Strategic Communications, LLC

Sometimes it’s hard to believe that we’re only 250 years removed from when we received pertinent information from messengers riding horses who galloped through the night to make sure we knew what was going on. We’re 75 years away from a time when less than 50% of households owned a telephone or radio, and got their news that way. Now, all it takes is the combination of a smart phone and a keen observer to press record, and the whole world knows. Our ever-evolving digital landscape and 24/7 news environment means every interaction is under a microscope. We’re all just one moment – and a good internet connection – away from being the subject of a positive story or viral escapade.

In this digital age, we all know being hyperconnected presents opportunities and challenges. In an instant, sometimes seemingly on the flip of a coin, it can make or break our reputations. As public relations professionals, we’re hyper aware of this paradox. We rely on the magic of media training to help us preserve as many reputations as possible among our clients and the organizations we serve.

When it comes to media training, we find many people can get distracted with imagery of reporters, microphones, and cameras. It’s not always intuitive to deduce that media training is less like preparing for a high-stakes trial and more about learning how to effectively communicate. Maybe we can shift perspectives by presenting it this way: If we can speak comfortably and confidently to members of the media – whose job is to be the voices of our communities – we can speak to anyone.

Media training teaches us about who we are as communicators, encouraging us to think critically, strategically, and thoughtfully about what we’re saying, why we’re saying it, and who we’re saying it to. From a business perspective, it teaches offense so that defense isn’t ever needed.

To make this seem less daunting, the good news (pun intended) is we’re further along in mastering these skills than we think, and it’s thanks to lessons learned during our pandemic pivot. Nearly every industry embraced digital connection. Virtual meeting platforms became classrooms where we learned techniques to help us improve communications skills and – whether we realized it or not – become spokespeople when reporters call, email, and in this digital age, DM us and our organizations.

Collectively, we’re more conscious of our body language and speaking patterns. We’ve learned to keep facial expressions in check and be thoughtful about where on our computer screens we’re looking to simulate real-life eye contact. Virtual meetings have also taught us to be more succinct and strategic with our word choices, eliminating at least a few “ahs” and “ums” from our vocabularies. However subtle, these nonverbal and verbal improvements boost credibility and trust – two important qualities that successful spokespeople have – and help us be more engaging storytellers.

Formal media training builds on this foundation by encouraging organizations to be strategic about what they say, and what they don’t say. In media training, individuals learn how to finetune messaging for clarity and consistency to deliver messages across multiple media platforms. Finessing the messages delivered in person or on camera for digital spaces (including the web and social media) unlocks more opportunities for organizations to connect with key audiences. For example, rewriting TV-ready messages into lighter, informal language for social media (particularly in response to direct Facebook messages) helps strengthen relationships by addressing followers’ questions in a way that feels personal to them. This elevates credibility, builds brand recognition, and establishes your organization as a reliable information source and thought leader in your expertise areas.

Not only is our digital world hyperconnected, it’s hypercompetitive, too. When organizations master the art of storytelling learned through media training, they become persuasive marketers positioned to gain an edge over peers.

Media training helps uncover gaps in an organization’s overall strategy and structure, arming participants with detection tools to be able to anticipate various situations. Your organization likely has Emergency Management protocols to follow when crisis or disaster occurs, such as severe weather events or when safety is at risk. Media training complements preparedness training, enhancing your playbook by encouraging leaders and spokespeople to practice how they would respond publicly in various crisis scenarios. In media training, communications teams can pre-draft “holding statements” before the pressure is on. By being proactive, organizations eliminate or minimize reputational damage and maintain trust in the event they’re tested later.

When organizations invest in media training, they’re demonstrating commitment to supporting their teams to make sure they have the resources they need. When your leaders and spokespeople react and respond calmly, it has a trickle-down effect. Employees will feel calm, safe, and valued, which will help maintain morale and employee retention.

Sometimes, organization leaders think they’re keeping up with the digital times by outfitting team members with the newest gadgets and tools to communicate, but it’s just as important to train all operators in strategy. Think back to Paul Revere’s Midnight Ride. While communication has certainly come a long way since lanterns in churches, horses, and loud voices were our most reliable tools, Revere and those “in the know” still formed a solid strategy to make the most of the tools they did have access to.

