Hello, communicators:

Fast food connoisseurs have long shared their own “menu hacks” by fusing together separate items into new and surprising creations. On Jan. 31, McDonald’s will acknowledge these creations when the company officially adds several fan-favorite meal hacks to its menu.

These include the Hash Brown McMuffin, a nuggets and cheeseburger hybrid dubbed “The Crunchy Double,” the fish and cheeseburger hybrid “Surf + Turf” and the beef, chicken and fish monster known as the “Land, Air & Sea.”

Courtesy of McDonald’s

“From Hip-Hop icons to Christmas queens, everyone has a unique go-to McDonald’s order, including our everyday customers. This campaign shows that it has never been ‘our menu’—the menu belongs to our fans,” McDonald’s VP of U.S. Marketing, Brand Content and Engagement  Jennifer Healan, said in a press release. “We’re excited to celebrate them in a bigger way than ever before by putting their delicious hacks—as seen on social media—on our menus. I personally can’t wait for our fans to try my favorite hack, the Hash Brown McMuffin. IYKYK.”

McDonald’s latest campaign demonstrates how a brand can tap into—and amplify—pre-existing fan subculture while paying homage to its previous campaigns.

Here are today’s top stories:

Spotify responds to Neil Young’s catalog removal request

Spotify says it is in the process of removing musician Neil Young’s catalog from its platform after the artist published an open letter demanding Spotify remove Joe Rogan’s podcast from its platform, or he would pull his music from the service. Young objects to the company’s continued support of “The Joe Rogan Experience,” its most profitable podcast, which he  says is spreading misinformation about COVID-19 vaccines.

Spotify says it regrets the loss of Young’s music—and defended its record on addressing COVID-19 misinformation on its platform.

The Hollywood Reporter writes:

“We want all the world’s music and audio content to be available to Spotify users. With that comes great responsibility in balancing both safety for listeners and freedom for creators. We have detailed content policies in place and we’ve removed over 20,000 podcast episodes related to COVID since the start of the pandemic. We regret Neil’s decision to remove his music from Spotify, but hope to welcome him back soon,” the [Spotify] spokesperson told THR.

Young says Spotify accounts for 60% of his global streaming revenue, but confirmed the financial loss was worth it for him to take a stand.

THR continued:

“I truly want to thank the many, many people who have reached out to me thanking me for taking this position — people who are health professionals on the front lines, people who have lost loved ones to COVID or who are worried for their own children and families. I have never felt so much love coming from so many,” Young wrote in Wednesday’s letter. “I sincerely hope that other artists and record companies will move off the Spotify platform and stop supporting Spotify’s deadly misinformation about COVID.”

Those who agreed with Young took their anger to social media as #CancelSpotify began trending:

Can you imagine picking Joe Rogan over Neil Young for anything? Btw, you’re supposed to be a MUSIC service. Talk about selling out. #cancelspotify

— Gregory Horowitz (@GregoryHorowit5) January 26, 2022

Just cancelled my premium subscription with @Spotify. I can’t give my money to a platform the enables the broadcast of Covid disinformation in the United States. Thanks to the great @Neilyoung for making me aware that Spotify enabled this – I wouldn’t have known. #CancelSpotify

— Concerned, remaining optimistic (@_ResearcherGirl) January 25, 2022

https://twitter.com/TweetFiction/status/1486542243595001860

https://twitter.com/1FightingIrish/status/1486636228900372482

Why it matters:

Spotify’s statement evokes responsibility and detailed content policies, but does not acknowledge requests from the medical community to develop a more robust COVID-19 misinformation policy. This is a reminder that any statement defending policies or guidelines provides an opportunity to link to the policies themselves or restate them in detail to show your work.

Communicating how your policies are consistently upheld among all your partners can minimize accusations of selective enforcement or favoritism that invites further controversy.

MEASURED THOUGHTS

A new transparency report released by Twitter said that the social media platform removed a record 4.7 million tweets that violated its content policies. “Of the Tweets removed, 68% received fewer than 100 impressions prior to removal, with an additional 24% receiving between 100 and 1,000 impressions,” the company wrote. “In total, impressions on these violative Tweets accounted for less than 0.1% of all impressions for all Tweets during that time period.”

“Broadly, Twitter continues to see an overall downward trend in the number of violating accounts which is likely due to changing behaviors of these actors coupled with continued improvements of our defenses in this area,” the post continues. “As the Open Internet continues to be under threat around the world, we will continue our advocacy and build on our work to increase meaningful transparency and accountability in the industry—with the Twitter Transparency Center as our single source of truth in this space.”

Check out the full report here.

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We want to know about your career as a social media professional.

How big is your team? Are you valued at your organization?

If you’re interested in helping benchmark the career path potential of social media professionals and shedding light on how social media is internally managed, viewed and evaluated, take our survey. The 2022 Social Media Career survey is a follow-up to a 2020 report by the Institute for Public Relations, Ragan Communications and the University of Florida.

Whether you’re in charge of company social media or involved in social media for a client, we welcome your participation.

Respondents will receive a full report on the findings, which will also be shared on PR Daily.   Responses will remain confidential.

TECH TALK

A group of tech companies led by Adobe, known as the Coalition for Content Provenance and Authenticity (C2PA), announced it has replaced the first version of its technical specifications for combatting deepfakes by creating media that cannot be manipulated. “Deepfakes” refer to images and videos that are created using artificial intelligence to replace an existing image or video of someone speaking with the words and ideas of other people.

The group of participating tech companies includes Microsoft, Intel, and the BBC among other organizations.

Forbes reports: 

“As the C2PA pursues the implementation of open digital provenance standards, broad adoption, prototyping and communication from coalition members and other external stakeholders will be critical to establish a system of verifiable integrity on the internet,” says Leonard Rosenthol, chair of the C2PA technical working group and senior principal scientist, Adobe.

This statement about C2PA’s unprecedented effort to eliminate deepfakes demonstrates how creating a consistent, standard framework for communication between stakeholders with shared goals is at the heart of any effective strategy to combat misinformation.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more.

Boeing explains revenue losses

Boeing said that its $4.3 billion loss in revenue last year was caused by delays manufacturing and delivering its 787 Dreamliner Jet.

The New York Times reports:

“On the 787 program, we’re progressing through a comprehensive effort to ensure every airplane in our production system conforms to our exacting specifications,” David Calhoun, Boeing’s chief executive, said in a statement announcing the financial results, including a $4.3 billion loss for the year, the third annual loss in a row. “While this continues to impact our near-term results, it is the right approach to building stability and predictability as demand returns for the long term. “Across the enterprise, we remain focused on safety and quality as we deliver for our customers and invest in our people and in our sustainable future.”

What it means:

 After another rough year caused by Dreamliner production delays, Boeing’s statement demonstrates how a brand’s investor relations messaging can provide an opportunity to reframe a crisis as an opportunity.

Though this statement emphasizes a path of predictability going forward it lacks a discernable timeline for resuming a normal production schedule. When you do fail to offer a timeline, it’s often wise to at least ensure you will deliver an updated response as soon as you can. This lets stakeholders know that your company is holding itself accountable to communicating with them, even when it has no new information to share.

The post Neil Young leaves Spotify to protest Joe Rogan podcast, Twitter shares data on content removal, and Boeing explains profit losses appeared first on PR Daily.

From lightning-fast media cycles with non-stop breaking news to smaller than ever newsrooms with shrinking resources, media relations—especially over the last two years during the ongoing pandemic—has never been more challenging.

Even in the best of times, landing a big profile, securing a TV segment, or placing a timely announcement in a tier-1 news outlet is extremely difficult. It takes the perfect mix of timing, approach, storytelling and relationship building to find true success in a meaningful way.

COVID-19 has made media relations professionals rethink almost all their proven tactics and strategies that would have worked before the pandemic. It is a completely new ballgame when it comes to media relations in 2022 and beyond.

1. Longer lead times needed

 Historically, when working on a big announcement under embargo, two weeks of pitching lead time from start to finish was a good rule to follow. This allowed enough time for pitching, to field media interest, set up any interviews, coordinate schedules, handle any last-minute follow-up questions and additional requests, etc.

Unless you are Meta, Google, Amazon, Tesla, etc., if the current news landscape has taught professionals anything, media will not drop everything they’re doing in their already hectic day to cover your news.

COVID-19 has stretched out the media pitching timeline, creating a 3-4 week window, at minimum, depending on the outlet or reporter you’re trying to work with. Of course, there’s situations that are completely out of your control as it relates to timing and other outside factors at play, but with competition for media’s attention at a fever pitch, the more time you can give before an announcement goes live, the better, for all parties involved.

2. Exclusives more important than ever

A few years ago, a sizeable funding release or major product launch would see substantial coverage in outlets such as Wall Street Journal, Forbes, Business Insider, TechCrunch, VentureBeat, a handful of strategic trade outlets and additional regional coverage from where the company was headquartered. Those days are gone, when you could have a large announcement covered by several mainstream and key outlets all on the same day.

Now, the exclusive is a very valuable asset.

With the rapid amount of news coming out each day, reporters must be extremely selective on what stories to cover and announcements to go after.  Unless the announcement in question is truly breaking news that will have a global impact, reporters are less likely to cover the same story a dozen plus other outlets and competitors are already publishing.

By using exclusives instead of a traditional embargo, though there will be less day-of coverage,  a company has a unique opportunity to tell a richer and more in-depth story. On the media side of the equation, since the reporter knows they are the only one getting the news to start, they can spend more time and resources fleshing out a richer narrative. Also, using exclusives is a great relationship builder with a key outlet and/or reporter that might be critical for your business—a win/win situation all around for everyone.

3. The value of trade media

While getting placements in The New York Times, CNBC, Bloomberg or any other tier-1 outlet is exciting and something a client always love to see—and, at times, expect—the bar for entry during the pandemic has never been higher and more competitive.

Depending on the announcement or piece of news, tier-1 coverage is not always realistic or even the best area to focus on from a strategy perspective. There is an entire media world outside of those traditional, mainstream publications.

Depending on what the final goal is when it comes to media relations, be it from attracting new customers, getting attention of possible candidates to hire, or raising a profile in the investment community, your desired audience is likely reading several other outlets to begin with that has a more narrowed focus.

Trade media is a fantastic way to home in on an important demographic that is hard to reach or often fragmented.

Also, for more detailed or complex topics, trade outlets provide a great tool for telling nuanced stories that other outlets would find challenging or don’t have the time to dive into.

Often, reporters at specific trade publications are subject matter experts themselves in the topics they are covering and are ready to get much deeper into the weeds.

What do you think, PR Daily readers? What has changed in your media outreach playbook in the last two years?

Austin Rotter is a PR professional based in New York.

The post 3 ways the pandemic has changed media relations forever appeared first on PR Daily.

Hello, communicators:

Marriott announced that it is launching a contest to appoint three travelers as TikTok correspondents as part of its “30 Stays in 300 Days” contest. This promotion is the latest phase of Marriott Bonvoy’s Power of Travel Campaign, which the hospitality brand launched last year to promote travel as lockdown restrictions eased.

Hopeful travelers can submit a TikTok video using the hashtags #30stays300days and #contest as they answer the question: “How has travel shaped you?” Winners will receive round trip airfare, a $10,000 Marriott gift card, another $15,000 to spend as they choose, and transportation vouchers for Uber rides, Uber Eats orders and more.

Courtesy of Marriott Bonvoy

“Our goal with this initiative is to reignite passion for travel,” Marriott SVP of brand, loyalty and portfolio marketing Brian Povinelli said in a press release. “We’re excited for our TikTok correspondents to embrace the transformative power of travel and showcase Marriott Bonvoy as the vehicle to explore the world through this once-in-a-lifetime experience.”

Marriott’s campaign provides another example of TikTok’s power to not only identify established influencers and creators active around your industry, but cultivate new ones through contests and challenges.

Here are today’s top stories:

Starbucks walks back vaccine mandate in employee memo

Starbucks COO and North American Group President John Culver announced in a staff memo that the company would no longer require employees to get COVID-19 vaccines or submit to weekly testing. Culver added that the company will also extend its self-isolation pay and vaccine pay benefits. Starbucks’ announcement follows last week’s Supreme Court ruling that rolled back Biden’s vaccine and testing mandates for private companies.

Axios reports:

“We respect the court’s ruling,” John Culver, Starbucks’ chief operating officer, wrote in the memo, seen by Axios. “Thank you to the more than 90 percent of partners who have already disclosed their vaccination status, and to the vast majority who are now fully vaccinated,” Culver added.

CNBC reports:

“While the [Emergency Temporary Standard] is now paused, I want to emphasize that we continue to believe strongly in the spirit and intent of the mandate,” wrote John Culver, chief operating officer and North American group president at Starbucks, in a letter Tuesday to baristas that was viewed by CNBC.

What it means:

Starbucks bundled this announcement with news around guaranteed isolation leave to position its message around the best interests of employees at a time when employees are considering unionization. Union partners expressed their frustrations that Starbucks reversed the mandate without discussing the decision with them, a reminder that communicating internally around a looming decision is crucial for building internal consensus.

While several social media users expressed frustration that Starbuck’s decision to roll back its vaccine mandate,  the company’s approach offers contrast to outdoor workwear brand Carhartt’s recent contrary decision to enforce employee its vaccine mandate despite the Supreme Court ruling.

MEASURED THOUGHTS

A new guide from Hootsuite breaks down the optimal social media image dimensions to use when posting on Instagram, TikTok, Facebook, Twitter, LinkedIn, Pinterest, Snapchat, YouTube and Tumbr. The guide also offers tips for avoiding pixelation, reducing unintended image cropping and other best practices to ensure your social media posts display as intended.

Courtesy of Hootsuite

Hootsuite’s image sizing guide is the latest reminder that social media best practices are ever-changing, often so fast that it’s the prerogative of any strategic communicator to ensure marketing, design and social media teams are aware of the latest changes. Using image sizing software like Canva to create templates for each type of social media image your brand publishes can also ensure your visual storytelling is presented in a consistent brand style.

Check out the full guide here.

TAKE OUR SURVEY

If you’re looking to further your understanding of your industry to navigate what’s ahead in 2022, lend us a hand—and help yourself and your peers identify shared benchmarks in areas such as budgets, team structure, ESG and DE&I efforts, and more. Participate in Ragan Communications Leadership Council’s 2022 Benchmark Survey, a comprehensive look at how to negotiate budgets with your executives, how to best reach deskless workers and foster culture among a hybrid workforce, and more.

Both internal and external communicators are encouraged to participate.

By taking part, you’ll be entered to win one of three $100 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Survey takers will receive an executive summary of the findings.

CRISIS COMMUNICATIONS 

Better.com CEO Vishal Garg, who took time off from the online mortgage company after being widely criticized for mass firing 900 employees over Zoom, returned to his leadership position at the company. Garg’s return was announced to employees in a memo sent by the Better.com board, which promised leadership changes including a chief human resources officer, a new training program on building “a respectful workplace,” and an ethics and compliance committee reporting directly to the board. The commitments follow an independent culture review led by law firm Jenner & Block.

The New York Times reports:

“As you know, Better’s C.E.O. Vishal Garg has been taking a break from his full-time duties to reflect on his leadership, reconnect with the values that make Better great and work closely with an executive coach,” Better.com’s board said on Tuesday in an email to the staff, which was reviewed by The New York Times. “We are confident in Vishal and in the changes he is committed to making to provide the type of leadership, focus and vision that Better needs at this pivotal time.”

CNN reports:

In his own letter to employees Tuesday, Garg wrote: “I understand how hard these past few weeks have been. I am deeply sorry for the angst, distraction and embarrassment my actions have caused. I’ve spent a lot of time thinking about where we are as a company and the type of leadership Better needs … and the leader I want to be.”

The ongoing saga for Better.com is a reminder of how internal communications and the employee experience have become crucial issues for brand reputation management. CEOs are expected to be the face of their organization and embody core values that consumers look for in the brands they wish to patronize.

For leaders that fail to demonstrate the adequate care and empathy for their teams and broader stakeholder groups, the road back can be arduous. And some are unlikely to take Garg at his word that he has truly changed.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more. 

ExxonMobil announces new sustainability commitments

Energy company ExxonMobil has committed to achieve net zero greenhouse gas emissions by 2050 as part of a detailed sustainability report that shares 150 steps and modifications to the company’s current practices that will help it reach the goal. Those steps, which include investing in better processes for detecting methane leaks and exploring alternative hydrogen-based fuels, are part of the company’s pledge to spend $15 billion on business initiatives that reduce emissions by 2027.

The company says it plans to roll out more detailed plans in 2022 and 2023.

According to its report:

“ExxonMobil is committed to playing a leading role in the energy transition, and Advancing Climate Solutions articulates our deliberate approach to helping society reach a lower-emissions future,” said Darren Woods, chairman and chief executive officer. “We are developing comprehensive roadmaps to reduce greenhouse gas emissions from our operated assets around the world, and where we are not the operator, we are working with our partners to achieve similar emission-reduction results.”

“As we invest in these important technologies, we will advocate for well-designed, high-impact policies that can accelerate the deployment of market-based, cost-effective solutions,” said Woods. “We believe our strategy is unique among industry and enables us to succeed across multiple scenarios. We will create shareholder value by adjusting investments between our existing low-cost portfolio and new lower-emission business opportunities to match the pace of the energy transition.”

Why it matters:

ExxonMobil’s detailed report signals a massive shift in sustainability policy for the company, which testified before Congress this past October that “we currently do not have the adequate alternative energy sources.” That hearing was held in response to accusations that the compnay, along with Chevron, BP and Shell, spread misinformation about fossil fuels to downplay its role in climate change.

The promise comes as PR agencies are also reviewing their portfolios. Edelman, for example, has promised to enforce rules for clients who do not meet ESG standards. However, Exxon’s promise falls short of the change activists say is necessary to combat climate change, as it fails to address emissions from consumers of its products or its wider ecosystem of suppliers and stakeholders.

The post Starbucks walks back vaccine mandate, a size guide for social media images and ExxonMobil shares sustainability goals appeared first on PR Daily.

