The challenges communicators face are growing more complex. Understanding how to address increasingly divided audiences, blurred lines between internal and external communications and integration of AI into workflows requires preparation, adaptation and the ability to build bridges.

These ideas were recurring themes at Ragan’s Future of Communications Conference, the flagship event of CommsWeek 2024.

During a webinar recapping takeaways from the event, Mike Prokopeak, director of learning and council content for Ragan’s Communications Leadership Council, spoke to two council members and winners of Ragan’s inaugural Vanguard Awards — John Cirone, senior director of global employee and executive communications at Microsoft, and Tara Darrow, vice president, corporate and financial communications, values and reputation and executive brand at T-Mobile — about the lessons that stuck with them.

Communications priorities in the new year

As organizations brace for 2025, communicators must focus on aligning with corporate priorities while embracing new tools and techniques. This means:

• Aligning communications with core business goals. This will require balancing internal and external messaging priorities while making room to try new things and innovate alongside new products and org structures.
• Dedicating time for experimentation with emerging tools like AI.
  • “It’s about making AI a daily habit,” said Cirone. “Carving out space to experiment with tools like Copilot allows us to uncover ways to work smarter while staying aligned with the company’s priorities.”
  • “AI streamlines the repetitive tasks so we can focus on higher value work that truly drives business outcomes,” Darrow agreed. “It takes the busy work off our plates.”
•  Staying agile and anticipating external challenges.
  • Darrow’s focus at T-Mobile is guided by a three-year strategic plan that emphasizes agility to fulfill a dual mission of both driving and transforming the business.
  • Both leaders spoke to the urgency of being prepared for shifting regulatory environments and emerging social issues. “We need to be ready to engage where it matters most while staying true to our values as a company,” Darrow said.

Adapting to the ‘shattered glass’ media ecosystem

Both Darrow and Cirone agreed with the metaphor of today’s media landscape feeling like “shattered glass,” with news and information flowing from endless platforms, voices and nontraditional outlets like podcasts or Substack sites.

Navigating this will require:

• Integrating traditional and emerging media platforms into a cohesive, holistic strategy.
  • Traditional PR methods like solely relying on press releases no longer cut it. Balancing an ever-expanding array of channels and platforms requires going where your intended audiences are most active in a way that feels like an authentic fit for the brand.
  • “News is coming from everywhere—TikTok, Instagram, podcasts, social media and traditional outlets,” Darrow said. “This fragmentation forces us to integrate across platforms, from influencers to customer voices, in ways we hadn’t before.”
• Making sense of external messaging for internal audiences.
  • As employees look for internal messaging to find clarity amid the noise, communicators become the translators of this ecosystem—and how their organization exists within it.
  • “A decade ago, employees cited external sources as their most trusted information channels. Today, our internal channels dominate, which reflects a shift in how employees prioritize trusted communication from their organization,” said Cirone.

Addressing the internal-external overlap

Cirone’s point illustrates just one example where the line between internal and external communications blurs. When this happens, communicators must adapt their approaches to address changing employee demands. Employees can be your most vocal external stakeholders and move from advocate to activist pretty quickly when they feel unheard and unsupported—even amplifying internal messages on public platforms.

You can mitigate this by:

• Creating a messaging strategy that aligns internal and external narratives.
  • “The internal world is the external world now, and vice versa,” said Darrow. “It’s critical to create cohesive messaging that reflects the nuances of both.”
• Training your comms team to approach each challenge with a holistic mindset.
  • “Specialization can make it harder to see risks across the broader communication spectrum,” Cirone said. “We’re upskilling our teams to think holistically and consider multiple perspectives.”

Building bridges in a divided world

Communicators today serve as bridge builders, conveners and dot connectors who engage disparate and divided audiences through empathy and narrative.

This is made easier by:

• Using storytelling as a tool to connect and unify.
  • Darrow believes that the power of words is strong enough to bring adversaries together. “Through storytelling, we help connect people across divides, shaping conversations in ways that resonate deeply with our audiences,” she said.
• Developing frameworks that identify and evaluate strategic engagement opportunities.
  • T-Mobile’s “Lean Team” framework helps the comms team assess whether to lean into or out of conversations based on an established set of criteria.
• Grounding your comms strategies in data.
  • Darrow emphasized that this framework is ultimately a data-driven exercise. “We rely on data to understand the value and risk of engagement, ensuring we’re present where it matters and silent when it’s best,” she explained.
  • Cirone agreed and explained that data-driven decision-making moves the comms function from a tactical to a strategic place. “Communicators need to show their impact, not just their value, by grounding strategies in data and aligning them with organizational goals,” he said.

The future is unwritten

As communicators prepare for an uncertain future, there’s certainty in building skilled, diverse teams with the ability to navigate change.

“The impact of communications lies in its ability to drive change and act as a trusted advisor to leadership,” said Cirone. “Focus on building teams that complement your strengths and amplify your goals.”

Darrow agreed, boldfacing the idea that seeking alignment across stakeholders and staying agile will keep comms in the mix.

“If your feet are planted, you’re not contributing,” she said. “You have to keep moving, shifting and evolving to stay relevant.”

Register now to access the full, free webinar here.

Darrow and Cirone are both members of Ragan’s Communications Leadership Council. Learn more about joining here. 

The post Breaking through in 2025: Microsoft and T-Mobile leaders share CommsWeek takeaways appeared first on PR Daily.

The future of communications will require proactive crisis communications management, personalized messages for individual employees and, above all, a willingness to bridge differences and reach across the political aisle.

These were the overriding themes of Ragan’s Future of Communications Conference, held last week in Austin, Texas. More than 700 communicators came together to share their challenges and triumphs and to prepare for the year ahead.

These were some of the takeaways you should know as we head into 2025. For more insights, join us Nov. 19 for a FREE webinar recapping what you missed.

On proactive crisis management

Taking place the week after Donald Trump won the election, the conference was rich with discussion about how and what proactive crisis management will look like over the next four years.

“You shouldn’t respond to every single (political issue) because it goes to an issue of authenticity,” Elizabeth Monteleone, chief legal officer of Bumble said. “But on those that we’ve committed to, regardless of what the political landscape is going to be, we’re going to continue to show up. That consistency builds trust. It builds authenticity in your employee base and your consumer base.”

Monteleone added that Bumble’s aim has been to focus on “policies, not politics.”

With unionization efforts on the rise, Beth R. Archer, director of corporate communications at Constellation, explained how the company’s strong relationship with unions across the country is supported year-round. Each policy change, development, and employee award is shared with unions well in advance.

“We create contingency plans that address every scenario, and our tone we always take with that is positive and forward-looking,” Archer explained. “We’re going to be working with these folks and want to be sure that we don’t erode that trust.”

On personalizing messages for employees

We continue to see internal communicators put their marketing hats on to segment their employee populations and deliver personalized messaging strategies that make “meet them where they are” more than a platitude of jargon.

“As the comms landscape changes the future comes in, customizing communications seamlessly for the deskless population is going to look different,”  said Andres “Dre” Muñiz, associate director of global manufacturing & quality communications, at Eli Lilly and Company. “The core constant is just treating them like people.”

Taking a people-first approach should also be reflected in the leaders you select to speak to your employee population. Effectively personalizing employee messages also means building variety into your company meetings that platforms those doing the work who don’t often get the spotlight, and centers each update around the most timely and actionable developments.

“The idea of a quarterly meeting that follows the same exact format with the same speakers should be sunsetted,” said Christina Furtado, director of AI communications at Dell Technologies. “You have to be flexible in how your executive addresses their team and who they pull in to help them do the storytelling.”

If segmenting your employee population feels daunting, consider how AI can help.

“We started taking our (engagement) data and running it through AI to ask it for trends,” explained Brandi Chionsini, senior manager of internal communications, at LegalZoom.  “Anytime you do a survey, it needs to be immediate and expedient. AI is helping us analyze large groups of data quickly and efficiently so we’re able to turn that around (to let employees know we’re listening) a lot faster.”

On bridging differences to reach across the aisle.

Whether your workforce is red, blue or purple, Archer urged audiences to approach politically-charged conversations “with respectful curiosity,” a phrase she learned from one of Constellation’s attorneys.

“Less words like diversity, and more words like belonging,”  said Joanna Piacenza, vice president of thought leadership, Gravity Research. Piacenza’s point underscores the power that the words we use can reframe the work we’re doing to be less incendiary or politically-charged–while still making room for the work to continue.

Alise Marshall, senior director of corporate affairs and impact at  Pinterest, told the audience in her session that times of polarization are an opportunity to reignite and reactivate shared values.

“Regardless of that polarization that we see across the electorate, folks still want the same basic things out of this life,” she said. “They want to be able to go to work in a dignified manner and role. They want to be able to give back to their communities and to those loved ones.”

Justin Joffe is the editorial director and editor-in-chief at Ragan Communications. Follow him on LinkedIn.

The post Top takeaways from Ragan’s Future of Communications Conference 2024 appeared first on PR Daily.

Leading comms at a large organization is never easy — especially in the bristling political landscape we are all experiencing right now — but smooth collaboration among departments can keep leadership united through even the fiercest reputational storms.

At Ragan’s 2024 Future of Communications Conference in Austin, Texas, industry experts gathered to share their best advice on how communicators can promote unity and create clarity amid increasing societal and organizational complexities. The opening keynote panel addressed the challenges and benefits of getting different departments on the same page around messaging and deciding when an org should speak up on key issues.

Moderator Marco Pena, EVP and GM of Edelman Austin, led the conversation with Anh Selissen, chief information officer at the Texas Department of Transportation; John Hallock, chief communications and marketing officer at Quantum Health; Elizabeth Monteleone, chief legal officer at Bumble; and Alise Marshall, senior director of corporate affairs and impact at Pinterest.

Read on for their best advice.

Values and vision

As businesses face calls to take public stances on social issues, panelists discussed when and how companies should respond. Marshall argued for a consistent, values-driven approach: “Instead of shape-shifting to match the moment, take a long view,” she urged, advising organizations to focus on what matters most to their consumer base and avoid opportunistic “performative” statements that lack authenticity.

She emphasized the need for companies to reinforce shared values and truths that orgs use to keep their heading through rough seas, and she advised communicators to work with leaders to frame company missions around community service and societal impact, rather than solely shareholder value alone.

“Regardless of that polarization that we see across the electorate, folks still want the same basic things out of this life,” she said. “They want to be able to go to work in a dignified manner and role. They want to be able to give back to their communities and to those loved ones.”

Reinforcing these shared values by providing clear evidence of non-performative community impact, as well as opportunities for employees to get behind a message of societal support, can help companies meet consumer and staff expectations without inciting partisan ire.

Although Monteleone said Bumble favors “policies, not politics,” it is a women-founded, women-led and women-focused organization that has consistently been supportive of reproductive healthcare — a highly politicized topic during the 2024 election. The company organized election triage and crisis teams to ensure both legal and communications alignment around Bumble’s response to the outcome of the election and its implications.

“It’s key for every industry… to continue to stick to the mission and the values that you as a company are committed to,” she said. “There are a ton of things that are going to come up. You don’t need to respond to every single one of them. But on those that we have committed to, regardless of what the political landscape is going to be, we’re going to continue to show up. And that consistency builds trust. It builds authenticity in your employee base and your consumer base. “

Truth and consistency

When in doubt, Selissen advised, get back to the heart of any comms role — delivering on business objectives through clear communications. “Every organization has a critical mission,” she said. ”Regardless of political landscape… you have a core mission to deliver open and accurate information, regardless of the function that you serve.”

It can be easy to shy away from directness when societal dynamics require organizations to make decisions and express positions on issues that impact the business, but transparency and consistency are the best path to both employee and public buy-in.

Clear protocols and policies around what issues the organization will address can help even the most ardent employees know what to expect. “I think that we don’t give the employee base enough credit,” Marshall said. “They understand that the leadership of a company is facing lots of different complex questions and navigating lots of different dynamics and has to be thoughtful and measured and how to move.”

Hallock explained that Quantum Health positions marketing and communications under corporate communications to maintain narrative control around the expression of company values when working with different clients — say, an airline that operates under different regulations than an oil company.

Partnering with legal and IT from the outset is critical to that balance because it can help organizations pick their battles and choose when not to speak up — and it’s the guidance from corporate levels that ensures that awareness of nuance is consistent across the board. “I see corporate comms continuing to take a larger, more strategic role in most companies, because … it lends itself to just being the most powerful lever to bring all these things together.

Key Takeaways:

• Values-driven messaging: Anchor communication strategies around shared values to build unity amid polarization.
• Accuracy and collaboration: Engage legal and IT teams early to ensure accurate, regulation-compliant messaging.
• Consistency: Maintain a consistent stance on core issues instead of reacting to every societal trend, building authenticity with both consumers and employees.
• Integrated communication structures: Make sure leadership is positioned to help craft clearer, cohesive storytelling across functions and channels.

