Losing Your Identity in Times of Crisis

You’re listening to The Strategic Minute, brought to you by WRVO Public Media. I’m Crystal DeStefano, President at Strategic Communications in Syracuse.

The start of the new year, or the start of any new initiative, can bring a renewed sense of excitement. But within a few months, it's not uncommon for business leaders and their teams to find themselves caught in the relentless demands of day-to-day operations, leaving their grand plans gathering dust on the shelf.

Whether it's the pressing urgency of immediate needs or simply the allure of familiarity, the reality is that many of us find ourselves losing sight of our goals as we navigate the business landscape.

This can be further exacerbated by a crisis in your organization. But it is possible to reclaim your focus. Yes, even amid a crisis!

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

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

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

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

This could be literally 10 minutes, but hopefully you have a few hours or even days to determine how YOU want to respond.

Regardless of how much time you have, start by taking a collective deep breath… pause to confer with colleagues or trusted advisors, and then determine the steps that you will need to take in order to ensure every action is aligned with the company's mission and goals.

It is precisely in those moments, when you feel like you don’t have time to be thoughtful or strategic, that a deliberate and strategic approach is most paramount.

In one example, think about a major organization facing a crisis related to customer data security. Rather than hastily responding to media inquiries and escalating tensions, the leadership… takes a step back.

They engage in open and transparent communication, acknowledging the issue, outlining immediate corrective actions, and communicating a commitment to ongoing improvement. This measured response not only protects the organization's reputation but also demonstrates a steadfast commitment to its customer-centric mission.

But sometimes, taking the Critical 10 isn’t enough. There can be an additional challenge when your team is too close to an issue.

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

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

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

In a crisis, remember: It's not about fighting against the opposition. It's about fighting for the enduring identity and mission of your organization.

Thanks for listening to The Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com

The Solution for Employee Burnout

You’re listening to The Strategic Minute, brought to you by WRVO Public Media. I’m Crystal DeStefano, President at Strategic Communications in Syracuse.

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

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

We see it in national news stories and business case studies. We see it in our local community. But what we’ve found most interesting are the results of our efforts to mitigate burnout and loss of efficacy for our own clients.

One key to successfully supporting these organizations is a policy we implemented several years ago: We always have a minimum of two people on every client account.

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

There are several layers of support and strategic redundancy built into the equation.

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

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

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

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

Am I saying you should just abandon efficiency? Absolutely not. We recommend the following 4 tips to successfully balance efficiency and redundancy:

1. Hire at the right time. Most of the organizations we know in this region would benefit from adding a few more people to many of their departments. It’s rare to see a business with a truly “fully” staffed team that has all the proper support systems and redundancies to ensure employees are set up to be continually successful. When your employees are still producing excellent work, but sharing that they feel increasingly overwhelmed, it is time to seriously evaluate whether the team needs to grow.

2. Stagger skillsets. Even when hiring within one department, look for people with various skills. Employee A may have skills in areas 1 and 2, where employee B has skills in areas 2 and 3, and employee C has skills in areas 1 and 3.

The diversity of skills and perspectives that each member brings… creates a well-rounded team that can handle a variety of tasks and challenges. This ensures all necessary skill sets are properly supported when someone is unavailable. At the same time, it minimizes an employee’s “downtime” when all staff are working because no two people have exactly the same skills or responsibilities. And as we’ve already established, having more people working on either problem-solving or innovation can lead to better solutions and ideas.

3. Identify the right mix of full-time employees and vendor support. Finding this balance leads to maximum results for the greatest cost-efficiency. In fact, many external vendors bring another advantage to your organization: fresh perspective and varied experiences from working with multiple clients or customers. This overall mix of employees and vendors can truly launch an organization to the next level of its long-term success.

4. Shift your focus from efficiency to performance. There’s a difference between “peak performance” and “maximized efficiency.” The former allows for long-term sustainability, while the latter drives short-term results at the expense of long-term sustainability.

In our business of public relations, the reason we practice and advocate for additional support and redundancy on teams is to ensure we are always able to proactively identify and pursue strategic opportunities to share positive stories from and about the organization. This helps ensure our clients’ reputations are well managed and supports their business goals without interruption.

Depending on the industry in which your business operates or the department in which you work, the specific reasons for additional support might look a little different. But the result is the same for everyone: smoother operations, higher quality work, happier and more productive employees, faster innovation, and long-term success.