In the present day, we have cell phones with the ability to record, send, and post – all at the click of a button – but our challenge is that we aren’t always equipped with the know-how when a moment goes viral. Media training helps to get us over that hump. Media-trained individuals are positioned to respond proactively, comfortably, and confidently in positive moments and ahead of potential tumultuous ones. Media-trained organizations boost credibility, reaffirm positions as trusted, reliable information sources, and are poised to have an advantage over industry peers who do not invest in this resource. Remember, if you can talk to a member of the media, you can talk to anyone.  

Communicator. Connector. Celebrator. Counsel. Brand Manager. Liaison. Promoter. Influencer. Storyteller. Spokesperson. Strategizer. Translator. Voice of reason.

When you hear the words “public relations,” what – and who – do you think of?

The Public Relations Society of America (PRSA) defines PR as “a strategic communication process that builds mutually beneficial relationships between an organization and their publics.” Since PR is about building and maintaining relationships, it’s intuitive that a proficient PR practitioner should be a “communicator” and “connector.” Still, effective PR professionals hold many other titles to help their organizations.

Read that list at the top again and consider how those roles apply to your company. Do the descriptors remind you of any one person or department? As the bridge between all functions in our workplaces, PR professionals fill all those roles. And yet, there aren’t enough of us to meet the needs of all the organizations in Central New York.

In 20 years of providing trusted public relations counsel, Strategic Communications sees two themes: Either a business knows it needs professional communicators but can’t find them due to a shortage; or it doesn’t understand the value of having communications support and thus, hinders its growth.

On the first issue, many organizations are struggling to fill essential communications roles. The U.S. Bureau of Labor Statistics projects there will be more than 25,000 openings for public relations specialists on average annually over the next 10 years, largely attributed to seasoned communicators reaching retirement age or deciding to change careers. The PR field also shares skills that overlap with marketing and advertising, and many early- or mid-career PR professionals spend time in those sectors. Plus, with the rise in remote work, businesses are competing for talent on a new playing field. Skilled communicators have more options than ever as PR can often be done virtually for companies worldwide.

Periodically our clients and other businesses ask if we know of PR professionals who might be interested in filling open positions at their companies. Although we’re well connected and able to make several recommendations, we often find that we share those names with multiple organizations because there’s a smaller pool of PR talent in CNY.

This shortage of professional communicators will only become greater because of “the Micron Effect.” Micron has committed to investing up to $100 billion to build the largest semiconductor facility in the U.S., which is projected to bring 50,000 jobs here in the next 20 years.

As the pieces line up, there’s a magnifying glass on new opportunities for CNY. From healthcare, to housing, service businesses, grocery stores and everything in between, local businesses will grow, and out-of-town companies will join our community to work with Micron. New organizations will need clear messaging to appeal to the community. Concurrently, existing businesses will need to ensure they’re communicating that they’re still here.

With so many stories to tell, who will pick up the pen or start typing?

While the number of PR positions is expected to grow over the next decade, it’s encouraging that we’re also seeing PRSA membership grow – nationally and locally in our Central New York Chapter – indicating interest in the PR profession. With exciting elements like social media, PR is appealing to a new generation as more businesses realize the value of community outreach and consumer relations to elevate visibility and reputation.

This connects back to the second theme we’ve observed: What happens when a lack of PR support impedes a local organization’s growth. When it’s time to examine budgets, we frequently see dollars dedicated to PR, advertising, and marketing are the first to go. But typically, it’s when business is down that public relations becomes more critical than ever.

PR is strategy-based, organized, and intentional. Whether a workplace is trying to create new programs, solve problems, or appeal to public interest, applying the foundational pieces of PR – research, planning, implementation, and evaluation – will help it succeed. Having your PR team in lockstep with decision makers makes your brand and image stronger. We build credibility, recognition, and trust.

Too many organizations are inclined to only consult PR experts when they’re navigating a crisis or looking for a reputation reset. The reality is that by bringing in a PR team earlier – or better yet, by having it in place from the beginning – a business increases its chances of achieving goals. Then, should an issue unexpectedly come up, there’s already a strategy in place to meet the challenge.