For more lessons from Comms Week, join us a FREE webinar Nov. 19.

The post One org, one voice: How to keep comms consistent in a charged political climate appeared first on PR Daily.

Tools are only as helpful as how you use them, and generative AI tools are no different — the outputs of tools like ChatGPT are only as useful as the prompts you feed them.

Levar Cooper, communications director at Lake County Government in Florida, is optimistic about the future of communications and how automation will inform it.

“I’m on a mission to help as many people benefit from the power of AI as possible,” he told attendees Wednesday during his opening workshop at Ragan’s Future of Communications Conference.

After Cooper acknowledged the current limitations of AI, including cognitive biases, adoption barriers, and policy and regulation proposals that keep people from diving in, he shared several AI prompting tips to open Ragan’s flagship CommsWeek event.

Here’s what stuck out.

Selecting the right tools

Cooper recommends communicators resist the shiny allure of technology itself to consider how these tools actually meet their needs.

“It’s not enough just to use AI — you’ve got to have a strategy behind it,” Cooper said.

Considerations should include:

• Business alignment. This means ensuring that the tool aligns with and supports your organization’s strategic goals.​
• Data privacy and compliance. You should always confirm the tool meets data privacy and security standards to protect sensitive information from the outset.​
• User experience and integration. Assessing each tool’s ability to integrate smoothly with current workflows and its ease of use will encourage buy-in across functions and move you along the adoption curve. “We often think of user experience as customer experience, but it’s really everyone at your organization who has to use it,” said Cooper.
• Scalability and flexibility. Make sure to choose a tool that can scale with your organization and adapt to future needs. This may mean that it includes some features and functions you aren’t ready for yet, but can work toward implementing down the line.

Prompts to scale use and meet content needs

Cooper explained what you need to give AI to be successful. “When talking about the prompting identity, I give it an assignment and then give it context,” he said.

These are the prompts he’s applied successfully for each use case:

1. Content planning. “Please act as my content coordinator and create a December social media calendar for Lake County Fire Rescue’s Facebook page that leverages data-supported best practices. Incorporate national holidays and area events where practical.​”
2. Content drafting. “Please act as my political consultant and draft a speech for the groundbreaking of a new Leslie B. Knope community center in Pawnee, Indiana in the voice of Mayor Gergich.” This is an example of how AI can reference broader events and culture, in this instance, the popular show “Parks & Recreation”.​
3. Event planning. “Please act as my event coordinator and create an event plan using the framework of the attached document for the grand opening of the new Braised Bison Bistro location in Denver, Colorado.” Cooper said that “uploading that framework allows AI to adapt to my framework, and not the other way around.”​

Working with custom prompts

Custom prompts allow you to harness the output of these tools for more strategic purposes.

“Many of these platforms allow for custom prompts, which really helps supercharge what you’re doing in a repeatable context,” Cooper said, but urged communicators to embrace the DRY mantra — that’s “don’t repeat yourself”— as a reminder to ensure your workflow is dynamic and iterative.

His tips for custom prompts include:

• Define objectives and context. Cooper recommends clarifying the purpose of the prompt and providing relevant context such the target audience, tone and format.
• Be specific and test iteratively. Giving your tool precise instructions and refine the prompt based on trial and error to improve results over time. The more you spell these details out, the better your tool learns them.
• Use examples and boundaries. Including examples and specifying output constraints (those can also be tone, style or format) will help you guide the AI response to more effective outputs.
• Break down complex tasks. For multi-phase projects, you can chain prompts in stages to build structured, aligned outputs for each part of the task.​ This will minimize the likelihood of your tool getting confused and allow you to train it at multiple points in the project.

Prompts to optimize engagement

Cooper also shared ways to get Claude to analyze data and provide insights, including:

• Audience insights. “Please act as my strategic communications consultant and provide a sentiment analysis in the form of a report on posts related to debris collection following Hurricane Milton and include trend insights beginning on Oct. 10.​”
• ​Platform insights. “Please act as a business analyst and make recommendations on the optimal times for posting content based on the provided data.​” Cooper said this business inquiry is especially powerful because it’s giving you insights that demystify algorithms and tell you why things aren’t working as well.

Cooper went deeper into using AI to craft compelling visuals, train systems on executive voice, engage internal stakeholders to move them along the adoption curve and more during his full workshop, which will be available in the coming weeks to Ragan Training members. Subscribe today!

Keep your eyes peeled from more coverage from #CommsWeek2024

The post Mastering AI: How to craft persuasive and productive prompts appeared first on PR Daily.

Earlier this week, members of New York Women in Communications came together at the Empire State Building for a morning of discussion to answer some of the most pressing questions facing comms pros in an ever-shifting world.

The event, hosted by Ragan and held as a part of Communications Week, spoke about the changing perception of DEI, innovations in comms and more. Between technology, politics and social issues to navigate, it’s clear that communicators face a rapidly changing world in which to do their work.

New York Women in Communications President Laura Brusca praised the unity and power of the women who work so hard to make the comms profession so vibrant.

“Seeing all my sisters here today has made me feel so good inside,” Brusca said. “Even when we’re feeling a little down, we can unite as sisters, and that’s what it’s all about.”

The power of purpose in communication

Patricia Tanaka, founder and chief joy officer at Joyful Planet, kicked off the morning’s events with a keynote that shared her perspectives on her 35-year career in comms. She told the audience that her greatest achievements in the field came when she aligned her on-the-job skills with her sense of purpose. Living her sense of purpose was directly tied to her founding multiple award-winning comms agencies and penning two best-selling books.

“Discovering and living our purpose is the single most powerful and efficient thing that we can do to unleash our leadership potential,” Tanaka said.

Tanaka added that without purpose, being an effective communicator or a workplace leader who can help others grow is a nearly impossible task.

“In the absence of purpose, we’re just doing triage, responding to others’ priorities rather than our own. Purpose-driven individuals create healthy, sustainable communities that work beyond the workplace.”

The future of DEI and how comms pros can approach it

In the wake of last week’s election, there’s been renewed talk of what the future of DEI efforts will be in the modern American workplace. In a panel titled “Overcoming the Backlash: Getting DEI Back on Track”, a group of seasoned DEI and comms experts prognosticated on what lies ahead, emphasizing the need to embed DEI in organization structures so it’s able to withstand the political winds of the day.

Christena Pyle, director of diversity at Omnicom, said that organizations need to stick to their principles when communicating about DEI work, and it needs to come through the authentic lens of the company’s mission and values.

“DEI is evolving,” she said. “What doesn’t evolve are the principles of representation and diversity.”

E.T. Franklin, global chief strategy officer and cultural fluency officer at Spark Foundry, told the audience that companies can’t just be silent and try to avoid picking a side in the fight for (and backlash against) DEI initiatives.

“There’s no going back to a time when brands could play it safe and sit on the sidelines,” she said. “Audiences today demand to know where you stand. If your leadership isn’t ready to declare a position, they’re not prepared for the realities of today’s consumer expectations.”

Singleton Beato, chief DEI officer at McCann Worldgroup, capped the discussion by saying that backlash to DEI programs often comes from fear of change, but a forward-thinking mindset that embraces that change is necessary to make a material difference.

“Rather than spending time on what has already happened, we need to make room for the other side of this conversation and be more inclusive as we architect our way forward,” Beato said.

“The way forward is not just about programs; it’s about embedding equity and inclusion into the structures and processes, creating lasting change.”

The strategies carrying comms forward

With all the technological and societal changes in the world around us, employees and leaders rely on communicators to keep them updated on the company line. As these changes arrive, so too must comms strategies change.

During the day’s final panel, the discussion turned to the changing communications landscape and how comms pros can adapt to keep their audiences engaged.

Nicole Moreo, director of customer insights for North America at LinkedIn, believes that these changes make it doubly crucial for communicators to have touchpoints across the organization, including connections in marketing, HR and finance, to make a tangible and informed difference.

“Orchestration is key. You need the conversations at the table to access the right information and data,” she said. “We’re the first people leaders call for advice, but they still don’t give us the budget to match our strategic role. It’s on us to show why communications deserve a real investment.”

As dispersed workforces evolve and technology changes, comms pros must also rethink their channel cadence to get the right eyes and ears on their messages. Liz Song, senior communications manager at Substack, urged communicators to give every messaging platform at their disposal a proper look, especially as consumption tastes change.

“Good media relations is good media relations, whether it’s a traditional outlet or a Substack newsletter,” Song said. “Treat it with the same respect, understand the audience and show up authentically.”

The panel closed out the morning touching on the role of AI in comms in the months and years to come. Yasamin Hagshenas, director of communications at American Express, said that comms pros need to be vigilant and ensure they’ve got the facts straight.

“With AI-written articles on the rise, it’s more important than ever to make sure our digital channels are up-to-date with factual, clear information,” Haghshenas said. “AI may draft the piece, but accuracy is on us — and that starts with clarity in our own content.”

Haghshenas added that the same vigilance that communicators approach AI with can help handle crises, especially in our rapidly evolving world.

“Crisis comms is a critical skill, but don’t be afraid of it. It’s scary, but it’s also fun, and knowing how to handle a crisis will set you up for long-term success.”

For more on CommsWeek events, click here.

Sean Devlin is an editor at Ragan Communications. In his spare time, he enjoys Philly sports and hosting trivia.

The post Highlights from New York Women in Communications’ CommsWeek event appeared first on PR Daily.

As AI continues to shape our future, organizations are consistently exploring how to best integrate AI tools into a marketing and communications team’s day-to-day in a way to invite new ways of working without causing crippling disruption.

Though improving, many teams still report barriers when adopting these tools. According to a recent survey, 67% of communication professionals cite the team’s ability to use AI technology effectively as a significant barrier, while 77% struggle with the complexity of integrating new systems with their existing environments.

Key challenges to AI adoption in communication teams

One significant challenge is that PR and communication teams often lack a reliable, objective source for evaluating AI products tailored specifically to their needs, forcing them to seek costly outside help. Additionally, many team structures aren’t designed to quickly assess and act on AI adoption decisions, causing delays that may hinder their ability to stay current in the rapidly evolving landscape.

Five key areas for evaluating commstech AI providers

1. Data Security and Quality

• How secure is my data? Ask about encryption protocols, data handling practices and compliance with industry data security standards.
• Which generative AI providers are used? Knowing which platforms are integrated helps assess capabilities and potential risks.
• How frequently do you run smoke tests? Regular smoke and penetration (pen) testing is essential for data security.
• How do you manage user permissions? Ensure user roles and permissions are manageable to prevent unauthorized access, especially if SOC compliance is needed.
• How often is your data refreshed? Confirm how often data is refreshed and cleaned. Daily? Weekly? Hourly?

Summary: Choose a provider that ensures strong security protocols, reliable data sources and adherence to data governance standards to protect sensitive information and meet regulatory requirements.

2. Adoption: Integration and support

• How can the solution integrate with our existing tech stack? Seamless integration minimizes disruption and allows the product to enhance current workflows.
• What is your onboarding and training process? Effective onboarding and training are essential for user adoption and smooth implementation.
• What is your post-purchase support? Look for dedicated support, such as account managers or customer success teams, for ongoing assistance.
• What are successful training practices for my staff? Insights into other customers’ training approaches can prepare your team for a successful rollout.

Summary: Providers that offer comprehensive onboarding, ongoing support and open communication will help your team overcome adoption challenges.

3. Technology’s unique benefits

• Who do you compete with? Understanding competitors and differentiators helps reveal the product’s unique strengths and any potential trade-offs.
• What are your product limitations? Awareness of common challenges can help set realistic expectations.
• What are examples of success? Request specific examples to see how the tool benefits similar businesses.
• Can you share usage patterns? Insights into high- and low-usage patterns can guide effective adoption strategies.

Summary: Providers that are transparent about their product’s strengths and limitations, and can demonstrate successful use cases, are better positioned to meet your needs.

4. Transparency and terms

• Do you share product roadmaps? A product roadmap shows the provider’s commitment and transparency.
• Do you provide clear pricing and trial options? Ensure clarity around costs and whether fees adjust based on usage. Full-access trial periods are common and should be inquired upon.
• Do you offer Indemnification? Check if the provider offers indemnity for using generative AI technology to protect against unforeseen risks.

Summary: Providers who prioritize transparent, fair terms are well-suited for long-term partnerships.

5. Questions to ask your own team

To ensure effective adoption, discuss internally:

• What are our goals for using this AI tool?
• Who will oversee the tool and manage provider communications?
• Is IT and legal aligned with this adoption?
• What metrics will measure the tool’s value?
• How will we communicate our experiences internally?

