I was talking to a much-loved female relative last night about her upcoming 50th wedding anniversary. That conversation, and others in the last few weeks with the C-suite executives in our client organisations, have caused me to reflect on the nature of success in long-term client partnerships - why it works or fail, and specifically, how we and our clients behave to achieve great PR results.
We've been fortunate to enjoy long-term relationships with several highly valued clients. Each of these relationships has seen ups and downs. Each has experienced highs of sensational results, intimate client relationships. Each has seen times when we thought it might not be forever. And yet, more than five years later, here we still are. Together. Happy. And still working at it.
Similar, albeit a tenth of the time-span, to my dear female relative and her husband. Yes, the punch-line is about the similarity between long term relationships in our personal and business lives.
Here are our team's top three observations about what makes a long term relationship work with your PR firm.
1. Shared committment
We're in this together, through thick and through thin, to achieve something wonderful neither of us can do solo.
Sound like a modern day marriage vow? Not really, it's more like a mission statement for a client relationship. Here's what that looks like in terms of behaviour...
- Have a clear, agreed picture of success
- Keep an eye on whether, as a team, we are achieving a consistently high level of success
- Hold each other accountable to achieving what we regard as success
- If so, persist to overcome issues when (as they will) they arise
At work , as at home, we've all found that if we and our client do not have a clear and shared picture of success, the relationship doesn't travel so well. We pull in different directions, and do not agree on something very fundamental - are we winning or losing here? Are we, for example, jointly shooting the lights out or are we burning budget for no great outcome? Overall, there's the good old "gut feel" barometer to tell is how we're doing. Beyond that, and essential to success, are metrics - observable and ideally independent data - that give an objective read on the success of the relationship. And of course, there will be times when we either don't agree, or something goes wrong. Because all humans are both uniquely wonderful, and fallible. As and when we make mistakes (minor ones we consultants hope) or our client does, it's important to fix it and move on. This of course is only possible if we are consistently good at what we do, professional and pleasant to deal with.
2. The kind truth
Frankly we do give a damn. Enough to tell you when it's...well...NOT working.
Patrick Lencioni's observations about "naked" consulting, include this idea: tell the kind truth. In his book Getting Naked, Lencioni talks about the kind truth that our clients need to hear, but perhaps don't want to...or perhaps it's that we consultants don't want to call it out for fear of damaging the relationship - and losing the revenue! And perhaps there are things we have to hear as consultants to help us continuously improve. Hearing even the "kind truth" can be painful. Growth, as professional services expert Michael Kean says, is painful.
Sometimes as consultants (actually often!) we need to hear things that we don't want to - about our behaviour, skills or delivery. BlueChip aims to ask for this feedback...unafraid of the answers we need to hear in order to keep improving what we do for clients. Is it scary? Yes. Do we always hear good news? Not always. Is that helpful to our growth personally and professionally? Absolutely.
But the rub is this: we need permission to give feedback also. A wonderful client recently asked us this:
"What can we do better as your client? Is there feedback you need to give us?"
And you know, there are things our clients can do better on occasion. It's our role to ask if they want to hear it, and to kindly share what we see as the "truth" of our relationship. Such caring frankness builds trust, respect and the preconditions for success...as it does in friendships and other relationships. Uncomfortable to start with, but more rewarding long term.
3. Keeping it fresh
One downside to long term relationships can be simply the "sameness" that comes with working with the same team, on the same issues...day in and day...out for years.
An issue in relationships as in long term client engagements! So, to deal with the easy bit first, what do we do to keep it fresh?
Keep it interesting: we bring new insights, experiences and approaches to the relationship; and ask our client to do the same.
We ask ourselves "would this article I found interesting be useful to my client?" or perhaps "this piece of market intelligence is helpful to our shared goal - let's share it". We actively seek out insights, experiences and approaches that help us "keep it fresh" in our long term relationships.
Does that mean change for changes sake? No. It means preserving the innately valuable aspects of what we do, but always questioning where we can change for the better. Holding tight to approaches that reflect our values and help clients build their reputation...and selectively, often in consultation with clients, continually upgrading the service approach.
Of our clients we ask "what's happening in your business? what are the major challenges or opportunities". Now often, the answer is unchanging. But sometimes something fundamental has changed. And that change, we need to know about.
Invest: in the relationship and the future
Good friends, our loved ones, and really good consultants, give a little...and when you really need it, they give a lot. And you trust them enough to ask for the help you need, when you most need it. Sometimes the investment isn't ever paid for - it's just about helping when it's most needed.
Ask: are the goalposts still the right ones?