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

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

Thanks for listening to The Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com

The Importance of Thought Leadership in a Time of Industry Transformation

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

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

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

The Relevance of Op-Eds in Times of Transformation

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

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

Choosing Topics Wisely

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

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

Crafting a Compelling Op-Ed

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

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

After your lede, state your central argument forcefully and concisely with a thesis. This should be the core message you want readers to take away from your op-ed.

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

Then use the evidence to reinforce your thesis and explain its significance to the readers. Show them why they should care about the issue and its implications.

Finally, end with a conclusion. Circle back to the theme or story mentioned in the lede and restate your thesis to leave a lasting impression on the reader.

Pitching and Publishing

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

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

1. Pitch: Send a concise email to the editor outlining your article's idea, why readers will care, your qualifications to write on the subject, and a short bio. If it’s a time-sensitive topic, make sure your subject line clearly states that it’s timely.
2. Submit on Spec: This is the more typical path if you haven't written for a publication previously. To submit on spec, you must write the entire op-ed first and then submit it with a short pitch to the editor.

Be patient if you don't hear back immediately. Follow up after a reasonable period. For topics that are not time-sensitive, that’s often one to two weeks. For topics that are very time-sensitive, it may make sense to follow up after only a day or two.

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

Publication Day and Beyond

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

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

Thanks for listening to the Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com

Bringing Together Public Relations and Marketing for Business Success

In the communications industry, the relationship between public relations and marketing teams can be shockingly competitive, and even openly contentious at times. I’m continually surprised by the number of public relations and marketing professionals who act as if their field is the only one their organization needs to succeed.

In my view, public relations and marketing complement one another. When these two powerhouses collaborate, the results take organizations to the next level.

Over the past 15 years, I have worked in roles that were exclusively PR, others that were exclusively marketing, and a few that required both. Along the way, I’ve felt the resistance that colleagues in each field sometimes exhibit toward the other. One marketer once told me, “PR is the last thing on my priority list.” On the PR side, I’ve known business leaders who were so focused on securing positive media coverage that they neglected the company’s marketing efforts.

Although non-marketing and communications professionals often have trouble delineating between each field’s respective goals and responsibilities, an organization needs both PR and marketing to be successful. The difference between the two is subtle, but important. According to the U.S. Chamber of Commerce, PR is more reputation-based, focusing on “creating a positive image for the company,” whereas, “marketing is focused on selling products or services” and concentrated on supporting the brand by driving revenue.

Of course, the two are intertwined. It’s easier to sell products or services when the company has a positive image, and it’s easier to get media coverage and cultivate a positive company image when there’s a quality product or service behind it.

Public relations and marketing professionals share three foundational goals when it comes to their organizations. Each role works to amplify visibility, build trust, and encourage loyalty. The “sweet spot” is activated when organizations align their PR and marketing strategies, leveraging each field’s strengths.

Here are the three most common challenges I’ve experienced when navigating the relationships between PR and marketing, and techniques to overcome them.

First, leverage PR and marketing together for business success.

Positive media coverage that highlights an organization’s key messages and unique differentiators brings a different level of credibility to a company than if it stuck to marketing alone. It’s one thing to hear a marketer tell you that their business is great. It’s another thing if a well-respected journalist, who has done the work to dig into the organization’s offerings and leadership team, concludes that the business is great and writes about it or features them on TV.

Positive media coverage is also impactful material for digital, social media, and email marketing. With earned media, a company can get great soundbites, video, and photos to promote itself for free.

Personally, it is gratifying as a PR professional to help an organization secure coverage and then turn around and repurpose that content into marketing materials. Oftentimes, these become some of an organization’s highest-performing marketing pieces.

At the same time, marketers can help PR pros by sharing feedback, questions, and trends they’ve identified on owned marketing channels to generate new story ideas to pitch to media. Social media platforms, particularly LinkedIn, can help spark new ideas for thought leadership topics on which your business’s experts can comment.

Second, facilitate data sharing between marketing and PR.

It can be hard to measure the quantitative value of having a good reputation. As public relations professionals, we are often asked how we measure an organization’s return on investment.

With media relations specifically, sometimes the benefits of positive coverage are realized immediately. This happens when business leaders can point to a specific news clip and say, “This is when our business took off,” or when they are able to connect a new board membership or speaking opportunity to a news feature or thought leadership column they wrote.

But more often, the benefits of strategic media relations take time to accrue. For example, a future patient may see a TV feature about a healthcare company, but it will be a few months before they get sick and need the company’s services. Or, a future donor might learn about a new nonprofit in the newspaper, but wait until Giving Tuesday to make a tangible gift.