Summary: No one knows your needs better than you do. Taking time to clarify these questions will help you find a suitable provider and the best plan.

By asking the right questions, you protect your organization, your team and your clients — so don’t hesitate to inquire deeply. If you have further questions or need additional guidance, PRophet, launched in 2021, is here to help you prepare for the future of AI in communications. Through tackling difficult challenges, we have developed a suite of safe, high-performance, and predictive AI products. Using this expertise, we’re happy to offer guidance to help inform your technology choices for 2025 and beyond.

Please reach out to us for more insights at sales@PRprophet.ai and join us Friday, November 15 at Ragan’s Future of Communications Conference to learn more during our session on “Unlocking the Future of PR: Selecting the Right AI Tools for 2025.”

The post Essential questions for choosing the right AI solutions in communications appeared first on PR Daily.

Fabiana Meléndez Ruiz is a Venezuelan-American communications expert and strategic storyteller. She is the founder & CEO of Refuerzo Collaborative, a Latina-owned communications agency creating holistic, multicultural, and dynamic strategies so clients can find their truth, increase their impact, and sustain brand growth.

Texas boasts a population of 30 million people, making up 8% of the total population of the United States. As of 2023, the Latine population now makes up the biggest share of that number with 40.2% of Texas residents identifying as Latine. The power of the Latine community in the state is measurable – the Texas Latino economy is the second largest economy in the United States which “grew by $147 billion between 2017 and 2022.” according to a report by Houston Landing.

Despite this impact, the Latine community is severely underrepresented in marketing, and even less so in the communications industry. Approximately only 11.9% of those in public relations are Latine, and only about 7.6% are in leadership positions. 

It’s now more important than ever to understand the state of Latine communicators in spaces where this historically minoritized community is the majority. How are these professionals connecting with one another? And, most importantly, where?

The impact of representation 

Because storytelling is an integral part of Latine culture, it’s no surprise that so many would gravitate to a career in an industry focused on the science and art of telling stories. 

And for many of us, it goes beyond that – it’s all about our representation in industries that are seen as inaccessible and glamorous. 

This was the case for Angel Leverett, the Director of Marketing & Communications for Austin Habitat for Humanity. An El Paso native, she was fascinated by the local anchors on the news who would showcase the highs and lows of El Paso. 

“She was so poised, graceful, and was focused on the community – a Latina on TV doing big things,” says Leverett, “when I started a career in PR, I saw that the opportunity to serve as a voice for my community, bridge cultural gaps, and make sure that stories that are being told about people like me are being told authentically and with compassion.”

Angela Navarro, is the events and public relations manager for the Downtown Austin Alliance, a nonprofit organization that aims to create, preserve and enhance the value and vitality of downtown Austin. In addition to her work with the Downtown Austin Alliance, she is also the current president of PRSA’s Austin chapter. 

Navarro believes that, but feels there is still a lot of work to be done. 

“Representation is essential, particularly in seeing Latinx professionals as business owners, PR specialists, and media figures across the city as we help elevate and bring stories that would otherwise not matter to others to the forefront,” she said 

But even with the obstacles, the impact is apparent. As the president of PRSA, Navarro has a direct hand in leading a diverse group of voices in shaping the communications field. “Being a Latinx communicator is about advocating for cultural inclusion, providing guidance to future generations, and ensuring that our stories are authentically told in every space we occupy,” she explained.

Engaging with the wider Austin comms community

Austin has cultivated several communities dedicated to the growth and honest conversations of communications professionals. Women Communicators of Austin (WCA), an organization established in 1921, has championed women in journalism, media, marketing, and every other communication role for over 90 years.

Notable members have included Liz Carpenter, who wrote the 58 words LBJ used to comfort the nation after the assassination of President Kennedy. 

Leverett, who is the president-elect for WCA, states that organizations like these are where a lot of the conversations for Latine communicators are happening. “There have been moments where some of these organizations have set up intimate spaces for [us] to get honest about the work,” she said. “About the highs, the low, and the opportunities available to us in the Austin community.” .

Navarro echoes these sentiments. Originally a New Jersey native, she lived in Florida prior to making Austin her home six years ago. Despite being drawn in by its “weirdness,” she found it difficult to find a sense of cultural belonging. 

“Finding your space in a new city can be hard, but I’ve carved out a place for myself here in Austin,” she said, explaining that the city has tons of professional organizations that cater to young and diverse professionals. Navarro found community in organizations like the Young Hispanic Professional Association of Austin (YHPAA), the Young Urban League, and the Austin Young Professionals. 

Where conversations are happening

Austin is an incredibly diverse town, and the impact Latines have had on the city is evident in the physical spaces communicators are going to have some of these conversations. 

Leverett says many conversations are happening at Joe’s Bakery, which feels like home. She remarks that “the smells, the people I start conversations with, what I love about being Latinx is that we gravitate towards each other and can just talk to each other.”  Anytime she goes to Joe’s, she feels her “latinaness” cup filled so she can be herself. 

She also frequents Gabrielas, a restaurant owned by Latina restaurateur Gabriela Bucio. As soon as she walks in, Leverett sees women who look like her celebrating and being unapologetic. a space where “we don’t have to hide our wins,” she said.”

For Navarro, the conversations are happening closer to home. The Downtown Austin Alliance is leasing a space as part of its Downtown Austin Space Activation program. The program rents underutilized buildings and turns them into platforms for social impact. This program is significant for Latine communicators because it empowers them to have a forum in Downtown Austin, an area that can sometimes feel less inclusive. 

“This initiative helps ensure that public spaces reflect the diversity and values of the city’s Latino population, reinforcing the importance of inclusivity in urban development and fostering a more connected and equitable environment for all.” said Navarro.

Ensuring equity and purpose through mentorship and affinity groups  

Both Leverett and Navarro believe in the power of mentorship. Latine professionals don’t always have access to the same opportunities, so ensuring that they have mentors who can guide them and open those doors is a major way to ensure equity. 

In addition, both Navarro and Leverett are focused on creating programming that will ensure the space for Latine communicators to thrive. Leverett created Communicators of Color as an affinity group for WCA. Its goals are to create a space where communicators of color can foster community and have honest conversations about working in the industry.

Navarro has grown the PRSA board from five people to 13, and is a supporter of events that promote authentic conversations for diverse communities in Austin such as the annual Drinks & Drag event and the “Being Series”, which organizes panels of Latinx, Black and LGBT communicators to engage with others in the industry.

“One of the most valuable pieces of advice I received from my first boss was, “Angela, when you walk into a room and no one else looks like you, that’s exactly why it’s important to speak up and share your perspective.”” said Navarro. 

“Being in spaces where you feel like the ‘other’ can be challenging, but it’s crucial to find your voice. Your thoughts may differ from those around you, and sharing them can not only validate your own experiences, but also create an opportunity for others to engage in meaningful discussions. This exchange can lead to greater understanding and inclusivity.”

Join us in Austin for Ragan’s Future of Communications Conference, the flagship event of Comms Week, this week!

The post How and where Latine communicators connect in Austin appeared first on PR Daily.

We are just a month away from Communications Week, a worldwide celebration of the PR and communications industry hosted by Ragan Communications featuring more than 60 industry partners and 20 academic mentoring programs including NYU, Pepperdine and the University of Florida, all anchored by Ragan’s nearly sold out Future of Communications Conference in Austin on Nov. 13-Nov.15.

In preparation, we’ve asked our Communications Week Board of Advisors, composed of internal and external comms leaders at some of the biggest brands and agencies in the industry, to step out from behind the scenes for a roundtable discussion sharing their perspective on some of their biggest wins this year (talent, becoming strategic advisors), how they’re overcoming their biggest challenges (doing more with less, crisis and union comms, executive buy-in) and what they think the biggest storylines will be in 2025.

Roundtable participants included:

Sarah Plaster, Head of ESG Strategy, SAIC
Christina Frantom, Internal Communications Lead, Mercedes-Benz
Emily Graham, Chief Equity and Impact Officer, Omnicom
Brandi Boatner, Manager, Digital and Advocacy communications, IBM
Amy Jaick, U.S. Head of Communications, Freyr Battery
Sean Langston, Jr, Head of Internal Communications, Reddit
Nicole Neal, Vice President, Head of Internal Communications, Zurich North America
Meredith Klein, former Head of Consumer & Product Communications, Pinterest
Stacie Barrett, Director of Internal Communications, Domino’s
Steve Cody, CEO, Peppercom
Matt Kinsman, Chief Content Officer, Ragan Communications

Matt Kinsman: What’s had the most impact on your team this year?

Christina Frantom: We have been working hard to stay connected as a global team this year. In such a large organization it can be difficult to pinpoint the human interest stories that we like to elevate. In the U.S., we love reading about our Team Members in South Africa, Germany, Mexico and they love reading about what we are up to here in Alabama. The trouble is we are coordinating publication schedules and content across time zones and cultures. Sometimes things get lost in translation, literally.

Steve Cody: Unionization is a major issue, and we also have the November 4th elections approaching. How do we get such a diverse group—red state, blue state, white collar, blue collar—to collaborate? AI is also huge, especially in crisis planning. We represent a number of colleges and universities, and October 7th is huge in terms of crisis planning. That’s what comes to mind first and foremost, those four things.

Meredith Klein: Internal comms in an election year, in such a combative climate has become even more critical. There’s also misinformation, especially with AI-generated content. For communicators, we’ll have a lot of inbound and outbound work, clarifying and correcting the facts.

And then on the consumer side, I think with the increase in Gen Z and how they consume news, more and more what I’m pitching now is newsletters, Substacks and creators, and less of the traditional communications part, to be honest. If I get a social post or a newsletter inclusion or a Substack inclusion or a podcast, that’s huge. I think you’re going to see a lot of the CEOs start shifting towards that. Kory Marchisotto, CMO of E.L.F. Beauty, is already doing a really good job doing that.

Meredith, you mentioned non-traditional communications. Sean, you had some interesting thoughts on how the mission of comms is evolving.

Sean Langston, Jr.: This is something my team is deeply entrenched in as we plan for the year ahead. I say it all the time and I’ll say it again, communications professionals are in an environment where we have to do more with less. And with that comes the challenge of scale. How do we work towards becoming more of an advisory, enablement, and empowerment function and less of an activation function? How do we give folks the right tools and best practices to communicate more effectively without our participation, and how might that influence how we support our internal customers across the business?

My team is keen to drive more enablement than activation. We’re evolving to become more of a strategic advisory function (while also continuing to drive our core programming and services). The challenge is scaling and giving our partners the right tools, like standards, playbooks, templates, and tools so they can manage more moments on their own. This shift helps us focus more on strategy and less on day-to-day execution.

Stacie Barrett: Sean, I love that. We’re also focusing on making our people strategic partners. With so much change happening inside and outside our organization, it’s about equipping everyone with the right messaging and letting them guide the conversation.

Nicole Neal: In this era of shrinking teams, I have to keep reminding our people that we’ve never been this small of a team before and the need to break down silos has never been more important. We’ve got the support of our CEO and I think we need to present that united front with him to show how we are able to be that advisor for the organization.

Christina: I’ll follow up with how we did it here very recently at Mercedes–we asked our global marketing and sales teams to support us with process and content and they responded beautifully. Something as simple as making our extensive brand guidelines available online in an interactive format really made a huge difference. So, comms and PR folks, look at your marketing and sales people for some of that additional support.

With reduced headcount and shifting priorities, how are you going to market?

Amy Jaick: Discipline is key, especially with fewer resources. We created a scoring system to prioritize opportunities, so we don’t waste time on things that don’t meet our criteria. For example, we cut down on speaking engagements unless they aligned with our goals. Putting in place this criteria that everybody agrees with across the organization is a good way to both help all of us maximize our impact and our time and gives us cover when we have to say no without making it a personal issue.

Christina: Headcount is always a real challenge. We have Team Members from all over the world at our disposal, so we work hard to get the right person in the right role. It isn’t always easy, but I love it when we get to hiring more experienced communicators. We have a great senior team. It’s still small, but it’s really broad in terms of its expertise. And I’m grateful for it.

Are you hiring different types of people, with skills outside traditional comms?

Sean: I’m not actively hiring right now, but if I were, I’d immediately focus on a specific set of soft skills vs. traditional comms experience. Internal comms has been elevated in such a way over the past few years that traditional communicators might not necessarily be the best fit for today’s challenges. Problem-solvers who can build relationships and skillfully navigate the complexities of nonhomogeneous organizations and all of the external impacts can make a big impact. We have to find a path to unlock scale by giving people the tools to get a ‘B-’ on their own. And I think in this communications economy, we’ve got to be okay with the B- as a self-service output. Our value comes in getting deeper into the high-leverage work that demands an A+.