Hello, communicators:

Lay’s potato chip brand announced that it will advertise at the Super Bowl for the first time in 17 years, marking the occasion by giving away a limited-edition line of chips in bags branded to match 29 NFL teams.

Lay’s says the “golden grounds” chips, a play on the classic description of its chips as “golden rounds,” were made from potatoes grown in soil that has been recycled from NFL stadiums and fields across the country. Fans hoping to win a bag can reply to tweets about the sweepstakes using the hashtags #LaysGoldenGrounds, #Sweepstakes and the handle of their favorite NFL team.

Courtesy of Lay’s

“The limited-edition chips are our way of celebrating fans who stand by their teams through victory, defeat and everything in between, Frito-Lay North America VP of Marketing Stacy Taffett said in a press release. “I can’t think of a better way to kick off our journey back to America’s biggest stage with Lay’s return to Super Bowl, where we’ll look to spread even more joy with delicious game-day snacks and an incredible new commercial we’ll unveil soon.”

While this sweepstakes demonstrates how a brand can celebrate the fans of its advertising partners, it also shows how an engagement campaign and hashtag can be deployed to acquire valuable data about your consumer’s tastes and preferences—their favorite NFL team, in this case—that can guide your messaging strategy moving forward.

Here are today’s top stories:

United Airlines CEO shares staffing memo on LinkedIn amid virus surge              

United Airlines CEO Scott Kirby sent a memo to staff on Tuesday, Jan. 11 disclosing that nearly 3,000 employees have recently tested positive for COVID-19, amounting to 4% of the airline’s workforce. He went on to say that United would cut its flight schedule to manage the shortage and emphasized the company’s decision to implement a vaccine mandate.

Kirby wrote in the memo:

While we go to great lengths to avoid cancelling flights, we worked to get ahead of the impact by acting early to cancel flights when necessary and notifying impacted customers in advance of them coming to the airport – we’re also reducing our near-term schedules to make sure we have the staffing and resources to take care of customers. As a result, we’ve been able to get a high percentage of our customers on other flights and close to their original arrival time. And considering the impact of Omicron and winter weather, our NPS scores and contact center hold times continue to hold up well. While we hate to ever have any operational disruptions, these results are a credit to all of you and your teams so thank you again.

The second and most important piece of good news is that our vaccine requirement is working – and saving lives. While we have about 3,000 employees who are currently positive for COVID, zero of our vaccinated employees are currently hospitalized. Since our vaccine policy went into effect, the hospitalization rate among our employees has been 100x lower than the general population in the U.S. Prior to our vaccine requirement, tragically, more than one United employee on average *per week* was dying from COVID. But we’ve now gone eight straight weeks with zero COVID-related deaths among our vaccinated employees – based on United’s prior experience and the nationwide data related to COVID fatalities among the unvaccinated, that means there are approximately 8-10 United employees who are alive today because of our vaccine requirement.

In dealing with COVID, zero is the word that matters – zero deaths and zero hospitalizations for vaccinated employees. And while I know that some people still disagree with our policy, United is proving that requiring the vaccine is the right thing to do because it saves lives.

Why it matters:

Kirby’s message highlights the fact that United was the first airline, and one of the first large U.S. employers, to implement an employee vaccine mandate. This demonstrates how the company has stayed consistent with its employee commitments and communications amid changing circumstances and supported its decisions with data at every turn.

United’s decision to publish Kirby’s staff memo on LinkedIn demonstrates how leaders can tell employees and external stakeholders important news at the same time. This deliberate approach sends a message that your company considers its internal communications and external communications with equal attention, ensuring employees don’t find out about major changes after the general public.

MEASURED THOUGHTS

A recent study from the Consumer Technology Association found that user-generated content (UGC) accounts for 39% of weekly media hours consumed by Americans, while traditional media accounts for 61%. Americans over the age of 13 spent 16% of their weekly time with media watching UGC videos and 18% watching traditional TV content, while teens aged 13-17 spend 56% of their media consumption time with UGC, compared to just 22% among consumers over 55.

“The data underlines the evolving shift away from traditional media, and towards more democratized social media platforms as the key form of content consumption,” wrote Social Media Today. “While there’s clearly significant value in UGC, and big benefits for exposure and audience building in social apps, there’s also still something to be said for editorially-defined content.”

Check out the full report here.

TAKE OUR SURVEY

If you’re looking to further your understanding of your industry to navigate what’s ahead in 2022, lend us a hand—and help yourself and your peers identify shared benchmarks in areas such as budgets, team structure, ESG and DE&I efforts, and more. Participate in Ragan Communications Leadership Council’s 2022 Benchmark Survey, a comprehensive look at how to negotiate budgets with your executives, how to best reach deskless workers and foster culture among a hybrid workforce, and more.

Both internal and external communicators are encouraged to participate.

By taking part, you’ll be entered to win one of three $100 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Survey takers will receive an executive summary of the findings.

TACTICALLY SPEAKING

Bank of America (BoA) has announced that it will eliminate insufficient funds fees, and reduce its overdraft fees from $35 to $10, beginning in May. The company said that these changes will slash overdraft fees by 97% compared with 2009 levels. It also shared a timetable documenting its progress toward reducing overdraft fees that began in 2010.

According to its press release:

“Over the last decade, we have made significant changes to our overdraft services and solutions, reducing clients’ reliance on overdraft, and providing resources to help clients manage their deposit accounts and overall finances responsibly,” said Holly O’Neill, President of Retail Banking, Bank of America. “Throughout the process we have engaged our National Community Advisory Council (NCAC) for their guidance and feedback on our changes. These latest steps will further support our clients and empower them to create long-term financial wellness.”

“We remain committed to taking actions that will further bring down overdraft fees in the future and continue to empower clients to drive positive changes to behavior pertaining to overdraft,” added O’Neill.

BoA’s announcement follows Capitol One’s decision this past December to fully eliminate overdraft and insufficient fund fees. While that announcement was more sweeping and thorough, BoA still demonstrates a commitment by providing a timeline of its key commitments toward reducing overdraft protection and a commitment to continue reducing that number in the future. While the announcement alludes to a partnership with NCAC, details of the guidance it received from that partnership and how decisions were arrived at would go further in explaining BoA’s commitments to promoting long-term financial wellness.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more.

Red Lobster responds to reports that employees are forced to work while sick

The seafood restaurant chain is facing an investigative report by Popular Information and A More Perfect Union that alleges restaurant managers at multiple locations require employees to work while sick unless the worker can find someone to cover their shift. The report also cited a survey claiming that just 12% of Red Lobster workers reported having paid sick leave.

Popular Information reports:

In response to Popular Information’s request for comment, a Red Lobster spokesperson sent the following statement:

“Red Lobster’s paid time off policies are consistent with our industry, in which the vast majority of our workforce are hourly employees with flexible scheduling options. There are some states that have paid sick leave requirements, and where that is the case, we follow the law and honor and pay it. We take health and safety very seriously and have an Ill Employee Health Policy in place that is designed to keep both employees and our guests safe. No one is allowed to work sick. Employees who violate this policy are subject to disciplinary action, including termination of employment.”

What it means:

Red Lobster’s statement shows how responding to accusations by restating company policies can be ineffective when reports challenge the effectiveness of those policies. In such instances, your response should address the specific accusations and offer a holding statement that commits to an internal inquiry if more information is not immediately available.

The post United Airlines thanks employees on LinkedIn, teens consume more user-generated content than traditional media, and Red Lobster faces scandal over sick leave appeared first on PR Daily.

Hello, communicators:

Food brand Dole has launched a campaign to remind kids and parents about the benefits of its fruit bowls, which have long been a staple of school lunches. Putting a kid-centric spin on the popular “Hold My Beer” meme, Dole’s “Hold My Fruit Bowl” campaign includes two ads and an integrated social media campaign featuring kids responding to various challenges by handing off their snack, saying “hold my fruit bowl” and saving the day.

“We aim to live up to our brand Promise in all of our actions, whether that be taking steps to reduce our carbon footprint to create a better and more equitable world, innovating new and existing products to be more nutritious and accessible, or creating ads that empower the younger generation,” president and managing director of Dole Packaged Foods, Americas JC Dalto said in a press release. “The pandemic has disrupted kids’ daily lives, pulling them out of school and away from their friends. Our goal of these ads is to inspire youth and show them anything is possible.”

By referencing a meme that became popular online over a decade ago, Dole’s parody is probably lost on most school-age kids who make up the target audience for this campaign. It’s a reminder that clever storytelling won’t necessarily send the message you intend—and could fail to connect with audiences that lack the necessary cultural context.

Here are today’s top stories:

Golden Globes live tweets winners in lieu of TV broadcast

The 79th Annual Golden Globes took place Jan. 9 with no broadcast ceremony. NBC dropped the awards show this past spring after the Hollywood Foreign Press Association (HFPA), which gives out the awards, failed to enact timely new policies to diversify its membership and adopt inclusive nomination practices.

Instead, the HFPA announced winners on Twitter in real time:

Welcome to the 79th Annual #GoldenGlobes. Things may look a little different this year but we're here to celebrate and applaud some enormous talent starting NOW! Looking forward to where the night takes us. pic.twitter.com/OzDykKlUxE

— Golden Globe Awards (@goldenglobes) January 10, 2022

All the series nominated really bring the drama, but as we all know, there can be only one…. And the #GoldenGlobe for Best Drama Series goes to @succession. pic.twitter.com/YsY39fyseo

— Golden Globe Awards (@goldenglobes) January 10, 2022

Interspersed among the winners were tweets from the HFPA’s purpose and DE&I partners, along with the announcement that Mj Rodriguez made history as the first transgender woman to win a Golden Glove for best actress in a TV Drama for her role in “Pose”:

"Imagination is the currency that sustains and propels the entertainment industries." — Kyle Bowser, Senior Vice President, @NAACP @nhbureau

— Golden Globe Awards (@goldenglobes) January 10, 2022

These organizations nurture new and emerging talent and we're thrilled to partner with them throughout the year to give opportunities to all artistic film and tv communities. pic.twitter.com/wQr98LuBXD

— Golden Globe Awards (@goldenglobes) January 7, 2022

History has been made tonight. Congrats to @MjRodriguez7 for winning Best Actress in a Television Series – Drama! pic.twitter.com/ltEld0XYK1

— Golden Globe Awards (@goldenglobes) January 10, 2022

Twitter users saw flaws in the Golden Globes’ strategy for the evening:

Nowhere in these deeply chaotic Golden Globe tweets do they even mention the projects people are winning for pic.twitter.com/4Tt5CHaojE

— Kyle Buchanan (@kylebuchanan) January 10, 2022

the golden globes right now pic.twitter.com/DrxgfEi9Xj

— karen han (@karenyhan) January 10, 2022

And the HFPA’s failure to embrace change has not gone unnoticed throughout the industry:

Variety reports:

“Last year, the Hollywood Foreign Press Association was challenged to change—and we did,” Hoehne said in a statement following the ceremony. One talent publicist says, “If you’ve been on the Zoom calls where they continue to speak offensively, everyone would know that’s not any part true.”

What it means:

The HFPA’s attempts to communicate its DE&I efforts on social media offered critics a unique platform to push back on the organizations’ narrative. The evening is a reminder that any attempts to portray an inclusive social media presence risk being called out as inauthentic if the DE&I work hasn’t happened internally first. To compound the nightmare, the lack of information about each winner’s projects demonstrates a core misunderstanding around the fundamentals of inclusive communication.

By including tweets about its DE&I work and inclusive partners amid the deluge of award announcements, the HFPA also demonstrates how your social media posting cadence can drastically effect which messages rise to the top and which posts get lost in the noise.

MEASURED THOUGHTS

A recent study by Leathwaite found that 58% of employees surveyed reported checking workplace messages at all times of day and feel a constant sense of urgency, while 53% of employees said they are not comfortable talking about issues and asking for help.

Though these numbers speak to larger opportunities for internal communicators to refine the timing of their employee messages and expectations for engagement, they also remind external communicators of the communication fatigue audiences currently face.

You can increase the likelihood of engaging exhausted audiences by making sure your outreach is mindful of audiences’ attention spans. Make it easy to engage with your messaging by offering landing pages that collect helpful resources, provide opportunities for them to opt-in and subscribe for reminders and notifications, and use language that acknowledges their state of exasperation whenever appropriate.

Check out the full report here.

TAKE OUR SURVEY

If you’re looking to further your understanding of your industry to navigate what’s ahead in 2022, lend us a hand—and help yourself and your peers identify shared benchmarks in areas such as budgets, team structure, ESG and DE&I efforts, and more. Participate in Ragan Communications Leadership Council’s 2022 Benchmark Survey, a comprehensive look at how to negotiate budgets with your executives, how to best reach deskless workers and foster culture among a hybrid workforce, and more.

Both internal and external communicators are encouraged to participate.

By taking part, you’ll be entered to win one of three $100 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Survey takers will receive an executive summary of the findings.

AGENCY NEWS

One the biggest PR agencies in the world, Edelman, has announced it will part ways with clients that fail to meet its ESG (environmental, social and governance) standards. However, the agency says it will keep its fossil fuel clients on the books for now.

After completing a 60-day review of its portfolio in response to pressure from climate activists, the PR firm has made new commitments and identified 20 clients that it will require a closer look moving forward. CEO Richard Edelman did not name which clients those might be, citing confidentiality issues.

The Drum reported:

 Edelman outlines six goals that it says demonstrates its operating principles. These are:

• Work with those committed to accelerating action to Net Zero and in compliance with the Paris Accords

• Put science and facts first

• Advance best practices and standards for climate communications

• Ensure inclusivity

• Focus on a just transition

• Hold itself accountable

However, the commitment falls short for some activists who say Edelman and other agencies in the PR industry have helped the fossil fuel industry spread lies about climate change and carbon emissions.

The Drum continued:

Clean Creatives, a climate campaign project made up of workers in the PR and ad industries, says that Edelman’s review and the statement fail on numerous levels, particularly in its lack of consultation of climate experts and not providing transparent standards for evaluating clients’ climate goals.

However, Edelman has clarified it will be forming an Independent Council of Climate Experts from outside the company to provide input and guidance on strategy as well as on assignments and client situations of concern.

The dilemma for PR agencies is unlikely to disappear as audiences ask tough questions about how corporate stories are told and industry research is created. In an era where trust is at such an historic low, PR agencies will have to think closely about how their work has a wider impact, and if a client really makes sense with their declared values as an agency.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more.

CDC director acknowledges comms flubs, promises to restore trust

During her first solo news conference about the COVID-19 pandemic, CDC Director Rochelle Walensky outlined the difficulties of communicating in a timely and consistent manner about the virus.

The Washington Post reports:

Walensky offered no apologies on Friday. But she did acknowledge the challenges of staying on top of a fast-evolving virus, saying the CDC is “working really hard to get information to the American public. This is hard, and I am committed to continue to improve as we learn more about the science and to communicate that with all of you.”

For months, at the suggestion of the White House, Walensky has been receiving media coaching from Democratic media consultant Mandy Grunwald, according to an administration official who spoke on the condition of anonymity because they were not authorized to speak publicly.

CDC spokesman Jason McDonald said in a statement that directors “have historically consulted coaches and other outside advisers to improve communications and media interview skills. This is not out of the ordinary.”

What it means:

As the CDC faces continued criticism for changing its guidelines to match the latest data about the COVID-19 pandemic, Walensky’s willingness to begin holding public press conferences emphasizes how a spokesperson can humanize an organization. Walensky’s commitments to improve her communications also highlight the distinction between taking responsibility and apologizing—as an apology is not always warranted, and can be perceived as hollow if not connected to a sense of accountability.

The post Golden Globes shares winners on Twitter, 58% of workers report constantly checking messages, and CDC admits to communication mistakes appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

The communications industry experienced a transformation in stature and scope during the last 12 months, a wide-ranging new survey indicates, as the public health, economic, and social-justice crises that engulfed the country underscored the need for messaging management and strategic direction at organizations across the U.S. and around the world.

Comms pros found their role more vital than ever as they helped keep organizations focused and moving forward, according to the research. Communicators saw access to the C-suite increase throughout 2020, and forged important new alliances with peers in other departments, including HR, finance and workplace wellness.

These are among the key findings from Ragan’s third annual Communications Benchmark Report, an exclusive study from Ragan’s Communications Leadership Council. Culled from more than 750 respondents, the results reveal a range of sentiments and best-laid plans during a very dynamic time.

The pandemic accelerated business change within organizations, propelling communicators into a critical role as they shaped and delivered messaging through their organizations, often around the globe. The Benchmark Report reflects that dizzying pace, but more, it provides communicators with a blueprint for 2021 and beyond.

According to the research, the pandemic remains a communications priority. An overwhelming majority of Communications Benchmark Report respondents—66%—said they anticipate remote or flexible-work arrangements will be a permanent option going forward. Only 14% said that won’t happen at their organizations.

All of this is occurring against a backdrop of how the COVID-19 pandemic has affected communicators themselves. The short answer? It’s been a challenge. Nearly 80% of respondents said COVID has led to an increased workload. More than 20% said the pandemic forced budget cuts, and 15% said it led to layoffs.

But COVID has also led to some valuable new organizational dynamics. For example, 42% of respondents said they’ve forged stronger relationships with other departments, and a quarter said they’ve gained a seat at the table in strategic decision making. More than 20% said they have better access to the CEO.

The Communications Benchmark Report surfaced a variety of other communications priorities. Comms pros are focused on the burgeoning field of workplace wellness. They’re formulating messaging around when employees will come back to work, and shaping policies that address diversity, equity and inclusion.

Then there’s technology. It was already the fastest-changing aspect of global work life, but 2020 accelerated adaption and now there’s no looking back. Communicators see an increased reliance on mobile communications going forward. They see an increase in virtual communications and in the use of artificial intelligence. Technology, communications professionals believe, will play a sometimes disorienting role in how they ply their craft. “We have way too many platforms,” one respondent said. “I like adopting new tools when it makes sense, but, it’s confusing when we have way too many of them. There is a disconnect.”