The ability to show results more easily is one thing marketers love about their field. I understand the appeal. Having been a digital marketer, I know the particular delight of tracking click-through rates, new subscribers, open rates, impressions, reactions, and cost per click.

PR efforts also help drive results, but the data may not always be as easily accessible. Meaningful metrics for PR, such as the number of website visits or clicks on unique URLs after media coverage, are usually housed with marketing teams, who may be siloed and not share the insights they hold.

Freely sharing metrics and other insights allows both PR and marketing to understand the effectiveness of their campaigns and make adjustments to ensure future projects are even more successful.

Third, integrate, but do not fully merge PR and marketing.

If some organizations inadvertently create siloes between marketing and public relations, others can go too far and consolidate the two fields without regard for the expertise each requires. I have seen far too many job listings in which applicants are expected to be all marketing and communications things to all aspects of the business: media relations, internal communications, crisis communications, executive communications, digital marketer, email marketer, content marketer, social media marketer, SEO marketer, and sometimes even fundraiser.

This is a monumental list of responsibilities that no one human being can perform. When marketing and PR services are demanded of just one or two people in a large organization, there are risks to both the individual and their employer, including burnout, staff turnover, loss of institutional knowledge, and otherwise avoidable costs to replace the team member when they leave.

Instead, PR and marketing professionals thrive through respecting each other’s unique skillsets and bringing them together to tell all their organization’s positive stories across a wide range of media. When marketers and PR professionals can do what they do best and are freely sharing content, ideas, and data, an organization gets the best of both worlds: a virtuous cycle in which a positive image drives product or service sales, and great product or service sales drive a positive image.

Thanks for listening to the Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com

Seven Lessons Learned from Hybrid Work-Life That Will Help You Ace Your Next Interview

You’re listening to the Strategic Minute, brought to you by WRVO Public Media. I’m Alice Maggiore, Director of Public Relations at Strategic Communications, LLC in Syracuse.

When I think back to the pandemic, one good thing that emerged is how it prompted nearly every industry to embrace virtual connections and find ways to elevate opportunities these connections create. Teams, WebEx, Zoom, etc., became classrooms where we learned techniques to help us improve communication skills. And, whether we realized it or not, we unlocked tools to help us interact with the news media.

Collectively, we’re more aware of our body language. In virtual meetings, we can’t avoid the cringey feeling some of us know from watching ourselves on camera. We’ve learned to keep facial expressions in check and be thoughtful about where on our computer screens we’re looking to simulate eye contact. Virtual meetings have also taught us to be more succinct with our word choices, eliminating at least a few “ahs” and “ums” from many vocabularies.

As a bonus feature that you may or may not have considered, being present for virtual meetings has also activated skills that prove useful when reporters call, text, email, or – in this digital age – DM us.

As a former television news producer, admittedly, I watch the news with a more critical eye. The following tips were curated from interviews I watched in the early days of the pandemic, and they still hold up years later.

First, eliminate possible distractions at home Before They Become Disasters. When you first speak to your media contact, ask if the virtual interview will be LIVE or pre-recorded. That way, you can let members of your household know to stay out of the picture (and silent) for the appropriate amount of time. This includes furry friends and non-speaking members of our families too. While the interview itself will probably only be about a five to ten-minute time commitment, in a LIVE scenario, the need for this time to be uninterrupted is paramount to your sanity. It also greatly minimizes your chance of going viral for the wrong reasons.

Then, there’s the Sticky Note Strategy. In this digital world, even radio shows and podcasts are working visual elements into interviews more often, making it more likely that your interview becomes a full-length video that’s accessible to anyone at any time. So, if you feel like you’re struggling to remember something when you write your Talking Points – like statistics, clunky information or a hard-to-pronounce name – jot down a reminder(s) on sticky note(s), and place the note(s) on the side of your computer screen around eye level, or next to the camera lens. You can also take a digital approach and split the screen to have your notes open in a Word document on one side, and the reporter in view on the other.

Next up, dress for success. Even in the privacy of your home, you’ll still be very public when your interview airs. The nice thing is, technically, you only need to look nice from the waist up. But, if you’re anything like me, you might feel more put together if you get dressed all the way. It’s up to you - whatever makes you feel most comfortable.

Once you’re confident you look the part, practice speaking to make sure you can get into a groove, which tip #4 calls for. This might sound silly, but especially if you’re working alone at home, you might not have had a chance to warm up your vocal cords with small talk. Run through your Talking Points, and if you can, watch yourself talk – in a mirror or better yet, record yourself on your smartphone. This will help you find the right pace for your conversation. And, by watching yourself, you’ll be able to correct potentially problematic facial expressions.