Nicole: I hired two people who brought differentiated skills. One had both internal and external communications experience, plus a podcast. Another brought a desire to work with measurement and technology, which has helped us tell our story.

Sarah Plaster: Communication skills are foundational, but without critical thinking and problem-solving abilities, the volume of work will overwhelm you. Leaders need to help prioritize their teams’ work, not just hand it off and say, “figure it out.”

What do you think will be the biggest storyline for comms next year?

Christina: The industry is overlooking a shift in DE&I. We’re one incident away from a renewed focus on how businesses integrate DE&I at every level. With AI, the question will be who owns content. AI should help us work more efficiently, but leaders are still stuck on paying for time instead of ideas.

Emily Graham: DE&I continues to be a topic of trepidation. In the U.S., many organizations may be waiting until the outcome of November’s presidential election to determine their next step. Instead of waiting, we need to overcommunicate internally and audit our DE&I strategy before the election results are in. There’s a lot of external noise, but communicators should ensure their company’s DE&I stance is clear. Election Day doesn’t matter if your organization is committed to DE&I.  Sure, pivots and elements of a DE&I plan will evolve, but corporate leaders of DE&I need to put their strategy in place right now. I agree on AI completely.

The other thing that I’m starting to hear is that many employees, either early or mid-level in their career, are really worried about the economy and cost of living. We need to expand our focus on DE&I to include socio-economic diversity among our employees. I don’t know if that’s coming up for anyone else, but we’re even starting to have people say, ‘I can’t afford to go on business travel and not be reimbursed for 10 days.’ I think that DE&I, communicators and those focused on business operations like HR need to work together and get more in tune with the financial impact that actions like business travel may have on the people we work with and the communities we serve.

Sarah: There’s a lot of research on DE&I out there. I just read one from Gartner that 70% of corporations are not changing anything about their DE&I programs and an even higher percentage of CEOs are committed to it. But the challenge is the noise, right? We all know that diversity sparks innovation and we’re an innovation and a tech company. Shame on us if we don’t double down. And in fact, our executive leadership group actually used the term ‘double down’ on DE&I and we haven’t received any external pressure. But I think it’s really battling those voices out there that may not really speak the truth on what diversity brings to a corporation.

Stacie: We had a group of Gen Zers educate us on where they want to work and what they want to buy. If your team doesn’t reflect your customers, you’re in trouble. Communicators need to tell that story to leadership in a way that resonates.

Let’s end on a high note. What were your biggest wins this year?

Stacie: Hiring a great team member who can speak to multiple generations and running successful storytelling events and focusing on sharing data and metrics to be more visible to both my customers internally and my franchise community. We’re a franchise organization and we need to make sure that we are driving results so that we can continue to grow our team and show our impact.

Christina: For us, it was definitely the cutting-edge tech and visionary concepts in our vehicles. We had the MBUX Virtual Assistant release as well as a beautiful concept CLA Class that is transforming the relationship our customers have with their Mercedes-Benz. Not to mention the in-car gaming developments on the horizon. It has been a fun year working on some really exciting projects.

Steve: Learning and development–junior and middle level people were asking for more guidance on how they can win new business. We ran a speed-dating-style learning event for junior and mid-level staff to practice winning new business. We gave our people the elevator pitch for Peppercomm and the determinant of success or failure was getting the client, the prospect, to agree to allow us to connect with them on LinkedIn. It was a huge hit, and Brandi was a big part of that.

Brandi Boatner: My biggest win was giving back to the industry. Helping others develop professionally is why we do what we do.

The post CommsWeek Board Roundtable: From activators to advisers and prioritizing skills over experience appeared first on PR Daily.

Running Nov. 12-15, #CommsWeek is the can’t-miss series of in-person and virtual events this fall, a series designed to amplify, celebrate and accelerate the role of the communicator through education, inspiration, mentorship, technology showcases, networking opportunities and more.

Keep your eyes on this space for a continually updated list of all the week’s happenings.

Central to the week is our Future of Communications Conference, in Austin, Texas. Tailored for internal communicators, PR professionals and marketing experts, the Future of Communications Conference will fortify you with well-rounded tactics and skills to navigate what lies ahead for communicators in 2025 and beyond.

Forecasting the future of communications

At Ragan’s Future of Communications Conference, hundreds of comms leaders and professionals will assemble to learn, connect, innovate and strategize.

We’ll learn from colleagues at companies like Wells Fargo, United Airlines, Merck, Pinterest, Cisco, Scouting America, the United States Department of Defense and many more.

Delivering our opening keynote on Nov. 14 is Leah Johns, founder and leader of the Global Consumer Lab at consumer insight and foresight think tank Bain.

Leah Johns, Founder and Leader of Bain’s Global Consumer Lab.

Johns’ research on creating sustainable consumer behaviors informs her advice on how communicators can best navigate societal shifts to better serve the needs of employees, customers and the public—while boosting the influence of the comms role in the process.

Later that afternoon during a fireside conversation, Dan Thomas, CCO of the United Nations Global Compact, will share insights into how

communicators can meet the needs of an ever-expanding global community.

Dan Thomas, CCO, United Nations Global Compact

In addition to sharing his firsthand experience leading communications for the UN General Assembly, Thomas will offer perspective on how communicators can navigate the potential impacts of this year’s worldwide elections to foster progress and stability.

Thomas’ fireside will unearth insights at the intersection of communication, innovation and global policy with a focus on uniting disparate stakeholders to fulfill shared goals.

This focus on driving behavior and engaging global stakeholders will future-proof your comms, helping you align functional objectives with stakeholder expectations to meet larger business goals.

But the importance of staying engaged in social conversations about your brand or organization cannot be understated, either. As relationships between brands and creators continue to evolve, a special keynote fireside with Nicole Dye-Anderson, SVP, head of media relations, experiential and influencer strategy at Wells Fargo will delve into her strategies for influencing the future in a new social media landscape.

Nicole Dye-Anderson, SVP, head of media relations, experiential and influencer strategy, Wells Fargo

Dye-Anderson will offer her industry-leading perspective into the changing role of media influencers and what it means to redefine KPIs to measure success in today’s digital landscape. She’ll also offer pragmatic advice for establishing goal-focused partnerships with a diverse array of creators while mitigating backlash.

Of course, these keynotes are just the BBQ sauce on top of a Texas-sized #CommsWeek feast. The Future of Communications Conference also includes one-of-a-kind experiences such as Ragan’s interactive AI Prompt Slam, when attendees will practice prompt generation challenges with each other in real-time.

The conference will also feature Ragan’s Icon Awards, a prestigious ceremony honoring the legendary, luminary leaders driving our function forward.

Register for the Future of Communications Conference today and be sure to check the main Communications Week hub for more updates on additional #CommsWeek events in the weeks ahead.

The post What to expect during Ragan’s Communications Week appeared first on PR Daily.

Keenan J. Emery is an account director at Method Communications.

You know when you land your first job and it seems like just about everyone in your life is giving you career guidance, whether you want it or not? While at that moment in time you may not be looking for your aunt’s advice on how to move up the corporate ladder, things can sometimes change when you realize how rewarding career progression can be.

There’s a smorgasbord of excellent resources online that can help you meaningfully progress in your PR career, with some experts advising networking and mentorship and others championing the idea of intentionality, but I’ve always done things a little differently.

Here are my unconventional tips to stand out and make meaningful progress in PR:

Get faster

There are several ways to be a more efficient PR pro, but the first step should always be to get your technology dialed in.

If you’re rocking a single laptop with no monitors, keyboard, or mouse, you’re going to be painfully slow. At that point you may as well just use a typewriter and embrace carrier pigeons to send your messages (it might be faster!).

Try connecting a monitor, or even two. Invest in a good wireless mouse and keyboard and get your company to pay for it, if you can! You’ll be surprised by how much faster you can write, respond to urgent client messages, strategize with your coworkers and pitch reporters.

Additionally, don’t underestimate how much more productive keyboard shortcuts can make you, and consider taking online typing courses if you’re a slow typer.

Find your spinach

Spinach gave Popeye his renowned super strength, which made him near unstoppable. As you grow in your career, you need to find your” “spinach.” In other words, what makes you the most productive version of yourself? 

I’m not ashamed to say that my spinach is coffee. It’s the source of my power and I’m nothing without it.

For you, maybe it’s taking a walk. Maybe it’s working in an office and socializing. Maybe it’s endlessly scrolling on TikTok every hour (unlikely). Incorporate whatever makes you the best version of yourself into your daily work routine.

Write it down

You know that waiter who takes your order without writing it down and uses their spectacular, flawless memory to convey your preferred dish to the kitchen? Then your food comes out horrendously wrong and your friend’s dish doesn’t show up at all? Don’t be that waiter.

Write things down instantly as they land on your plate (pun intended), and it will be much easier to remember what you are responsible for. To-do lists are everything, and they’ll make you more reliable so people will want to work with you.

Stop procrastinating 

Finally, my most conventional piece of advice – don’t procrastinate. It’s easy to say things like “that’s a problem for me tomorrow” — but don’t betray your future self! 

Do the things you least want to do first.  You’ll often find they weren’t as daunting as you originally thought and then the hardest part of your day is finished.  

Set yourself up for success, and watch as you become an overperformer admired by colleagues and clients alike.

These tips all come back to one core theme – effort. I’ve found that the most successful PR professionals are usually the ones who are trying the hardest. Following this advice is a great way to show that you care about your work and are willing to do what it takes to stand out.

The post 4 unconventional tips to advance your PR career appeared first on PR Daily.

Tara Baumgarten is head of public relations and strategic communications for //NKST.

Traditionally, businesses have relied on public relations, specifically media relations, as their primary channels for building their brand story and executive visibility. However, there’s an often-overlooked cornerstone: conferences.

Conferences serve as vital building blocks in an integrated communications strategy because of their ability to foster thought leadership, nurture relationships through networking and spur ideas.

In short, if conferences are not part of your communications mix. They should be. Here’s why.

Why conferences matter

For decades, media relations have been the bedrock of PR, and for good reason. When stories are placed in reputable and relevant publications, they carry a third-party endorsement that can’t be denied. It provides a company or thought leader credibility and validation, bolstering reputations, building trust and making them a more obvious choice to do business with.

While media coverage remains valuable for brand visibility and credibility, it is an indirect channel. Conversely, through face-to-face interactions, conferences promote the exchange of ideas and the building of meaningful relationships. They offer a distinct advantage that sets them apart from traditional media relations in a few ways.

• The timeline. While media relations are all about the here and now, conferences play the long game. Media relations allow brands and thought leaders to respond to breaking news, address a trending issue and be part of the commentary. Whereas conferences provide a longer-term platform for relationship building, brand exposure, and executive visibility. That longer timeline allows brands to be more strategic about their presence at an event and the marketing they do in support of an executive’s appearance. The longer timeline also provides a built-in cushion to plan for major announcements, the unveiling of new research or survey results, or the launch of a book, product or service.
• The feedback. Media placements can provide a clue to customer and stakeholder interest through measures like website traffic, engagement with the article or podcast and reactions/shares on social posts, but that information is limited. Conferences are like a live chat session with your audience. Unlike the media, which can sometimes feel one-sided, with conferences, you’re in the thick of it, mingling with attendees and fellow speakers, swapping stories and getting instant feedback and insights into audience reactions, preferences, concerns or questions. It’s like having a real-time focus group at your fingertips. These insights can enhance a company or thought leader’s understanding of their target audiences and ultimately strengthen their connection with their market.
• The gatekeepers. The importance of building genuine relationships with conference organizers cannot be overstated. With media, relationship building is the golden rule, too, but with the media there can be dozens of targets at one publication whereas with conferences, there is generally one gatekeeper or a very small team responsible for programming content. They hold the keys to the kingdom and building that relationship is key.

But here’s the catch: This cannot be a one-sided relationship. PR and communications pros need to understand that just like with media, we work for the conference organizer, not the other way around. This includes taking the time to understand their needs, which differ from platform to platform, the demands on them to put butts in seats and how that translates to the content, themes, and the speakers they look for, and their goals for each particular event. It is only after you have taken the time to develop this relationship and understand their needs that you will be recognized, and hopefully relied upon as a valuable go-to resource. Like with media relationships, the goal should always be to develop a trusted relationship that has conference organizers tapping into you for ideas and recommendations, and not the other way around.

Media and conference relations: Like peanut butter and jelly. 

While landing a coveted speaking role at a conference is important, securing the speaking opportunity is just the beginning. It is how you leverage that opportunity that matters. Though conferences offer an added and distinct benefit from media, the magic happens when the two disciplines are combined for maximum impact.