So, how do we recruit more talent to join our ranks? Well, collectively as a business community, we need to do some of our own PR.

The first step is to consider what makes your companies attractive. Is it a desirable location, is it providing exciting enrichment programs or flexible work schedules? By identifying what appeals to current employees, you’ll attract new talent to make your business “sing.” Literally. With buy-in, employees become loyal, built-in advocates.

To help determine which stories are interesting, think about what you naturally bring up in conversation. What excites you? What tugs on your heartstrings? And when you talk about your organization, what tends to get the most reaction from others? Stories that connect to emotions are always impactful.

People also find value in learning information that helps make their lives easier, as well as warnings about potential challenges. That’s why stories that propose solutions to solve problems and have wide community impact are usually homeruns too.

If you’re not sure where to start, or don’t have the resources to conduct this initial PR on your own, turning to a PR agency can be a helpful starting point. Agencies can help you identify what type of PR support your organization needs and develop a strategic public relations plan for your company – which can then be executed by your team, their team, or a combination of both.

While the shortage of PR professionals is reaching a tipping point, the good news is that organizations in our region have great stories to tell.

As the excitement of the new year fades into the rearview mirror, it’s not uncommon for business leaders and their teams to find themselves caught in the relentless demands of day-to-day operations by February, leaving their grand plans gathering dust on the shelf.

Whether it’s the pressing urgency of immediate needs or simply the allure of familiarity, the reality is that many of us find ourselves losing sight of our goals as we navigate the business landscape. This can be further exacerbated by a crisis in your organization.

But it is possible to reclaim your focus, even amid a crisis!

In times of adversity, the very essence of a company, its brand voice, focus on business goals, and adherence to its mission can crumble like a house of cards. It’s strikingly reminiscent of the fight-or-flight stress response we experience as individuals.

When faced with a threat, both an individual and a business can succumb to an emotionally-driven knee-jerk reaction. This often leads to a swift and irreparable departure from strategic thinking, causing an organization to lose sight of its mission, goals, and brand voice.

In our extensive experience, we’ve observed this pattern across various sectors. From the energy industry grappling with environmental concerns to healthcare navigating public health crises, the travel and hospitality sector facing unforeseen challenges, and even the nonprofit realm weathering funding uncertainties — the common thread is the vulnerability of identity in crisis.

How can organizations better navigate a crisis while maintaining their identity, strategic focus, and brand integrity? It is tempting to react quickly, and sometimes swift action is needed – but there is ALWAYS time for what we call the “Critical 10.”

This could be literally 10 minutes, but hopefully you have a few hours or even days to determine how YOU want to respond. Regardless of how much time you have, start by taking a collective deep breath, pause to confer with colleagues or trusted advisors, and then determine the steps that you will need to take in order to ensure every action is aligned with the company’s mission and goals. It is precisely in those moments, when you feel like you don’t have time to be thoughtful or strategic, that a deliberate and strategic approach is most paramount.

In one example, think about a major healthcare organization facing a crisis related to patient data security. Rather than hastily responding to media inquiries and escalating tensions, the leadership takes a step back. They engage in open and transparent communication, acknowledging the issue, outlining immediate corrective actions, and communicating a commitment to ongoing improvement. This measured response not only protects the organization’s reputation, but also demonstrates a steadfast commitment to its mission of patient care.

There is an additional challenge when your team is too close to an issue. This is where trusted external advisors can provide invaluable perspectives and guidance. A fresh set of eyes, with expertise in navigating crises and unclouded by feelings of personal attachment, can provide strategic insights that help your team respond in a way that aligns with long-term goals.

Responding to a crisis shouldn’t deviate from your organization’s established communication practices. It should reinforce them. Organizations that are strategic and always stay true to their brand voice build trust with their audiences and emerge from crises with their reputation intact, if not improved.

