you’ve placed control of those halls into the hands of the people whooccupy the cubicles and offices nearby. Empowerment is good, but a completehandover is not. The later manifests itself in tired, faded wall hangings that –especially as turnover occurs – don’t reflect the organization today (or showcasethe “unique” tastes of the past inhabitants).

In the caseof that board member request, the charge came to the communications group to “revitalize”the hallways. A few weeks later, those halls were brightened, a companyhistorical timeline built ad installed, and plasma screens hung to displaycorporate news.

Problemsolved, right? Wrong.

As thecommunications team counseled prior to the start of the project, the hallwaysreflect the culture of the organization – that drab, defeated feeling was notthe paint scheme at work, but overall employee morale and satisfaction. Sure, aphysical pick-me-up can help begin to turn the tide, but not without a moretransformative culture shift. The “revitalization” was essentially a veneer,not a solution to the underlying issue.

So who getsit right? Southwest Airlines. I’ve spent the past day at its headquarters inDallas, having been invited to speak at a Ragan Communications conference.Adorning every wall surface are testaments to the culture the company has builtover the past four decades – framed Southwest t-shirts, thank you letters fromschool children, photos of employees across the U.S., customer testimonials, awards,and more. It’s like gazing at tapestries as you walk the halls of the VaticanMuseum – they seemingly go on forever, and the same holds true at Southwest.You’re in awe. Bingo!

These hallsare curated, but not because of a corporate mandate or misguided executive.They are the spirit of the company in physical form, reconnecting employees andvisitors to the entire Southwest experience. More importantly, they’reauthentic.

So don’tignore your walls. They’re begging to exhibit what makes your organization andits people unique, desperately wanting to tell a story. Your role? Help themspeak.

Learning from the Dunkin' Guy

2011-10-02T20:28:00.000-04:00

It was a few minutes before 7 a.m. when my car swung into the Dunkin' Donuts parking lot. Shuffling into the store in need of caffeine and a toasted bagel, I ambled into line behind a few other like-minded souls.

You could hear him before you saw him -- rustling paper "to go" bags, dropped utensils and the furious ping of prepared egg patty trays against their steel warmers. It was the 17-year-old Dunkin' guy, working with all his might to fill the flurry of orders coming from the counter and the drive through.

What stuck out was not his determination to meet a new speed record for ham-on-croissant preparation, which was clearly evident. No, it was the way in which he was going about it -- so fast and eager to please his 19-year-old manager that he made two wrong moves for every right one. Bags were dropped, cheese fell to the floor, and the wrong orders were handed to the wrong customer.

He needed to slow his pace, shifting his goal mix more toward accuracy than velocity.

What I saw at Dunkin' occurs in offices across the U.S. every day, and more pointedly for this blog, in communications and advertising agencies at an alarming clip. Newly-minted assistant account executives and interns throw their entire day into warp drive, hoping beyond hope that they score big to attract notice of their peers and their clients. The results aren't pretty -- high stress, higher probabilities of failure, and high turnover.

For some senior practitioners, it's too easy to proffer that such is a right of passage. In an environment where every client dollar has to be stretched further and made to work harder, that's no longer an option. Instead, we have to coach, to mentor, to bring more junior members into the fold as to what it means to work smarter.

A simple solution? Absolutely. So get going, and grab me an egg-and-cheese on a multi-grain while you're at it.

Day Two Syndrome

2011-09-23T07:00:00.000-04:00

It's the point in time to which everyone looks forward. The big launch. The unveiling. Go day. Teams are pumped. Buzz is spreading online. E-mails are flying, There's a palpable energy in the air, built on a mix of adrenaline and caffeine.

And then comes day two.

If you're like many executives, your go-to-market plan is brilliantly sketched out through the first 24 hours of launch (or for lucky ones, the first week or month). But move beyond that initial, euphoric entry of your "baby" into the world, and detailed plans likely encounter a steep decline.

We know your pain. Having launched seemingly every manner of product, service or concept over the past couple of decades, getting teams excited about day two is incredibly difficult. They want to bask in their new-found glory, trying to make is last while getting a well-deserved breather. [Multiply this by a factor of 10 if you happened to have launched at an industry convention in Las Vegas!]

At McDougall Travers Collins, we're on day two ourselves. Even with some of the best minds in the business, we're not immune to these issues either (although we keep hoping for the discovery of the day two vaccine, available for convenient dosing at your local Walgreens).

So what can you do? Build at least a basic post-launch structure, and then set the expectation of how your teams will need to execute against it. Speak to the launch as not a singular day, but as a series of interconnected events. Implement a rewards system beginning on day two for continued incentive. Rotate out staff who are burning the midnight oil, giving them some much-needed R&R.

Most importantly, acknowledge the common day two slump, and ask your team to work together to overcome it. They circled the wagons to get your idea off the ground, and keeping them engaged and excited sets apart a manager from a true business leader.

--

Do you have a day two tip or insight? Share it here.

2011-09-22T09:00:00.000-04:00

PR& Marcom Industry Veterans Launch
McDougallTravers Collins
New Firm OffersSenior-Level Reputation Counsel to Businesses Worldwide

ROCHESTER and BUFFALO, N.Y., September22, 2011 — Public relations and communications executive MikeMcDougall today announced he is partnering with Buffalo, N.Y.-based marketingcommunications agency Travers Collinsto form a new firm. McDougall TraversCollins (MTC) focuses on domestic and international businesses that requiresenior-level strategic counsel and execution to restore, protect and enhancetheir brands.

McDougall Travers Collins isheadquartered in Rochester, N.Y., and will closely collaborate with Travers Collins, which has grown to 40people since its founding in 1995.

“Overthe past several years, Bob Travers, Bill Collins and I have discussed joiningforces when the time was right,” said McDougall, MTC’s managing partner. “Afterspending nearly a decade in corporate leadership roles, it became increasinglyclear that there’s a growing need for deeply experienced reputation counsel –peers who have walked in the shoes of our clients.”