For example, say your executive is scheduled for a fireside chat at a major industry conference. Key takeaways from their speech can be adapted into a byline article that is published in coordination with their presentation. Next, event footage can be leveraged for a series of vignettes on social media and corporate blogs. And, taking it one step further, content from the event can be adapted for a customized drip campaign for prospects and as a client building exercise with existing clients. These combined steps fill your marketing and sales content pipeline, reinforce important messages, and cement those concepts with your organization and its leaders.

This added layer of publicity extends the reach of the event, boosting both the company and executive’s credibility with clients, prospects, partners and investors, driving business growth.

In today’s competitive business landscape, where customer loyalty reigns supreme, connecting with stakeholders is a multi-touchpoint brand imperative. Combining the benefits of media and conference relations is not just beneficial, it is essential for marketing and business impact, and sustained growth.

The future of marketing is integrated – ensure your strategy is, too.

The post Conferences: The jelly to the peanut butter of media relations appeared first on PR Daily.

Most presidential libraries are staid, placid affairs, built to enshrine paperwork and artifacts from America’s top executives.

Former President Barack Obama wanted something different for his own library. It will include the usual scholarly amenities and museum exhibits, but the 19-acre Obama Presidential Center on the South Side of Chicago will also serve as a community gathering space that includes an athletic center, garden and splashpad.  The Foundation envisions the space as an economic driver for the economically disadvantaged neighborhood in which it sits.

But even with those lofty goals and benefits to the community, the neighborhood wasn’t immediately excited by the prospect of the center coming to their backyard.

“The neighborhood has been underinvested in, disinvested in,  primarily Black and brown residents,” said Courtney D. Williams former communications director for The Obama Foundation at PR Daily’s recent Media Relations Conference. “And people are afraid of gentrification, afraid to be pushed out.”

It took a concerted community relations effort to build excitement and buy-in for this ambitious project.

Here are a few of the successful tactics the foundation employed:

• Community meetings. Lots of community meetings. This listening and responding feedback loop included everything from where parking lots would go to programming at the center. “We would sit back and say, ‘how can we best serve the community?’” Williams said.
• Creating a training center. To allay community concerns about outsiders coming in and changing the neighborhood, the foundation worked to create a training center on the South Side of Chicago that would help teach skilled trades like carpentry and plumbing. Not only would these tradespeople then be involved in building the center, they also could lift up the community for years to come. Today, more than half of the workforce are Black and brown people from the South and West sides of Chicago.
• Focusing on legacy. The center downplayed the storytelling of Obama the man,instead focusing on his legacy and inspiring a new generation of leaders from around the world. They became the primary story drivers for the center. “It’s talking about young women in Africa who are working on reproductive rights, telling their stories, getting that information out there. And then helping community members and other businesses invest in those folks. It’s less about you and the brand that you represent and more about the mission, what you’re trying to accomplish.”
• Relationship building with local and hyperlocal media in Chicago, right down to online portals for individual neighborhoods or TikTokers with a handful of followers. “The videos on TikTok, maybe they only have 50 people that are watching them. But those 50 people have aunts and uncles and grandparents and grandkids and the message is going there.”

Williams’ full presentation will be coming to Ragan Training soon – stay tuned.

Allison Carter is editor-in-chief of PR Daily. Follow her on X or LinkedIn.

The post ‘It’s less about you’: Community relations is at the heart of the Obama Presidential Center appeared first on PR Daily.

Beth Haiken is EVP at Method Communications.

My husband, who works in the wine business, is fond of saying, “Be nice to the busboy — he’ll own the restaurant one day.” The same goes, I’d argue, for trade publications, newsletters and podcasts. But as PR professionals, whose job it is to connect media with sources and explain each world to the other, it’s on us to make the argument that these smaller outlets are worth the time of our busy executives. Here’s how to do it.

1. Arm yourself with data: Not just about how many media layoffs there have been and how hard it is to land coverage, but about the outlet you’re recommending the executive spend time with. When was it founded? Who runs it? Who writes for it? Who reads it? Who’s been featured previously? What business goal of the company does it speak to (recruiting, product sales, VC visibility)? Does the outlet have an active social presence, or are the reporters particularly good about sharing their stories across channels? You should be prepared to quickly and concisely state why you think this particular opportunity is worthy of this executive’s time and attention.
2. Come with a story: Is there a reporter you met “way back when” who’s now at one of the outlets everyone wants to be in, or who’s since launched an influential newsletter? Was there an instance where an executive made time to educate a reporter on background that resulted in a connection and subsequent coverage? We do this all the time and sometimes assume everyone else does too, but many executives don’t fully understand the way media relationships are built and evolve over time. 
3. Make a plan: Every piece of content is a link in the chain; being able to show your client that chain bolsters your persuasive powers. Can an earned media piece become the anchor for a new blog post? Can a podcast become the basis for an earned byline? Especially if you’re asking an executive to spend time with a smaller outlet, being able to articulate how you’ll get maximum impact may help you.
4. Be honest: There’s nothing wrong with telling an executive, “Look, this is a relatively new podcast that’s still building its listenership, but the host is gaining industry influence. She’s already on the organizing committee of XYZ conference and I think she’s going places. This is a bit of an investment now, but I really believe it will pay off.”
5. Be flexible: Sometimes you lose. If an executive won’t budge, the reporter might. It’s always worth asking if they’d be willing to speak to another executive, or revert to an emailed Q&A. We don’t love having to ask, but their answer might surprise you.

It’s frustrating to pitch only to have an executive pass on the opportunity you’ve brought. Understanding how to articulate the value of the opportunity is part of the job – and being able to do so convincingly – will make your life easier. 

The post Yes, busy executive, you should make time for that podcast appeared first on PR Daily.

Patrice Smith is a lecturer in the Department of Journalism & Public Relations at California State University, Long Beach. Connect with her on LinkedIn or follow her on X.

As lies and rumors spread across the internet, the terms “misinformation” and “disinformation” have become part of communicators’ lexicon. Although many professionals and consumers attribute this issue to the advancement of technology such as social and AI tools, the Public Relations Society of America (PRSA)’s special report, “Tackling Misinformation: The Communications Industry Unites,” states misinformation is a human issue and would continue to spread without the use of technology.

Defining the terms

According to the PRSA special report, the terms misinformation, disinformation and malinformation are defined as:

• Misinformation: The creation and distribution of false or inaccurate information by a poorly informed or misinformed party without the intent to cause damage.
• Disinformation: The creation and spreading of purposefully inaccurate and false information with the intention to deceive and cause harm.
• Malinformation: Malinformation, which may stem originally from truthful statements or accurate events, is information that is recontextualized or exaggerated to intentionally inflict harm.

Strategies to combat misinformation:

1. Ensure your messaging is clear to your internal employees and be sure everyone knows how to communicate the message externally from the top to the bottom of the organization. Misinformation can spread internally if everyone does not understand how to share your organization’s key messages properly. Internally, organizations can manage by having messaging documents are readily available to all PR and communications employees.
2. Fact-check everything and confirm the source is credible. Research conducted by three MIT students revealed that false news spreads more rapidly on X (formerly Twitter) than real news. With false and misleading information rapidly spreading — whether intentionally or unintentionally — PR and communications professionals must double-check their sources.
3. Host regular all-hands meetings and strategy-building sessions. PR leaders should consistently invest in training their teams; taking care of employees is key to maintaining a strong brand and public reputation. Employee trainings should cover media literacy, identifying misinformation and addressing emerging threats. Additionally, organizations need a crisis plan to protect the brand reputation in the case of unexpected issues.
4. Don’t stretch your messaging. While exaggeration is becoming more common, communicators should not stretch or distort their organization’s messaging. Disseminating false or misleading information knowingly violates the PRSA Code of Ethics, exposes you to fact-checking by external audiences and damages your reputation as a representative of the organization.
5. Refresh your crisis communications plan and train your employees. With the rapid spread of misinformation, it’s important to ensure your employees are aware of emerging threats facing the organization. If a crisis arose overnight, would your staff know how to respond? It’s crucial to train your employees on the protocols for handling emerging threats effectively.

As public relations and communications professionals, we must uphold high ethical standards to effectively combat misinformation by adhering to the PRSA code of ethics.

The post 5 strategies for combatting misinformation, disinformation and malinformation appeared first on PR Daily.

Linda Rosenblum is media relations director at Red Thread PR.

We are inundated with campaigns from brands every day that are attached to some kind of awareness day or month. From impactful moments like Black History Month in February to lesser-known occasions like World Zombie Day (October 13, if you’re curious), it seems like every brand is leveraging these moments to stay relevant in the minds of their key audiences. But as consumers have come to anticipate these campaigns on their feeds, they are smart enough to cut through the nonsense, it begs the question of how effective this tactic is for the brands who participate in moments that feel more random than impactful.

Brands’ efforts to appear relevant by newsjacking every single awareness day is where they tend to fumble. Just think of Frontier Airlines, who has missed the mark a few times recently. First, they overlooked consumers’ money consciousness with a prank by offering fake $1 flights to Bora Bora on April Fool’s Day. The brand then, albeit with better intentions, celebrated Earth Day with discounted rates on flights – but what this deal ignored is that, despite Frontier being one of the more sustainable airlines, the industry as a whole is massively contributing to greenhouse gas emissions, which made this campaign feel a bit tone-deaf. Brands like Frontier might intend these campaigns as lighthearted, but what they really end up doing is fueling the perception that they aren’t prioritizing what should be their main focus: their audience.

And while the Frontiers of the world might set a bad example for how to leverage awareness days as key moments for PR/advertising activity, the good news is that we don’t have to sideline this tactic from the playbook quite yet. Instead, brands should focus on strategically leaning into fewer, yet more quality, calendar moments that not only align with their organization’s purpose but also their customers’ hearts and minds. For PR pros looking to more strategically leverage awareness days – or even for those wondering where to start when choosing a key moment to latch onto — ask yourself the following questions:

• Does an awareness day make sense for your marketing and PR goals? Ask yourself if this moment will best help you reach your audiences and convey the appropriate messages. While participating in awareness days might appear to be low-hanging fruit and a fun way to enter trending conversations, it can backfire when the day is misaligned with your goals. For example, if your goal is increasing brand message inclusion and your audience’s understanding of the brand, this tactic will fall short. Consider other tactics across the PESO model like paid media programs, influencer campaigns or longer activations that extend beyond just one moment in time.
• Does the awareness day have a natural association with your brand’s key offerings? There can be a benefit in leaning into an awareness day if it makes sense with a brand’s core offering. For example, we had a client in the coffee ingredient industry who had an ongoing partnership with a well-known café. Together, they offered a limited-time discount on a unique drink in celebration of National Coffee Day, and we used this as a key moment to engage media with this deal as a newsworthy hook. What’s most important is that our participation in this awareness day made sense given how closely National Coffee Day aligned with the brand’s offering. The media agreed, as we secured top-tier national media hits with this deal.
• Is there a connection to your brand’s mission, vision and values? Beyond what your company is offering, think about what it stands for – and where its values lie. Consumers, influencers and the media can easily sniff out if your brand is talking the talk without walking the walk by participating in an awareness day where you have no stake in the game. Consider brands like Apple, whose commitment to the LGBTQ+ community extends well beyond the confines of Pride Month; here, it makes sense that Apple does a little something extra during the month of June to recognize its commitment to embracing diversity and inclusivity all year round. However, brands who have not historically or are not currently dedicating time and resources to this community should not use this awareness month as a moment to join a conversation that they aren’t in the other 11 months of the year. Using awareness days should feel like a natural extension of your existing efforts; don’t force it if the day/month doesn’t align with what your brand is doing regularly.
• Are there any current conversations about this day/topic that give you pause? To determine whether or not it’s appropriate for your brand to chime in on an awareness day, take a look into what the current conversation looks like – both in the media and on social media. If there’s a negative sentiment among your audience surrounding a particular theme or moment, carefully analyze the implications of participating and not participating. For example, you may have seen recent public health alerts surrounding risks of E. coli in ground beef that have been widely covered by many top consumer media outlets. Food brands who might be planning to participate in any activations around National Hamburger Day on May 28 might consider keeping an eye on this conversation around the risks of ground beef products and proceed with caution.

No surprise here: not every awareness day or holiday makes sense for every brand. However, some are a total slam dunk. PR pros should always question if these moments make sense for their brands to join the conversation and if it will positively move the needle – or if they are better off looking for other moments that are more aligned with their core identity.

The PESO Model© was created by Spin Sucks

The post 4 questions to consider when strategically leveraging awareness days appeared first on PR Daily.

In the Mississippi delta sits the town of Greenville. Dubbed “Queen of the Delta,” Greenville is known for its complex history, blues music and hot tamales. It’s also home to the Ben’s Original rice plant.

Since 1977, this division of Mars Food has turned out parboiled rice to be sent across the country and around the world. Today, it’s one of the largest employers in Washington County, of which Greenville is the county seat.