As a parting piece of advice, I urge business leaders to engrain in their crisis management playbook a simple yet powerful mantra: “Breathe, Reflect, Align.” When faced with adversity, take that deep breath collectively as an organization. Reflect on your mission, goals, and brand voice. Ensure that every action, and every statement, is aligned with the core identity of your company. In doing so, you not only weather the storm but emerge stronger, with your organizational identity not just preserved but fortified. In a crisis, remember: It’s not about fighting against the opposition. It’s about fighting for the enduring identity and mission of your organization.

Many professionals understand the significance of building awareness of their expertise and thought leadership, but often grapple with how to do so. Thought leadership goes beyond mere expertise; it is a process that entails building authentic, collaborative relationships within one’s industry, identifying patterns, recognizing emerging trends, and cultivating a code of values and integrity that guide one’s conduct in their field.

Thought leadership is especially critical for healthcare organizations and leaders, who are facing unprecedented shifts due to the COVID-19 pandemic. According to Gallup’s annual Health and Healthcare survey, only 48 percent of Americans now rate U.S. healthcare as “good” or “excellent.”

While there are many factors influencing this perception, including costs and political partisanship, healthcare leaders must have strong communications with their employees, patients, and communities to navigate the post-pandemic era and the ongoing transformation of healthcare. One highly effective means of achieving this is through elevating their thought leadership through op-eds.

The Relevance of Op-Eds in Times of Transformation

Op-eds are written viewpoints that allow professionals to demonstrate their thought leadership and drive change during these transformative times. By crafting compelling arguments supported by data and personal experiences, op-eds can empathize with and educate patients, open doors to new opportunities, shape healthcare policies, and contribute to the broader conversation about the future of healthcare.

As VICE News Editor Chloe Angyal once wrote about the power of op-eds, “It matters who writes op-eds. It matters which ideas make it to the op-ed pages. Because a lot of them don’t stay there. Op-eds become books. … Op-eds become job offers. Op-eds become consulting gigs. Op-eds become speaking opportunities. Op-eds become funding offers. Op-eds become meetings with senators. Op-eds become policy. … It matters who writes op-eds, because it matters who gets to do all the things [that] can come after.”

Choosing Topics Wisely

The key to a powerful op-ed lies in the passion behind it. Start by identifying topics that resonate deeply with you and issues that you wish people understood better. Healthcare leaders likely already stay informed about current events and healthcare developments. That finger on the pulse of healthcare is an asset for placing op-eds because news outlets often seek timely responses to significant industry news stories. If you possess relevant expertise or share experiences related to topics in the news, these connections can serve as a launching point for your op-ed.

Do remember that it’s important to engage with your communications department, public relations agency, or consultants in the op-ed writing process. They can help you refine your ideas and guide you through drafting and pitching your op-ed effectively.

Crafting a Compelling Op-Ed

A well-structured op-ed effectively conveys its message and resonates with the audience. Aim for an article length of 800 to 1,200 words, keeping your argument concise and clear. Use plain language to ensure accessibility for a wide readership. Here is a suggested structure for your healthcare op-ed:

Lede: This is your opening paragraph that should grab readers’ attention. You can start by recounting a current event or study, or sharing an anecdote that illustrates the issue you are addressing.

Thesis: State your central argument forcefully and concisely. This should be the core message you want readers to take away from your op-ed.

Supporting Evidence: Healthcare leaders often talk about the importance of being data-driven. The same holds true in op-eds. Present data, expert quotes, scholarly references, or personal stories that back up your healthcare thesis. The combination of human stories and data will make your op-ed compelling and relatable.

Application and Reflection: Use the evidence you presented to reinforce your thesis and explain its significance to the readers. Show them why they should care about the issue and its implications.

Conclusion: Circle back to the theme or story mentioned in the lede and restate your thesis to leave a lasting impression on the reader.

Pitching and Publishing

To get your op-ed published, you need to identify publications that are interested in the topic you’ve covered. Make sure to check each publication’s website for op-ed criteria, including word count/length and potential exclusivity requirements.

There are two ways to approach publications with your op-ed:

Be patient if you don’t hear back immediately. Follow up after a reasonable period, often one to two weeks for a piece that isn’t time-sensitive, or one day for a piece that is.

If your op-ed gets rejected, don’t take it personally. Accept feedback graciously. If the editor invites you to submit again, wait at least a month and try again.