McDougallwas most recently the global vice president of Corporate Communications andPublic Affairs for eye health giant Bausch & Lomb Incorporated, helping steerthe organization through a highly tumultuous period. From 2003 to 2007, heserved as worldwide public relations director and worldwide market developmentdirector for Eastman Kodak Company’s consumer digital business, driving arenewed appreciation for the company’s consumer electronics portfolio andunderlying technologies. Earlier in his career, he advised more than 50entrepreneurial ventures, mid-sized businesses and Fortune 100 enterpriseswhile holding leadership roles at Buck & Pulleyn, Inc. and GilesCommunications.

“Intoday’s high-pressure, high-return business environment, there’s no substitutefor experienced leadership,” noted Collins, principal of Travers Collins.“Adding Mike’s expertise in global affairs as well as multiple business-to-businessand consumer industries complements the senior team we’ve cultivated in ourBuffalo office. This collaboration is a win for our current and future clientsacross the region and around the world.”

Thefirm’s reputation-related services include public relations, social/digitalmedia development, employee communications, advertising, marketingcommunications, investor relations and corporate philanthropy management. Itwill operate under the McDougall TraversCollins brand from its Rochester operations, while the Buffalo office willretain the Travers Collins brand.Supplementing their in-house expertise, both firms have direct access to anextensive network of agency partners across six continents. For additionalinformation, visit www.McDougallTC.com.

# # #

Headquartered at theLarkin at Exchange Building, Travers Collins (www.traverscollins.com) is one ofBuffalo-Niagara's largest locally owned and operated marketing communicationsfirms, employing a staff of 40. Travers Collins has expertise in advertising,public relations, investor relations and digital strategies. Founded in 1995,the firm is a member of one of the leading networks of advertising agencies,the Transworld Advertising Agency Network (TAAN).

Scars slow to heal...

2011-09-11T15:57:00.001-04:00

The New York Downtown Marriott had just reopened its doors. It was May 2002, and I was in lower Manhattan for a meeting at the hotel. Arriving early, I checked in then showed my key to the elevator attendant -- security was still tighter than normal. Stepping off on a high floor and glancing out the window, I was left without words.

Although months had passed, the scars of that fateful morning had not. Now, 10 years after the attack, I'm publishing these images for the first time.

When Brands Collide: Personal vs. Corporate

2011-09-06T16:34:00.002-04:00

The following originally appeared as a June 2011 Management POV column in PR News.

@ScottMontyis an unlikely Twitter handle for Ford Motor Company’s leading presence on thesite. “I knew that I had the ability to leverage my personal brand on behalf ofthe company,” said Monty, Ford’s global digital and multimedia communicationsmanager in a recent Fortune storydiscussing his move to the automaker in 2008. Thousands of existing, personal onlinefans followed him to Ford.

Butwhen Monty eventually leaves Ford, will his fans pick-up and travel with him? Possiblyso. Thisis just one dilemma of the increasingly complex intersection between personaland organizational brands.

NotJust Online

Today’sunsettled personal-organizational brand relationships are not just confined tothe digital world. Cast your eye toward the recent challenges at Kodak with itschief marketing officer – a bigger-than-life communicator who focused onadvancing the company’s brand, but in time concentrated more on his ownpersona.

Afterleading the company into a number of semi-high profile ventures such as realityTV appearances and strolls down Hollywood redcarpets, he left the photography giant this summer. It’s no coincidence thathis departure “to pursue personal projects” came just a few days after hismuch-publicized business book hit shelves, and weeks after his promotionalefforts became more self-focused than Kodak-focused.

Butfor every negative story, there are also tales of positive personal brand usageto advance organization agendas and vice versa. A small non-profit suddenlygets massive exposure after an employee performs a heroic act. Or amultinational company starts an ambassador program, pumping resources into staremployees to encourage them to broadly share their experiences.

Sohow do the organization and the individual achieve symbiosis in this newenvironment?

Establish guidelines and expectations for shared branding. These may exist as part of formal policy or as an informal agreement, depending on your governance culture. Be as explicit as possible as to what is encouraged and what is not acceptable, leaving some “gray” to account for unexpected opportunities.

Train and coach. Policy or informal agreement means little without active coaching. Have regular discussions with individuals and groups about what’s working well, and where challenges are arising with personal brands. Don’t limit this to your organization – look to competitors and outside your industry to see how others are succeeding or failing.
Tap existing influencers. Influencers have always existed in organizations, well before the advent of social media. Go “old school” and work with these colleagues who likely have been honing their personal brands for years. While this technique could have national or international benefits in some cases, don’t forget the hyper-local approach. Some personal brands can be more effective in a small sphere – for instance, at a particular office or plant location.
Address the problem children. Ignoring a company-personal brand conflict won’t make it disappear. I’m reminded of a local market TV station where a top reporter blends questionable, highly subjective content with occasional news blurbs via Twitter. In effect, the reporter has become the story, growing a base of followers greater than the station itself. By not actively addressing her behavior, the reputation of the station – and its news team as a whole – is at risk.
Reward success. If the organization-personal brand relationship is intended to be mutually beneficial, both parties should be clear in their expectation of benefits. For the organization contributing resources, are the personal brands of its employees or volunteers driving awareness, sales or other desirable metrics? For the contributing individuals, are they benefiting through increased responsibility, exposure, or even compensation?
Have a plan for when things go wrong. What happens if a “branded” employee is arrested for a serious crime then continues to unofficially represent the company? What if the company faces corruption charges, sullying the reputation of everyone associated with it? Both the organization and its employees need to prepare themselves for unexpected change or disruption.

KnowYour “Off Ramp”

“Weneed our brand to be consistent, and our organization to be seen as stable inthe community,” says a development director at a major non-profit service group.“It’s a challenge to determine if elevating the profiles of individual teammembers will ultimately help or hurt that, since we know that over time some peoplewill come and go.”

Thechallenge of shared organizational-personal branding is not a new one, but it’staking on a new dynamic in today’s semi-unstructured digital environment. Thisis especially true when a company and employee choose to part ways.

It’sessential to ascertain how both parties wish to communicate a departure to fansand followers, especially in digital media channels. Is there a formal desireto ‘transfer’ fans to the organization? If so, to whom? Will the employeecontinue to be an unofficial ambassador, or should ties be severed completely?

Askthese questions at the onset of the program – as with any communicationsventure, never engage without having an exit strategy in hand. In some cases,you may choose to refrain from entering at all.