“Greenville is endearing,” said Kristen Campos, VP of corporate affairs for Mars North America. “I think that it’s just charming. The people are just so lovely, so kind.”

This town of just 28,000 makes up an important constituency for Mars (total employees: 130,000). And not just for those who work at the plant.

“In addition to the factory being the heart of our business, we know we also have a responsibility to drive a mutually beneficial relationship in that city and in that community,” Campos said during a recent conversation with PR Daily about the role of community relations in reshaping the Ben’s Original brand — and reshaping the future of Greenville.

Listening, listening, listening

In 2020, amid a renewed conversation around racial justice and equity, the name and mascot of Uncle Ben’s rice — a fictional elderly Black man who, for many, evoked tropes rooted in slavery and the oppression of Black Americans — came under criticism.

“We understand the inequities that were associated with the name and face of the Uncle Ben’s brand,” Mars said in a statement at the time. “We have committed to change.”

And associates in Greenville were an important part of that change and the evolution into Ben’s Original. Greenville is 83% Black, according to census data, and its history is deeply intertwined with slavery and the Civil War. Locals felt they had a personal stake in the brand, and were also committed to helping the brand move forward through its rebrand.

So Mars listened. A lot. In the course of our conversation, Campos used the word “listen” nine times.

They of course conducted large-scale listening and surveys and interviews; Mars is a multinational company and whatever evolution emerged would need to play well around the world.

But they took special time to listen in Greenville.

“In addition to listening to and conducting listening sessions with our associates there, we doubled down in listening to business leaders, stakeholders, not-for-profits, all in the Mississippi area but specifically in Washington County and in Greenville,” Campos said.

“That helped us to understand what we could be doing to bring that purpose to life in a community that’s at the heart of our business and so important to us.”

When the new Ben’s Original brand was unveiled, including a new commitment to ensuring everyone has “a seat at the table,” the reaction from that core community was overwhelmingly positive, Campos said.

“I think the other part of the reaction was the refreshing way we went about it, involving everybody in that change,” Campos recalled.

But that involvement went beyond just the rebrand. With that new commitment to a seat at the table for everyone came a renewed promise to the city of Greenville itself.

A seat at the table

For all its charm, Campos notes that Greenville is a city with challenges that date back to its pre-Civil War history and are deeply intertwined with racial division in the state. Nearly a third of citizens live below the poverty line, compared to 19% statewide. Nearly 20% never graduated high school. Access to food is also an issue: While the city has two grocery stores, they’re concentrated on one side of town. With no public transportation, residents on the opposite end can struggle to get access to fresh produce and meat.

So Mars decided to do something to help.

“We fall back on all decisions by looking through the lens of our five principles,” Campos explained.
“One of those principles is mutuality, which at its core basically means any decision we make, anything that we do from a business operation standpoint or otherwise, needs to look at what how do we drive a mutual decision that benefits not only Mars, but also all of those people and companies that touch Mars.”

In this case, mutuality meant working with Greenville and Washington County in two key areas: Food access and education. A scholarship in conjunction with the United Negro College Fund has pledged $2 million through 2026 to help Black students around the world who seek careers in the food industry.

Mars has also pledged $2.5 million to the area over the next five years but has also doubled that promise through partnerships with other area employers, including Molina Healthcare and Kroger. A partnership with Hearty Helpings Food Pantry and the Mississippi Food Network also helps get fresh produce and meat in the hands of hundreds of residents throughout the year.

Campos recalled a visit just a few weeks ago where members of the Mars team, in partnership with the Mississippi Food Network, took a semitruck of food to a neighborhood in Greenville, passing out fresh food to families.

“Unanimously, you got this response of, thank you so much, Ben’s Original and Mars Food has done so much for our community. I get a lot of blessings. So it makes you feel really, really good. Like you are making an impact.”

Beyond the personal impact, investing in the community makes good business sense, too.

“We want to make sure that everyone feels proud of where they work,” Campos said. “And that we continue to attract the top talent in the Mississippi Delta area and that there is an ambition to work for our factory.”

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post ‘The heart of our business’: How Ben’s Original’s Mississippi employees helped shape its rebrand appeared first on PR Daily.

Karen Freberg is a professor of strategic communications at the University of Louisville. 

Everyone wants to target Gen Z when it comes to promotions, marketing, PR and experiences. From consumer brands to sporting events, everyone wants to capture the most valuable asset this audience has to offer: their attention.

The Kentucky Derby is known for its history and tradition of horse racing, fashion and entertainment sporting experiences that have made it a bucket list item for 150 years. Their legacy for being a global premier sporting event has been established.

However, The Kentucky Derby has solidified itself as a brand that has turned tradition into transformation to capture the attention of Gen Z and Gen Alpha. How did the team from the Kentucky Derby do this and what lessons can PR professionals garner from KYD 150?

• Fully embracing the creator culture on and offline. Celebrities are part of what makes the Kentucky Derby iconic. However, bringing together celebrities – creators, entertainers (Jimmy Fallon and Jack Harlow), sports icons (Travis Kelce),and more –helps create content across social media channels. This has played a key role in the Derby’s overall strategy, especially on TikTok and Instagram. Content ranged from high-resolution videos and Reels to tiny mic interviews with attendees and celebrities, to even AI-generated photos showcasing the new age of content creation, which provided a 360-degree perspective of the event beyond the race trackto grab Gen Z’s attention.
• Creating new partnerships geared towards experiential marketing for Gen Z. There were many new partnerships that were announced with brands for the KYD 150 that were marketed to all audiences, but were geared towards the younger audience. Some new partnerships that were brought in included PopCorners (a speakeasy activation), Boot Barn (customizable cowboy hats), Sports Illustrated (Club SI), and fashion collaborations with brands such as Aviator Nation and Fanatics. Fashion ideas were also showcased in their partnership with Pinterest as well, a platform that garners both high use and respect for Gen Z.
• Bringing TikTok FYP to RLP (Real Life Page). Churchill Downs partnered with Unwell, which oversees the podcasts of Alexandra Cooper (Call Her Daddy) and Alix Earle (Hot Mess). The Kentucky Derby featured a new activation in the infield at Churchill Downs during the Kentucky Derby 150 to feature two modern day media trailblazers to engage with the Kentucky Derby’s female fan base. Fans at the activation were able to ask questions of the podcast hosts and interact with them. Unwell had a booth at Churchill Downs, featuring personalized merch and a glambot to create experiences for Gen Z to remember their time at the iconic racetrack with Alex and Alix. Both hosts held their own events at Jefferson Events for Thurby and Oaks before the Kentucky Derby.
• Partnering with Gen Z and Gen Alpha to co-create engaged learning experiences. Churchill Downs and the KYD team integrated students in their events and marketing activities. From recruiting FFA students to help with floral arrangements at the Taste of Derby to Sullivan Culinary students helping celebrity chefs serve luxury meals to attendees, to University of Louisville students assisting with social media and event planning aspects of the races. All these students will be able to add this experience to their portfolios, which will make them marketable candidates for future employment.

The Kentucky Derby is the place in making legends on the racetrack, but this year’s event was a true global masterclass for an iconic event by turning legacy into legendary through creative marketing and promotional partnerships, experiential experiences, and innovative content strategies in attracting the next generation of fans.

The post Saddle up, squad: How the Kentucky Derby gallops to Gen Z hearts appeared first on PR Daily.

Edward Moed is CEO at Hot Paper Lantern.

Two seismic scandals recently rocked the global sports landscape, shaking the MLB and NBA fandoms and sparking a frenzy of concerns and speculation across the media. Amid the chaos, these incidents shined a bright light on questions around handling extreme crisis communications and navigating ethical dilemmas in the face of uncertainty.

In the MLB, Shohei Ohtani’s interpreter, Ippei Mizuhara, was fired by the Dodgers in March following allegations of embezzling millions of dollars from Ohtani to cover gambling debts. Just days later, in the NBA, Jontay Porter’s involvement in unauthorized betting and divulging confidential information cast a shadow over the league’s integrity.

The two leagues diverged in their crisis communications strategies, with one emerging as the clear victor. However, both approaches offer invaluable lessons for leaders and organizations in the sports industry and beyond. Below, I delve into the key takeaways, emphasizing the importance of establishing a “north star,” crisis management planning and effective communication – elements that can either make or break brand reputation.

Define your north star and stay true to it

Leagues bear the responsibility of safeguarding their integrity to maintain trust among fans and stakeholders. The NBA’s swift and transparent response to the Porter scandal stands as a testament to this commitment. Its public statement read: “There is nothing more important than protecting the integrity of NBA competition for our fans, our teams and everyone associated with our sport, which is why Jontay Porter’s blatant violations of our gaming rules are being met with the most severe punishment.” The league clearly demonstrated its dedication to its core principles, notably its “north star” of upholding integrity, instilling trust among its stakeholders.

In contrast, the MLB’s delayed and inadequate reaction to statements from Shohei Ohtani and his interpreter allowed speculation to thrive. Ohtani’s representatives initially indicated he had transferred money to help with Mizuhara’s gambling debts, but later disavowed Mizuhara’s account, asserting Ohtani was a victim of theft.

This discrepancy underscores the vital need for leagues and other organizations to establish a clear “north star” that guides decision-making, whether it centers on integrity, stakeholder well-being, or transparency. That north star becomes indispensable in times of crisis; it provides stability, clarity, and demonstrates principled leadership. When an organization loses its north star, it loses its fandom.

Establish your authority and master your domain

In this scenario, the NBA exemplified authority and crisis control at its finest. With quick, transparent action and immediate consequences, it tackled the issue head-on, eliminating ambiguity and speculation. Even amidst challenging circumstances involving one of its star players, the NBA maintained control of the narrative.

Conversely, the MLB’s delayed response to the Ohtani situation allowed rumors to spiral out of control, waiting two days to issue any statement. By failing to intervene early, the MLB jeopardized its standing as an authoritative and credible voice in the matter.

In times of crisis, it’s essential for leagues and other organizations to assert themselves as the primary source of information and authority. As a result, fans and consumers of the media will feel inclined to rely on accurate and timely updates, fostering trust and confidence in the organization’s ability to handle the situation effectively. This proactive stance not only safeguards their reputation but also reinforces their credibility as stewards of the sport.

Have a crisis communications strategy ready to go

No one  knows when a crisis will hit. However, the responses to both scandals highlighted the importance of having a comprehensive communication strategy in place – one that involves a well-defined plan      equipped to gather facts, make informed decisions, and transparently communicate with the public. The MLB’s delayed and disjointed response to the Shohei Ohtani situation exposed the repercussions of lacking such a strategy. By having a robust crisis communication plan ready to go, organizations can mitigate the impact of challenges and uphold their integrity in the eyes of stakeholders and the public.

Looking ahead, the rise of  sports betting undoubtedly forecasts more challenges for the leagues. Yet, these issues aren’t new (think Chicago Blackhawks lawsuit or the Pete Rose investigation), and therefore underscore the timeless need for crisis management and integrity in sports. Leagues must hold fast to their core values, prioritizing integrity, asserting authority and having crisis communication plans in place. Ultimately, the crucial question persists: Will leagues prioritize trust in their foundational principles, or will they yield to the influence of star power? In the end, it’s the fans who determine the victor, and spoiler: they usually opt for integrity.

The post Critical crisis lessons from the recent NBA and MLB scandals appeared first on PR Daily.

C-SPAN director of communications Howard Mortman occupies a unique role in the world of media relations.

He works for a cable network that broadcasts political happenings. He targets journalists from other outlets who seemingly do the same things.

But to Mortman, they aren’t competitors at all.

“We don’t have ratings because we are a nonprofit,” Mortman told PR Daily.  “We don’t have advertising. There’s no government money in C-SPAN, this is all privately funded. But we still, like everybody else, want people to be watching us.”

And to achieve that, Mortman works to encourage journalists to use C-SPAN’s content, including coverage of Congress and the presidency. That means he and his team spend a great deal of time doing what he calls “retail-level” media relations: telling them what C-SPAN will cover tomorrow, sending them video of eventsand letting them know when C-SPAN will televise debates in state-level races.

“It’s like one big ecosystem of our coverage and turning it around and getting attention for it all,” he explained.

But all that point-to-point work all builds up to the end goal of staying on top of mind for reporters.

“There’s a lot wrapped up in day-to-day promoting of our video and our coverage, but also big picture strategy of how we position ourselves in the new media landscape,” Mortman said.

While he keeps his eye on that bigger picture, Mortman still believes that it’s the simple, constant interactions with reporters via email and direct message that make him most effective at his work.