Let’s talk about lights... When it comes to lighting, don’t be too hard on yourself. After all, few of us are trained photographers. Just remember two things:

· Natural light is preferable to overhead light, and

· 2) While you’re looking for natural light, don’t sit directly in front of a window. If the sun shines behind you, your face will look too dark and the background will look too bright – and this combination just looks “off.”

Try to position yourself so that your face is at eye-level with the camera lens, leaving just a little room above your head. This way, you’ll be eye-to-eye with the interviewer, and the viewer will be eye-to-eye with you when they watch on TV or online. Books make a great leveler, too.

When it’s GO time, and “Record” is blinking at you, always assume that you’re LIVE, even when you aren’t talking. Like we talked about earlier, more podcast and radio hosts are incorporating visual components into their content now. For as long as the interview is going on, treat it like you’re LIVE. It helps to nod as your interviewer is talking, and smile more than you think you should.

With free video conferencing tools so readily available, we encourage everyone to seize opportunities to practice these tips. It will help make you more comfortable and boost your confidence for any interview, and it will benefit your organization too.

Thanks for listening to the Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com

Why Central New York Needs More Professional Communicators

You’re listening to the Strategic Minute, brought to you by WRVO Public Media. I’m Alice Maggiore, Director of Public Relations at Strategic Communications, LLC in Syracuse.

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

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

The Public Relations Society of America (PRSA) defines PR as “a strategic communication process that builds mutually beneficial relationships between an organization and their publics.”

Think about that list again, and how those roles apply to your company. PR is about building and maintaining relationships, so certainly a PR practitioner is a good communicator and connector. But, effective PR professionals hold many more titles. As the bridge between all functions in our workplaces, PR pros fill all those roles. And yet, there aren’t enough of us to meet the needs of all of the organizations in Central New York.

In 20 years of providing trusted public relations counsel, we see two themes:

· Either a business knows it needs professional communicators but can’t find them;

· Or, the business doesn’t understand the value of having communications support and stunts its own growth.

To the first point, many organizations are struggling to fill essential communications roles. Luckily, that’s shifting. The U.S. Bureau of Labor Statistics projects there will be more than 25-thousand openings for public relations specialists each year in the next few years, as seasoned communicators reach retirement age, and others make career changes.

But with remote work, businesses are competing for talent on a new playing field. Skilled communicators have more options than ever as PR can be done virtually worldwide.

From time to time, our clients and business colleagues ask if we know anyone who might be interested in PR positions at their companies. Although we’re well-connected and can make several recommendations, we often find that we’re sharing the same names with multiple organizations because there’s a smaller pool of PR talent in CNY.

This shortage will be felt more because of “the Micron Effect,” which is holding a magnifying glass to new opportunities for central New York. New companies moving into our community need clear messaging to appeal to neighbors here. At the same time, established businesses need to let people know that they’re still here.

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

On par with national data, it’s encouraging that we’re seeing PRSA membership grow locally in our Central New York Chapter, too, indicating new interest in PR. With elements like social media, PR appeals to a new generation. Plus, more businesses realize the impact of community outreach and consumer relations to elevate visibility and build reputation.

This connects back to the second theme we’ve observed, when businesses don’t see the value of communications support. When it’s time to look at budgets, dollars dedicated to PR, advertising, and marketing are often the first to go. But typically, it’s when business is down that PR becomes more critical than ever.

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

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

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

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

To help determine which stories are interesting, think about what you tend to naturally bring up in conversation. Ask yourself: What makes you excited? What tugs on your heartstrings? And when you talk about where you work, what gets the most reaction from others?

· Stories that connect to emotions are always impactful.

· People also find value in learning information that helps make their lives easier, and they appreciate warnings about potential challenges. That’s why stories that propose solutions and have wide community impact are usually home runs too.

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

While the shortage of PR professionals is reaching a tipping point, there’s good news here too: The organizations in our region have great stories to tell.

Thanks for listening to the Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com

Media Training in a Digital Age – Why Strategy is Stronger than Tools

Sometimes it’s hard to believe that we’re only 250 years removed from when we got important information from messengers who rode through the night on horses to make sure we knew what was going on. We’re 75 years away from when less than half of households owned a telephone or radio, and heard news that way. Now, all it takes is the combination of a smartphone and a keen observer to press record, and the whole world knows.