---

Mike McDougall will address how to co-manage corporate and personal brands during Ragan's "Communicating Your Company Story" conference on October 4 at Southwest Airlines' headquarters in Dallas.

Beware of the Klout-Happy Prophets

2011-08-25T17:15:00.001-04:00

Gathering steam during his presentation to industry peers, the speaker paused. "Why would we target all of our company's followers when Klout allows us to see who's most influential? That's why we're zeroing in on those with the higher Klout scores."

On the surface, this approach would seem to make sense. Why speak to the masses when you can zero in on audiences who can best amplify your message? Right? No, WRONG!

Blindly segmenting your followers (or targeted followers) solely based on Klout scores and insights is dangerous. Consider the following:

A Klout score does not indicate a person's level of influence regarding a particular topic, although the tool tries to make sense of issues being discussed. If you're a commercial food products company, do you really care that Alicia has a 68 score when that's based on her expertise in scrapbooking?
The "Influential About" categorization is still hit or miss. A person in my office recently mentioned how she was designated as a Seinfeld expert, yet that's among her least favorite shows of all time (nor did she ever remember mentioning Seinfeld in any of her posts).
Users can somewhat manipulate their scores, linking only to social networks in which they've built a solid base of followers, while leaving others unlinked.
Scores can fluctuate wildly. Case in point -- following a international teleseminar that I conducted for Ragan Communications last month, my score shot up by nearly 25 points. Why? Because I used Twitter to conduct Q&A over the course of a couple hours.

Don't get me wrong. Measuring influence and influencers is a step in the right direction for the communications and marketing professionals, and Klout provides a glimpse of what might be. That's fascinating, and we're in on the ground floor.

But at the same time, remember that Klout is a new tool that can be over-emphasized. As opposed to thinking about its scores in the absolute sense, use them as directional indicators worthy of more exploration.

And remember that no matter what Klout says, I am not influential about lambs (seriously, lambs... I'm still scratching my head on that one)!

Do CES Innovations Awards Matter?

2011-08-14T16:12:00.000-04:00

Sorting through the mail, the logo was instantly recognizable. A sphere of orange hovering on a jet black background. The time to enter the annual International CES Innovations Awards competition is upon us once again.

For nearly four decades, this design and engineering honors program has called out the most promising products in the consumer electronics industry, shining the spotlight a bit brighter on select offerings from across the globe. But in an age where awards are a dime a dozen, does an Innovations badge matter?

Having prepared winning entries for the like of Yamaha, Kodak and Turtle Beach over the past 15+ years, I still answer with a resounding yes. Not only does the award attract attention from media and digital enthusiasts prior to the annual CES show, but it also provides recognition for the R&D and design teams who often go overlooked as rapid CE launch cycles fly by. In short, it's all in how you merchandise it.

So how do you win? Drop me a line, and I'll be happy to share some tips and tricks.

Get Out There: Your Brand Beyond the Office

2011-08-09T16:19:00.000-04:00

The light turned green, and my car lurched forward with all the others yesterday afternoon. Changing lanes, I looked up to find myself behind a Pepsi truck. Or was it...?

While I could make out the familiar red top of the Pepsi orb, most of it had been plastered over by a bright orange Gatorade logo (which also covered some of the safety tags on the back of the big rig).

Would the good folks at PepsiCo -- Gatorade's parent -- see this as an unforgivable transgression? Probably not. The trucking group was probably doing as it was told from an office hundreds of miles away, using a one-size-fits-all adhesive film.

But at the same time, would the brand managers for both Pepsi and Gatorade have any inkling that, in all likelihood, other trucks across the region or country were displaying the same type of bastardized logo application?

By the same token, does the USAirways marketing team know that its blue and white logo glows hot red at LaGuardia's gate 9 (plus other lovely colors on additional screens, which have long outlived their intended life)?

Never has it been more critical for brand and communications pros to remove themselves from their offices, and get out into the field to see how their products and companies are being represented. I know the arguments against doing so -- travel budgets are being cut, there's too much on the plate already, and that social media provides a good set of alternative eyes and ears.

Without seeing -- experiencing! -- the brand for themselves in its most far-flung places, we can't fully understand where and why inconsistencies might occur. Get out there, and as a bonus, you'll win the respect of colleagues operating in those regions -- the very folks who regularly complain that headquarters knows little about operating in their neck of the woods.

I'm reminded of sitting in San Francisco one evening with the CMO of Kodak's consumer business. The company was in the midst of an identity shift -- a concerted move to digital with a redesigned logo. We'd just been discussing the significant cost to take that on, and how there were so many "legacy" players to reach -- labs, mom-and-pop retailers, and more

At that very moment, the storefront lights of Fisherman's Wharf twinkled on, illuminating the streetscape below. Our eyes both scanned the horizon to see dozens of yellow "KODAK" signs advertising film, instant prints and more -- retailers that weren't even on our radar.

With a deep breath and growing grin, my dining companion -- one of the most brilliant marketers I've ever known -- expressed the situation perfectly: "Well... shit. We have some more work to do."

Enough with the excuses. Get out there, and live your brand in the shoes of your customers.

PAETEC: A Communications Perspective

2011-08-01T16:53:00.004-04:00

This morning's announcement of a planned sale of Rochester-headquartered PAETEC Holding Corp. by Windstream Corp. has set off speculation around the community as to what may or may not occur.

Having been a participant in a recent large company deal (Warburg Pincus' acquisition of Bausch & Lomb), the rumors sound familiar. Fair enough -- this type of deal breeds uncertainty and nervousness, and neither Windstream nor PAETEC will be able to immediately calm the waters.

What's likely to emerge from PAETEC in the weeks to come?

1. SILENCE. Until PAETEC issues its proxy statement to shareholders, don't expect any additional, credible details to emerge. Both companies have an obligation to share the same information with all shareholders, so any media interviews, employee meetings, or other on-the-record conversations will only repeat what's already offered up in this morning's news release.

2. REPETITION. Once the proxy is issued, the companies' communications teams will have little latitude to add color commentary to what's described in its pages. From a legal perspective, this could be viewed as providing an unfair advantage to shareholders not receiving such commentary. Instead, look for the common themes from the proxy to be repeated (in most cases, verbatim).