Ragan’s Communications Benchmark Report is based on responses to an online survey conducted between Jan. 13, 2021-Feb. 7, 2021. The survey yielded 755 qualified responses from internal and external communicators worldwide.

Some key findings

• Communicators see dramatic changes coming in the next three to five years, and not just a few. There will be an increased focus on communicating with remote workers. There will be a greater reliance on social media. Workplace wellness will occupy a large role for communicators, though a shared role with other departments. There will be more personalization.
• Diversity, Equity & Inclusion will especially increase as a focus.
• Technology will change the landscape in dramatic ways. Artificial intelligence will rise in importance, as will mobile communications.
• Respondents are increasingly pleased with their organizations’ communications efforts. This year, 52% rate their efforts as above average or excellent, an 11 percentage-point gain from last year. But some saw room for improvement. “We need more integration of internal and external efforts, was a typical response. “We need to be more focused on storytelling,” was another.
• Overall, 78% of respondents measure their communications effectiveness. They’re measuring their work more frequently, and also are more satisfied with their measurement efforts—41% say they are satisfied with their efforts this year, compared to 28% in 2020.
• For respondents, there are many obstacles to producing more effective communications, but the most significant—by a wide margin and across both internal and external comms and large and small companies—is too many last-minute requests. Other obstacles include lack of staff, lack of budget and too many distractions.

Download a copy of Ragan’s third annual Communications Benchmark Report executive summary here. To obtain a full copy of Ragan’s 2021 Communications Benchmark Report become a member of the Communications Leadership Council. Click here for more details.

The post Report: The role of communications pros expands dramatically amid relentless global crises appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

What are the trends you are watching in 2021? Here are seven important developments that have our attention:

1. Embrace humanity.

With 10.7 million Americans unemployed and thousands more unable to work due to COVID-19, brands need to understand who they are communicating with on a human-to-human level. Brand and communications leaders should be asking themselves:

• How is your brand relating to people’s actual psyches, emotions, and complexities?
• Are you missing the mark by leaning into their virtual and artificial personas, roles or abstract profiles?

Many brands have started to take a more focused, consumer-centric approach to marketing but talking the talk isn’t enough. Take a look under the hood and rework your entire internal and external communications strategy to focus on the individuals you’re trying to reach, whether it be customers or employees. You might be surprised to find that your messages are not deeply engaging for your audience.

2. “Raw video” is the new “produced video.”

Ephemeral content continues to perform very well with Instagram and Facebook Stories. Many brands and content creators are finding incredible success with this short-form format that is accessible for only 24 hours. Popularized by Snapchat, the format has been introduced this year to LinkedIn (Stories) and Twitter (Fleets), where users are able to share short updates to their audiences.

Ephemeral content will continue to gain traction because it’s easy to create due to its more casual and informal nature, making it a useful tool for individuals and organizations alike that are trying to increase share of voice in their respective areas of expertise. When paired with content creation tools like TikTok, which continues to increase its own market share among social media users due to its ability to put production tools in the hands of common users, this snackable content will continue to drive high engagement and conversion in 2021.

3. Content gets “real.”

Of all the digital innovations that have erupted since the pandemic hit, none has been more fundamental or meaningful than our ability to connect with colleagues and loved ones on video.

Tools like Teams, Zoom, Google Classroom, and others have fueled our ability to conduct business as usual, connect with family and friends, and in the process, have created a new acceptable casual aesthetic that has permeated digital and traditional media alike. For example, corporate executives have changed their profile pictures from wearing suits in an office to wearing polos in their home with their kids in the background to showcase the realities of life during the pandemic. Even “produced” television ads are being made to look like they were created in real time, while others are using raw footage to share a similar sentiment.

2021 will be the year of “real” content featuring “real” people living “real” lives.

4. Online meetings become more human.

Video conference technology lacks sophistication. Stacking faces into small boxes on laptop screens is a big step backwards from in-person meetings.

In 2021, brands and companies will embrace technologies that humanize meetings to help organizers “read the room.” These humanized interactions need to better mimic the human dynamics of real-world meetings—including voice, gesture, and social and hierarchical dynamics.

Technology companies that quickly upgrade their video conferencing platforms to incorporate the dynamics of conversation will find broad adoption by organizations hungry to humanize video interactions and fight “Zoom fatigue.” While there is the usual buzz around VR spaces, we expect to see quicker implementation of AR technologies to enrich communications tools. There will be video screens augmented by smart overlays that allow participants to better monitor the human dynamics of meetings and facilitate more meaningful participation.

5. Content consumption habits will change.

With many people around the globe at home, people are consuming more content but in a new way. People aren’t commuting to and from the office. Downtime at your desk doesn’t exist when you have children doing remote learning with you at the kitchen table.

Brands need to serve up content and reach audiences in a different way. Short form story telling (60 seconds max) will be the only way to capture your audience’s attention in 2021. Any longer and your audience will skip it.

6. Social media is the new department store.

With the pandemic affecting our daily lives heading into the new year, people will continue to be wary of shopping and engaging with products and services at brick-and-mortar stores. Retailers that have never used e-commerce need to pivot to where their audiences spend the most time: Instagram (121 million monthly users). Facebook and Instagram have already ramped up their in-app purchasing and because they know you better than you know you, the right stuff will always pop up in your feed.

In 2021, users will flock to digital retail establishments more than ever to research and purchase products and services. The role of retargeted social ads will be elevated, as audiences visit owned channels to research and learn, social media will provide retargeted ads to those users to push them further into the funnel.

7. Executives and senior leaders have a renewed voice and purpose.

People are more socially aware than ever before. As a result of the social movements that the U.S. (and the world) have experienced in 2020, consumers are looking at the companies they do business with to see what their stance is on issues, thus catapulting business leaders into the limelight. In 2021, executive thought leadership campaigns and content will be invaluable as consumers seek to do business with and align themselves with organizations that share similar values and beliefs as they do. Proactively use social media to give your leaders a platform and a voice to make a real difference in people’s lives.

Olga Fleming is the CEO at Goodfuse PR.

Courtney Walker is managing director at Goodfuse PR.

The post 7 PR trends to follow for 2021 appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

We’re in the midst of a public health emergency, a slow-moving economic disaster and a period of major social upheaval. These are ideal conditions for cognitive bias to take root. When we are stressed, our attention is distracted, emotions run high, the dangers of cognitive bias are elevated, and strategic thinking and decision making are often impaired.

It’s important for leaders to recognize their biases and take steps to minimize or eliminate them, individually and across their teams. It’s also important in internal and external communications to recognize that cognitive bias may also be interfering with your ability to communicate with your target audiences.

Here are five ways to mitigate and avoid cognitive bias in times of crisis:

1. Research and test your messages.

At the heart of every good communications strategy and crisis plan is a messaging platform. Key messages are used to help drive the beliefs, motivations and behaviors of an organization’s target audiences and stakeholders.

Messaging can target employees, customers, regulators and communities. In all of these cases, messaging needs to be based on research that gives emotional insights into the target audience. This avoids your own bias clouding your communications and helps you identify your target audience’s cognitive bias, to which you might be able to adapt your messaging.

The framing bias could be used to set context in your messaging. For example, emphasizing a huge potential number upfront for buying a product or describing an infection rate makes the subsequently shared actual price or infection rate seem smaller. The reverse is of course true as well.

Framing is all about how the information is presented to an audience and less about the actual facts. Statistical data is often framed. For instance, rather than saying 80% of dentists choose your product, say four out of five recommend it. Instead of saying your organization reduced GHGs by 50 metric tons, put it in terms people understand, like saying you reduced emissions equal to 11 passenger vehicles.

An additional step is to evaluate the success of your messaging platform through a focus group or other exercise to validate that they’re being received as intended. However, in deploying the framing technique, be careful it does not overly distort the intended message and risk backfiring—a perception of “spin” can erode trust and damage the relationship with your audience.

2. Acknowledge that cognitive bias exists.

Another important step to minimize your cognitive bias is to acknowledge that it exists.

For instance, normalcy bias has compelled many leaders to minimize the threat of the coronavirus with statements like “it’s business as usual” or “it’s important to get students back to the classroom this fall.” Normalcy bias minimizes threat warnings and downplays disaster and its impacts. In a public health emergency, exhibiting normalcy bias in messaging erodes a leader’s or brand’s credibility and potentially endangers employees, customers or students by undermining safety precautions or prudent planning.

Along the same lines, familiarity bias drives people to categorize new experiences or situations along the lines of the familiar rather than evaluating them more deeply. This is what led some leaders to compare COVID-19 to influenza saying, “it’s no worse or different than the seasonal flu.”

Both of these biases indicate a certain level of denial, which is a common first reaction to terrible news.  Avoiding or minimizing biases is critically important during periods of crisis when we are mentally taxed, juggling multiple issues and just plain tired. This is when biases are most likely to color decisions.

3. Equip yourself with tools.

Tools like a crisis plan, evaluation criteria, scoring matrices and even the tried and true checklist can enforce the discipline needed to ensure objective and reasoned decisions and avoid cognitive traps, particularly in a crisis.

Airline pilots and surgeons rely on checklists to ensure bias is kept out of their decision making. In the case of pilots, a heuristic of “aviate, navigate, communicate” is taught early. When an issue occurs in the sky, the pilot knows to focus first on flying the plane, on navigating to safety next and on communications with the tower or other pilots third. (See “A.N.C.—It Matters Now More Than Ever.”)

Having a Disaster Recovery and a Business Continuity Plan is another essential, particularly now. Normalcy bias often delays the development or timely updating of such plans.

4. Surround yourself with multiple viewpoints.

A diversity of insights and information sources helps to reduce bias.

When you are surrounded by people with different life experiences, professional expertise and beliefs or world views, your decision making will be based on more inputs and become more immune to confirmation bias. Confirmation bias is our tendency to cherry pick information or viewpoints that match our own expectations or experiences.

Boardroom diversity is an indicator of higher corporate performance.

A report by McKinsey studied board composition, returns on equity (ROE), and margins on earnings before interest and taxes (EBIT) of 180 publicly traded companies in four countries over two years. McKinsey found “startlingly consistent” results: “For companies ranking in the top quartile of executive-board diversity, ROEs were 53 percent higher, on average, than they were for those in the bottom quartile. At the same time, EBIT margins at the most diverse companies were 14 percent higher, on average, than those of the least diverse companies.”

Sometimes a leader must make a judgment call without the benefit of other viewpoints. In those moments, it’s important not to exhibit overconfidence bias. Overconfidence bias leads to a false sense of skill, talent or self-belief. For leaders, it can be a side-effect to their power and influence. Overconfidence bias shows up in illusions of control, timing optimism, and the desirability effect (i.e. thinking if you desire something, you can make it happen).

5. Learn to spot common cognitive biases.

So far, we’ve discussed normalcy bias, familiarity bias, confirmation bias and overconfidence bias. Some other frequent cognitive biases include:

Anchoring bias. Anchoring refers to using previous information as a reference point for all subsequent information, which can skew a decision-making process. Putting the original full price next to the markdown anchors our original perception of value as being the full price. Against that first piece of information, the sale price looks like a steal. But what if the wholesale cost of the item was first shown? The sale priced wouldn’t look so appealing.

Self-serving bias. Self-serving cognitive bias helps soften the blow to the ego when we make a poor decision by attributing it to poor luck. When things turn out well, though, we attribute it to skill or something else that was directly under our control. The downside to this bias in organizations, teams and leaders is that it does not produce a culture of accountability.

Herd mentality. As social creatures, it is hard to fight herd mentality. When there is consensus or a growing trend or fad, our gut is to move in the same direction as the herd. While this may feel like the path of least resistance or safer, it is a decision behavior based on emotion and not logic. 

Loss aversion. This is one of my favorite principles: Avoiding a loss is a greater motivator than gaining a reward. This can lead to missed opportunities driven by risk aversion. You see it on game shows when contestants settle for the cash they’ve earned rather risking it for a much higher reward. Or in organizational cultures where the mentality of “keeping one’s head down” and analyzing things to death before an eventual decision by a committee is the safer route than the perceived riskier route of decisiveness and efficiency.

Reactance bias. While you might think that members of the public who defy face-covering recommendations or requirements are exhibiting overconfidence bias, they are more likely showing reactance bias, which leads to a fear that complying with one request will end in the restriction of future choices or freedoms.

Dunning-Kruger effect. This effect describes poor performers who greatly overestimate their abilities. Put another way, it applies to people who lack the competence to evaluate their own abilities. To overcome the Dunning-Kruger effect, your reports need to recognize their own shortcomings. If you can grow their competence, they will be able to make more realistic self-evaluations.

Narrative fallacy. Like the framing bias, the narrative fallacy bias appeals to our love of a good story. When the story is too good to resist, we get drawn in. Or, when faced with a series of unconnected events, we force them into a cause and effect narrative. It’s something we’ve been doing since before the ancient Greeks explained the sunrise and sunset as the god Helios pulling the sun across the sky in his golden chariot. Fight the urge to impose narratives where no real connection exists and look instead at what the data says.

Hindsight bias. Statements like “I knew it all along” indicate hindsight bias. It’s easy to feel and claim this after the fact, but the danger is that hindsight bias distorts our memories. We were unlikely to have been as confident of the prediction before the event as we appear to be after it. This can lead to overconfidence and a belief that a person can predict the outcomes of future events.

Be mindful. To avoid cognitive bias at decision junctures and particularly in times of crisis, be sure you’re continuing to research and test your communications. Acknowledging that cognitive bias affects us all, using your available tools, engaging diverse viewpoints and information sources, and familiarizing yourself with the different ways our minds try to shortcut our decisions can help ensure a sound strategy and outcome.

Julie Wright is president and founder of (W)right On Communications and a partner in (X), a hybrid corporate strategy and communications consultancy. Follow her on Twitter @juliewright. A version of this story originally appeared on the author’s blog, Insights by (X).

The post 5 tips for identifying—and avoiding—cognitive bias during a crisis appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

Hello, communicators:

The CDC has announced relaxed mask guidelines for fully vaccinated people that say vaccinated people can travel outside without a mask if they are not in large groups. To provide a context-specific breakdown, The CDC has also released a chart that pairs common activities with color-coded recommendations based on risk factors relative to a person’s vaccination status and whether the activity is indoors or outdoors:

Courtesy of the CDC

Communicators, take note that infographics and charts remain an efficient and effective way to share crucial guidance with stakeholders who may be less likely to read a lengthy blog post or press release.

Epicurious stops publishing beef recipes to promote sustainability

Digital food magazine Epicurious says that it will no longer publish recipes featuring beef in an effort to promote more environmentally-friendly, sustainable cooking practices. In addition to eliminating beef recipes, the publication will cease mentioning beef in articles, newsletters, on its homepage and Instagram feed.

Epicurious wrote in a blog post:

We know that some people might assume that this decision signals some sort of vendetta against cows—or the people who eat them. But this decision was not made because we hate hamburgers (we don’t!). Instead, our shift is solely about sustainability, about not giving airtime to one of the world’s worst climate offenders. We think of this decision as not anti-beef but rather pro-planet.

The traffic and engagement numbers on these stories don’t lie: When given an alternative to beef, American cooks get hungry.

Why announce our decision now? While beef consumption in the U.S. is significantly down from where it was 30 years ago, it has been slowly creeping up in the past few years. The conversation about sustainable cooking clearly needs to be louder; this policy is our contribution to that conversation.

Why it matters:

Communicators, remember to position any company values or mission-based messaging around the “why” behind your decision, and get out in front of potential blowback by anticipating and addressing likely criticisms from the outset. Support your thought leadership content with larger data points about your industry to demonstrate your intended impact.

MEASURED THOUGHTS

A new study by Linquia found that 71% of enterprise marketers surveyed expect their influencer marketing budgets to increase in 2021, a large jump from 2020 when only 57% said that they planned to increase their budget.

Courtesy of Linqia

Communicators, take note that each emerging social media platform brings new monetization opportunities for its brands and power users. Research where your audiences are most active, partner with your marketing and finance teams to allocate a budget for working with the influences in your industry who are most active. Construct influencer agreements with marketing that reflect your optimal posting cadences and needs.

Read the full study here.

SOCIAL BUZZ

TikTok has announced plans to open a center in Europe where the company will inform outside experts on its approaches to content moderation, as well as platform security and user privacy.

TechCrunch reports:

The European Transparency and Accountability Centre (TAC) follows the opening of a U.S. center last year — and is similarly being billed as part of its “commitment to transparency”.

Soon after announcing its U.S. TAC, TikTok also created a content advisory council in the market—and went on to replicate the advisory body structure in Europe this March, with a different mix of experts.

It’s now fully replicating the U.S. approach with a dedicated European TAC.

To-date, TikTok said more than 70 experts and policymakers have taken part in a virtual U.S. tour, where they’ve been able to learn operational details and pose questions about its safety and security practices.

Remember that promoting transparency and oversight into your company and industry ahead of government regulation or mandates will earn your brand a positive reputation compared with other industry players. Enact programs that provide open channels of communication with outside experts who can provide feedback and suggestions that are not influenced by your internal goals and aspirations, then demonstrate an understanding of that feedback in your messaging.

TACTICALLY SPEAKING

Broadcasting company E.W. Scripps has announced plans to launch an advocacy campaign that will educate consumers on how a digital antenna can supplement streaming video options.

CNBC reports:

As consumers shift away from traditional pay TV and toward subscription streaming services, the digital antenna will emerge as a necessary component of people’s viewing habits, [EW Scripps Chief Executive Officer Adam] Symson said in an interview.

While he declined to say if his plan would involve giving away antennas for free or at a discounted price to consumers, Symson said he has “a large group of people” at EW Scripps working on ideas to educate Americans on how an antenna can supplement subscription streaming video.

Americans will need to find other, free ways to supplement streaming services as they max out on monthly subscription charges, Symson said. Broadcast stations, which offer local news, sports, soap operas, game show staples like “Wheel of Fortune” and “Jeopardy,” and prime time content from their national networks, will continue to air must-have content in American homes — even after streaming services replace linear TV as the dominant form of viewing, he said.