Sometimes the goal posts need to change. As the environment changes we reset (if it's needed) the strategy - lock, stock and barrel or perhaps more appropriately goals, strategies and tactics. It's great to meet the goals of the program, but not so great if the goals are the wrong ones because they're not reviewed properly or often enough.
My 50 years married relative would probably suggest another key attribute of her, and our long term relationships. Tolerance. Sometimes we really do get on each others nerves. Let's face it, we spend plenty of time together...at some point I'm going to irritate you...and at some point I'll possibly find you challenging.
And at those times? We're both well served to practice tolerance. At work as well as at home!
Showing posts with label bluechip pr. Show all posts
Showing posts with label bluechip pr. Show all posts
Monday, March 14, 2011
Monday, February 28, 2011
Just how fast can PR deliver business results?
Recently we were engaged by a client who was well into a particular campaign. Sans PR. Which is fine...unless that campaign needs PR support.
Swiftly after our appointment (days, not weeks) our client asked where the positive media coverage was.
Ouch!
Here's my take on that, and a short version of the conversation I had with our client. I should disclose, our client had ample, positive and on-message media coverage less than a fortnight after our appointment. Or course it's not always that fast, and here's why...
Good public relations results usually take time to deliver.
Time to plan, to create good quality materials and to judge the implementation timing so it hits at just the right time.
Lead time can be days...or weeks...or months...or even years.
The true value of some public relations programs we've implemented for financial services clients can sometimes only be measured years after our appointment - and after years of persistent, consistent action directed at a clear goal.
Years to build a reputation, and minutes to lose it, says Warren Buffet.
Regardless, sometimes you need a PR or media results NOW.
So what can you do to set yourself up for the much needed, but hard to get, quick win?
1. Tell your PR firm the truth - the whole truth, not just the version you'd like to see in the paper. Treating them like mushrooms won't help you get the outcome you want, but it may well put limits on their care factor. You can be frank and still be clear about what should, and should not, make it into the public domain. In any case it's good practice to make sure you have a non-disclosure in place and that all final materials are properly signed off. But beware: as in all things, if you put garbage (the edited truth) in, you'll mostly likely get garbage out.
2. Give them some time to deliver. The time needed to delver an outcome depends partly on how hard it is to get the result you want. If you see effort for a few days or weeks, without the outcome you're seeking, perhaps ask yourself if they've done everything you could reasonably expect...and whether their 'smarts' suggest those efforts were in fact high quality. If you have smart PR people working for you and there are no (or lacklustre) results in, say, the first 90 days then by all means start to second guess your provider. If it's been a few days and you're wondering where the positive media coverage is, perhaps second guess your brief!
3. Be clear. What matters most to you? Consistent coverage in financial services trade media? A big article in the Australian Financial Review? Or a microsite that's direct emailed and achieves high return visits or viewer engagement/dialogue? Pick your goal, and brief your PR consultant accordingly if they didn't ask "what matters most here?" before you got started.
4. Hire smart. Selecting the right PR firm doesn't have to be rocket science, or labourious. But it should be based on clear criteria. So what sort of criteria might help if you are looking for a quick win? Someone who's done engagements like yours before, and ideally very recently. A firm who perhaps have capacity right now i.e. an established team with a good track record. Perhaps if you need a quick win you also need a strong leader in the public relations firm to be on call for you for a short period of time. Fine - add it to your criteria and consider that might add cost. And of course if the quick wins you seek are in media, you need a firm with great relationships with your target media.
Finally, the firm who delivers the quick win may, or may not, be the firm you need for the long term engagement. Long term success requires all together different criteria - a topic for another time!
Swiftly after our appointment (days, not weeks) our client asked where the positive media coverage was.
Ouch!
Here's my take on that, and a short version of the conversation I had with our client. I should disclose, our client had ample, positive and on-message media coverage less than a fortnight after our appointment. Or course it's not always that fast, and here's why...
Good public relations results usually take time to deliver.
Time to plan, to create good quality materials and to judge the implementation timing so it hits at just the right time.
Lead time can be days...or weeks...or months...or even years.
The true value of some public relations programs we've implemented for financial services clients can sometimes only be measured years after our appointment - and after years of persistent, consistent action directed at a clear goal.
Years to build a reputation, and minutes to lose it, says Warren Buffet.
Regardless, sometimes you need a PR or media results NOW.
So what can you do to set yourself up for the much needed, but hard to get, quick win?
1. Tell your PR firm the truth - the whole truth, not just the version you'd like to see in the paper. Treating them like mushrooms won't help you get the outcome you want, but it may well put limits on their care factor. You can be frank and still be clear about what should, and should not, make it into the public domain. In any case it's good practice to make sure you have a non-disclosure in place and that all final materials are properly signed off. But beware: as in all things, if you put garbage (the edited truth) in, you'll mostly likely get garbage out.