3. REASSURANCE. While Windstream appears to be focused on PAETEC's "network assets, an expansive fiber infrastructure, and larger data center footprint," the company will also do its best to assuage the fears of PAETEC employees. This will most likely take the form of vague reiterations of the commitment to company culture instead of delving into any specifics. Why? Because if any detail is revealed as to restructuring, staffing levels, etc. that isn't contained in the proxy agreement, the companies will be subject to shareholder suits.

Is this type of environment conducive to a positive workplace environment or community support prior to the deal close? Absolutely not. Unfortunately, there's little wiggle room if the company wants to see the acquisition approved as quickly as possible while keeping litigation to a minimum.

A Deeper Look: the 2011 PRism Best of Show

2011-07-29T06:00:00.001-04:00

On a steamy summer's night last month, WROC-TV anchor Kevin Doran approached the microphone at Rochester's Artisan Works, where 150 or so of the region's public relations pros had gathered for the annual industry awards reception.

"And the winner of the 2011 PRism corporate best of show is... Bausch + Lomb and Lions Clubs International Foundation for the Fighting Childhood Blindness: the Pediatric Cataract Initiative."

As one of the co-founders of the Initiative, I was thrilled... for the countless children whose sight would be saved, for their mothers and fathers whose burden may be eased ever so slightly, and for their communities that would one day see those children play a more active role as a sighted adult.

Of course, I was also thrilled for the team behind the Initiative's first 18 months, who largely remained hidden as we focused on the cause. Indulge me as I call them out for some much-deserved recognition in what became a labor of love:

Jerry Ostrov, Paul Sartori, and Dr. Joe Barr, my co-founders who believed in the cause and had the foresight to take action;
Curt Weeden of Business & Non-Profit Strategies, who provided a steady, guiding hand as we encountered the swells and troughs of building a global philanthropic program from the ground up;
Sharon Sankes, Kristy Guerra and Elizabeth Murphy, members of my in-house communications and philanthropy team who dove into the weeds as needed;
Our dedicated agency partners -- Glenn Clark, Erin DiVincenzo and Peter Germano at Clark CSM in Rochester; Penny Hemming at Penelope Hemming PR in Sydney; and Nicole Ravlin, Ken Liatsos, Alicia DeMartini, and Kristena Morse at PMG PR in Burlington.
And of course, our indefatigable partners at Lions Clubs International Foundation, especially Katharine Keller, Nicole Brown, and Phil Albano.

[Click here to download a copy of the program's two-page synopsis. Note this version was prepared for PR News, which has named the Initiative a finalist in its 2011 Platinum Awards.]

Now, a confession... while I was thrilled, the element of surprise had evaporated about 90 minutes earlier. That's when a reporter from the Rochester Democrat & Chronicle had been pointed my way, and began the conversation by stating, "So I've been told you can tell me about the program that's winning best of show."

I'd left B+L a couple months earlier, but -- as no one else from the company had arrived for the pre-awards reception and the journalist was itching to leave -- I was pressed back into service. Once a spokesperson, always a spokesperson (and, as a member of Lions Club myself, I continue to support the program).

So again, congratulations and thanks to all who had the heart, the tenacity and the passion to truly make a difference through this incredible program.

-----------------
Postscript:

Some have asked where the program stands today, given that three of the four co-founders have since left B+L. Thankfully, it continues to serve those in need, living up to the commitment we made from the start -- that our success would be measured not over years, but decades.

Give to Get: Corporate Support for Non-Profits

2011-07-28T13:06:00.002-04:00

My friends at the Ad Council of Rochester asked me to pen a few words on corporate philanthropy for its "Over Coffee..." blog. You can find my thoughts here. [Make sure to check out the Chronicle of Philanthropy link at the very bottom for a trends snapshot.]

Glance Back, then Look Ahead

2011-07-19T21:48:00.002-04:00

It's a common question when reviewing a data stream from Vocus, Meltwater or other communications data providers -- how did we do?

There's nothing wrong with taking a critical look at past performance. In fact, objective, qualitative measures are overdue in much of the PR world, with many shops and practitioners only having adopted basic tracking (beyond clippings) in recent years.

But a few innovators are looking at the same data set and asking an entirely different question -- what does this mean for the future? They're using the past to look forward.

Is predictive modeling a major step in communications programming? Absolutely.

With the pace and volume at which communications are moving across the world, predictive analytics provide a significant competitive advantage. What does the last day's digital stream say about what will likely transpire tomorrow? Where's the trend line headed of the crisis unfolding before you? Will person X continue to be an influencer on a hot topic next month, or will her star fade?

So the next time you open your browser window and log into your measurement dashboard, take a second look at what you're seeing. That dream of a crystal ball is becoming closer with every passing day.

A Faltering Obligation

2011-06-10T13:23:00.004-04:00

Communities have typically benefited from the companies that call them home. I'm not talking about the job creation or impact to the tax base, but philanthropic outreach that over time has become taken for granted.

Unfortunately, that very mindset -- of considering philanthropic giving, whether in dollars or volunteer hours, as a given -- has eroded many corporations' local giving programs. With demand for greater return from investors, charitable giving is a seemingly easy cut to make.

Why not, right? Many executives view a community's reliance on corporate support as unsustainable, and are offended by the entitlement mentality. The fault herein lies with organizations continually extending their hands for grants, yet offering nothing to the company in return in the way of reputation gain.

The good news is that mentality among local non-profits is shifting, bolstered by advocates such as Curt Weeden. They're seeing -- slowly -- the need for the win-win.

The bad news, however, is that corporations are continuing to slide on this front... something Weeden's latest book -- Smart Giving is Good Business -- lays out in exquisite detail.

At the heart of the matter is corporate misunderstanding about the role of philanthropy, and how it can advance business. But at the same time, especially as it applies to local giving, I can't help but wonder if this is tied to a trend among senior executives to be less involved in civic pursuits on a personal level.

Yes, many execs hold multiple local and regional board seats for appearance purposes, but fewer seem to be actively engaged, citing time pressures. Add to that a growing trend of executives who work remotely -- and who never truly affiliate themselves with their adopted communities -- and you have a class of disconnected, socially-unaware leaders.