Publication Day and Beyond

If your op-ed gets accepted, congratulations! Op-eds are a versatile form of content that can be repurposed across different platforms. Maximize your article’s reach by reusing it on your company’s social media accounts and your own, in organization newsletters, the company’s website, and any other owned media assets. Engage with readers who comment on your op-ed, especially those who have genuine questions about the issue, but avoid engaging in heated debates.

Finally, be proud of yourself for advancing the ideas about which you are passionate, especially during this critical period of healthcare transformation.

The past 10-15 years of business have been dominated by an obsession with efficiency: How can we accomplish more work with fewer employees to save money and maximize profitability?

Certainly, continued efforts to reach new levels of efficiency are important to business growth and sustainability. But the most recent three-to-five years have shown this quest for ultimate efficiency has come with a grave cost: loss of efficacy and employee burnout.

We see it in national news stories and business case studies. We see it in our local community. But what we’ve found most interesting are the results of our efforts to mitigate burnout and loss of efficacy for our own clients. One key to successfully supporting these organizations is a policy we implemented several years ago: We always have a minimum of two people on every client account.

We noticed an immediate shift in our own team’s performance and our clients’ overall satisfaction when we implemented this policy. With this structure, an organization’s internal marketing and communications employee (if the organization has a “department of one”) or employees not only have a public relations vendor, they get an entire team. There are several layers of support, and strategic redundancy, built into the equation.

“Redundancy” is not a bad word. For many reasons, it is critical for organizations to ensure there are multiple people who are capable of performing the same tasks. They may not both perform that same task every day, but having multiple people who can support each other is helpful for short-term needs and long-term growth.

When an employee is sick, needs time off to care for a family member, or simply needs to be pulled onto a large project that requires most of their time, your organization needs someone to “cover” for them – so the work continues to get done instead of piling up and creating a backlog.

Having a proper team also drives long-term innovation because each member brings a unique perspective and can share different ideas or observations. When everyone on the team is firing on all cylinders, the organization is achieving greater results than ever before—because no one is burned out.

Worried about the expense of investing in more employees? Keep in mind that employee burnout and turnover can ultimately be more expensive for an organization than adding a few team members in the first place. It can result in errors, oversights, delays, missed deadlines, costly hiring processes, and even major liabilities.

So, should you just abandon efficiency? Absolutely not. We recommend these tips to successfully balance efficiency and redundancy:

In our business of public relations, the reason we practice and advocate for additional support and redundancy on teams is to ensure we are always able to proactively identify and pursue strategic opportunities to share positive stories from and about the organization. This helps ensure our clients’ reputations are well managed and supports their business goals without interruption. Depending on the industry in which your business operates, or the department in which you work, the specific reasons for additional support might look a little different. But the result is the same for everyone: smoother operations, higher quality work, happier and more productive employees, faster innovation, and long-term success.

If you are a business owner or leader, I encourage you to evaluate your current department teams – and be honest! It’s important to recognize the long-term value of having a strategically selected team in any department, rather than relying on just one person to handle everything.

If you’re someone who is currently on an understaffed team, I hope this helps you make the case to your boss that some additional resources can actually save money long-term while improving productivity and results for the organization.

Our routines were disrupted when the world as we know it paused earlier this year, but somehow, we have figured out how to (successfully) traverse a new normal, balancing the demands of our “day” jobs with the 24/7 responsibilities life, home, families and pets also require. Whew! It’s okay to take a breath – You’ve earned it.

Thanks to the magic of the internet and virtual meeting rooms, set up through Zoom, Teams, WebEx (pick your platform), nearly every industry has found new ways to virtually connect, while maintaining a safe, social distance. Whether we realize it or not, these digital meeting rooms are also teaching us techniques to help us improve communications skills, verbally, non-verbally, and even how we interact with the news media.

Verbally, we’ve learned how to be more succinct and efficient with our word choices. I bet more than a few of us have already reduced our “ah” and “um” count.

From a nonverbal perspective, we’ve become more self-aware. You might feel a little bit uncomfortable watching yourself on camera to begin with. Where do I look? Does my hair look okay? Ugh, why did I just make that face? Wait, does that mean I actually make that face in-person? Good grief. Sound familiar?