Communicators, take note that educational awareness campaigns are a smart way to establish your company as thought leader by addressing industry struggles that are perhaps unfamiliar to a broader public audience.

COMMUNICATIONS WEEK

Ragan is delighted to add industry event and thought leadership brand Communications Week to our portfolio. You can read the full press release here.

“We are reimagining Communications Week as a year-round endeavor,” says Ragan Communications CEO Diane Schwartz. “The rollout will begin next month with thought-provoking content on the future of communications on Commsweek.com, Ragan.com and PRDaily.com, culminating with a weeklong series in November that will feature conferences, networking events, workshops, webinars and more.”

via GIPHY

The flagship event for 2021 will take place Nov. 15-19. Stay tuned for updates on the many opportunities and offerings that will help communicators connect, learn and celebrate their achievements later this year.

‘Insider’ journalist union speaks out against content performance metrics

A union of U.S.-based journalists in the Insider newsroom have announced their intention to reform the key metrics that the publication uses internally to measure the success of reported content.  Every Insider reporter is expected to earn a specific amount of page views, unique visitors or subscriptions each month, creating a system that the union has called increasingly problematic as the publisher’s business model shifts the focus to subscriptions.

Digiday reports:

“As we’ve grown as a newsroom and the breadth and depth of our reporting, sometimes that clashes with a rigid metric system,” said Rebecca Ungarino, a senior finance reporter and an organizing committee member of the Insider Union.

Ungarino said the union is not “strategizing with the ethos of ‘We’re going to just get rid of metrics,’” but is focusing on creating more flexibility in the system to help relieve worker stress and confusion. She added that this was a significant draw that helped convince 83% of the eligible Insider newsroom (more than 300 staffers) to sign their NewsGuild of New York union membership cards, at the time of publication.

Insider has had its metrics system in place since it was founded as Silicon Alley Insider in 2007. “We measure the performance of our journalists quantitatively, and we always will,” said Nicholas Carlson, editor-in-chief of Insider, who joined the company in 2008.

Carlson clarified that these goals are not quotas, meaning that if a reporter does not meet them, it does not necessarily lead to direct termination.

Why it matters:

Communicators, remember to keep open feedback loop between your HR or people team and employees to make sure that the employee performance metrics your company uses are contributing to an internal sense of growth and well-being. Listen and watch for trends in the metrics over time to determine their viability, and adjust your methodology as needed. Treat each shift in an external business model as an opportunity to adjust your KPIs and periodically communicate those changes to employees.

CONFERENCE ALERT

Communicators are in a unique position to collaborate with other DE&I leaders to foster unity, build a stronger internal and external brand reputation, maximize innovation and improve the bottom line. The days of brands comfortably remaining silent are gone as employees and customers are demanding impactful change.

Join us at Ragan’s Diversity, Equity and Inclusion conference on May 19, 2021 and glean timely strategies to educate, engage and uplift your employees and customers in the wake of unparalleled uncertainty, political upheaval and a new mandate for social justice change.

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Learn powerful insights and approaches from speakers at organizations including Ben & Jerry’s, Reebok, Warner Music Group, E.W. Scripps, NielsenIQ, Facebook and more.

Register for our event here.

WHAT YOU SAID

Yesterday, we asked if you have partnered with your HR team to craft messaging about employee vaccinations. Half of you said you are not, while 39% said you are both writing the messaging and editing it and 11% of you are just editing.

Are you working with HR to craft any language or communications around employee vaccinations, PR pros and communicators? #DailyScoop

— PR Daily (@PRDaily) April 27, 2021

Is there a question you’d like to see asked? Let us know with the hashtag #DailyScoop!

SOUNDING BOARD

Time for a mid-week check in, PR pros and communicators. How are you getting on with your weekly to-do list?

Time for a mid-week check in, PR pros and communicators. How are you getting on with your weekly to-do list? #DailyScoop

— PR Daily (@PRDaily) April 28, 2021

Let us know below how you’re feeling at the top of this week and be sure to hashtag #DailyScoop. We will share the results in tomorrow’s roundup.

The post CDC offers chart on relaxed mask guidance, influencer marketing budgets increase in 2021, and ‘Insider’ journalist union pushes for measurement reform appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

We could all use a huge dose of kindness, grace and understanding right now.

Displaying these admirable qualities isn’t just the right thing to do, or a nice “add-on” when you can find it at work. Research has shown that kindness can create a competitive business advantage. Here are four ways to create a kinder workplace:

1. Recognize the inspirational power of kindness. When he decided to step down from his dream job hosting “The Tonight Show” in January 2010, after NBC made a time slot change to make room for a Jay Leno program, talk show host Conan O’Brien was in a difficult place. His parting words on that final episode were, “Nobody in life gets exactly what they thought they were going to get. But if you work really hard and you’re kind, amazing things will happen. I’m telling you, amazing things will happen.” O’Brien’s focus on kindness in a moment of personal difficulty resonated profoundly, fueling countless inspirational memes.

Kindness can also become a rallying cry for positive change. Disney|ABC created its influential “Choose Kindness” campaign (#ChooseKindness) to help kids, families and influencers end bullying. Wouldn’t your workplace benefit from a similar initiative?

Consider how displaying–and rewarding–authentic kindness can inspire your team members, as we all endure a tumultuous, uncertain season together. As noted in this story by Todd Nordstrom, your ability to influence, persuade and lead people depends on how you treat them. He writes that being kind at work can inspire greater results, better ideas and improve relationships. But sometimes it takes a bit of inspiration and heroic storytelling to get the kindness ball rolling.

2. Encourage kind behavior. Daniel Lubetzky, founder and CEO of KIND LLC, ensures his company lives up to its name. The company’s mission statement is to “create a kinder, healthier world, one act, one snack at a time.” KIND reinforces its mission by recognizing each other’s acts of kindness with “Kindos,” or internal emails that offer praise, gratitude or celebration. As a result, people are encouraged to celebrate kindness and look for more opportunities to exhibit that behavior.

As Lubetzky says in Forbes, “It has become clearer that empathy and kindness offer a distinct competitive advantage. When I understand people with ease, I can accomplish more in both my business and my private life. Being able to access these skills is especially valuable in those moments when you feel threatened and your fight/flight instinct kicks in. If you can ask yourself questions like, ‘where is this person coming from?’ then you’re able to get to a more productive place quicker, thereby creating value for business and society.”

3. Make kindness a prerequisite of leadership. The old stereotype about the jerk in the corner office leading a corporation through nothing but grit, testosterone-fueled dominance and a willingness to throw anyone under the bus to increase profits is outdated. Emotionally intelligent, servant leaders understand that kindness isn’t about being soft or weak, but rather connecting deeply with your people by genuinely caring about them and the world we inhabit.

In this Inc. com piece about 10 outstanding CEOs practicing servant leadership, kindness is one of the common traits you’ll find. Cheryl Bachelder, the former CEO of Popeyes Louisiana Kitchen, topped the list. As detailed in her book, “Dare to Serve: How to Drive Superior Results by Serving Others,” she helped transform a stagnant restaurant brand using servant leadership, consciously creating a new workplace that treated people with respect and dignity while challenging them to perform at their highest levels. Bachelder and her team listened intently and responded to the needs of restaurant owners. Collaboration increased, and people were prioritized. This turnaround success resulted in Bachelder receiving the 2015 Norman Award from Nation’s Restaurant News for outstanding leadership.

4. Practice random acts of kindness. Little moments of thoughtfulness can go a long way. Did you put a fresh pot of coffee on for others before a meeting? Write a glowing email to the supervisor of that co-worker who always has reports ready before you ask for them?  Here is a great list of 52 ways to show kindness at work, and Mindtools has created a video featuring ten ideas for random acts of kindness. Pick one, and give it a whirl at work today. It will give you a burst of warmth about yourself to be kind to others and see the positive impact of those efforts.

How have you seen kindness transform a workplace–-or the lack of it leave a culture in chaos? What is the kindest culture you’ve been a part of?

Shira Miller is a chief communications officer, two-time TEDx speaker, writer and certified executive coach.

The post 4 ways to create a culture of kindness and empathy appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

Hello, communicators:

After backlash, Netflix removed a recent tweet shared by the official Twitter account for the streaming service’s series “Chilling Adventures of Sabrina,” issuing a mea culpa to outraged fans.

ComicBook reported:

The tweet featured behind-the-scenes photos of the cast, most of them covered in blood, with the caption “Sunday bloody Sunday.” When fans pointed out the connection to the 1972 attacks in Derry, Northern Ireland in which 13 people were killed and 15 were injured, the tweet was deleted and Netflix issued an apology.

“Our tweet was unacceptable and has since been removed. We are very sorry for the hurt and distress it caused,” a spokesperson told Deadline.

Here are today’s top stories:

Amazon and Twitter cut off QAnon

 Following Amazon Web Services’ move to stop hosting social media app Parler, Amazon said on Monday that it was removing from its marketplace many third-party products related to QAnon—the far-right conspiracy theory that had a role in the recent U.S. Capitol riots.

Amazon said the removals are due to products breaking its policies that prohibit inappropriate or offensive offerings, telling journalists it could take a while to find and remove the marketplace entries.

 The New York Times reported:

About 60 percent of the products sold on Amazon are offered by third-party merchants, who list items on the site and often use the company’s advertising and delivery services. Flags, shirts, hats and other merchandise, as well as self-published books promoting QAnon, still showed up on a search on Monday afternoon, many with favorable customer reviews and indications that they were shipped to customers from Amazon’s warehouses. Amazon said removing items could take several days.

Twitter also announced that it has suspended more than 70,000 accounts related to QAnon:

https://twitter.com/TwitterSafety/status/1348805513442574337

We’ve been clear that we will take strong enforcement action on behavior that has the potential to lead to offline harm. Given the violent events in Washington, DC, and increased risk of harm, we began permanently suspending thousands of accounts that were primarily dedicated to sharing QAnon content on Friday afternoon.

Why it’s important: The recent moves highlight the importance of sticking to a stance once your brand has publicly taken one. As organizations across industries distance themselves from President Donald Trump and groups involved with the U.S. Capitol attacks, communicators should take the lead on ensuring that all actions and statements released fit both your organization’s values, as well as its brand voice.

SOCIAL BUZZ

YouTube debuted its #YouTubeBlack Voices Class of 2021, which the social media platform said is the first in a “multi-year effort to uplift and grow Black creators”:

Introducing… the #YouTubeBlack Voices Class of 2021! This is a multi-year effort to uplift and grow Black creators who exemplify the boundless creativity of #YouTubeBlack. Say hello! → https://t.co/kkJDY84jO1 pic.twitter.com/MtBYyZU8oF

— YouTube (@YouTube) January 12, 2021

In the video’s description, YouTube includes the handles for 36 Black content creators making YouTube videos about gaming, parenting, beauty, comedy, activism and personal training.

It’s another example of a brand using its platform to amplify voices within the Black community, and your organization would do well to consider a similar effort. For example, you can feature Black artists within your community, city or state on your brand’s Twitter or Instagram feed, or partner with organizations such as Color of Change or the NAACP Legal Defense and Education Fund to create a free livestream or webinar.

MEASURED THOUGHTS

In its “Agency Pricing and Packaging Report,” Sprout Social reported that 50% of agencies surveyed describe themselves as full-service, while 25% focus on digital marketing strategies and 10% highlight their social-first strategies.

However, 60% of agencies have adjusted business goals because of COVID-19, and with 47% reporting net revenue loss and 47% shifting target client demographics in response, many are looking for ways they can solidify their importance with the most requested and needed client offerings.

Measuring and showing ROI remains a pain point for 55% of agencies, with the same amount reporting that growing the business is a common obstacle. These can directly affect common pain points with pricing and pitching: Sprout Social reported that 63% of agencies struggle with client budgets and 51% say client expectations are a hurdle to overcome:

Image courtesy of Sprout Social.

 The more you can establish your thought leadership within your clients’ industries as well as within communications, the better chance you have on boasting authority and streamlining client education. In a similar manner, the better you can measure your success and prove your worth with data and analytics, the better shot you have at grabbing bigger pieces of organizations’ budgets and growing your own business.

 You can read the entire report here.

TACTICALLY SPEAKING

 Ben & Jerry’s launched a new line of ice cream—for dogs:

NEW! Introducing Doggie Desserts — it's Ben & Jerry's for dogs! Bow WOW your pooch with 2 pup-friendly flavors. Learn more: https://t.co/sclZEFTVnZ pic.twitter.com/5Rn9KzRHXf

— Ben & Jerry's (@benandjerrys) January 11, 2021

CNBC reported:

The line kicks off with two flavors named after its employees’ pets: Pontch’s Mix, which is peanut butter with a pretzel swirl, and Rosie’s Batch, a mix of pumpkin and mini cookies.

The treats are made of ingredients already used in the company’s ice creams, but with a sunflower butter base instead of dairy to be gentler on dogs’ stomachs. They will sell individually as 4-ounce mini cups or in four-packs for a suggested price of $2.99 and $4.99.

The company will also carry pet accessories on its website, such as an ice cream cone plush toy and Ben & Jerry’s swag for dogs, including a tie-dye leash.

Ben & Jerry’s promoted the product launch with a Q&A-style blog post titled, “8 questions about dogs, ice cream and doggie desserts: Answered.” The move is especially sweet considering the rise in pet adoptions during COVID-19 and many consumers’ increased focus on their dogs as many continue to work from home.

CRISIS LEADERSHIP NETWORK

Looking for more insight on how to address the current global crisis and lead your organization into a strong recovery?

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Join Ragan’s Crisis Leadership Network to connect and brainstorm with peers, get the latest intelligence and research and start to strategize for the future of your organization.

Learn more about this exclusive membership here.

Signal app responds to stock market fervor

 Privacy-focused messaging apps Signal and Telegram are seeing huge growth after Tesla’s founder and chief executive, Elon Musk, urged his Twitter followers to use Signal. Musk’s tweet was in response to Facebook changing WhatsApp’s privacy policy, enabling the social media network to gather user data.

CNBC reported that 7.5 million downloads of Signal occurred through Apple’s App Store and Google Play on Jan. 6-10, while Telegram saw 5.6 million installations. However, confused investors have been taking to health care organization Signal Advance, flooding the company’s website with traffic and sending shares skyrocketing.

MarketWatch reported:

Signal, the messaging platform, isn’t a publicly traded company, but that didn’t stop the unrelated Signal Advance from continuing its rise, surging 5,643% and pushing its market value to $3.164 billion from a mundane $55 million as of last Wednesday.

On Monday, the Signal app tweeted clarification with screenshots:

Update: Although the growth rates may look similar, this stock symbol still has absolutely nothing to do with us.

We're an independent 501c3 nonprofit, but you can donate here to invest in your privacy:https://t.co/iLLStll3Mi pic.twitter.com/06pJkrWHoo

— Signal (@signalapp) January 11, 2021

Why it matters: Though “creating brand awareness” can be scoffed at when used as a communicators’ sole campaign goal, it’s a crucial part of organizations’ success with increasing both traffic and sales. Brand awareness efforts can also bolster organizations’ reputations and help shield brands from crisis fallout, but the goal should be the byproduct of other business initiatives.

TACTICALLY SPEAKING

The Coca-Cola Company’s United Kingdom team is offering consumers an opportunity to print their New Year’s resolutions on cans of Coke, Diet Coke and Coke Zero:

What’s your promise for 2021?
Make a resolution and order your very own personalised Open To Better Coke can: https://t.co/QbbVWNYTf5 pic.twitter.com/630wrfg5Q3

— Coca-Cola GB (@CocaCola_GB) January 12, 2021

Consumers can visit the U.K. store and personalize one of seven commitment templates, including, “I will never take [fill in the blank] for granted” and, “I promise to [fill in the blank] just for you”:

Image courtesy of Coca-Cola U.K.

TAKE OUR SURVEY

The start of a new year brings more opportunities for communicators across roles, organizations and industries to develop effective strategies and efforts that can strengthen their brands amid continuing crises, including the COVID-19 pandemic.

Ragan’s Communications Leadereship Council has created The 2021 Communications Benchmark Survey, and wants to know your challenges, successes and needs as you navigate the rapidly shifting communications landscape and respond to unprecedented crises as well as new opportunities.

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Please share your insights with us. As a thank you for your time and insights, you’ll receive an Executive Summary of the report, packed with proprietary research that can help you better shape communications strategies in 2021. You’ll also be entered to win one of five $100 Visa gift cards.

Take our survey here.

WHAT YOU SAID

We asked how you’re transforming media relations strategies for the new year, and 63% of you are embracing storytelling and brand journalism efforts, while almost 16% are taking advantage of social media strategies and opportunities, and 13% are partnering with influencers. Less than 8% of you said you’re pitching as usual.

How are you transforming your media relations strategy for the first half of 2021?

Weigh in below with your goals and efforts, and we'll share in tomorrow's #DailyScoop.

— PR Daily (@PRDaily) January 11, 2021

Is there a question you’d like us to ask in an upcoming poll? Let us know below or under the #DailyScoop hashtag on Twitter!

SOUNDING BOARD

What challenge are you focusing on this year, communicators?

What challenge are you focusing on this year, communicators?

Weigh in below and let us know how you're planning to overcome hurdles, and we'll share in tomorrow's #DailyScop.

— PR Daily (@PRDaily) January 12, 2021

Please weigh in below and share your insights on Twitter, and we’ll share in tomorrow’s #DailyScoop.

Editor’s note: Ragan Communications may earn a commission through our affiliate partnerships when purchasing items in our content.

The post Amazon and Twitter cut off QAnon, Signal app responds to investor confusion and Ben & Jerry’s debuts ice cream for dogs appeared first on PR Daily.

Editor’s note: This article is a re-run as part of our countdown of top stories from the past year.

Hello, Communicators:

U.S. air traveler numbers have topped 1.5 million for the first time since March 2020 according to the Transportation Security Administration, a sharp rebound after the 60% decline of U.S. air travelers in 2020.