As a former Fortune 1000 senior executive who had direct oversight for philanthropic pursuits, I experienced the challenge first hand. Peers found it too easy to dismiss grant requests, even those promising a win-win, since they didn't understand the community itself. What suffered were the very organizations that made the community appealing for employees -- visual and performing arts, social assistance, enhanced education and more.

In no uncertain terms, a corporation has a philanthropic obligation to the communities in which it is based. But without meaningful personal involvement from senior business leaders, dollars will continue to be held back.

Have you succeeded or failed in getting your executive team to be personally involved in the community? Share your stories with a comment.

Alternate Pathways

2011-05-18T13:38:00.002-04:00

One recent evening, I rounded a corner at home to find my 10-year-old sighing and rolling his eyes. A fourth grade mathematics worksheet lay on the table. "Why," he huffed, "do I have to show my work?"

His protest led me to a movie-like flashback (sans the blurred, wavy visual transition). How many times had I heard those same words from teachers while growing up, or found them scrawled on a returned page (even with the right answer in place)? Like father, like son.

Now Kyle is a kid who doesn't need to work through math problems on the paper in front of him. He's blessed with an analytical mind, and grows frustrated when he has to take extra time to document what he feels should be obvious. He proffers that as long as his outcome is correct -- the goal, after all -- why should the pathway be scrutinized?

His experience mirrors what many of us will face in our professional lives -- managers or peers so focused on specific mechanics that they lose sight of the end game. The reasons are many: they can more easily measure the tactics vs. outcomes, they only know one way of accomplishing the goal, or they're scared of innovative (and possibly better) approaches.

So what can you do? As someone facing a "show your work" manager, build up trust gradually, laying out your paths multiple times over various projects until you've proven yourself. Then again, with some superiors who love to micro-manage, you may have to adapt your own style (or seek an alternative role).

More importantly, as leaders, we can build organization and teams where the outcome is more important than a rigidly defined pathway. In these instances, the ideal is not simply showing the work, but discussing and debating techniques (both applied and discarded) in search of more efficient and more effective methodologies.

I was fortunate early in my career to have been taught this lesson. Ever since, the degree to which my teams have consistently amazed me and delighted clients and colleagues with innovative, unconventional approaches has been significant.

So the next time you're ready to be directive, pause for a moment. Instead of "show your work," try "explore your work." What transpires – the outcome and route taken – might surprise you.

The Ethics of Competitive Depositioning

2011-05-16T10:46:00.002-04:00

The Burson-Facebook debacle has pointed a spotlight toward a component of the communications industry that few understand, and many don't care to discuss -- competitive depositioning. It can be seen as sully, underhanded and even unethical... the worst type of PR.

But we need to separate competitive depositioning from smear campaigns.

The classic smear, of course, involves running a competitor through the mud, often hiding your own identity and masking the intent (see fig. 1 - Burson). Not only does it violate the industry's ethics guidelines regarding clear identification of a sponsoring organization, but it also often results in backlash.

Depositioning, on the other hand, seeks to openly call into question claims made or actions taken by competitors. In essence, it is part of a check-and-balance process that ultimately keeps the marketplace more honest.

For instance, when I was leading communications strategy development for Kodak's cost-play entry into the home inkjet printer market, one competitor loomed large -- Hewlett-Packard. Now for anyone who has ever bought an inkjet cartridge, you know the pain that surges through your body at checkout. How much did that tiny piece of plastic just cost?

We struck early and often at HP's "value" pricing models, whether by poking fun at the outrageous cost of their inks, developing ink cost calculators, or asking journalists to investigate the issue of their own accord. Our role was not to provide the answers, but to place questions into the marketplace that would lead consumers to discover the truth themselves. And yes, we always identified ourselves as Kodak.

Burson and Facebook fell short by turning to the cloak and dagger routine. Challenging Social Circle's privacy was not at issue (although I personally believe it to be not all that threatening), but in the manner in which it was conducted.

Let's hope this black eye for Burson will be a warning call to shady practices elsewhere. But at the same time, let's not throw away a valuable approach -- competitive depositioning -- that has the power to shape a marketplace for the better.

Twitter: The Great SM Proxy

2011-05-11T22:44:00.000-04:00

Studying the room after a few minutes, it was clear that a few people were lost. The speech had been billed as a view into the future of social media, and the speaker had not spent nearly any time discussing Twitter.

Perfect! The audience – a group of communications executives from the cable and broadcasting industry gathered on Manhattan’s Upper East Side -- was exactly where I’d hoped. My unorthodox approach had made them question what they believed to be good and true, that Twitter WAS the future.

It’s easy to become all consumed by the ubiquitous nature of Twitter, believing it is setting the tone for the future of digital communications and conversation. In some ways, it is, but it’s unwise to overlook the myriad start-ups rolling out cutting-edge SM applications, whether GeoIQ for location-intelligence visualization, Klout for influence scoring or Hearsay for corporate SM compliance.

“Wait,” you protest. “Services such as those rely on a few digital media platforms for their content. Without Twitter, they wouldn’t exist.” Not necessarily.

A recent report pegged Twitter usage at just eight percent of the U.S. population, so its ubiquity may be more a mindset of “in the know” communications professionals than reality. That’s dangerous. Not because being Twitter-conversant isn’t important, but because of how many practitioners are treating the service: as the only game in town.

What about Hyves in the Netherlands? Or Renren in China? Wait, is Orkut still going strong in Brazil? As much as we think the world is global, localized services – even in the digital universe – can and often do win out.

Therein lay the secret. Look to Twitter as a proxy, not the be-all-end-all. Applications only pulling in and crunching Twitter content streams will soon be doing the same for other platforms (JitterJam, recently acquired by Meltwater, is a good example).

And when that occurs, where will you be? Will you have built programs and campaigns so specific to Twitter that you’ll be forced to continue down that path, or will you expand your line of sight to an even richer flow of information from additional sources?

When Recruitment Sites Fail

2011-04-13T21:08:00.007-04:00

The company-endorsed (in fact, promoted) blemish to its own reputation. It's been lurking under your nose for years. Right there in plain sight.

Behold the over-looked, under-funded and outdated recruiting Web site. Not the Flash-intensive, smiling faces, bells-and-whistles marketing front-end, but the applicant back-end.