Our ever-evolving digital landscape and 24/7 news environment mean every interaction is under a microscope. We’re all just one moment – and a good internet connection – away from being part of a positive story or a viral escapade.

In this digital age, being hyper-connected presents opportunities and challenges. In an instant, we make or break our reputations. As public relations professionals, we’re hyper aware of this paradox. That’s why we rely on media training to help us preserve as many reputations as possible for our clients and the organizations we serve.

When it comes to media training, we find many people get distracted with imagery of reporters, microphones, and cameras. But, media training is less like preparing for a high-stakes trial and more about learning how to communicate effectively. Maybe we can shift perspectives by presenting it this way: If we can speak comfortably and confidently to members of the media, whose job is to be our voices, the voices of our communities, we can talk to anyone.

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

The good news (pun intended) is that we got a jump start in mastering these skills thanks to lessons learned during our pandemic pivot. Think about it: Virtual meeting platforms became classrooms where we learned how to improve our communications skills and – whether we realized it or not – become spokespeople for when reporters call, email, and in this digital age, DM us and our organizations.

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

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

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

Media training helps uncover gaps in an organization’s overall strategy and structure, and how to anticipate various situations. Your organization likely has Emergency Management protocols to follow in times of crisis or disaster, like severe weather events or when safety is at risk. Media training complements preparedness training and enhances your playbook by encouraging leaders and spokespeople to practice how they would respond publicly to various crisis scenarios. Communications teams can pre-draft “holding statements” before the pressure is on. And, by being proactive, organizations can eliminate or minimize reputational damage and maintain trust in the event they’re tested later.

When organizations invest in media training, they’re showing they support their teams. When leaders and spokespeople react and respond calmly, it has a trickle-down effect. Employees feel calm, safe, and valued, which helps maintain morale and employee retention.

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

In the present day, our cell phones help us record, send, and post – all at the click of a button. Our challenge is that we aren’t always equipped with the know-how when a moment goes viral.

· Media training helps get us over that hump.

· Media-trained individuals respond proactively, comfortably, and confidently in positive moments and ahead of potential tumultuous ones.

· Media-trained organizations boost credibility, reaffirm positions as trusted, reliable information sources, and are poised to have an advantage over industry peers.

Remember, if you can talk to a member of the media, you can talk to anyone. 

Thanks for listening to the Strategic Minute, brought to you by WRVO Public Media. If you want to learn more about what we do at Strategic Communications, visit stratcomllc.com 

What You Don't Say is as Important as What You Do Say

Do you know what time it is?

If you just looked at a clock and were prepared to tell me “It's 8:30” or “It's noon” or some other time, you're probably just trying to be helpful. But that's not always the best communications strategy.

When communicating in business situations – especially when what you’re saying is representing the entire organization – we must practice the following 3-step process: first, really listen to the question that’s being asked; next, answer ONLY the question that is asked; and then, stop talking.

So, the answer to my first question would be either: yes, or no. What I asked was “Do you know what time it is?” Even though you can probably safely assume that what I really want to know is the actual time, for many reasons, making me ask the follow up question “Ok, so what time is it?” can be beneficial for you.

This creates a dialogue. The person asking you the questions may have a brief reaction of frustration after that first response, but by the end of the conversation, they will notice how many of their questions you answered – because you gave them the opportunity to ask more questions.

If your response makes an assumption about what their question really means, or anticipates what other questions they might ask, then you take away their ability to feel like they were able to ask all their questions. And when they do think of other questions, you have no other information left to share.

In sensitive or crisis situations, this discipline is critical to managing your message and reputation, and keeping audiences calm, informed and supportive.

We also use this strategy with good news. Even if we know all the details of a “good news” story, we may not want to give everything away all at once. This allows you to create a steady drip of continued positive stories and engagement that will last far longer than if we shared all the good news details at one time.

There’s another risk to oversharing, as well: By providing more than what their question is asking, you may also be giving away information for which they didn’t even think ask. The danger here is probably obvious for a crisis or sensitive situation. But why would this be a bad thing if you’re sharing good news? By sharing more than you’ve been asked (and more than you planned to share), you are robbing yourself of future news to share with your audiences and cutting short the potential longevity of your story.

The next time you are preparing for an all-hands forum with employees, a media interview, or a town hall meeting with community members, remember to really listen to the questions that are being asked, answer ONLY the question that is asked, and then stop talking. What you don’t say can be as important as what you do say.

What You Don't Say is as Important as What You Do Say

Do you know what time it is?