“The value that that brings to me is … it helps get a real good landscape of what the media is interested in,” Mortman said. “For instance, what hearings are big — we cover Congressional hearings, that’s our bread and butter. So, it gives us a sense for what is resonating in the media world and, ultimately, with the public.”

But that’s a two-way street. In order to get the benefit of that insight, Mortman himself must understand journalists’ needs and pain points.

“Don’t waste reporters’ time,” he advised. “Do your homework. You’ve go to see what they’ve been reporting on lately.”

Like many media relations pros, Mortman is a big fan of building relationships with journalists. But unlike many, he’s not an advocate of the traditional “let’s grab a coffee and catch up” relationship model.

“For me, that’s a waste of time,” he said. “Because reporters don’t want to spend half an hour, 45 minutes having coffee, talking about things.”

Instead, he suggests simple, regular communications with reporters with no expectations or strings attached. A simple note saying “great article” can go a long way.

“It’s not being greedy,” Mortman added “It’s not expecting something of everybody all the time. And I think that’s the value.”

Bringing C-SPAN into the digital age

Getting C-SPAN media coverage is only part of Mortman’s charge. The other half of his responsibilities include getting their content in front of the public – and not expecting that they’ll go looking for the network on cable TV.

“Part of the social media strategy is recognizing (the audience is) not all necessarily coming to our website and to us on television,” Mortman said. “We need to meet them where the conversation is occurring in this much bigger online world.”

C-SPAN put this strategy into action in a big way during the recent White House Correspondents’ Association dinner, an annual Washington, D.C. tradition where 2,800 journalists and guests pile into the basement of the Washington Hilton to hear speeches from the president and an array of Hollywood celebrities.

C-SPAN broadcasts the dinner in its entirety.

In the past, C-SPAN acted as an observer, using their social media platforms to showcase other people interviewing the arriving celebrities. But this year, they did their own red carpet interviews.

“We were frantically Googling names and pictures because I don’t know Hollywood celebrities. I know senators and congressmen,” Mortman said.

@cspanofficial Fran Drescher, the actress and comedian currently serving as national president of SAG-AFTRA, talked to C-SPAN on the red carpet of the White House Correspondents’ Dinner on Saturday night. #whcd #frandrescher #sagaftra #cspan ♬ original sound – C-SPAN

“It was a unique, fun, different way to get our brand out there and to get new content for our social media,” Mortman said.

Whether it’s on social media or traditional media, Mortman is always cognizant of how C-SPAN is viewed and the unique trust his organization has.

“Reporters, trust our brand because they know we are not left or right,” Mortman said “We’re out there just to share information to the public. So, we’re kind of a safe zone to work with.”

Howard Mortman will take the stage during PR Daily’s Media Relations Conference, June 5-6 in Washington, D.C. Learn more.

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post ‘Retail-level outreach’: Media relations lessons from C-SPAN appeared first on PR Daily.

Josefin Dolsten is a public affairs director at Bryson Gillette.

The last six months have seen dramatic cuts across the media landscape — hitting a range of prominent publications like the Wall Street Journal, which recently made another round of cuts, Los Angeles Times, which let go off a quarter of its newsroom, and Washington Post, which offered buyouts to more than 240 staff members. Outlets like The Messenger and Vice have simply shut down.

This follows years of significant downsizing, with the U.S. having lost one-third of its newspapers since 2005.

Though there have been times in the past when newspapers worried for their survival, such as with the spread of radio and television in the 20th century, these fears proved unfounded. But this time around, it’s not about competition but the fact that the very profit model behind newspapers hasn’t proven sustainable in the digital age, according to Michael Stamm, a professor of media history at Michigan State University.

“Nothing has emerged to take the place of the ad revenue that supported the news organizations,” Stamm told me in an email.

Billionaires like Jeff Bezos and Patrick Soon-Shiong have tried to buy up struggling newspapers, but the results have been rocky at best. Meanwhile, experts have suggested different models — such as philanthropic and public funding.

It will take time for the industry to figure out a new path forward. During this transition, it is crucial for PR and media strategists to be agile. We can no longer continue with business as usual and expect the same results.

To be successful at this time requires a nimble mindset and a forward-looking approach. Here’s how to do that.

Consider freelancers

I often see both clients and fellow PR professionals prioritizing staff writers over freelancers when pitching. But at a time when many of those who were laid off from major media outlets have shifted to freelance reporting, we can’t afford to overlook this valuable talent pool.

In fact, freelancers are usually more open to pitches than those who work full-time at one publication as they aren’t receiving regular assignments from an editor. As publications try to manage lower budgets and increasingly rely on freelance writers, it is key to cement relationships with independent reporters.

Explore new outlets

As more established outlets flounder, new publications and mediums will emerge. Julia Angwin, formerly of The Markup, recently launched Proof News, where she and her team will draw on scientific methods to conduct investigative journalism.

Podcasts continue to grow in popularity with an estimated 192 million Americans having listened to them, which is more than ever before. And newsletters continue to be a growing platform for journalism, with reporters like Erin Reed, who covers LGBTQ+ rights on Substack, and Casey Newton, who covers technology and democracy on his newsletter, Platformer, making waves.

It’s important not to overlook these types of outlets. Though their reach may be smaller than traditional media outlets, they are a great fit for pitching niche topics as their readers are often highly engaged.

Pitch more selectively

Recent layoffs have accelerated a decline in newsrooms and media outlets that has been happening for decades.

Journalists are stretched thinner and are no longer able to be specialists focused on one beat. In other words, reporters are having to cover more topics and are also getting inundated with a wider swath of pitches.

Successful PR has always been less about blasting press releases and more about tailoring outreach to reporters — but this is now more important than ever. That means taking a second and even third look at every pitch before sending and when in doubt, nix sending it until there’s something newsworthy to share. Pitching reporters stories that simply aren’t cutting it will only make them likely to ignore future emails.

Advocate for journalism

Most importantly, as we face this media crisis, it is crucial for the PR community to advocate for the importance of a healthy news industry. There is an obvious reason why: a big part of PR is secure media coverage, and this will get harder and harder if newsrooms and outlets continue to shrink.

But beyond self-serving reasons, having well-functioning and diverse media outlets is crucial to maintaining a thriving society and democracy, which is something that we should all care deeply about. This is the time to strengthen our support of the media by getting involved with organizations advocating for a free press, subscribing to local media outlets and calling out those who attack journalists for simply doing their job.

Learn more about upping your pitching game during PR Daily’s Media Relations Conference, June 5-6 in Washington, D.C. Learn more.

The post The media world is facing an unprecedented crisis. Here’s how PR needs to adapt. appeared first on PR Daily.

Amid another week of campus protests and corporate activism around the Gaza war, it seemed like no organization handled its response properly.

While Google CEO Sundar Pichai attempted to justify the firing of employee activists last week, police cleared an occupied building at Columbia University last night and arrested dozens of protestors. As stories of student encampments and ongoing protests continue to make headlines, communication from university leaders has been minimal. In a multifaceted conflict that engages stakeholders at an intersectional level, many leaders seem to take the route of saying less.

Then, just as it seemed that no institution offered a model response, Brown University announced on Tuesday evening that it reached an agreement with student leaders pushing for divestment. Details of the agreement were further contextualized in a letter by Brown President Christina H. Paxson.

Here’s what stuck out.

Leading with context

Paxson’s message to the Brown Community begins with a sober acknowledgment of what’s unfolding across the country.

“Many of us have watched with deep concern the tensions and divisions that have escalated across the country as colleges and universities have experienced intense confrontations at protests and encampments over the ongoing conflict in the Middle East,” she wrote before distinguishing Brown’s activism and announcing the news:

Brown has not experienced the heightened hostilities we have seen nationally, and I am writing to share that we’ll see a peaceful end to the unauthorized encampment that was set up April 24, 2024, on the College Green. After productive discussions between members of the Brown University administration and student leaders of the Brown Divest Coalition, we have reached an agreement that will end the encampment by 5 p.m. today.

In a moment where many institutional leaders are hesitant to comment at all, this acknowledgement doubles as recognition for anyone who has felt the emotional toll of the war and the protests. Paxson’s ability to contextualize the news and its response as different positions this decision, and her message, as an example to follow from the outset.

The most radical element is transparency

After announcing the agreement with the students who represent the Brown Divest Coalition, Paxson shares a public link to the full document and explains the broad terms:

[T]he students have agreed to remove the encampment and refrain from further actions that would violate the Code of Student Conduct through the end of this academic year, including through Commencement and Reunion Weekend.

The University has agreed that a group of five students will be invited to meet with a group of five members of the Corporation of Brown University while trustees and fellows are on campus for the May Corporation meeting. The meeting responds to the students’ interest to be heard on the issue of “divestment from the Israeli occupation of Palestinian Territory,” which was a core demand of their protest action. It is important to note that this topic will not be on the Corporation’s business agenda, and there will not be a vote on divestment at the May meeting.

Between linking to the full agreement and unpacking it in plain language, Paxson’s letter further demonstrates an unusual level of transparency from leadership. Rather than impose new guidelines or rules for handling the matter, she holds up the existing Code of Student Conduct and demonstrates a focus on protecting the community’s shared celebratory events.

Her explanation of the upcoming May meeting, and how it will work, simultaneously reinforces documented expectations while acknowledging that student concerns have been heard and will be addressed — another notable example of recognition from leadership.

Paxson then explains how any member of the community can request that Brown divest its endowment from specific companies, even sharing the process of submitting a proposal to the appropriate advisory committee. “I have committed to bring the matter of divestment to the Corporation, regardless of ACURM’s recommendation,” she wrote. “I feel strongly that a vote in October, either for or against divestment, will bring clarity to an issue that is of long-standing interest to many members of our community.”

This level of personal perspective and accountability is rare from leaders, demonstrating Paxson’s commitment to acknowledging and engaging all community perspectives. She continues this in the closing paragraphs.

 Closing on mission

The final sections of Paxson’s letter further bridge her personal hopes and perspectives on the encampment with Brown values:

I hope the meeting between the students and Corporation members will allow for a full and frank exchange of views. As I shared with the protesting students in my letter yesterday, the devastation and loss of life in the Middle East has prompted many to call for meaningful change, while also raising real issues about how best to accomplish this. Brown has always prided itself on resolving differences through dialog, debate and listening to each other.

I cannot condone the encampment, which was in violation of University policies. Also, I have been concerned about the escalation in inflammatory rhetoric that we have seen recently, and the increase in tensions at campuses across the country. I appreciate the sincere efforts on the part of our students to take steps to prevent further escalation.

During these challenging times, we continue to be guided by our mission of advancing knowledge and understanding in a spirit of free inquiry within a caring and compassionate community. We remain focused on four major priorities: (1) protecting the safety of our community; (2) fostering open and respectful learning environments; (3) providing care and empathy to affected members of our community; and (4) taking the strongest possible stance against any form of discrimination, harassment and racism against any race or ethnic group.

Even with this agreement, there remain many differences within our community about the Israeli-Palestinian conflict. These differences have been heightened in the months since October 7. And, I know that we will continue to have — and express — a broad range of conflicting beliefs and opinions about the situation in the Middle East, and the University’s response to it.

This stands out as a bold, empathetic example of executive comms a time when examples seem few and far in between. It’s also an acknowledgment of the fact that students’ rights to be heard and protest can co-exist within campus codes of conduct, committees for reviewing divestment, and other mechanisms put in place to protect civil, solution-oriented discourse.

Most importantly, the willingness of a leader to offer resources emphasizes Brown’s ultimate commitment to educate, inform and provide a path for progress to its community. That’s where the institution’s mission and actions align.

Justin Joffe is the editorial director and editor-in-chief at Ragan Communications.  Follow him on LinkedIn.

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Corporate and institutional reputations can sometimes be entangled in a painful past. Some organizations rebrand for a fresh start. Others put the scars of old wounds on display — a difficult step when brands today risk being “canceled” over their public, and even private, positions.

Look no further than Volkswagen for proof. The global auto giant’s roots are in Nazi Germany, a fact the company puts front and center in the first paragraph of its company history. The company even set up a memorial to the concentration camp prisoners and laborers forced to work in one World War II-era plant.

In a polarized environment, many public conversations focus on what keeps people apart rather than what brings them together. And when groups can’t even agree on the facts, communicators must decide: Are past stories worth retelling?

For Tara Roberts, storyteller, adventurer and a National Geographic Explorer of the Year, now is precisely the time to dive deep – literally.

Roberts, the first African American female explorer featured on the cover of the magazine, is now telling the story of Diving With a Purpose, a group of underwater explorers on a mission to find and preserve the submerged evidence of the estimated 1,000 ships that wrecked over the course of the transatlantic slave trade.

Her pioneering work shows how companies can use the power of keeping and telling stories to have productive conversations about emotionally charged topics.