Regarding media interactions – even if you don’t regularly interface with the media in your role right now – you’re learning valuable skills that will help you shine the next time a reporter comes calling.

What will – and will not – fly as an excuse for being unable to do an interview has changed. Not having time isn’t one of them. We’re all just a call – and a good internet connection – away from an interview request.

Thanks to the magic of the virtual video chats, there are seven simple steps you can take behind the screen to ensure success when the record button is rolling.

As a former television news producer, admittedly, I watch the news with a more critical eye than the average bear. The following seven tips were curated from interviews I’ve watched recently.

Disclaimer: In May, Strategic Communications, LLC president Crystal DeStefano hosted a virtual panel discussion with the Central New York Chapter of the Public Relations Society of America (PRSA) and three Syracuse-based journalists. The discussion was focused on how public relations professionals can be helpful to the media in pitching COVID-19 and non-COVID stories. Brad Vivacqua, a reporter at Spectrum News shared that computer screens and laptop screens are widely preferred over phones for video interviews. The following tips are written with this advice in mind.

Pro Tip: In the event your interview is LIVE, if there’s a TV in the room where you’re recording, resist the urge to put on the channel that will be airing your interview. If there’s a delay by even a nanosecond, it might throw you off your A-game.

Pro Tip: Don’t go overboard. If you regularly prepare Talking Points, you already know your organization inside and out, and you naturally know the most important components of your message. Save the sticky notes for what may not come as easily. Think about your goals for the interview as you write your sticky notes and try to limit yourself to three reminders.  

Pro Tip: When possible, add depth to your background. Don’t sit right up against the wall, try to move yourself out by two to three feet. If you choose to position yourself in front of a bookshelf, make sure it’s not too cluttered. Bonus points if you’re able to put something related to the interview in view.

Pro Tip: Zoom also allows users to insert their own backgrounds as images (Account Settings – Account Profile – Background Image – Upload New Image). Use this to your advantage. Pop up your company logo, a scene related to the organization you represent, or create a background, showcasing a product sample on a neutral colored palette.

Pro Tip: If you need to raise the screen, books make a great leveler.

At the end of an interview, most reporters will ask: “Is there anything else you’d like to add?” Use this opportunity to reiterate the most important thing you hope they’ll take away from the interview. This is your ‘Elevator Pitch’ moment, but in reverse. Often, this will wind up being your best soundbite and the most natural pick for the reporter to use. It’s also helpful if someone other than the reporter ends up editing the story for air.

With free video conferencing tools readily available, we encourage everyone to be taking advance of the opportunities to practice these tips. It will help make you more comfortable doing virtual interviews with the media, it will help boost your confidence for in-person interviews when they resume, and it will help boost your organization’s reputation.

As an executive of an organization, who do you believe your key stakeholders are? Who would be number one on that list?

In any organization, employees should be the number one audience.

The most successful organizations are those with engaged employees who are involved in frequent two-way dialogue with leadership throughout the organization and given the chance to provide their own feedback and ideas.

Good internal communications will not only make your organization stronger, but it will also come in handy if any changes or crises come along.

Employees need to be the first ones informed of any change with the organization – before your external audiences. One of the worst things to happen would be to have your employees find out that there will be layoffs – or even new jobs being added – by watching the evening news.

When you communicate with employees first, the support of an internal community can help keep your organization’s reputation on track. Their engagement directly affects company morale, productivity and customer experience.

Equally as important, internal communications needs a strategy of its own. It should be more than a simple plan of tactical message deliveries about business activities. This needs to be tied in with a business goal.

Ask yourself: how well do your employees understand your business strategy and how connected are they to the organization?

You should also think about: Who do your employees influence when they are in and outside of the office? They could have more of an impact than you know.

Your organization’s reputation depends so much on user experience, which is impacted by their direct communication with your employees.

So don’t put this on the back burner. Take charge of your internal communications and mobilize the army inside your organization.

Organizations spend a lot of money each year to develop their image, brand reputation and messaging for their key audiences.

But there comes a point when leadership wonders if what they are communicating is actually being received as intended by their audiences.