2. Give them some time to deliver. The time needed to delver an outcome depends partly on how hard it is to get the result you want. If you see effort for a few days or weeks, without the outcome you're seeking, perhaps ask yourself if they've done everything you could reasonably expect...and whether their 'smarts' suggest those efforts were in fact high quality. If you have smart PR people working for you and there are no (or lacklustre) results in, say, the first 90 days then by all means start to second guess your provider. If it's been a few days and you're wondering where the positive media coverage is, perhaps second guess your brief!
3. Be clear. What matters most to you? Consistent coverage in financial services trade media? A big article in the Australian Financial Review? Or a microsite that's direct emailed and achieves high return visits or viewer engagement/dialogue? Pick your goal, and brief your PR consultant accordingly if they didn't ask "what matters most here?" before you got started.
4. Hire smart. Selecting the right PR firm doesn't have to be rocket science, or labourious. But it should be based on clear criteria. So what sort of criteria might help if you are looking for a quick win? Someone who's done engagements like yours before, and ideally very recently. A firm who perhaps have capacity right now i.e. an established team with a good track record. Perhaps if you need a quick win you also need a strong leader in the public relations firm to be on call for you for a short period of time. Fine - add it to your criteria and consider that might add cost. And of course if the quick wins you seek are in media, you need a firm with great relationships with your target media.
Finally, the firm who delivers the quick win may, or may not, be the firm you need for the long term engagement. Long term success requires all together different criteria - a topic for another time!
Friday, October 09, 2009
Who does it better? Consultant or inhouse PR practitioner?
Really it's a trick question. The simple answer is "it depends".
On what?
The person, their experience, their colleagues (particularly their manager), the CEO and probably some random things such as news of the day.
This is a question I think about almost every day. For one, I've been on both sides. Secondly, I now devote a great deal of time, as everyone in our team does, to thinking about how to be a really good consultant in order to help our inhouse clients be really good at what they do - managing the reputation of their asset management firm, advice business, consulting firm, super fund or banking product provider.
Having now been thinking about this question since 1996 (when I first watched some PR consultants be charming but deliver a huge amount) I have some general thoughts about the relative strengths and weaknesses of each role.
And more importantly how the two can come together to form, in many cases, a perfect whole. By that I mean a truly great partnership where the inhouse person is relieved of bucket loads of day-to-day grief, and gains a trusted, expert, external sounding board and access to great media or stakeholder outcomes.
On the other side of this perfect pairing, the consultant gets to work with a capable inhouse client who values the role of external PR, knows their company and the internal stakeholders and can gives access to the information or people the consultant needs to deliver the right outcome.
Inhouse?
The beauty of being in house is really knowing your firm. No consultant can ever really 'get in the skin' of your company. After a few years you probably know everyone, and possibly have a political intelligence quotient higher than anyone except the HR director. You instinctively 'know' the answer to almost any question of principle about your firm because you live it.
If things are going well, the senior PR person has a hand in almost every significant corporate event. And the ear of senior executives if not the CEO, Chairman and Board.
What is harder to hang onto in house is a sense of objectivity - that instant judgment of what the outside world will think. It can also be mighty hard to actually 'do the doing'. Internal meetings, issues management, endless phone calls and emails all conspire to keep in house PR people from actually planning, writing, calling or otherwise executing what may well be a great strategy. Or not.
Crippling email volumes, media, online or parliamentary monitoring, requests from media and almost any part of the business can all conspire to muddy clarity of judgment. Where do you get the time to plan the proactive positive media activity the CEO or others seem to think should be easy??
It can also be more difficult inhouse to judge success. What is a good outcome here? Does it matter? Longer term yes, but short term it can be very hard to know.
Consultant
Never a dull moment. When you have multiple clients, as most PR consultants do, you never quite know which way your day will go. And that gives great perspective. Perspective across diverse businesses, with diverse communication challenges - and opportunities. Perspective day in and day out across stakeholders from bloggers to community groups or investors to editors.
Always on, constantly watching the online and media world, grabbing opportunities, meeting clients, talking to media or surfing the relevant online sources.
One thing about being a consultant, at least the ones I respect, is that we 'know what we don't know'. Many consultants (cetainly the team at BlueChip!) work as part of a team, working up ideas, sharing what they've learned and in turn learning from the experience of peers. That collective intelligence can produce extraordinary results.
So too can years of building up 'the little black book'. Whether media or industry contacts, consultants tend to build up a formidable network along with the knowledge bank.
And consultants are almost never in doubt about what a good outcome/success looks like. They have to know that before they can start work or it's all just fumbling around in the dark. And understanding what success looks like matters - because consultants have to stay hungry. For the next project, the next client, the next win for all clients.