“TSA said it screened 1.54 million people Sunday,” reports Reuters, “the highest single day since March 13, 2020 and the 11th consecutive day screening volume exceeded 1 million per day.”

The milestone comes amid continued warnings from the CDC that people avoid air travel, but the agency has not yet issued new travel advisories. “It has so far declined to issue new guidance on travel for vaccinated Americans out of concerns prompted by travel-related surges that the United States encountered during previous holiday periods,” reports CNN.

While communicators should feel confident that the back half of this year will bring some return to “business as usual,” it is important to temper that optimism with continued concern and messaging around safety.

‘The Ellen DeGeneres Show’ loses over a million viewers following toxic workplace claims

When the latest season of Ellen DeGeneres’ daytime talk show, returned to air in September after a summer hiatus following allegations of a toxic culture on set, DeGeneres kicked things off with an apology that gave the show its highest ratings of a season premiere in four years.

Since September, however, the show averaged 1.5 million viewers, a sharp decline from 2.6 million during the same period the year prior. This 43% decline marks a steeper drop in viewership for “The Ellen DeGeneres Show” than any of its competitors.

The New York Times reports:

The decline has come at a time when workplace behavior, in Hollywood and elsewhere, has come under intense scrutiny against a backdrop of protest and social change. It is a startling setback for one of daytime television’s most successful franchises and for Ms. DeGeneres, who was at the forefront of an earlier cultural shift when, as the star of a prime-time network sitcom in the 1990s, she announced that she is gay.

Why It Matters:

While the events of this past year have brought renewed attention to workplace wellness gaps between employees and employers, “The Ellen DeGeneres Show” ratings decline reminds us that a toxic workplace culture can inevitably cause external, lasting reputational damage. Make sure that the culture your company communicates externally matches with what employees are experiencing by creating consistent channels for dialogue between employees and leadership. Conduct workplace surveys, and act on the data by following up to address employee concerns.

TAKE OUR SURVEY

The start of spring brings new opportunities for agency communicators across roles, organizations and industries to develop stronger relationships with their clients.

Ragan Communications and the Institute for Public Relations are conducting a brief survey on the relationship between PR agencies and their clients, which will be presented at the Ragan’s April 7 Media Relations & Measurement Conference and published in a report that will be launched in May 2021.

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Please share your insights with us before the deadline on April 2, 2021. The survey should take less than 10 minutes to complete and your responses will remain confidential. As a thank you for your time and insights, you will be entered into a drawing for one of two $50 gift cards.

Take our survey here.

SOCIAL BUZZ

Krispy Kreme donuts announced yesterday that the franchise will offer one free donut per day to customers who show their COVID-19 vaccination card:

We'd like to show sweet support to those who have received the COVID-19 Vaccine. Starting today, bring your Vaccine Card to a Krispy Kreme shop and get 1 FREE Original Glazed doughnut. No chance to get your Vaccine? This will run thru end of 2021. Info at https://t.co/gWnWhXOKKq pic.twitter.com/UqmDLne5E9

— Krispy Kreme (@krispykreme) March 22, 2021

Some praised the campaign’s promotional image by pointing out its clever pun:

https://twitter.com/molly_knight/status/1374030600940625921

Others alluded to the fact that, while the offer promotes one push toward health, it also encourages obesity:

And if you don’t qualify yet, don’t worry. Krispy Kreme still offers affordable preexisting conditions https://t.co/9LAbCk8n26

— The Daily Show (@TheDailyShow) March 22, 2021

Kudos to Krispy Kreme for making #Obesity trend. It probably sounded better when Marketing pitched it. https://t.co/hSZTWf9Ygh

— Scott Adams (@ScottAdamsSays) March 22, 2021

Others, still, accused those crying “obesity” of fat shaming:

It's fun watching all the folks who think trashing Krispy Kreme gives them some kind of virtuous cover to express their completely typical loathing of fat people. #obesity

— Steve Silberman (@stevesilberman) March 22, 2021

People who refuse to wear masks screaming about the unhealthiness of Krispy Kreme & obesity make me laugh. They clearly don’t care about the health of others, they’re just looking for another opportunity to be hateful.#obesity #krispykreme

— Anne Boleyn (“Royal Expert") (@TudorChick1501) March 22, 2021

While the spirited debate around the optics of this campaign ultimately brought more press and media attention to Krispy Kreme, communicators should always collaborate with the marketing team, reviewing its work and being deliberate in how that work is communicated. This is especially necessary during discussions around any campaign relating to promotions, or incentives, for customers who show proof of vaccination.

CRISIS LEADERSHIP NETWORK

Looking for more insight on how to address the current global crisis and lead your organization into a strong recovery?

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intelligence and research and start to strategize for the future of your organization.

Learn more about this exclusive membership here.

TACTICALLY SPEAKING

Microsoft announced yesterday that its headquarters in Redmond and Seattle, Washington will begin its limited re-opening on March 29^th with a hybrid workplace approach. This moves the marker on the company’s “Hybrid Workplace Dial” it revealed last year to the soft opening stage:

Image courtesy of Microsoft

Communicators will note that this illustration, with its color-coded thresholds outlining each step in the transition, isn’t all that different from the thresholds that would be present on a crisis plan. Consider that mapping out your company’s plans for reopening may wind up looking like a crisis plan in reverse.

MEASURED THOUGHTS

Microsoft has also supplemented its aforementioned hybrid work strategy yesterday with the release of its “Work Trend Index” study,  which surveyed workers to better understand what work habits people hope to maintain, or change, once COVID-19 subsides.

Image courtesy of Microsoft

“[A]mong the more than 31,000 workers it surveyed, 73% hoped remote work options would continue when the pandemic ends,” reports CNET. “Even Gen Z applicants were slightly more likely to apply for a job with remote options than for one strictly in an office. But those workers are also facing particular drawbacks…by saying they’re more stressed and find they’re struggling more than their peers. They tend to be single, since they’re younger, leading them to feel isolated. And since they’re early in their careers, they don’t have financial means to create a good workspace at home if their employer won’t pay for it.”

View the entire study here.

PR Council’s certificate program fills the void left by cancelled internships and delayed hires

The PR Council (PRC) has opened registration for year two of its popular Agency-Ready Certificate program, which starts on June 8. The program was created to address the litany of internship programs and entry-level positions that were suspended or canceled due to the COVID-19 pandemic.

The program awarded 2,000 certificates last year, and the council said that many graduates were offered new positions by PR Council member companies.

“We designed the program to be particularly informative to non-PR or Communications majors and also to provide real-world training and industry insights to those majoring in the field,” PRC President Kim Sample said in a statement. “Sessions include earned media, client service, and writing, which are always important to industry success. Students will also learn about integrated marketing, data and analytics, and the mandate for diverse and inclusive workforces, all of which is critical knowledge in successful agencies.”

College students, recent grads and others interested in learning more about the agency business can register here or contact ARCHelp@prcouncil.net for more information.

Hospitals get caught hiding federally mandated pricing data in search results

Responding to a new federal rule that requires hospitals to publish their previously confidential prices online, many hospitals have hidden that data from search results by blocking it using special coding on their websites.

The Wall Street Journal reports:

The code keeps pages from appearing in searches, such as those related to a hospital’s name and prices, computer-science experts said. The prices are often accessible other ways, such as through links that can require clicking through multiple layers of pages.

“It’s technically there, but good luck finding it,” said Chirag Shah, an associate professor at the University of Washington who studies human interactions with computers. “It’s one thing not to optimize your site for searchability, it’s another thing to tag it so it can’t be searched. It’s a clear indication of intentionality.”

Gizmodo reports:

[I]t’s worth noting that some hospitals claim that not all of these search-blocking code snippets were left intentionally. In some cases after being contacted by the Journal, hospitals pulled the snippet from their site, saying it was a piece of “legacy code” that was no longer needed. Others said that the code was left on their website “in error.” In some cases, the code could’ve been left as the hospitals worked to tighten up these pricing pages as a way to prevent the drafted document from being indexed in search—and whoever was responsible for the page simply forgot to take the snippet off.

Why It Matters:

Intentions aside, this incident reminds communicators that company transparency extends far beyond your messaging to all aspects of your organization. As new federal regulations are passed to address privacy concerns and industry-specific needs, making sure that your company operates above board also means partnering with SEO teams, developers and colleagues who work on the backend to ensure that your information is not only clearly communicated, but easily accessible as well.

CONFERENCE ALERT

As the news cycle continues to rapidly shift and communicators grapple to create strategies that overcome content exhaustion and misinformation, it’s crucial to embrace new best practices grounded in measurement, data and insights that can both build engagement and boost brand awareness.

Learn how to build stronger relationships with journalists to tell your story, and measure the results at Ragan’s Media Relations & Measurement Virtual Conference on Wednesday, April 7.

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Attendees will discover new and smart opportunities to overcome crisis challenges, pitch stories that reporters crave, better understand and deliver to target audiences through analytics and insights, enhance media relations efforts through the PESO model and brand journalism, prove the ROI of your efforts, and more.

Learn powerful insights and secrets from speakers at organizations including NAACP, PepsiCo, Goodwill, Pfizer, Hilton and Britannica Group.

Register for our event here.

WHAT YOU SAID

We asked what your first work priority was after sitting down on Monday.  A solid 60% of you kick off the week be replying to emails, while 27% of you plan your week before anything else. Only 11% of you check in with your team first thing, however, and just 2% of you start things off by checking in with leadership.

After coffee, what’s the first thing you do when sitting at your desk on this first Monday of Spring, PR pros and communicators?

Let us know your Monday priorities below under the hashtag #DailyScoop. We’ll share top responses in tomorrow’s roundup.

— PR Daily (@PRDaily) March 22, 2021

SOUNDING BOARD

What GIF best expresses your feeling when a journalist agrees to coverage after the first follow-up pitch, PR pros and communicators?

What GIF best expresses your feeling when a journalist agrees to coverage after the first follow-up pitch, PR pros and communicators?

Share your best face of earned media satisfaction below under the hashtag #DailyScoop. We’ll share top responses in tomorrow’s roundup. pic.twitter.com/HMyToPmmhh

— PR Daily (@PRDaily) March 23, 2021

Share your best face of earned media satisfaction below under the hashtag #DailyScoop. We’ll share top responses in tomorrow’s roundup.

The PESO Model© was created by Spin Sucks

The post ‘Ellen DeGeneres Show’ loses a million viewers, hospitals face scrutiny after price transparency scandal, and Microsoft reports Gen Z struggles with remote work appeared first on PR Daily.

Hello, communicators:

A new study from Skyscanner shows that the highlight of 2021 for many Americans was the return of travel.

Forty-nine percent of survey respondents said going on vacation was their most important leisure activity—even more so than getting back into the dating scene, which was picked by 40% of participants.

The report shows the top booked destinations for summer 2022 include Paris, London, Rome, New York and Barcelona, indicating a rise in bucket-list trips after more than two years of pandemic-related travel restrictions.

While leisure travel might be on the rise, PR pros must consider that business travel is a separate consideration for many consumers. For communicators looking to draw a crowd, setting your event in a special destination will be crucial for enticing leery travelers.

Here are today’s top stories:

Apple delays return-to-office date indefinitely, citing Omicron concerns

Apple announced late Thursday that it would cancel its plans to have staffers return to the office, with no return date set in the future, citing concerns about rising COVID-19 cases worldwide and the spread of the Omicron variant.

The move comes just weeks after the company had advised employees to prepare to return to in-person work by February. In a memo obtained by Bloomberg News, Apple CEO Tim Cook wrote that the company’s return to office will come at a “date yet to be determined.”

Bloomberg News reports:

Apple had previously delayed its office-return plans from June, September, October and January. The latest decision comes the same week that the company restored its mask mandate to all U.S. retail stores and temporarily shut three locations because of rising virus cases among employees.

In the memo, Cook also said the Cupertino, California-based company will provide each employee a $1,000 bonus that may be used for work-from-home needs, saying it’s “in support of our commitment to a more flexible environment.” That includes retail workers.

Why it matters: Apple’s return-to-office delay mirrors many companies’ hesitancy about returning to pre-pandemic work environments, especially as the virus continues to present new health- and safety-related challenges. Some colleges and universities have also announced their plans to go virtual in 2022 amid rising COVID-19 case counts. As year two of the pandemic nears its end, the latest flip-flopping shows just how uncertain most organizations are about how to proceed.

Apple’s new timeline for a return to the office is a reminder for comms pros to transparently communicate what is still unknown, and set a framework for how the organization will face future challenges and protect workers.

MEASURED THOUGHTS

A new report from The Predictive Index found that the No. 1 skill managers lack is effective communication.

Courtesy of The Predictive Index

Effective communication jumped four spots since TPI’s last People Management Report, suggesting that the transition to remote and hybrid work has taken a toll on top-down internal communication. Additionally, “drives team morale” became an increasingly important attribute for managers, with 17% of surveyed employees bemoaning the absence of that skill.

Communicators should take this opportunity to share their expertise with colleagues and build influence to drive essential business outcomes around retention and collaboration.

Download the full study here.

TAKE OUR SURVEY

If you’re looking to further your understanding of your industry to navigate what’s ahead in 2022, lend us a hand—and help yourself and your peers identify shared benchmarks in areas such as budgets, team structure, ESG and DE&I efforts, and more. Participate in Ragan Communications Leadership Council’s 2022 Benchmark Survey, a comprehensive look at how to negotiate budgets with your executives, how to best reach deskless workers and foster culture among a hybrid workforce, and more.

Both internal and external communicators are encouraged to participate.

By taking part, you’ll be entered to win one of three $100 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Survey takers will receive an executive summary of the findings.

CRISIS COMMUNICATIONS

After its controversial placement in HBO’s “Sex and the City” reboot and the much-lauded follow-up video, Peloton is in the news once again. The exercise equipment company on Thursday yanked its tongue-in-cheek ad that featured actor Chris Noth following an article from The Hollywood Reporter accusing Noth of two separate incidents of sexual assault. Noth has denied the allegations.

CNBC reports:

“Every single sexual assault accusation must be taken seriously,” Peloton said in a statement. “We were unaware of these allegations when we featured Chris Noth in our response to HBO’s reboot” of the show. “As we seek to learn more, we have stopped promoting this video and archived related social posts.”

The allegations of sexual misconduct appeared Thursday in an article in The Hollywood Reporter. The article said two women who approached the publication separately, months apart, and who do not know each other told The Hollywood Reporter that promotions and press reports for the new “Sex and the City” sequel brought back painful memories of the incidents. One purportedly occurred in Los Angeles in 2004 and the other allegedly took place in New York in 2015.

After Peloton and Ryan Reynolds’ Maximum Effort agency earned plaudits for its lightning quick response to the crisis brought on by Peloton’s fatal product placement, the team was once again forced to react quickly to changing events. The story could become a cautionary tale for brand managers looking to replicate Peloton’s fast action, though the new accusations that surfaced about Noth would not likely have shown up in pre-screening, even if the team had time to perform due diligence.

It’s yet another example of how quickly brand managers must be willing to move to respond to the online news cycle where facts can change in the blink of an eye.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more.

J&J’s COVID-19 vaccine takes hit as CDC narrows use recommendations

Pharmaceutical company Johnson & Johnson defended its one-shot COVID-19 vaccine Thursday after the Centers for Disease Control and Prevention issued new advice recommending other vaccines in lieu of the J&J jab.

The move comes in the wake of growing concerns about a rare side effect of the Johnson & Johnson vaccine: a sometimes fatal blood-clotting issue.

NPR reports:

In a statement, Johnson & Johnson said it “remains confident in the overall positive benefit-risk profile” of its vaccine.

“The safety and well-being of those who use the Johnson & Johnson vaccine continues to be our number one priority,” said Dr. Mathai Mammen, head of drug research and development at Johnson & Johnson, in the statement. “We appreciate today’s discussion and look forward to working with the CDC on next steps.”

What it means: Mammen’s statement uses neutral language, underscoring the company’s willingness to work with the federal health agency, a key step in maintaining public trust. And the emphasis on safety as the company’s “number one priority” shows J&J’s commitment to the greater public good—despite the growing concerns about its product.

When the CDC recommended a pause in the administration of the J&J vaccine in April, confidence was shaken in its vaccine candidate compared to competitors Pfizer and Moderna. However, by working with federal agencies to address questions and restart the vaccine’s use, J&J showed the importance of building consensus and relying on data in combatting a PR crisis.

Now, J&J looks to return to its April playbook, showing due concern for patients while signaling confidence in its vaccine product.

The post Apple delays return to office indefinitely, study finds managers lack communication skills, and J&J responds to shifting CDC guidance appeared first on PR Daily.

When the coronavirus pandemic hit the United States in March 2020, it quickly exposed cracks in many companies’ crisis communications plans—some of which hadn’t been updated in years.

A 2020 Ragan Communications survey found that while most organizations did have some form of a crisis plan in place pre-pandemic, only about half included safeguards like scenario planning and crisis drills.

Workshop’s Crisis Communications Plan Template can help you and your team prepare to navigate any number of future small- and large-scale crises. Its guide to building a crisis communications plan will enable your organization to revise an existing strategy—or start from scratch on a new one.

The 15-page guide includes:

• How to categorize a crisis based on severity
• Which roles to include on a first-response crisis team—and who to keep looped in
• Step-by-step guides for crisis communications procedures
• Tailored fact sheets and messaging templates for common crisis events
• FAQs to anticipate from the media, stakeholders and employees in a crisis
• A post-crisis debrief guide

Download Workshop’s free guide to gain the tools necessary to prepare for whatever crisis—however big or small—your team faces next.

The post What’s on your crisis communications checklist? appeared first on PR Daily.

Hello, communicators:

To mark National Brownie Day on Dec. 8, cannabis edibles company MariMed introduced its “Bubby’s Baked” brand of THC-infused brownies with what is says is the world’s largest weed brownie ever made. The brownie measures 3 feet wide by 3 feet long, is 15 inches tall, weighs 850 pounds and contains 20,000 milligrams of THC.