Achieving success by re-enforcing your brand begins with research.

We often conduct qualitative research to help our clients address their concerns about developing the right messages to convey their brand. This is typically done through focus groups and one-on-one interviews.

We then evaluate if their communications strategies are successfully getting across, and ultimately producing, a return on investment.

First, it’s critical to understand what the organization is known for now, and what they are trying to become, before it tries to move the needle.

During focus groups with a cross section of audience representatives, collect opinions and perspectives on the brand, which often result in discovering branding opportunities for the future.

What the target audiences perceive, need, or would like to see from the brand should then used to inform the strategy.

This is done by actually listening to the audiences… and not trying to convince them that your communications approach is the right one.

Comprehensive rebranding and reputation research can yield good results, but it’s what an organization does with that data that is critical. Remember: Data drives direction.

Effective branding means giving your services or products a profile in the minds of current and prospective customers that distinguishes it from others and encourages people to want to support it.

How do you do that?

Take time to understand what motivates your customers to choose your brand and how it matches their priorities in terms of relevance, credibility, and sustainability.

And take a look at how your competition performs against those needs, too. That will help you differentiate yourself from them with a unique brand.

It sounds like a lot of work, but once this research is complete, a more thorough communications strategy can be developed with specific messages, mediums and measurements to achieve greater success.

As public relations professionals, a lot of what we do involves managing an organization’s reputation.

For the most part, the more media attention your organization receives, the more your stakeholders will recognize you.

But visibility isn’t enough. It’s the content of news stories that determines whether your audiences will have a favorable impression of you.

So how do you know whether the content was good or bad? And what do you DO with that information?

We conduct in-depth analyses of our clients’ media coverage, including the positive, neutral or negative tone of the stories, on a regular basis.

This helps us not only measure the success of our public relations initiatives, but also provide well-informed advice for real-time decisions the organization can make.

Both the quantity and quality of media coverage for an organization are directly correlated to how much the public trusts, likes and supports you – and can even determine the characteristics that are associated with your organization as opinions are formed.

A large amount of media clips doesn’t mean a positive reputation. You should always ask if your messages are getting across.

If you’re going to go back and evaluate the existing news coverage about your organization, also pay attention which reporters lead the conversations in your industry – and then strengthen your relationship with these individuals.

You can also subscribe to the Strategic Minute in iTunes. Just search for “Strategic Communications” or “Strategic Minute” under Podcasts. We’d love your feedback, so please consider leaving a review on iTunes or contacting us through our website.

Communicating with employees and building a culture with the right balance of employee satisfaction and strong work ethic isn’t easy. And there’s no single formula or trick for this. But there is one strategy that continues to be preached and implemented successfully: include your employees in conversations about your business.

This doesn’t mean telling your employees what’s happening with your business once decisions have been made. This only works if you engage them before, during and after decisions and news about your organization (and then repeat that cycle).

Include them in planning for new products or services. Every one of your employees has a different view of your business. Their perspectives and insights could mean the difference between a new product or service that succeeds, and one that fails. This is also why you should include them in evaluating what’s working and what’s not.

Remember, we must strike a balance here in order to achieve that culture of satisfaction + work ethic. So, there needs to be a formal structure for gathering insights from employees, clear expectations set for if/how the information they share will be used, and an understanding that they may not get to weigh in on every decision or aspect of the business.

To help keep the two-way dialogue flowing in between the times when you ask for their insights, be sure to constantly share good news and positive feedback with your team, as well as any recognition that your organization receives.

And probably one of the easiest things to do – which so many organizations overlook – is talk to employees first, before they hear news about your organization from anyone else.

Even if it’s only 5 minutes before a news story is published, an e-blast is sent to external audiences, or any other announcement is made. This accomplishes several things. First, it demonstrates your commitment to communicating with them. Second, it shows them that you are being transparent about what’s happening with the organization. And, it equips them with YOUR message, so that they can answer questions and provide accurate information if/when the subject comes up in conversations with them – either at work or in a social setting.

These are just a few tips to help build employee confidence. If implemented properly, you will quickly glean even more insights into how to build your employees’ confidence and their support for your organization.