If you just looked at a clock and were prepared to tell me “It's 8:30” or “It's noon” or some other time, you're probably just trying to be helpful. But that's not always the best communications strategy.

When communicating in business situations – especially when what you’re saying is representing the entire organization – we must practice the following 3-step process: first, really listen to the question that’s being asked; next, answer ONLY the question that is asked; and then, stop talking.

So, the answer to my first question would be either: yes, or no. What I asked was “Do you know what time it is?” Even though you can probably safely assume that what I really want to know is the actual time, for many reasons, making me ask the follow up question “Ok, so what time is it?” can be beneficial for you.

This creates a dialogue. The person asking you the questions may have a brief reaction of frustration after that first response, but by the end of the conversation, they will notice how many of their questions you answered – because you gave them the opportunity to ask more questions.

If your response makes an assumption about what their question really means, or anticipates what other questions they might ask, then you take away their ability to feel like they were able to ask all their questions. And when they do think of other questions, you have no other information left to share.

In sensitive or crisis situations, this discipline is critical to managing your message and reputation, and keeping audiences calm, informed and supportive.

We also use this strategy with good news. Even if we know all the details of a “good news” story, we may not want to give everything away all at once. This allows you to create a steady drip of continued positive stories and engagement that will last far longer than if we shared all the good news details at one time.

There’s another risk to oversharing, as well: By providing more than what their question is asking, you may also be giving away information for which they didn’t even think ask. The danger here is probably obvious for a crisis or sensitive situation. But why would this be a bad thing if you’re sharing good news? By sharing more than you’ve been asked (and more than you planned to share), you are robbing yourself of future news to share with your audiences and cutting short the potential longevity of your story.

The next time you are preparing for an all-hands forum with employees, a media interview, or a town hall meeting with community members, remember to really listen to the questions that are being asked, answer ONLY the question that is asked, and then stop talking. What you don’t say can be as important as what you do say.

Lots of people in many organizations across the world try to find some connection between their organization and a holiday in order to get news coverage for their company, products or services.

The problem is, most of those people don’t dig deep to figure out a very specific, unique, interesting, valuable and - most of all - newsworthy angle for their “story.”

Just because it’s National Smile Day and you’re a dentist, that doesn’t mean you are automatically newsworthy all month - or at any point during the month. Just because it’s National Reading Week and you’re a bookstore… it’s America Saves Week and you’re a financial institution… it’s Black Friday and you’re a store or mall… You get the idea.

You need to dig deep, talk to a lot of people - inside and out of the organization - ask a lot of questions, and play Devil’s advocate for every story you think might be a good idea. That’s one of the main reasons why you should be thinking about spring and summer holidays in January, and winter holidays by June. (The other reason is that a lot of media plan their stories for big holidays and days of recognition well in advance - so you’ll need to pitch them early, too.)

Take American Heart Month, for example. Heart Month begins February 1st. We worked with one of the top 15 cardiovascular hospitals in the country four months in advance of Heart Month to go through process we described above. After a lot of ideas were cut from the list, we landed on something that would: (1) connect real people to something immediately actionable that would help them achieve better heart health, (2) in a way that only a hospital/doctor could advise, (3) that partnered with - and benefitted - a local non-profit to solve an additional community need beyond heart health, and (4) would definitely be of interest to the news.

We suggested that the hospital cover the adoption fees for all dogs at local animal shelters to encourage people to adopt a dog and get more active for better heart health, and the hospital’s cardiovascular doctors served as our spokespeople on-location at the shelters.

Not only did every local media outlet cover this story, but it was picked up by the Associated Press news team and covered all over the country. We then garnered even more news coverage later in the month when we provided updates on how many dogs had been adopted and shared the stories of people who adopted some of those dogs after seeing the first round of news stories.

It takes time. It takes effort. And it won’t be a home run every time. But just because a holiday sounds like it fits with your organization, doesn’t automatically make you newsworthy on that day. So take the time. Put in the effort. Because it WILL be worth it every time.

Lots of people in many organizations across the world try to find some connection between their organization and a holiday in order to get news coverage for their company, products or services.

The problem is, most of those people don’t dig deep to figure out a very specific, unique, interesting, valuable, and - most of all - newsworthy angle for their “story.”

Just because it’s National Smile Day and you’re a dentist, that doesn’t mean you are automatically newsworthy all month - or at any point during the month. Just because it’s National Reading Week and you’re a bookstore… it’s America Saves Week and you’re a financial institution… it’s Black Friday and you’re a store or mall… You get the idea.