Consultants ultimately have to deliver for their clients - or they don't stay consultants. So dedicated, focused resources usually ensure the job gets done - whether that supposedly easy proactive positive coverage or keeping your name out of certain stories.
What I've found both in house and as a consultant is that a few key things are needed in both places to be a truly great PR person....which will be my next post!
But no pressure people!
Actually both roles have potential to deliver immense value, for very different reasons.
The trick is to know what you're really really good at and do that - ideally outsourcing the rest or working only with clients who need what you have!
Note: I worked inhouse for ten years before founding BlueChip Communication, a specialise financial services PR firm, with my partner Bruce Madden. Since 2004 the BlueChip team of consultants have partnered with Australia's leading wealth management, investment and financial services brands. We think a LOT about what it takes to make a great partnership with clients!
On what?
The person, their experience, their colleagues (particularly their manager), the CEO and probably some random things such as news of the day.
This is a question I think about almost every day. For one, I've been on both sides. Secondly, I now devote a great deal of time, as everyone in our team does, to thinking about how to be a really good consultant in order to help our inhouse clients be really good at what they do - managing the reputation of their asset management firm, advice business, consulting firm, super fund or banking product provider.
Having now been thinking about this question since 1996 (when I first watched some PR consultants be charming but deliver a huge amount) I have some general thoughts about the relative strengths and weaknesses of each role.
And more importantly how the two can come together to form, in many cases, a perfect whole. By that I mean a truly great partnership where the inhouse person is relieved of bucket loads of day-to-day grief, and gains a trusted, expert, external sounding board and access to great media or stakeholder outcomes.
On the other side of this perfect pairing, the consultant gets to work with a capable inhouse client who values the role of external PR, knows their company and the internal stakeholders and can gives access to the information or people the consultant needs to deliver the right outcome.
Inhouse?
The beauty of being in house is really knowing your firm. No consultant can ever really 'get in the skin' of your company. After a few years you probably know everyone, and possibly have a political intelligence quotient higher than anyone except the HR director. You instinctively 'know' the answer to almost any question of principle about your firm because you live it.
If things are going well, the senior PR person has a hand in almost every significant corporate event. And the ear of senior executives if not the CEO, Chairman and Board.
What is harder to hang onto in house is a sense of objectivity - that instant judgment of what the outside world will think. It can also be mighty hard to actually 'do the doing'. Internal meetings, issues management, endless phone calls and emails all conspire to keep in house PR people from actually planning, writing, calling or otherwise executing what may well be a great strategy. Or not.
Crippling email volumes, media, online or parliamentary monitoring, requests from media and almost any part of the business can all conspire to muddy clarity of judgment. Where do you get the time to plan the proactive positive media activity the CEO or others seem to think should be easy??
It can also be more difficult inhouse to judge success. What is a good outcome here? Does it matter? Longer term yes, but short term it can be very hard to know.
Consultant
Never a dull moment. When you have multiple clients, as most PR consultants do, you never quite know which way your day will go. And that gives great perspective. Perspective across diverse businesses, with diverse communication challenges - and opportunities. Perspective day in and day out across stakeholders from bloggers to community groups or investors to editors.
Always on, constantly watching the online and media world, grabbing opportunities, meeting clients, talking to media or surfing the relevant online sources.
One thing about being a consultant, at least the ones I respect, is that we 'know what we don't know'. Many consultants (cetainly the team at BlueChip!) work as part of a team, working up ideas, sharing what they've learned and in turn learning from the experience of peers. That collective intelligence can produce extraordinary results.
So too can years of building up 'the little black book'. Whether media or industry contacts, consultants tend to build up a formidable network along with the knowledge bank.
And consultants are almost never in doubt about what a good outcome/success looks like. They have to know that before they can start work or it's all just fumbling around in the dark. And understanding what success looks like matters - because consultants have to stay hungry. For the next project, the next client, the next win for all clients.
Consultants ultimately have to deliver for their clients - or they don't stay consultants. So dedicated, focused resources usually ensure the job gets done - whether that supposedly easy proactive positive coverage or keeping your name out of certain stories.
What I've found both in house and as a consultant is that a few key things are needed in both places to be a truly great PR person....which will be my next post!
But no pressure people!
Actually both roles have potential to deliver immense value, for very different reasons.
The trick is to know what you're really really good at and do that - ideally outsourcing the rest or working only with clients who need what you have!
Note: I worked inhouse for ten years before founding BlueChip Communication, a specialise financial services PR firm, with my partner Bruce Madden. Since 2004 the BlueChip team of consultants have partnered with Australia's leading wealth management, investment and financial services brands. We think a LOT about what it takes to make a great partnership with clients!
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