Courtesy of MariMed

“Bubby’s Baked fills a big hole in the edibles market that cannabis consumers crave—high-quality, delicious baked goods that stay moist and chewy,” said MariMed CPO and SVP of sales Ryan Crandall. “For many of us, homemade brownies were our first taste of cannabis-infused edibles. Bubby’s recreates and elevates that nostalgic experience, infusing full-spectrum, craft-quality cannabis into timeless recipes, for a reliable high reminiscent of simpler times.”

Crandall’s statement illustrates how your brand or organization can come across as relatable in its nontraditional campaigns with personal quotes and anecdotes. When in doubt, evoking nostalgia always works.

Here are today’s top stories:

Pfizer explains vaccine effectiveness against Omicron

Pfizer announced yesterday that three doses of the Pfizer-BioNTech Covid-19 vaccine are effective in neutralizing the Omicron variant, but noted that two doses might not be enough to stop the spread of the new variant. The company says it will continue to develop an Omicron-specific vaccine and plans to have it market ready by March.

Pfizer emphasized that its findings are preliminary results, and that it will continue to collect more data and evaluate real-world effectiveness of its vaccine against Omicron.

According to its press release:

“Although two doses of the vaccine may still offer protection against severe disease caused by the Omicron strain, it’s clear from these preliminary data that protection is improved with a third dose of our vaccine,” said Albert Bourla, Chairman and Chief Executive Officer, Pfizer. “Ensuring as many people as possible are fully vaccinated with the first two dose series and a booster remains the best course of action to prevent the spread of COVID-19.”

What it means:

Though Pfizer’s data revealed that a third dose booster shot is currently the only surefire safeguard against Omicron, Bourla’s statement tactfully suggests that the original vaccines still provide protection before emphasizing the importance of a third dose.

Bourla demonstrates how the company’s communication strategy translates insight into action. The structure of his message also demonstrates why the order of your words matters.

MEASURED THOUGHTS

A newly released study by Morning Consult found that 39% of American travelers who traveled at least three times a year pre-pandemic said they would never go on a business trip again. Another 14% said it would be more than a year before they travel again, while 13% said it would be 7-12 months.

Courtesy of Morning Consult

Amid optimism about travel rebounding to pre-pandemic levels, these numbers serve as a reminder that employees may not be willing to travel for work with the same enthusiasm that they travel for pleasure. Survey employees to learn how comfortable they are traveling for work, then communicate those findings up to leaders and adjust your expectations for work travel accordingly.

Check out the full study here.

TAKE OUR SURVEY

If you’re looking to further your understanding of your industry to navigate what’s ahead in 2022, lend us a hand—and help yourself and your peers identify shared benchmarks in areas such as budgets, team structure, ESG and DE&I efforts, and more. Participate in Ragan Communications Leadership Council’s 2022 Benchmark Survey, a comprehensive look at how to negotiate budgets with your executives, how to best reach deskless workers and foster culture among a hybrid workforce, and more.

Both internal and external communicators are encouraged to participate.

By taking part, you’ll be entered to win one of three $100 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Survey takers will receive an executive summary of the findings.

TACTICALLY SPEAKING

This week, the Federal Aviation Administration (FAA) outlined flight restrictions that will take effect in January when an expanded 5G service debuts. AT&T and Verizon have reinforced their commitments to work with the FAA to avoid U.S. air traffic disruptions that may come when the telecom providers debut the expanded service. The launch was originally set for Dec.5, but the companies agreed to a delay after the FAA expressed aviation safety concerns.

The Wall Street Journal reports:

“The FAA plans to use data provided by telecommunications providers to determine which airports within the United States have or will have C-band base stations or other devices that could potentially impact airplane systems,” the agency’s order said.

The U.S. telecom industry has maintained that the new 5G service doesn’t pose a safety threat to aircraft, pointing to other countries’ experience with similar wireless services. A Verizon spokesman said the company is on track to reach 100 million Americans with the new service in the first quarter of 2022 and was confident the FAA’s further analysis will find C-band service “poses no risk to air safety.” An AT&T spokeswoman said the carrier recognizes the “paramount importance of air safety, and our use of the C-band spectrum will not undermine that imperative.”

AT&T and Verizon initially pledged their support for the FAA’s investigation under the condition that the process was informed by data. AT&T’s statement emphasizes the carrier’s commitment to the investigation while communicating confidence in the eventual 5G rollout. Verizon’s statement shows how your brand can reposition a potential setback as an opportunity to promote company values and progress.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more.

Corporations unite to combat bias in AI hiring tools

Several companies, including Meta, Walmart, Nike, IBM and Mastercard, have joined the Data & Trust Alliance, a new organization focused on mitigating hiring bias and discrimination in artificial intelligence (AI), algorithms and technology. The alliance’s work will focus on how AI is implemented in talent recruitment to evaluate résumés, conduct interviews and more. The group is focused on developing a rating system for AI software that involves a 55-question evaluation to identify algorithmic bias.

The New York Times reports:

“This is not just adopting principles, but actually implementing something concrete,” said Kenneth Chenault, co-chairman of the group and a former chief executive of American Express, which has agreed to adopt the anti-bias tool kit. “We’ve got to move past the era of ‘move fast and break things and figure it out later.’”

“Every algorithm has human values embedded in it, and this gives us another lens to look at that,” said Nuala O’Connor, senior vice president for digital citizenship at Walmart. “This is practical and operational.”

Why it matters:

These statements demonstrate how major companies can prioritize the ethical use of emerging technology, particularly artificial intelligence, to understand how it intersects with equitable business practices. Chenault’s statement doubles as a commitment to moving past gesture to action, emphasizing the importance of communicating intention in your external messaging.

O’Connor’s words underscore the role that you can play in communicating how technology intersects with corporate social responsibility (CSR) and diversity, equity and inclusion (DEI&) initiatives to your HR and digital teams.

The post Pfizer says third dose protects against Omicron, business travel meets hesitancy, and an alliance forms to combat AI hiring bias appeared first on PR Daily.

Hello, communicators:

Discount stores T.J.Maxx, Marshalls and HomeGoods have launched a giving campaign in partnership with actress and musician Brandy through a virtual snowball fight over TikTok. Throughout the rest of the month, the brands will donate $1 to hunger relief organization Feeding America for every TikTok user who posts content using a special snowball-themed effect and the hashtag #SnowballFightAgainstHunger.

@brandy##ad Join @T.J.Maxx @Marshalls & @HomeGoods ##SnowballFightAgainstHunger to support Feeding America

♬ original sound – brandy

“The holidays are a very special time of year for my family,” Brandy said in a press release. “I’m so excited and honored to partner with T.J.Maxx, Marshalls, and HomeGoods to spread holiday magic in a creative way, while also raising money and awareness for the important work being done by Feeding America.”

This seasonal giving campaign offers the latest example of how your brand or organization can tap into an influencer’s existing following on TikTok to promote your charitable campaigns.

Here are today’s top stories:

Doordash launches new grocery service with emphasis on full-time employment

Food delivery app Doordash is launching a pilot in NYC that promises to deliver “ultra-fast” groceries. Customers can choose from 2,000 items in the company’s newly minted Dashmart to have them delivered by a courier in 10-15 minutes.

For the new service, Doordash will employ full-time courier employees who are actively managed, and use a new, internal app designed specifically for them. These roles will include traditional benefits like medical, dental and vision insurance.

According to its press release:

“Millions of people across the country turn to platforms like DoorDash to earn supplemental income when, where and how they choose, providing them with unique flexibility and choice that is so valuable,” [said Christopher Payne, President of DoorDash]. “We’re proud to be a leader in providing economic opportunities that fit the lives of so many people. And now, we’re excited about the new employment opportunity that DashCorps offers for a different type of work.”

In interviews with several news outlets, Max Rettig, vice president of public policy at Doordash, went deeper into the DashCorps’ emphasis on creating full-time employment opportunities:

“[Employees] will not have the ability to say which deliveries they want to do, that’s kind of what it is to be an employee,” Rettig said. “You’re going to have to show up, you’re going to have to do the deliveries that need to be done in order to operate this ultrafast delivery service. I will say, though, that the radii around each of the DashMarts is going to be relatively small, so we’re not talking about deliveries across bridges or through tunnels.”

“There’s a form of flexibility and independence that you get as a Dasher that is incredibly valuable to people as they’re seeking to earn supplemental income that just won’t be available to you if you’re an employee of DashCorps,” Rettig said. “There are also things that you’ll get as an employee of DashCorps, especially if you’re working full-time, that you won’t get as an independent contractor as a Dasher.”

Why it matters:

Doordash’s foray into the growing grocery delivery market follows a Doordash driver strike in August to protest a lack of transparency around tips and a low base pay, along with new NYC legislation guaranteeing delivery worker protections. By focusing on NYC as the pilot market for its new service and launching a small business advisory council, Doordash demonstrates how a company can test industry-first policies and procedures by sharing them with critics from the outset.

By focusing on how its new service will have roles for both full-time employees and independent contractors, Doordash also demonstrates how you must consider employee messaging when announcing a new service or product. Particularly as Doordash has faced questions around work conditions, the message around a new ultra-fast delivery service had to address how workers would be compensated fairly.

MEASURED THOUGHTS

In new data from LinkedIn, 80% of Gen Z users said they trust the platform and 73% said that they feel safe posting content there. Meanwhile, 70% said that the content shared on LinkedIn is relevant to them. LinkedIn also found that Gen Z users prefer its platform over other channels for networking, learning and research.

Courtesy of LinkedIn

LinkedIn’s numbers suggest the platform is embraced by younger, as well as older, generations. By focusing on trust, LinkedIn hopes to distinguish itself from other social media platforms like Facebook that are currently experiencing public reputational crises.

Check out the full report here.

TAKE OUR SURVEY

If you’re looking to further your understanding of your industry to navigate what’s ahead in 2022, lend us a hand—and help yourself and your peers identify shared benchmarks in areas such as budgets, team structure, ESG and DE&I efforts, and more. Participate in Ragan Communications Leadership Council’s 2022 Benchmark Survey, a comprehensive look at how to negotiate budgets with your executives, how to best reach deskless workers and foster culture among a hybrid workforce, and more.

Both internal and external communicators are encouraged to participate.

By taking part, you’ll be entered to win one of three $100 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Survey takers will receive an executive summary of the findings.

CRISIS COMMUNICATIONS

Norwegian Cruise Lines confirmed at least 17 positive COVID-19 cases on its Norweigan Breakaway ship currently docked in New Orleans.

According to its statement:

We have identified a handful of COVID-19 cases among guests and crew onboard Norwegian Breakaway, which is scheduled to disembark in New Orleans, LA on December 5. All of the identified cases onboard are asymptomatic. In addition to requiring that 100% of guests and crew are fully vaccinated, per the Company’s comprehensive health and safety protocols, we have implemented quarantine, isolation and contact tracing procedures for identified cases. We are testing all individuals on Norwegian Breakaway prior to disembarkation, as well as providing post-exposure and quarantine public health guidance by the CDC. Any guests who have tested positive for COVID-19 will travel by personal vehicle to their personal residence or self-isolate in accommodations provided by the Company according to CDC guidelines.

We take this matter extremely seriously and will continue to work closely with the CDC, the office of Governor John Bel Edwards, the Louisiana Department of Health as well as the city and port of New Orleans. At this time, there have been no changes to scheduled future sailings on Norwegian Breakaway. We will provide additional updates to impacted guests as appropriate.

Norwegian’s holding statement immediately calms readers by sharing how all identified cases are asymptomatic before emphasizing the cruise line’s commitment to COVID-19 safety alongside a detailed description of its procedures and next steps. By going further to share how positive guests will be transported after disembarking, Norwegian demonstrates how its policies have evolved since sailing resumed this year.

Announcing the PR Daily Leadership Network

PR Daily is launching the PR Daily Leadership Network, a unique membership group from Ragan Communications offering peer-to-peer advisory and team training along with a unique slate of resources and events to help public relations professionals break through the noise, increase their visibility and forge meaningful connections.

The Network provides daily insights and coverage on a range of topics including media relations, social media, measurement, Diversity, Equity & Inclusion, branding, thought leadership and crisis communications.

“The fast pace of change coupled with the demand on public relations professionals to protect and sometimes defend their company’s reputation make it imperative for leaders to tap into the wisdom of other communicators and continue to learn and grow,” says Diane Schwartz, CEO of Ragan Communications. “The PR Daily Leadership Network provides the answers but also encourages members to question the status quo and push for positive change.”

Visit leadership.prdaily.com to learn more.

Elle Magazine explains ban on editorial content promoting animal fur

Elle magazine’s 45 global editions signed a charter to ban editorial content promoting animal fur from its print and online outlets. The charter was created in collaboration with the Humane Society of the United States, Humane Society International and Creatives4Change.

Reuters reports:

Hailing a “fur-free future,” ELLE senior vice president and international director Valeria Bessolo LLopiz told Reuters: “It’s a really great opportunity to increase awareness for animal welfare, bolster the demand for sustainable and innovative alternatives and foster a more humane fashion industry.”

“Fur appears to be outdated and not fashionable anymore, and especially for the Gen Z, who is the golden target of fashion and luxury industry,” Bessolo LLopiz said. “Gen Z wants fashion to be responsible, ethical and innovative, and that’s what’s happening.”

Elle’s charter partners, as well as animal welfare advocates, celebrated the announcement on social media:

VICTORY! After working with HSI & @HumaneSociety, @ELLEmagazine has committed to ending the promotion of animal fur globally!

We celebrate ELLE for taking a stand against the fur trade & hope this ignites more magazines to follow their lead!

More https://t.co/b4sOQImuFX pic.twitter.com/hrTTGbaRNK

— Humane Society International (@HSIGlobal) December 2, 2021

Et ELLE devint le premier magazine de mode mondial à dire #StopFourrure! En version papier ou en ligne, la référence en la matière n'affichera plus de fourrure.
Bravo à nos partenaires @HSIGlobal & @HumaneSociety et #Creatives4Change pour cette magnifique avancée. #MakeFurHistory pic.twitter.com/L6fBQ6Nwtz

— One Voice (@onevoiceanimal) December 2, 2021

What it means:

Elle’s announcement illustrates how companies are showing their investment on social purpose and ESG as directly tied to business outcomes. In Elle Magazine’s case, the decision to drop fur from its content is certainly aided by the declining popularity of the material, but Elle was able to get some earned media from a bold statement and pledge.

By working with partners, you too can make your efforts to adopt new values stand out as momentous, rather than a cynical effort to hop on a bandwagon.

The post Doordash hails new investment in workers, how Gen Z uses LinkedIn, and Elle Magazine pledges to go fur free appeared first on PR Daily.

What can we say when—let’s be honest—we have no freaking idea what’s going to happen and how it could affect our clients and their audiences?

The COVID-19 pandemic has certainly put a fine point on that. Just as we thought things were improving with people of almost all ages getting vaccinated, Omicron had other plans for us.

What’s next? Is another shutdown in store? Is Omicron the last unwanted surprise, or will scientists find another game-changing variant? Will we sit together in an office before 2023? How will that affect the workforce, and will client expectations evolve?

Good PR and communications pros make it our business to learn about our clients and the industries they support. We ask questions to understand objectives and risks and plan how and when to communicate what we can anticipate. COVID-19 has taken us way out of our comfort zone.

So, how can we communicate when change is the only constant? Here are five rules to follow.

1. Address the uncertainty. Few people know what’s happening next. Most people will understand that you don’t have all the answers if you fess up to it. Also, given the constant turn of events, remain flexible and avoid making promises you may not be able to keep. Share what you know, admit what you don’t, and update your audiences continually.

2. But, still make plans. Don’t stop assigning goals and making plans—even very long-term plans—to achieve those goals. It’s advisable to keep plans broad enough that they can weather any COVID storm; fill in more details when the picture looks clearer. Also, identify opportunities that the pandemic has created or uncovered, and factor those in.

3. Clarify COVID procedures. It’s important that your internal and external audiences know what you expect of them. For example, if you’re convening at your office, do you require masks? Proof of vaccinations? Are you scrapping the traditional nine-to-five for shifts? This type of communication can help avoid surprises and enhance productivity and collaboration. You must stay on top of this, also. You’re going to have to adjust your procedures: Make your communications comprehensive, easy to follow and easy to find.

4. Listen carefully to recognize COVID fatigue. The pandemic has had a profound impact. Forget Zoom fatigue: COVID fatigue is real and growing. Before you communicate, collect feedback. Listen and evaluate how your audiences feel and what they need. Demonstrate that you’re being as accommodating as possible. Show that you understand our collective predicament. Also, one conversation with your audiences is insufficient. You’ll need to check in routinely. As this environment shifts, so will their needs.

5. Be authentic. Express compassion (especially at a time like this), but beware virtue signaling, which audiences could view as artificial. Values have more punch when backed up with practical advice. Also, while leaders always want to seem upbeat, downplaying the gravity of the situation could easily backfire and quickly erode trust. Don’t fall into that trap.

We can’t predict the future, but in a pandemic especially, understand your audience’s fears and motivations, share the facts (whatever you’ve got) and communicate with intention and kindness.

Lisa Fels Davitt is the founder and CEO of Succession Communications in Washington, D.C.

The post With the arrival of the Omicron variant, here’s how PR can be prepared appeared first on PR Daily.

How are innovative companies looking to grab audiences and offer value in an increasingly digital economy?

For Lonely Planet, the guidebook company that has been an authority on travel tips and destinations since 1973, the opportunity to offer guidance to travelers navigating an ongoing pandemic is also a moment to test the future of its content. The brand recently partnered with Healthline–a sister brand under the umbrella of its holding company Red Ventures—to create HealthHub, which updates travel guidance on health and safety rules for destinations around the world.

“We saw just a huge opportunity to serve our consumers,” says Nitya Chambers, who recently joined Lonely Planet from CNN to become its new senior vice president of content and executive editor.