I've been guilty of ignoring this aspect of recruitment branding myself. As a senior communications executive, I had believed that functional applications systems were keeping pace with the more visible work my teams were doing. I was wrong.

So what can organizations do to propel their online application process (or "getting you in the system," as HR specialists are fond of saying) into the 21st century? I offer three suggestions:

1. Deploy a Universal Template. With multiple organizations using common solutions providers such as Kenexa/BrassRing, adopt a universal template for automatic population of basic data fields, with applicant information stored in a virtual, secure clearinghouse. A number of universities have been using a common application for years -- it's time for the corporate world to catch up.

2. Ensure Mobile Compatibility. The rise of mobile devices, whether smart phones or tablets, increases the chances that potential hires will be using them to input their data. When a drop-down menu is rendered useless on an iPad, expect your social-savvy applicants to dust off their #fail hash tags.

3. Set Expectations. Advise the applicant on the opening screen as to what information you'll be gathering (or in some instances, will not be requesting). Sites run the gamut, from simply asking for a resume upload to suddenly springing a 60-question MBTI-like personality assessment. Follow the no surprises rule, and your non-complete percentage will plummet.

Having worked with (and in) HR organizations for years, it's clear that many recruitment specialists share these sentiments, but are content with "good enough" when faced with budget and time pressures. But is "good enough" the impression you want to leave with high potential talent?

ACCP 2011: Engaging Corporate Communicators

2011-03-07T19:20:00.004-05:00

When the request came from the Association for Corporate Contributions Professionals to present a keynote at its annual conference, I jumped at the chance. I figured there would be no better platform to share information about Bausch + Lomb's new global signature program -- the Pediatric Cataract Initiative -- which is focused on conquering a critical cause of childhood blindness.

Yet as I put pen to paper last week (then bits and bytes to a few slides), a realization hit... this would not solely be about the program we'd created, but about why it's been so successful to date. Namely, that the B+L communications team is 110-percent on board (in fact, we co-founded the program alongside our peers).

Only by truly engaging communications peers can corporate philanthropy programs exceed the social and business results to which they aspire. How should you engage? I offer three simple tenets -- bring the important players together from the start, deliver a program with focused differentiation, and rally around a goal that's bigger and more promising that what is simply "achievable."

While the slides mean little without the accompanying commentary, feel free to download a PDF version by clicking here.

The Speed of New: Gator Edition

2011-02-06T13:29:00.002-05:00

Mid-week, I'll be in Gainesville, Fla. at the invitation of the Alpha Chapter of the Public Relations Student Society of America, leading a discussion on how our profession is rapidly changing with the 24-second news cycle.

What will be especially intriguing are the viewpoints of University of Florida students -- young professionals who, in many cases, have only known the round-the-clock, digitally-driven news and content production environment. Will their experiences match up to the new demands of the communications industry?

For those of you playing along at home (or in the dorms), slides can be downloaded here.

Philanthropy's "New Normal"

2011-01-26T15:27:00.004-05:00

“Corporate giving is undergoing a dramatic shift. Expectations are changing from transactional relationships to partnerships, with the company and recipient collaborating for success,” notes Mark Shamley, president and CEO of the Association of Corporate Contributions Professionals. “Philanthropy needs to be integrated with business objectives. As a result, the selection process is also evolving."

I just put my next PR News "Management POV" column to bed, focused on this topic, which has resulted in a significant shift in how Bausch + Lomb is approaching philanthropy. If you're a PR News subscriber, look for it soon! If not, I'll also cover the topic as part of my luncheon keynote at ACCP's annual conference on March 8 in Seattle.

PRSA Rochester Luncheon Slides

2011-01-21T13:42:00.002-05:00

Join me and colleagues from my adopted hometown -- Rochester, NY -- on Thursday, January 27, for an abbreviated version of the "Speed of New" discussion as presented at the 2009 and 2010 PRSA International Conferences. Click here to visit the PRSA Rochester home page.

PRSA International Conference Slides

2010-10-11T17:24:00.004-04:00

Looking for slides from my presentations at the 2010 PRSA International Conference in Washington, D.C.? Well, you've come to the right place.

Click here to download slides from the "Working at the Speed of New" pre-conference seminar.

Slides from the "Shake & Stir: Blending Social and Traditional" can be downloaded here.

PR News Crisis Management Seminar

2010-09-28T14:35:00.003-04:00

If you dialed in for PR News' crisis management Webinar today with John Deveney (Deveney Communications), Glen Nowak (Centers for Disease Control) and me , thanks for participating. My slide deck can be downloaded here.

PRSA "Mash Up" Webinar

2010-09-01T17:05:00.002-04:00

Slides from the September 2 PRSA "Mash Up" Webinar hosted by Cathy Dunkin, Tom Hoehn, and me are available for download here. They won't mean much without the commentary, so we hope you join us live!

Syracuse University (Newhouse) Slides

2010-08-24T21:09:00.002-04:00

Thanks to the graduate students and faculty from Syracuse University's renowned Newhouse School, with whom I had the pleasure of speaking with last evening. As promised, my presentation content is posted here.

Conquering Your (Boss's) Fear

2010-06-01T21:05:00.002-04:00

I had the fortune to be invited to speak at the PRSA Travel & Tourism Conference in Aspen, Colo. last week. What is an eye health PR pro (and former technology PR pro) doing among a gathering of communicators more interested in hospitality than ophthalmology?

Well, it would seem we have quite a bit in common. In my case, and with my co-presenters Tom Hoehn of Kodak and Cathy Dunkin of Standing Partnership, it was about ways to pair social and traditional media for top-notch outcomes.

But what I didn't expect to hear from attendees was their challenges in getting their supervisors, executives, or others pulling higher pay grades to agree to take some calculated risks with regard to PR. Isn't this the industry of Virgin's Richard Branson? Of Southwest's Herb Kelleher? Of "What Happens in Vegas Stays in Vegas?"

Yup, I was (temporarily) flummoxed. Currently working in a conservative, highly regulated industry, I would have thought that the travel and leisure segment was a veritable playground of PR experimentation.

Now back to working at a more reasonable altitude (Rochester's 505 feet, vs. Aspen's 7,900 feet!), my head is a little less cloudy. So what can PR pros in this industry -- or any industry -- do to push the envelope a bit?