Taking ownership of the past begins a more productive conversation

Between the 16th and 19th centuries, more than 12 million Africans were enslaved and brought to the Americas on the 12,000 ships that sailed from Europe to Africa and the Americas. It’s estimated that as many as 1.8 million died in transit.

Acknowledging that past and honoring the pain it continues to cause is a first step in moving beyond the feelings of pain or guilt. It’s also the beginning of a shared understanding. Roberts explained how Europe, Africa, North America, South America and the Caribbean are deeply interconnected because of the slave trade.

“With this history, we’ve been afraid to really see it and look at it,” she said. “If we approach it from a loving perspective, we’re also seeing that this can be a history that brings us together instead of a history that pulls us apart.”

Finding your purpose

Becoming an undersea explorer and adventurer is an unlikely outcome for a bookish kid growing up in landlocked Atlanta in the 1980s. Roberts’ story begins with her mother, a reading teacher who would often return from conferences with boxes of books.

Madeleine L’Engle’s “A Wrinkle in Time” was a favorite. Like all good storytellers, L’Engle created connections with readers.

That early influence grew into her ambition to tell stories of her own and eventually led her to the work she’s doing now. Roberts wants to bring those stories back into memoryand broaden the historical perspective of the slave trade.

“We look through a sort of singular lens,” she said. “But this is complicated, nuanced, ambiguous history that is served best when you’ve got a lot of voices in the room telling their own truths.”

Roberts is now at work on her next project, “The Return Expedition,” a reverse journey by boat that recreates the route of the transatlantic slave trade and will travel to 27 countries over the next year and a half.

It’s a story that resonates for communicators today who find themselves confronting topics like race and responsibility as business views on DE&I and ESG policies become more difficult.

Moving beyond blame and division with storytelling

For communicators, the message is to acknowledge what employees may be feeling and provide channels with clear guidelines for people to express those feelings. Discomfort is a necessary part of the process.

“When you are looking at the broad strokes of things, it’s so easy to see people in stereotypes,” Roberts said. “But when you start to deal with people individually, it is a whole different ballgame.”

Developing historical storytelling skills can help guide people through difficult conversations and create a shared purpose and vision, if they’re ready to embrace the opportunity.

Choosing to keep those stories alive may be risky, but it is also a reclamation of integrity. As with many challenges, the journey begins with a question, Roberts said.

“Who are we being inside of those companies and how are we using the resources that we have to really move forward this conversation in the world right now?” she asked.

Tara Roberts, National Geographic Explorer in Residence, will be speaking at the Ragan Communications Leadership Council Member Retreat in May. For more information on becoming a CLC member, visit commscouncil.ragan.com.

Mike Prokopeak is director of learning and council content for Ragan Communications. Follow him on LinkedIn.

The post How retelling historical stories helps communicators navigate difficult topics appeared first on PR Daily.

Kristi Piehl, a former Emmy Award-winning TV news reporter, founded Media Minefield in 2010, a renowned PR agency known for its story-centric marketing approach. Under her leadership, it’s been named a Best Place to Work five times and Piehl herself recognized as one of Minnesota’s 500 Most Powerful Business Leaders. 

Beyond her professional success, she’s deeply involved with her alma mater, Bethel University, where she serves on the board of trustees and is one of the founders of The 25, a program empowering students. The founder also hosts the Flip Your Script podcast and delivers keynote speeches on leveraging social media for business success.

My first profession was: 

For 12 years, I was a working journalist reporting and anchoring for television stations from Sioux Falls, SD to Dayton, OH to Minneapolis, MN. I saw firsthand how public relations professionals tried to gain earned media attention for their clients. I knew there was a better and more effective way for brands to work with the media and tell their stories. After an unexpected layoff in 2008, I founded Media Minefield with the goal of innovating the public relations industry. 

The moment I’m proudest of in my entire career is when I:

My proudest moment is when Media Minefield won its first Best Places to Work Award. I aim to make Media Minefield the gold standard for agencies as it relates to flexibility, health, innovation, diversity, belonging and employee development. From implementing policies like 4M (the 4-day workweek mindset, which is our version of the 4-day workweek) to paid one-month sabbaticals and paid time-off for volunteering in the community through our Miners Serve program, I am most proud of the awards we’ve won as a company where our employees confirm they are proud of our culture and the company is living our purpose of positively impacting lives. 

The most underrated skill in my profession is:

Creating quality content quickly that benefits an audience and achieves the client’s goals. Most often, that doesn’t mean distributing a press release to share news. It’s about finding a story and connecting it with what a journalist at a particular outlet is looking for, positioning our clients as the experts on that topic and in their industry with a clear message.

When it comes to social media, staying on top of the trends, being nimble to adapt strategy and sharing strategic content is crucial. We manage social media accounts for executives across a variety of industries at Media Minefield and have seen first-hand how a leader’s positive online presence impacts a company’s bottom line. The key is to create a unique strategy that is authentic, transparent and engaging versus putting out content that is generic or out of touch with the key audience.

One way I stay creative and motivated is:

Learning keeps me challenged and in an innovative mindset. I’m currently in a master’s program and learning from professors, our assigned materials and other students. Having a diverse network of colleagues to tap into helps ensure my motivation and creativity is influenced by others’ lived experiences and different perspectives on business. 

I also spend time mentoring female entrepreneurs and young women at the University of Minnesota’s Carlson School of Management. I am motivated to give back and lift up the next generation of female leaders and help ensure underrepresented communities have a seat at the table.

The key to excellence in storytelling is:

Understanding your audience. Knowing who you are communicating with allows you to create powerful content and stories for those individuals. Part of understanding your audience is knowing how and where they consume information. If your key audience is industry leaders on LinkedIn or potential employees on Instagram, don’t spend your time creating trendy videos for TikTok. You can also tell the same story and adapt it for the audience and social media platform. 

Be sure you are telling stories that resonate across multiple mediums like earned, owned and paid media. Regardless of which platform you are using and who you are speaking to, make sure you’re also communicating in an authentic way. In this rapidly evolving age of AI-generated content, authenticity is more important than ever. 

One way I maintain my work-life balance is:

Our Four-Day Mindset at Media Minefield allows me to have time for my family, my company and myself. This flexibility is key in looking for harmony between our personal and professional lives. 

Isis Simpson-Mersha is a conference producer/ reporter for Ragan. Follow her on LinkedIn.

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Big tech is involved in almost every aspect of daily American life, from how we get our news to how we communicate with one another.

And Americans aren’t always thrilled about how big tech companies impact our lives.

According to data from Pew Research, 78% of all U.S. adults think social media companies have too much power in today’s politics. That number jumps to 84% when looking at just Republicans. Regardless of their political stance, most agree that social media has had a mostly negative impact on the country — though Republicans have softened their stance on the negative impact of social media since 2020 while more Democrats now believe that social media is harming the nation.

Growing numbers of people affiliated with both parties believe that social media companies are likely to censor political content they find objectionable. Eighty-three percent of all Americans believe it’s somewhat or very likely that social media companies are suppressing this content. And while Republicans have long been convinced their political views are being targeted by big tech, an increasing number of Democrats now believe the same, with 74% of those on the left now agreeing with that statement. However, they still trail far behind the 93% of Republicans who believe the same.

And while it’s true that 44% of Americans believe that social media platforms favor liberals, a solid 37% say the companies value both sides equally.

Why it matters for PR pros

While the poll doesn’t look specifically at how social media companies might have outsized influence on American life, it’s not hard to think of a few examples:

• The role of advertising in promoting candidates for office.
• The organic social media content served on social media platforms, including the algorithms that determine what we see.
• The political opinions of social media company owners and leaders bleeding into the administration of those platforms.
• The ability of social media giants to lobby the government.

In recent years, Meta, in particular, has moved to distance itself from political content, going so far as to say that Threads is not intended to be a political hub and automatically filtering out a great deal of political content on both Threads and Instagram.  Meta has even moved away from accepting huge sums of cash in return for political advertising, something that has been a game changer in elections for a decade now.

At the other end of the spectrum, Elon Musk’s acquisition of X has radically changed the perception of the app, taking it from what was once seen as a liberal bastion into an era where having a blue checkmark next to your name is seen as a marker of right-wing politics.

And, of course, even if platforms are trying to avoid politics, politics aren’t trying to avoid them. Social media platforms have become one rare bipartisan source of agreement for both Republicans and Democrats as they came together to force the sale or ban of TikTok and question how the apps impact young people.

To sum it up, it’s a uniquely unsettled moment for social networks and no one is happy.

For PR professionals, this data raises several issues and concerns.

Obviously, if you work in the political sphere, the retreat of platforms like Meta from these topics makes it harder for you to get your message out. And this doesn’t just apply to those who work on campaigns: Meta has refused to clearly define what constitutes “political” content, leaving questions about whether this could also apply to content about LGBTQ+ rights, women’s rights, climate change and vaccines. All are heavily politicized issues. But are they political? It might depend on the whims of the algorithm, and that’s where we come back to Americans’ overarching concerns about how social media impacts what we see. It can push some content while blinding us to other information, even if we want to see it.

It also raises concerns about how we can build trust in such a polarized world. The gaps between Republicans and Democrats on these topics are broad, yet most organizations marketing in the United States want to reach people of both parties. But when there is fundamental disagreement on where even to get trustworthy information, how can anyone break through the noise with a story that rings true across boundaries?

We don’t have the answers yet. But let’s keep looking for them together.

Allison Carter is editor-in-chief of PR Daily. Follow her on Twitter or LinkedIn.

The post By the Numbers: What Americans think about the impact of social media on politics appeared first on PR Daily.

Sean O’Leary is vice president at Susan Davis International.

Everything about the site looked legitimate.

The reporter had a headshot. The article properly shared the news. But the use of one word gave away the fact it was all generated by artificial intelligence.

Earlier this year, our agency sent out a press release for a client about three new leaders joining the company. As we reviewed the news clips, a new site popped up in our results. We hadn’t heard about the site and were initially excited.

Then we read the lede. The company had not hired a “trio” of new leaders – it had hired a “trinity” of new leaders. There’s not a human reporter alive who would ever refer to three new business leaders like that.

Indeed, it wasn’t a human reporter. Everything about the article was AI-generated, including the “headshot” of the “person” who “wrote” the story.

The phenomenon of AI-generated news is not new, as evident by the Sports Illustrated scandal late last year when the once-revered outlet was reduced to publishing AI-generated articles and attempting to sneak it past an unsuspecting public.

Most would agree that journalistic best practices would indicate a proper news outlet should make the reader aware if AI was responsible for the article they’re reading. But what if the entire outlet is AI-generated?

For PR professionals, we almost always want to expand the media footprint for our clients, and more sources of coverage are good. For this particular article in question, there was nothing wrong with it, other than the bizarre use of the word trinity. It showed up in Google News. It showed up in our media monitoring. There was nothing negative.

On one hand, I should be happy as a PR professional. We got an extra article for a client that was delivered to people around the world. For a majority of the general public, they do not know they’re reading an AI-generated article.

On the other hand, there’s a helpless feeling. An AI-generated news story can be good, but what if it’s bad? What if it starts needlessly sharing incorrect or unfavorable coverage to the masses?

As we enter the AI age of news media, here are a couple of tips for PR professionals.

Educate your clients on the AI media landscape

Even the savviest communication leader can be fooled by a strong AI-generated article. The first step in approaching AI-generated news is to educate everyone involved about what’s going on. Although they may be aware of AI news articles, they may not have experienced one personally.

For most AI-generated news, there is no action item beyond education. An article in these publications does not register on the same level as a legitimate, established outlet, but the average person reading these articles may not know that. As long as the news is correct, it’s simply bonus coverage.

Review every AI-generated article

However, just because one AI-generated article was good does not mean they all will be. While it’s always best practice to review articles to ensure your client’s news is presented factually and correctly, it’s even more critical with AI articles.

One such instance happened last fall, when an AI-generated news article popped up about a client’s annual sustainability report. Unfortunately, the AI-generated article published a story on the 2022 annual report as if it were released in 2023.

This was not an easy correction, as AI reporters are notoriously hard to track down. Instead, our team had to reach out to multiple salespeople at the site until finally reaching a human being who could remove the article completely. Ultimately, we were successful and there was little to no impact of the false article – but it was a warning sign.

Stay current with AI trends

By the time you read this article, there might be a new AI trend emerging in journalism. We’re only starting to scratch the surface of generative AI, with altered photos impacting Presidential campaigns and the most famous pop star on Earth.

There will be more AI-generated news sites, more AI-generated news articles, and more AI-generated news reporters. That much, I know. The rest? I’m not sure.

AI has the potential to completely upend and disrupt the news media. For public relations, that means our industry could be upended and disrupted too.

We can’t predict the future of AI. We can be prepared.

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