“I think what we were really seeing is the health and safety and logistics questions involved in the travel planning process have just multiplied and become more specific than ever.” It was a niche that Lonely Planet was primed to fill.

The new hub will start by covering 20 popular destinations, including Ireland, New Zealand, Aruba, Greece and more. The content coverage will grow over time, and eventually pivot from a focus on COVID-19 to other questions about health and safety that travelers might have.

A new digital moment   

The health hub is far from being Lonely Planet’s first foray into digital content offerings. The brand’s website went live in 1995, and in 2017, its mobile app guides surpassed 1 million downloads. Yet, the hub is an opportunity for content leaders to reimagine the content experience for an increasingly digital audience.

“This digital moment is just an unprecedented moment for the world,” says Chambers. But the challenges remain the same: serving timely, relevant content to audiences “by understanding their desires and concerns.” That focus on reader value is what leads to a digital product like the content hub, rather than letting the technology drive the content.

“It’s a bit symbolic of this moment for Lonely Planet in really thinking about its relationship with its consumers and how we are meeting them in a moment to really serve and meet the needs of the modern traveler,” Chambers says.

Recommit to listening

Chambers highlights how any new content initiative is an opportunity to reengage with your audience to see what they think and what they need. By checking social media and online search trends, as well as through surveys and listening sessions, content creators can reassess their strategic investments.

“For us, we were seeing health and safety logistics in traveling as a top-of-mind concern for our audiences across social and search really just about how to travel, travel responsibly during COVID, and the continued and consistent interest in desire to travel,” Chamber says.

Without that listening—on social media, through search data or elsewhere—an initiative like the HealthHub might have never materialized.

Collaborating across functions

There’s also real value for content creators who can forge partnerships to deliver unique experiences to audiences. For the HealthHub, the ability to merge the expertise of Healthline and Lonely Planet allowed the team to build unmistakable value.

“The opportunity to really come together with Healthline and to intersect our expertise to serve travelers with health information was just something that felt like really uniquely possible at Red Ventures,” Chambers says. “And so I think it was really kind of exciting to envision what that partnership would look like across both of these brands.”

It’s a reminder for other organizations to think about partnerships as a way to not only grow your audience but offer combined expertise that answers essential questions for curious readers.

The other collaboration that shouldn’t be ignored: IT and web development. One of Chambers’ favorite parts about working on the HealthHub has been watching the collaboration between content and product teams.

“It’s never just a content effort,” she says. “It is certainly about product and product design and audience research and audience development—and content as well.”

Content as utility

For Chambers, one of the big takeaways for other brand managers is the way Lonely Planet has embraced this moment of “content as utility.”

“What’s really exciting about this moment in content is that we’re really in this era of content as utility—and travel guidance is really the perfect execution of that,” Chambers says. “It’s service content that can be highly tactical and highly inspirational.”

Chambers has more advice for brands looking to publish useful content:

• Start with your consumer. “There are a lot of ways to engage with your audiences quickly to understand what resonates with them.”
• Know your brand and its mission. What’s the unique value you offer your audience?
• Think about developing content products iteratively. “Double down on what works. Don’t be afraid to say goodbye to the things that don’t.”
• Take some risks—but follow the data. “It’s really about how you’re thinking about guiding your team to balance their creative instincts with data—and being fearless about what evolution looks like.”

How are you reimagining your content for digital audiences, PR Daily readers?

The post Lonely Planet’s new health hub offers glimpse into the future of content appeared first on PR Daily.

Hello, communicators:

Kit Kat candy is launching a contest on that will gift a giant, four-person Kit Kat costume to one winning group. Hopeful winners can tag three people who they would like to share the costume with on Kit Kat’s Instagram or Facebook channel, and the brand will select one winning group.

Courtesy of Kit Kat

“Group costumes can be really hard to choose when you have so many people that need to agree, but luckily everyone loves and can agree on Kit Kat,” senior brand manager Benita Chang-Godoy said in a press release. “It’s time to bring the perfect four-person Halloween costume that is a show-stopper to wear together but also really fun to break apart.”

Kit-Kat’s campaign finds a clever way to solidify its status as a classic, fun-sized Halloween candy by identifying and capitalizing on the group costume trend for this year’s spooky celebrations. The requirement to enter this contest by tagging friends, meanwhile, highlights the potential for exponential engagement by gamifying your message on social media contests.

Here are today’s top stories:

Facebook preempts release of ‘Facebook Papers’ stories

A consortium of 17 news organizations published deep dives into what are being called “The Facebook Papers,” a trove of documents that contain redacted disclosures made by Facebook whistleblower Frances Haugen to the SEC. Consistent among each publication’s takeaways were the conclusions that Facebook didn’t do enough to prevent the Jan. 6 insurrection, that Facebook prioritizes profit and user engagement over user safety, that Zuckerberg’s statements about the platform’s mission conflict with the findings of its internal research, and that Facebook fails to adequately monitor content on its platform around the world.

Though most stories on The Facebook Papers were published on Monday, Facebook VP of communications John Pinette released an anticipatory response nearly a week before the latest revelations broke:

A curated selection out of millions of documents at Facebook can in no way be used to draw fair conclusions about us. Internally, we share work in progress and debate options. Not every suggestion stands up to the scrutiny we must apply to decisions affecting so many people.

— Meta Newsroom (@MetaNewsroom) October 18, 2021

Facebook also shared two blog posts pushing back on specific claims. The first denied the accusation that Facebook bears any blame for enabling the events of Jan. 6.

According to its blogpost:

To blame what happened on January 6 on how we implemented just one item of the above list is absurd. We are a significant social media platform so it’s only natural for content about major events like that to show up on Facebook. But responsibility for the insurrection itself falls squarely on the insurrectionists who broke the law and those who incited them. We worked with law enforcement in the days and weeks after January 6 with the goal of ensuring that information linking the people responsible for it to their crimes is available. Of course there are always lessons to be learned from the work we do to protect elections and respond to immediate threats and longer-term challenges. We will apply these lessons as we continue doing all of this work.

Facebook also published a blogpost refuting claims that it has failed to police content across the globe, explaining how it approaches foreign crises from a content moderation perspective:

In a crisis, we will determine what kind of support and teams we need to dedicate to a particular country or language, and for how long we need to keep them in place. This might include deploying our Integrity Product Operations Centers model to monitor and respond to threats in real time. It can also include seeking to ensure our integrity systems and resources are robust and ready where there may be ongoing risk of political unrest, or building temporary product levers ahead of a protest or a culturally sensitive event — all while ensuring that we have teams ready to support unplanned events, such responding to the coup in Myanmar.

We know that we face a number of challenges with this work and it is a complex and often adversarial space — there is no one-size-fits-all solution. Many of these offline issues have existed for decades or longer, and media services have a long history of being abused by those seeking to assert or maintain power or incite violence. But, we know our work to keep our global community safe will never be finished and it requires ongoing vigilance and investments. That’s what we’ve done for many years and we will continue doing it going forward.

What it means:

Facebook’s blog post about the Jan. 6 insurrection makes good use of the blog post format by going into specific actions it has taken that might disprove critics claims. Yet, outright defiance might not be the best approach for the company facing so many questions at once. Only at the end does the first post acknowledge that there were lessons to be learned from its experience with the Capitol riots, nor does it offer a tangible example of one previous policy, procedure or partnership that could be reformed.

Facebook’s post about failing to police content across the globe, meanwhile, goes deeper into its strategic crisis protocols for supporting countries in crisis that read as a rare, revelatory look into company operations.

While Facebook took its time responding to the Wall Street Journal’s investigative “Facebook Files” series last month, Pinette’s proactive pre-publication response offers stakeholder assurance that the social network’s communications cadence has picked up the pace to meet its latest crisis.

That statement itself, however, where it accuses participating outlets of conspiring against the company, comes across as fanciful. It’s a reminder about the importance of holding statements in crisis communications, as if we needed another reminder.

MEASURED THOUGHTS

LinkedIn released a new infographic that breaks down how you can best use its ad tools for different campaign objectives and the specific aspects of LinkedIn you should use for each stage in the conversion funnel.  The infographic also offers specific tips for each stage in the funnel such as showing those who watched under half of a video ad a shorter ad next time and using a “conversation ad” or message ad to retarget those who filled out a lead-gen form for content downloads.

Courtesy of LinkedIn

Though geared toward marketers, LinkedIn’s infographic highlights specific points in the audience conversion funnel where your core competencies as a communicator, such as conversation ads during the awareness phase, are most needed.

Check out the full infographic here.

TACTICALLY SPEAKING

Hertz has announced that it will purchase 100,000 Tesla cars, converting more than 20% of its rental fleet to the electric vehicles over the next year. As the news pushed Tesla’s market cap over $1 trillion, Elon Musk celebrated on Twitter:

Wild $T1mes!

— Elon Musk (@elonmusk) October 25, 2021

Hertz touted the announcement as a future-forward investment in customer experience and announced a partnership with NFL quarterback Tom Brady as part of the campaign.

According to its press release:

“Electric vehicles are now mainstream, and we’ve only just begun to see rising global demand and interest,” said Hertz interim CEO Mark Fields. “The new Hertz is going to lead the way as a mobility company, starting with the largest EV rental fleet in North America and a commitment to grow our EV fleet and provide the best rental and recharging experience for leisure and business customers around the world.”

…”Hertz is changing the game when it comes to the future of mobility and has come through for me time and time again,” said Tom Brady. “Although the company has been around for over 100 years, their constant evolution, especially now, is something that is amazing to be a part of. I’ve been driving an EV for years and knowing Hertz is leading the way with their electric fleet speaks to how the world is changing and the way companies are approaching being environmentally and socially conscious.”

By positioning its electric vehicle commitments around customer experience, Hertz’s messaging moves away from heavy-handed messaging around sustainability to frame the investment as a wise, future-proof decision made with its customers in mind. By partnering with Tom Brady to hammer home the sustainability messaging, Hertz hopes to tap into audiences that are not already convinced about the need for sustainability and green technology.

CRISIS COMMUNICATION

Best Buy, Home Depot and Lowes have stopped selling security cameras by Lorex and Ezviz after Tech Crunch reported that the brands’ parent companies supply the Chinese government with surveillance technology.

Tech Crunch reports:

In a statement to TechCrunch, Home Depot said it’s “committed to upholding the highest standards of ethical sourcing and we immediately stopped selling products from Lorex when this was brought to our attention.” Home Depot also stopped selling Ezviz products, a spokesperson confirmed. Best Buy said it was “discontinuing its relationship” with both Lorex and Ezviz.

When reached for comment, a Lorex spokesperson said: “Lorex is fully transparent with our retail partners about our ownership and have been since the acquisition in 2018. We are also regularly in touch with representatives of those companies in regard to various regulatory and compliance issues, including addressing any questions they have about the FCC’s proposed rulemaking.”

By calling out its standards for ethical sourcing, Home Depot’s messaging acknowledges the wide reach of its values that speaks to the reality of a global supply chain. Lorex’s statement, meanwhile, highlights the importance of being transparent with your partners about the other companies with which you do business—but fails to address whether the brand disclosed its parent company’s relationship with the Chinese government.

TAKE OUR SURVEY

If you’re looking for benchmark data to show your bosses the next time you ask for a raise, lend us a hand—and help yourself and your peers while you’re at it. Participate in Ragan’s Salary & Workplace Culture Survey, a comprehensive look at salaries, benefits, culture, bonuses and other aspects of the job in a fast-moving industry.

Both internal and external communicators are encouraged to participate.

By taking part, you will receive a $150 discount to a Ragan virtual conference of your choice and be entered to win one of five $50 gift cards. All who complete the survey will receive a full report on the findings. Responses are anonymous.

Microsoft names hackers behind planned global IT supply chain attacks

Microsoft has revealed that Russian hacking group Nobelium is targeting tech companies that provide cloud computing services. Nobelium was also behind last year’s massive cyberattack on the SolarWinds company, of which Microsoft was a victim.

NPR reports:

“Nobelium has been attempting to replicate the approach it has used in past attacks by targeting organizations integral to the global IT supply chain,” Tom Burt, Microsoft’s Corporate Vice President of Customer Security & Trust, said in a blog post on the company’s website. “We believe Nobelium ultimately hopes to piggyback on any direct access that resellers may have to their customers’ IT systems and more easily impersonate an organization’s trusted technology partner to gain access to their downstream customers,” he added.

A senior Biden administration official declined to comment on who it believed was responsible for the latest attacks. But in responding to the latest news from Microsoft, they pointed out that the hacking attempts were both unsophisticated and largely unsuccessful, unlike the SolarWinds campaign, which involved a complex intrusion using a software update which impacted an indiscriminate number of victims.

“Broadly speaking, the federal government is aggressively using our authorities to protect the Nation from cyber threats, including helping the private sector defend itself through increased intelligence sharing, innovative partnerships to deploy cybersecurity technologies, bilateral and multilateral diplomacy, and measures we do not speak about publicly for national security reasons,” said the senior administration official.

Why it matters:

Microsoft’s thorough statement stands in contrast to the federal government’s “broadly speaking” response as an example of proactive cybersecurity communications. It also demonstrates how sharing proprietary industry knowledge with the wider community can highlight your brand’s purpose commitments and values.

In any case, this news makes the argument for your brand or organizations composing a strategic framework for cybersecurity risk communications and doesn’t rely on recent government cybersecurity regulations to be effective.

The post Facebook responds to ‘Facebook Papers’ coverage, LinkedIn shares ads tips, and Microsoft identifies Russian hackers appeared first on PR Daily.

I’ve traveled on commercial airlines seven of the last eight weeks. I’ve been in large-market airports and smaller markets with regional service. And what I have noticed about that time are seven lessons that any communicator can put into practice when trying to get information across to critical audiences.

Federal guidelines now require masking in all aspects of commercial air travel, and these policies must be communicated to stakeholders across the spectrum, from early mask adopters to those less likely to believe in masks’ efficacy and reluctantly mask up to fly.

And while universal mask rules have been incredibly hard to enforce and have become politicized across the nation, the vast majority of those traveling by air are complying.

While communicating information to disparate groups like this can be fraught with challenge, these seven strategies, applied with uniformity across the country, have helped ensure understanding and compliance.

1. Message consistency. The message, across multiple platforms, was always the same. “Federal aviation law requires the use of masks…” No extras, no complexity—just one simple directive.

2. Authority. There’s a difference between nice to do and must do. In this case, many messages incorporated the words “Federal government,” “Federal Aviation Administration,” or “Federal law requires.” Most people inherently are drawn to follow authority.

3. Repetition. When on the plane, or in an airport, you will hear or see the masking message multiple times. No chance of missing the message- it is repeated regularly.

4. Keeping it simple. The message is simple. “Wear a mask; it’s required.” No room for interpretation, just a basic, straightforward instruction that anyone can understand. Preventing any misunderstanding through a direct, easily comprehended message is crucial.

5. Multiple messengers. Communication works best when there are many voices delivering the same unified message. From airport information desk workers to TSA officers, and from flight attendants to pilots, the message is consistently, constantly shared. Likewise, airline trade groups and pilot and flight attendant unions have publicly praised the federal law, further bolstering messengers.

6. Steady exposure across a variety of platforms. When traveling, the masking message is hard to miss. It’s announced on airport PA systems and is built into the flight attendants’ welcome speech on planes. It’s on door signage and wall murals and in airport restaurants, bathrooms and gift shops. Anywhere a traveler might be or might look, the same message is repeated.

7. Consequences. Fines and travel bans have been a key tool in driving mask behaviors. CNBC has reported thousands of Americans have been banned from air travel. And in September, President Biden raised penalties for non-maskers to $500 for first-time offenders and up to $3,000 for multiple violations.

In all, aligning behind these foundational communications strategies has delivered a desired outcome. A strong, consistent masking campaign has largely allowed airlines and airports to operate during the pandemic, to maintain public confidence and trust, and to demonstrate a commitment to the health and safety of airport employees, pilots and airline crews and U.S. travelers.

Hinda Mitchell is president + founder of Inspire PR Group, a national integrated communications firm headquartered in Columbus, Ohio. She is a frequent author and public speaker on topics from strategic messaging to crisis preparedness and response. Reach her at hinda@inspireprgroup.com.

The post 7 communications lessons from air travel mask rules appeared first on PR Daily.

In early 2020, a Ragan Communications survey of almost 800 communicators found most of them upbeat and largely satisfied with their work.

Some were a little fuzzy about their budgets, and many had no plans to audit the state of their communications. Others could not recall when they had last updated their crisis comms plans.

They dreamed of more staff and better intranets. Their gripes were the classic ones: siloed communications, long approval processes, more order taking than strategic counselling. Some said they were looking at Microsoft Teams as a new tool.

Who knew what a difference a pandemic would make?

The last 18 months have fundamentally transformed how companies operate—and how they communicate. By March 2020, the issues at the top of a communicator’s to-do list were quickly jettisoned in favor of more immediate, pressing concerns.

Communicators were forced to “pivot”—a term that seemed really cool. Until we all began to loathe it.

That was certainly the case over here at Ragan Consulting Group. After all, we’re consultants and trainers. We come to you. COVID-19 made us all stay home. We got on the horn (Zoom/Teams/Webex, etc.) to tackle the big questions: How do you communicate effectively with employees who are working from home? How do you reach workers deemed “essential” that had to stay on the job, often at great personal risk?

Did our clients have the right tools? Most important, did they have the right message? Employee comms became a daily function—often, several times a day. Seemingly overnight, internal communicators became the strategists they always yearned to be, working side-by-side with their executives to keep their organizations moving.

But the pandemic did something else. It altered time. As much as life seemed to slow down, the need for communications sped up. And three vital issues pushed their way to the top of every organization’s priority list, and they have been there ever since:

1. Diversity, equity & inclusion. After George Floyd’s murder in May 2020, organizations scrambled to show their commitment to DE&I, though few knew what that really meant in practice.

Companies have been talking about diversity for years, but at a very superficial level—what an old boss of mine used to deride as “food, folklore and famous people” during FILL IN THE BLANK Month.