First, assess how far you can reasonably push, and how fast. Then find a way to get a small win within those boundaries, and then roll that into something a bit bigger (rinse and repeat).

Second, look to others who are having success, and showcase their results. It may be a similar group in another geography, or a competitor just down the road. Or it may be an organization in another industry altogether. As much as I like to pioneer new PR techniques, I always remember that many of my cohorts would prefer that someone else blaze the trail, allowing us to follow close behind.

Third, ask what's at the core of your executive's hesitancy. Could it be that he/she was burned before? Perhaps they don't understand the approach or technology? Or maybe they're working with incorrect or incomplete information? Get to the root of the problem before identifying the solution.

I'd be interested to hear others' experiences and tips as well. Leave a comment here, drop me a note, or help out the travel industry and book a flight to tell me in person!

PRSA Travel & Tourism Conference

2010-05-26T10:46:00.000-04:00

The slides from "PR Mashup: Blending New Media with Old" can be downloaded as a PDF by clicking here.

PR News: Vendor Procurement Musings

2010-04-29T09:47:00.002-04:00

The Blackberry buzzed the other day, and I found a message from PR News asking to chat about vendor sourcing and relationships. A few of my thoughts made it into this story (although I'm not sure how Gartner got in there... maybe I had a relapse to my tech days).

One point of clarification... as a former agency new biz director myself, I'm a crusader against RFPs when they're not formed and managed intelligently by the client. I can share the war stories -- as many of you can -- about bungled RFPs, cattle calls, winning the business only to find there's no real budget available, etc. But that's a topic for another post!

Where have you been?

2010-04-26T22:40:00.007-04:00

Anywhere but on this blog, quite frankly! It's been a whirlwind spring, with the pot only further stirred with the announcement of a new chairman and a new CEO at Bausch + Lomb (which has kept me busy with professional pursuits).

As of next week, though, I can claim to have visited Palm Springs for the 2010 PRSA Western District Conference. It's a quick trip -- an afternoon in B+L's Surgical headquarters in Orange County, a morning in the desert speaking with colleagues, and then back home.

For those visiting the blog to pick up my slides after the conference, you can download the PDF from here.

Demystifying that New Employee Communications Tool

2010-02-11T21:42:00.004-05:00

As a seasoned practitioner, you're probably hearing the "I'm-trying-to-kill-this-but-playing-along-for-now" questions from your colleagues who are a bit wary of that slick new item in your proverbial employee communications toolbox.

"Won't this increase our liability? What about discoverability?" come the rapid-fire inquisition from the caffeinated folks in legal.

"How do we know that people will use this appropriately? Can we control what they say or don't say?" come the queries from the compliance team.

"Do we really want to give disgruntled employees a forum like this? Won't they be able to get to everyone in the company?" inquire the human resources professionals.

"How can we make sure that people don't use this all day instead of working? Are you sure there's any real business benefit to this?" pass the lips of line managers.

With the advent of internal/employee-focused social media tools, these "new" questions and dozens more like them are being asked every day. But are they really so new?

In short, no.

You may recall that little technology affectionately known as e-mail. I recall first using it in an office setting in 1995, on a fishbowl-looking Mac terminal dedicated to the task behind our agency's reception desk that had an astonishing 28.8 Kbps dial-up capability. Fast-forward 15 years, and e-mail is a part of (if not controlling) our everyday lives. Oh, the dangers...

Or look back to the introduction of instant messaging. My God, you could reach a colleague five desks away and not even need to get up. IM killed the water cooler.

Of course, that World Wide Web thing was just a fad, right? Imagine being able to go anywhere in a virtual universe at the touch of a few keys. It's amazing there's any productivity left in the world.

Don't even get me started on that wonder known as the facsimile machine... I could make that thermal paper zing and sing at the end of a squealing line thousands of miles away in a remote branch office, spewing out anything I could fit onto a scannable sheet.

And of course, the evils of pen, paper and stamp are well known. You mean I could write to anyone about anything, and have it arrive uncensored? You betcha, and with that newfangled photocopier, I could even make copies of letters I received and tack them to the office bulletin boards.

OK, I'll stop before I get to slate tablets and smoke signals. But you get the point. The questions being asked today by your colleagues are -- in many ways -- the same that have been asked for decades as new communications technologies have been introduced. Sure, there are some differences here and there, but the basic principle is the same:

"What I don't understand, I fear. And what I fear, I seek to kill."

So, as you go about launching your internal social media platform, take a few moments -- or more likely a few weeks or months -- to reintroduce your colleagues in legal, HR, compliance and elsewhere to the communications "technologies" they now take for granted. Get to the core of their fears, and help them see social media tools as evolutionary, not revolutionary (yes, my fellow PR pros, tone down the hype already!).

And if that doesn't work? Well, I know where you can get a deal on some slightly used fax machines and reams of thermal paper! Just tell your employees it's "vintage" social networking.

Will the Sr. Executive General VP Please Stand Up?

2010-01-24T20:39:00.003-05:00

"But she's a vice president," a company marketing manager gasps. "So I just assumed she was senior enough to handle this. You mean she's just a few years out of college, and probably hasn't faced this sort of issue before?"

Yup, yes, you got it, and double-yes. That's exactly the case. Welcome to PR agency title inflation.

Sure, exaggerated titles in agencies have always been the norm, and generally overlooked by those in the know. Anyone who can go from "intern" to "account executive" overnight isn't an executive, but it sure looks good on a proposal or business card (and makes clients feel... for a moment... as if the trembling person across the table may just a bit less green).

So the saying goes, you can't be a vice president at a major firm without at least five years experience (yes, a whopping five years... maybe four if you show promise!).

But lately, it seems, titles are growing more and more disproportionate to actual expertise. What is a general manager when there are multiple GMs in an office? Does a senior vice president trump an executive vice president? How about the managing director title for the Brit you lured in -- equivalent to a GM, or below the junior partner?

I'm now waiting for what's to come... workgroup president, associate chief listener, senior equity partner, and I-Only-Show-At-Pitches-So-Don't-Expect-To-See-Me-Again-Owner/Player/Manager.