You need to dig deep, talk to a lot of people - inside and out of the organization - ask a lot of questions, and play Devil’s advocate for every story you think might be a good idea. That’s one of the main reasons why you should be thinking about spring and summer holidays in January, and winter holidays by June. (The other reason is that a lot of media plan their stories for big holidays and days of recognition well in advance - so you’ll need to pitch them early, too.)

Take American Heart Month, for example. Heart Month begins February 1st. We worked with one of the top 15 cardiovascular hospitals in the country four months in advance of Heart Month to go through the process we described above. After a lot of ideas were cut from the list, we landed on something that would: (1) connect real people to something immediately actionable that would help them achieve better heart health, (2) in a way that only a hospital/doctor could advise, (3) that partnered with - and benefitted - a local non-profit to solve an additional community need beyond heart health, and (4) would definitely be of interest to the news.

We suggested that the hospital cover the adoption fees for all dogs at local animal shelters to encourage people to adopt a dog and get more active for better heart health, and the hospital’s cardiovascular doctors served as our spokespeople on location at the shelters.

Not only did every local media outlet cover this story, but it was picked up by the Associated Press news team and covered all over the country. We then garnered even more news coverage later in the month when we provided updates on how many dogs had been adopted and shared the stories of people who adopted some of those dogs after seeing the first round of news stories.

It takes time. It takes effort. And it won’t be a home run every time. But just because a holiday sounds like it fits with your organization, doesn’t automatically make you newsworthy on that day. So take the time. Put in the effort. Because it WILL be worth it every time.

I'd rather miss the opportunity to say something because I took too long to speak up, than regret saying something before thinking about it. A lesson I've learned the hard way. Over and over again. Less frequently as I continue to practice this important discipline, but it still happens to all of us.

We live in a society that moves so quickly, that has become increasingly “me” focused, and that has everyone so stressed, many of us “don't have the time” (which really means: we don't TAKE the time) to be thoughtful about what we say, the context of our conversations, the perspectives of the other people involved, or the consequences.

My team and I teach the importance of taking the “Critical 10" in media training... but this, and many other aspects of our media training, are equally as important to apply in every other part of our lives. Maybe even more so.

So, take a beat and think before you speak; in a professional setting, or socially, whether reacting, or simply blurting out whatever's on your mind.

You could make this a New Year's resolution. Or make it part of your everyday life anytime, like when work might get stressful, or during the busy time leading up to a big event.

I promise it will make you a more effective communicator, a better leader, a more respected friend, and a happier person.

I'd rather miss the opportunity to say something because I took too long to speak up, than regret saying something before thinking about it. A lesson I've learned the hard way. Over and over again. Less frequently as I continue to practice this important discipline, but it still happens – to all of us.

We live in a society that moves so quickly, that has become increasingly “me” focused, and that has everyone so stressed, many of us “don't have the time” (which really means: we don't TAKE the time) to be thoughtful about what we say, the context of our conversations, the perspectives of the other people involved, or the consequences.

My team and I teach the importance of taking the “Critical 10" in media training... but this, and many other aspects of our media training, are equally as important to apply in every other part of our lives. Maybe even more so.

So, take a beat and think before you speak; in a professional setting, or socially; whether reacting, or simply blurting out whatever's on your mind.

You could make this a New Year's resolution. Or make it part of your everyday life anytime, like when work might get stressful, or during the busy time leading up to a big event.

I promise it will make you a more effective communicator, a better leader, a more respected friend, and a happier person.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

As a small, local business, it’s important to build relationships within the local community. But as a small, local business, there isn’t always time to build and nurture individual relationships.

Sending mass emails to the news media, government agencies, and community leaders has become the norm – yet it’s one of the least effective ways to actually get through to real people.

They know when they’re receiving a mass distribution and often ignore it, or maybe they don’t know, because it gets caught in their spam filter and they never even see it.

Building relationships with key influencers requires having someone dedicated to constantly tracking information and cultivating the relationships.

Take time to read the news in your local community and the industries in which your organization does business. Get to know reporters through their stories, then maintain a media contact list.

You may want to get some help to find the right contact initially, but then, pay attention to changes in reporters’ assignment topics and their positions with the outlet.

Also, be diligent about investigating bounced emails and automated responses – they may point you in the direction of your next contact.

It’s equally as important to research and identify individuals at the appropriate local and state government agencies and community organizations, who have the most direct connection with your organization.