We developed an ambitious and precise methodology to measure a company’s DE&I “IQ,” only to discover that organizations didn’t want us to tell them what they already knew: They were bad at this. They needed immediate help, starting with the basics.

Our marvelous DE&I consultant, Kim Clark, started virtual trainings, teaching people about unconscious bias, how to handle microaggressions in the workplace and assemble an inclusive language guide.

But change doesn’t operate on the same timetable it once did. Saying you care about diversity is admirable, but today companies have to actually do something about it—and that includes the equity and inclusion parts. We’re working with them on that, too.

2. Environmental, social and governance. ESG seems to have come out of nowhere, though it has been with us for years. It is the newest must-do on every communicator’s plate, though many don’t even know it yet. That’s because ESG has been the sole province of the investor relations communicators, who don’t spend much time talking to their comms siblings.

ESG is about more than bulky sustainability reports and broad commitments to reduce your carbon footprint. It’s about your values as an organization. Tom Corfman, who heads our ESG practice, puts it this way: “Who cares about ESG? Turns out everyone does.”

If you’re paying attention to such measures as Edelman’s excellent Trust Barometer, you know that customers, employees and communities care deeply about sustainability, diversity and transparency.

We’re helping our clients translate all those numbers and technical jargon into compelling stories that resonate with all those audiences.

3. Culture. Company culture is one of those things people have been talking about forever, but in a fuzzy, feel-good kind of way.

Forget about employee engagement. We’re way past that. Culture is now a thing—and it may be the biggest issue facing companies today. This is about hanging on to the talent you have, and recruiting new talent to join your team.

In August, 4.3 million Americans quit their jobs, looking for new opportunities, better pay or flexible working conditions. Nothing fuzzy about that.

What makes a culture? How has the culture changed when the workplace has shifted to, well, everywhere? My colleague Kristin Graham is all over this one.

To me, these big honking issues tie back to what we do best: help organizations assess the state of their communications, both internally and externally; and work with their communicators to do their best storytelling to all their audiences.

If you’re one of our current clients, thank you for working with us. For our past clients, take a look at how we can help you in new ways. And for anyone else reading this, try RCG on for size. You know where to find us.

The post 3 big communications issues that demand immediate attention appeared first on PR Daily.

Well, here we are, 18+ months into dealing with COVID-19. Unfortunately, many challenges remain.

And additional challenges have developed – not only dealing with the actual physical repercussions of the virus – but now having to manage a wide range (and varying intensities) of opinions about COVID-related issues: masks, the vaccine, mandates, safety of our children, and new virus variants to name a few.

The tension is thick in the air – within the culture at large, on the airwaves and internet, within families, and within workplaces.

A number of factors combine to create a significant sense of anxiety for most of us:

•  The unpredictability of the future.
•  Conflicting information being shared in the media and on social media.
•  A resulting confusion in determining who and what to believe.
•  The strong feelings many have related to underlying values such as individuals’ right to choose, protection of society at large, and the role of government.
• Ongoing concerns about how the coronavirus will affect us personally and as a society.

So, the tension we feel is justified.

The behavioral options for responding to the angst we feel are almost as numerous as individual personalities. But there are five general responses that encompass the way most people react.

1. Not interacting with others (at all). If you don’t talk with others, you aren’t going to talk about the issues affecting your daily life. Problem: this isn’t a realistic option over time.

2. Avoid talking about COVID and the related issues. Avoid the topic. Stick to communicating about business-related issues. Problem 1: This probably isn’t realistic for very long. Problem 2: You can’t control what other people talk about, and some people will raise the topic.

3. Minimize the COVID-related conversations. Keep interactions brief. Don’t share much in response to questions or comments by others. Problem 1: This approach takes a fair amount of emotional energy to implement consistently. Problem 2: Some people may be offended by your apparent cool, distant approach (and/or try to push you to share your thoughts and decisions).

4. Let ‘er fly. Freely share your thoughts and opinions to whoever will listen or is in the room. Problem: A high probability exists of creating discomfort for others, possibly offending some, and potentially resulting in a confrontational interaction with a colleague who disagrees with your comments.

5. Attempt to have a conversation focused on understanding others. Since there will probably be others who have different viewpoints than yours, this is an opportunity to listen to their perspective and try to gain a better understanding of what is important to them (their values). Problem 1: This can take a lot of emotional energy, especially when the topic of discussion is one about which you hold deep (and potentially different) beliefs. Problem 2: You can control your interaction and responses, but you do not control how your colleague is going to react during the conversation. (Note, however, that most people are fairly calm when they feel the other person is seeking to understand, rather than to argue or defend their own position.)

Reality-based reminders

It is helpful to remind ourselves of some foundational facts about the situation. These include:

We each have choices of how we want to deal with the situation. We may not like the choices we have (that is, we may wish people could discuss their differing perspectives calmly and without judgment). But it is usually best to consider the options we have and determine our actions and responses ahead of time.

People have differing viewpoints. And unless you live in a homogeneous viewpoint bubble, some individuals with whom you interact will disagree with your perspective.

Many people have intense feelings about how COVID-related challenges should be handled. Why? Because they have individual core beliefs and deeply held values that intersect with choices being made.

Some people share their thoughts and feelings freely (possibly more that you desire to hear them). This means you are going to have to figure out a process for managing this potential event.

You probably aren’t going to change someone’s mind. This is true even if your view is “right” and you are an amazing communicator. Why? Because our values and core beliefs develop over time and are not easily changed.

A good possibility exists that we will have to continue to deal with the issues in the coming months. As a result, conversations about COVID, masks, and vaccinations will stretch out for a long time. You should consider this factor as you communicate with others.

You will almost certainly have ongoing (even long-term) relationships with your work compatriots. Remember that you are going to be working with (and for) your colleagues, making and handling requests from them, and collaborating as a team together. Consider your words and reactions to others in light of this longer-term perspective.

Tips for handling difficult situations

One initial tip. Before you initiate (or enter into) a conversation about COVID-related issues, answer this question: What is the purpose (for you) of talking about the topic?

• Just friendly conversation
• To challenge / correct others’ positions and beliefs
• To complain about … (whatever you think is wrong about the process or current situation)
• To vent to someone (who potentially agrees with you)

Additionally, consider these practical suggestions:

• Manage yourself, your emotional reactions, and what you say. Know your limits – what you can and probably shouldn’t talk about, and with whom.
• Limit the length of conversations. The longer we talk, the more likely we are to say something we’ll regret later.
• Focus on relating to others from a place of kindness and respect (rather than focusing on “being right”).
• Think ahead about some strategies for managing stressful situations. Excusing yourself and leaving the room. Going for a walk. Finding a place to take some deep breaths and calm yourself.
• Realize when you are reaching a point where “you’ve had enough.” Pay attention to your internal cues (tension in your jaw, neck, back; feeling physically hot; early signs of agitation and anger). Take action to manage your reaction before you “lose it.”

Hopefully, these reminders and suggestions will help you (and those around you) reduce the stress around COVID-related conversations and assist in continuing to build positive, supportive relationships at work.

Dr. Paul White is a psychologist who specializes in helping organizations create positive workplace cultures and healthy work relationships. For more information, go to www.appreciationatwork.com and read ” Rising Above a Toxic Workplace: Taking Care of Yourself in an Unhealthy Environment.”

The post A survival guide for managing workplace COVID discussions appeared first on PR Daily.

President Joe Biden recently announced a series of proposals to combat COVID-19 more rigorously, including a rule requiring organizations with 100 or more employees to mandate that workers get vaccinated or undergo weekly testing.

DeNesha Tellis, CEO of The Tellis Group and a Ragan Consulting Group affiliate consultant specializing in executive and leadership communications, explains the essential role that department managers play in rolling out corporate messaging around the mandate.

1. Communications teams at companies across the country are developing plans and messaging about the new mandates. What role do department or business unit managers play in spreading the word?

Communications leaders should consider the Biden Administration’s mandate as they would any significant change that occurs inside an organization, and apply the same foundational change management principles and strategies that you typically rely on.

Those would include: ensuring employees understand the change that is occurring, helping them understand the organization’s role and their personal role in compliance, and providing a feedback loop so the organization can continue to address concerns and provide new information as the situation evolves.

Although communications leaders often develop their plans in partnership with the C-Suite, managers are often the best-suited for cascading the message.

“A key to the success of a roll-out such as this, given the magnitude and significance of the initiative, is going to be the manager’s role in supporting their direct reports,” Tellis says. “Business managers have more direct relationships with employees [than members of the communications team] and have ideally built lines of communication and trust. Execution is often more successful when folks in management across the enterprise are included.”

2. What steps should comms leaders take to ensure business managers successfully communicate the mandate to their respective teams?

Comms departments don’t necessarily need to share the entire communication plan with every manager, but they should ensure that managers understand the big picture so they can prepare to speak with, or write to, their employees. At the same time, both comms leaders and business managers need to have clear messaging about the reasons for their employer’s new vaccination or testing program – in this case, the government’s mandate.

“I find that whether employees disagree or agree, or have questions [amidst major change], there’s usually a lot of conversation surrounding the why,” Tellis says.

Providing such a rationale helps people to feel “grounded,” she says. “It helps to manage the uncertainty and difficulty that can come with directives or changes on a large scale.”

3. Employers with vaccine mandates already in place say they are inundated with worker requests for exemption. One often-cited example is the Los Angeles Police Department, where some 2,600 employees are citing religious objections to try to avoid the jab. Given this trend, how can comms leaders support managers on the front lines of these discussions?

“Managers will have difficult conversations when delivering the news,” Tellis says.

“Starting from a place of respect and empathy is where we want to keep the conversation grounded. The answer is always, ‘Our organization respects and values differences in lifestyles, backgrounds and beliefs.’ And when it becomes a question of legality, comms teams should tap into resources such as their HR and legal partners, depending on the structure of your organization.”

4. Carefully scripted messaging morphs as real people have real conversations. How have managers improvised to maximize employee understanding of massive change?

At the height of the pandemic in 2020, the people managing the Environmental Services department of a Colorado hospital needed to explain new protocols for keeping the facility sanitized. Emailing the cleaning crew would not have been an effective way to reach them.

“This is a group not tied to email and digital updates,” Tellis says. “The department’s leaders were able to take tidbits [of corporate messaging] and incorporate it into daily shift change meetings. Every group that came on was getting the most relevant information.”

5. Why do you think the hospital manager’s approach proved to be so successful? What lessons can other communicators derive from her example?

Whereas communications professionals are always in front of a screen, it’s important to remember that many employees are always on the go. It takes an experienced and empowered manager to know how to relate.

“This manager had built a culture of transparency with her team,” Tellis says. “To me that’s the magic – taking the information and meeting people where they are and presenting it where it’s most accessible and most relevant.”

The hospital anecdote provides a universal truth for all communicators – whether they’re communicating the vaccine mandate or some other development down the road.

Says Tellis: “I would encourage comms leader to support their managers in thinking ‘What is the culture we’re going to establish?’ So when there is something urgent, critical, or perceived as negative, there is an opportunity for a constant flow of communication.”

RCG specializes in corporate communications training, consulting and strategic counsel. Schedule a call with Kristin Hart to learn how we can help you improve your manager communications plan. Follow RCG on LinkedIn here.

The post How communicators can maximize vaccine mandate messaging appeared first on PR Daily.

As many businesses weigh internal messages and regulations on COVID-19 vaccines, PR agencies are thinking about their work holistically.

What does it mean to be a true business partner? If, like MediaSource—a media relations firm in Columbus, Ohio—many of your clients are in health care, how does that affect your internal message?

Lisa Arledge Powell, president of MediaSource, explains how her work with health care clients influenced her decision to mandate vaccinations for her staff.

“In mid-August,  I informed my team that they needed to be vaccinated or request an exception, which we would consider for religious or medical reasons,” Powell says. The news was shared in writing and via Zoom, with a special message for one employee who was out on vacation.

Lisa Arledge Powell

At the heart of Powell’s vaccine message was the “why.” In Powell’s words, it was to “keep the MediaSource team and our clients’ teams safe.”

“As a company with a core client base of health care organizations—including hospitals across the country—mandating vaccination was the responsible thing to do,” she emphasizes. “The MediaSource creative team is regularly on location at hospitals shooting videos with doctors and patients, while my public relations team regularly assists with media escorts at health care facilities.”

However, the message was tempered for those who had a valid medical or religious reason to not get vaccinated. “We allowed employees to request an exemption for religious or medical reasons.”

Overwhelmingly positive

The response to MediaSource’s mandate has been overwhelmingly positive, and Powell says her firm is now at 95% vaccinated.

“Our staff was overwhelmingly supportive,” says Powell. “Many of our staff members were already vaccinated before I announced this mandate, so it was as simple as having them share proof of their vaccination status with HR.”

For Powell, the declaration of a mandate for her workers was important as a sign of being a good business partner to others in her network. “I know that this is the right thing to do to move forward from this pandemic and to continue being good business partners to our clients (and doctors and patients) and the media personnel that we interact with on a daily basis,” she says.

Powell also sees the mandate as an opportunity to show clients, such as hospitals that were announcing their own vaccine mandates, that they agency was a true business partner.

“Once I informed my team, the next communication was to our clients, which include hospitals and other health care brands across the country,” Powell says. “Regardless of which client we’re working with, it’s our responsibility to do everything we can to support them and meet their goals. And with many of our clients being health care providers, their goals are not just about publicity and content creation, but also the bigger picture of community health and safety.”

Advice for others

After implementing the mandate, Powell has some advice for other agencies and communicators looking to roll out a similar message about vaccines.

1. Leverage company values.

“Your company values can provide a guidepost when making decisions such as this one,” Powell says. “Use your organization’s values as a litmus test to help you come to a strategic resolution and keep emotions in check. Backing up your vaccine mandate decision with company values can help justify it when communicating it to others.”

2. Engage your internal team first.

“It’s important to share as much information as possible with your internal team before you begin sharing information externally,” Powell says. “Your employees are people. They are the heart of your organization. Have empathy for their emotions and potential fears when beginning the conversation.”

She adds the importance of two-way communication and encourages leaders to make it possible for employees to voice concerns without fear of reprisal.

3. Have thick skin.

“Understand that an issue like mandatory vaccination during a pandemic is a sensitive topic and you will likely receive criticism, especially if you step out in a public way,” Powell says. “Don’t let comments on social media make you second guess your decision.”

4. Heed your own advice.

It can be uncomfortable to be the one in need of messaging advice rather than doling it out, Powell admits. Her view: “Don’t forget to take your own communications advice — know your message and talking points, and stick to them.”

Is your company rolling out rules about vaccine requirements for employees or visitors? Share your thoughts in the comments, please.

The post For PR agencies, clients should dictate internal vaccine action appeared first on PR Daily.

Are workplace vaccine mandates prompting some employees to quit rather than get a shot?

A hospital in Lowville, New York, for example, had to shut down its maternity ward when dozens of staffers left their jobs rather than get vaccinated. At least 125 employees at Indiana University Health resigned after refusing to take the vaccine.

And several surveys have shown that as many as half of unvaccinated workers insist they would leave their jobs if forced to get the shot, which has raised alarms among some that more mandates could lead to an exodus of workers in many industries.

But how many will actually follow through?

Strong words

In June 2021, we conducted a nationwide survey, funded by the Robert Wood Johnson Foundation, that gave us a sample of 1,036 people who mirrored the diverse makeup of the U.S. We plan to publish the survey in October.

We asked respondents to tell us what they would do if “vaccines were required” by their employer. We prompted them with several possible actions, and they could check as many as they liked.

We found that 16% of employed respondents would quit, start looking for other employment or both if their employer instituted a mandate. Among those who said they were “vaccine hesitant” – almost a quarter of respondents – we found that 48% would quit or look for another job.

Other polls have shown similar results. A Kaiser Family Foundation survey put the share of workers who would quit at 50%.

Separately, we found in our survey that 63% of all workers said a vaccine mandate would make them feel safer.

Quieter actions

But while it is easy and cost-free to tell a pollster you’ll quit your job, actually doing so when it means losing a paycheck you and your family may depend upon is another matter.

And based on a sample of companies that already have vaccine mandates in place, the actual number who do resign rather than get the vaccine is much smaller than the survey data suggest.

Houston Methodist Hospital, for example, required its 25,000 workers to get a vaccine by June 7. Before the mandate, about 15% of its employees were unvaccinated. By mid-June, that percentage had dropped to 3% and hit 2% by late July. A total of 153 workers were fired or resigned, while another 285 were granted medical or religious exemptions and 332 were allowed to defer it.

At Jewish Home Family in Rockleigh, New Jersey, only five of its 527 workers quit following its vaccine mandate. Two out of 250 workers left Westminster Village in Bloomington, Illinois, and even in deeply conservative rural Alabama, a state with one of the lowest vaccine uptake rates, Hanceville Nursing & Rehab Center lost only six of its 260 employees.

Delta Airlines didn’t mandate a shot, but in August it did subject unvaccinated workers to a US$200 per month health insurance surcharge. Yet the airline said fewer than 2% of employees have quit over the policy.

And at Indiana University Health, the 125 workers who quit are out of 35,800 total employees, or 0.3%.

Making it easy

Past vaccine mandates, such as for the flu, have led to similar outcomes: Few people actually quit their jobs over them.

And our research suggests in public communications there are a few things employers can do to minimize the number of workers who quit over the policy.

It starts with building trust with employees. Companies should also make it as easy as possible to get vaccinated – such as by providing on-site vaccine drives, paid time off to get the shot and deal with side effects, and support for child care or transportation.

Finally, research shows it helps if companies engage trusted messengers including doctors, colleagues and family to share information on the vaccine.

In other words, vaccine mandates are unlikely to result in a wave of resignations – but they are likely to lead to a boost in vaccination rates.

Jack J. Barry, Postdoctoral Research Associate in Public Interest Communications, University of Florida; Ann Christiano, Director, Center for Public Interest Communications, University of Florida, and Annie Neimand, Research Director and Digital Strategist for frank, College of Journalism and Communications, University of Florida

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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