Title inflation is a fact of agency life. But, if you're bestowed with one of these monikers, or are responsible for handing them out like candy to needy employees at every turn, ask yourself now and again if you may not be drawing snickers (or worse, creating false confidence) beyond your agency's walls.

PRWeek Awards Finalists - Compliments to My Team

2010-01-05T08:30:00.002-05:00

PRWeek (the U.S. edition) has announced the finalists for its 2010 awards. Among this distinguished group is my team at Bausch + Lomb, in the In-House PR Team of the Year category. We're in good company, competing against Ford Motor Company, Virgin America, Cisco, and Scholastic.

Congratulations to all the finalists, and we look forward to seeing you on March 11 in New York as the winners are announced.

Ragan.com Profiles B&L Communications Team

2009-12-07T20:46:00.002-05:00

Ragan.com today profiled the Bausch & Lomb communications team, a pleasant outcome of a few passing remarks that I made while speaking at the PRSA Conference a few weeks ago. I'm fortunate to have the best team in the industry!

Click here for the full story.

A Success Story 60 Years in the Making: Ad Council of Rochester

2009-12-01T12:33:00.003-05:00

On Dec. 2, 1949, the annual Rochester (N.Y.) Advertising Dinner honored Waldo "Pete" Potter, Eastman Kodak Company's director of advertising. During his remarks that evening, Mr. Potter suggested that in light of the work being done by the national Ad Council, there might be the opportunity to do something similar in Rochester. He asked the group to take up that charge, and the organization was incorporated the next year.

Tomorrow morning, 60 years to the day of its conception, the Ad Council of Rochester will kick off a year of reflection and outreach with a professional development session (which I have the honor of conducting) as well as a celebration of all it's done in the region over six decades.

This non-profit organization is like no other in the U.S. -- it is not part of the national Ad Council, and only focuses on programs in the greater Rochester region. It's built on a "pay it forward" model -- communications professionals, media outlets and businesses all come together to strengthen non-profits and in doing so, strengthen the entire community.

If you've been among the thousands of Ad Council of Rochester volunteers, drop me a note, and we'll make sure you're listed during the 60th year festivities. If you're a lapsed volunteer or a interested in making a difference using your professional skills, click here to become involved.

Thomson Reuters Wire Service Poses Challenges

2009-11-12T22:02:00.004-05:00

Earlier this week, vendors serving the public relations industry were stacked side-by-side in the PRSA Conference exhibit hall in San Diego. Among them were some familiar names in the news industry -- the AP, Dow Jones and Thomson Reuters.

AP was serving up access to its extensive photo database, and Dow Jones its research and database services... pretty common fare, with no raised eyebrows. However, a slug on the Thomson Reuters pop-up sign drew my eye... "news wire."

The esteemed Reuters news wire, right, served by (usually) objective journalists spanning the globe? Not quite.

A few weeks ago, Thomson Reuters acquired Hugin Group B.V., a provider of news distribution services. Yes, Thomson Reuters has entered the paid wire service market, up against the likes of PR Newswire, BusinessWire, Market Wire, et al.

Out of sheer curiosity, I asked a couple of Thomson employees how the company plans to avoid consumer confusion between its editorial and paid services. For now, paid distribution will continue to carry the Hugin brand. The team didn't know how a transition to the Thomson Reuters brand would occur, or when for that matter.

Will Hugin's new parent preserve the original but less well-known brand? Will it christen its newly-acquired wire service with the Thomson brand? Or will the lure of the Reuters brand be too strong to ignore, drawing customers but confusing readers in the process?

Herein lies a branding and transparency challenge that will be fascinating to watch play out.

The Wah-Wah Pedal of PR

2009-11-10T02:26:00.002-05:00

About 15 years ago, I was working for Yamaha Corporation as a PR consultant, fresh out of college. No, not the Yamaha motorcycle guys (the "cool" Yamaha), but the music products firm -- guitars, pianos, CD-R drives, computer speakers, etc. As we drove down a street together in Las Vegas, headed for another day at an industry trade show, my client -- Gerry Tschetter, a veteran of the music industry -- shared a story.

Have you ever listened to early 70s rock, and noticed the use of the wah-wah pedal in every guitar solo (and I mean every one)? It seems that when the wah-wah pedal was introduced, everyone rushed out to buy one, and not sure of how to use it appropriately, included it in every single song for the next two or three years.

"Heck, you couldn't even have a guitarist get through 'Happy Birthday' without some wah-wah," recounted Gerry. "But in time, musicians figured it out, and applied it where it was needed. We became more enamored with the music once again as opposed to a pseudo-musical tool."

As I walked the Marriott in San Diego today, comparing the '09 PRSA International Conference to Detroit in '08, I'm starting to hear a bit less social media wah-wah. Oh sure, there are pockets where the guys and gals are screaming for their social media rock stars, who are (over)using wah-wah to the hilt. But then there are also those among us who have eased off that pedal a bit... a cool pedal indeed, but one -- when used a bit more judiciously -- carries more oomph and wow.

And that's music to my ears.

The Business Case for Public Relations

2009-11-08T13:23:00.004-05:00

What is the business case for public relations? I'd have to believe there's a strong one, or we'd all be without a career. Perhaps it's more in the articulation of it...

Join an industry panel (including me) on Monday, Nov. 9 from 10:15 - 11:30 a.m. at the PRSA International Conference as we take a deeper look at how the industry can help itself.

Working at the Speed of New

2009-11-05T11:34:00.007-05:00

In this age of always-on, "gimme more" communication, the 24-hour news cycle has given way to the 24-second tweet cycle.

I'll be sharing ways to conquer and survive this environment at the 2009 PRSA International Conference in San Diego this coming Sunday.

You can download a PDF of the slides here.

Why?

2009-11-05T09:26:00.000-05:00

Why? It's a simple question, and one I've asked daily (if not hourly) since I could speak, and thank my parents for always encouraging me to find the answers.

So I ask it now... why start a blog in a crowded field of sometimes pruning, status-seeking self-proclaimed pundits who speak, publish and shout endlessly about the communications and public affairs professions?

To stimulate debate. To foster critical thinking. To offer alternative viewpoints. To ask my colleagues, my friends, and my peers to engage. And of course to have some fun.

Welcome to PR Schism!