Watch the proposals, positions, news, and other information coming out of that office. Look for event schedules and attend a few of the meetings that impact your business. Strategically send a note of support or congratulations, and then, when it’s appropriate, you can ask for a one-on-one meeting.

Another easy method for tracking reporters, government staff, and other community leaders is to follow them on Twitter. Engage with them on the topics that they are sharing, even if only to “favorite” or retweet one of their posts. This gets you on their radar.

When you spot an issue or trend that could be addressed by your organization, reach out to that reporter, government agency staff member, or community leader to introduce yourself and share some helpful information, without directly promoting your organization.

You’ll get your name in front of them and provide a bit of education that may develop into something larger in the future.

The more personalized your communications are, the more attention they’ll receive from any of these key influencers.

Because electronic communications now dominate the way we speak to the world, having a dedicated individual communicating on your organization’s behalf and adding a personal touch to an otherwise automated process will go a long way in making your communication stand out.

Finally, touch base with your contacts in the media, government agencies, and community organizations even when you’re not making a pitch or request. And remember: be human, be helpful, and find the right balance between being persistent and being patient.

As a small, local business, it’s important to build relationships within the local community. But as a small, local business, there isn’t always time to build and nurture individual relationships.

Sending mass emails to the news media, government agencies, and community leaders has become the norm – yet it’s one of the least effective ways to actually get through to real people.

They know when they’re receiving a mass distribution and often ignore it, or maybe they don’t know, because it gets caught in their spam filter and they never even see it.

Building relationships with key influencers requires having someone dedicated to constantly tracking information and cultivating the relationships.

Take time to read the news in your local community and the industries in which your organization does business. Get to know reporters through their stories, then maintain a media contact list.

You may want to get some help to find the right contact initially, but then, pay attention to changes in reporters’ assignment topics and their positions with the outlet.

Also, be diligent about investigating bounced emails and automated responses – they may point you in the direction of your next contact.

It’s equally as important to research and identify individuals at the appropriate local and state government agencies and community organizations, who have the most direct connection with your organization.

Watch the proposals, positions, news, and other information coming out of that office. Look for event schedules and attend a few of the meetings that impact your business. Strategically send a note of support or congratulations, and then, when it’s appropriate, you can ask for a one-on-one meeting.

Another easy method for tracking reporters, government staff, and other community leaders is to follow them on Twitter. Engage with them on the topics that they are sharing, even if only to “favorite” or retweet one of their posts. This gets you on their radar.

When you spot an issue or trend that could be addressed by your organization, reach out to that reporter, government agency staff member, or community leader to introduce yourself and share some helpful information, without directly promoting your organization.

You’ll get your name in front of them and provide a bit of education that may develop into something larger in the future.

The more personalized your communications are, the more attention they’ll receive from any of these key influencers.

Because electronic communications now dominate the way we speak to the world, having a dedicated individual communicating on your organization’s behalf and adding a personal touch to an otherwise automated process will go a long way in making your communication stand out.

Finally, touch base with your contacts in the media, government agencies, and community organizations even when you’re not making a pitch or request. And remember: be human, be helpful, and find the right balance between being persistent and being patient.

Today’s technology makes it easy to engage with customers when things are going great. But what about when things aren’t going so well?

How you engage with them during difficult situations can be crucial to your organization’s survival.

It’s important to do three things: respond quickly, address the concerns with empathy, and offer a solution.

(As a quick side note, be sure to also check out our podcast on Managing Expectations before you respond too quickly…)

Allowing your audiences to feel that they can openly communicate with a specific person in your organization, instead of simply receiving an automated message, is a key part of your response.  

Social media has increased the need for public relations professionals to also handle customer service, and do it properly. How you handle complaints can make or break your reputation and relationship within the community.

If a negative comment appears on your Facebook or Twitter page that you don’t want to answer, just deleting it is not the way to go. The followers will notice this and think you’re hiding something.

You can, however, take the conversation offline, showing the customer that their feedback is important, but also preventing further complaints from being viewed publicly and enticing more public discussion.

If you can resolve the individual’s original complaint, they may even re-enter the social media space with a positive comment about your response.

Whoever is responsible for responding to social media comments should also realize that sometimes you need an objective eye and ear to help you decipher customers’ comments and address their needs, especially on social media.

But the bottom line is to treat conversations on social media much like you would when talking to someone in person. Read what they have to say, think before answering, and then respond in a timely manner.

Most of the time, that’ll do the trick.

Today’s technology makes it easy to engage with customers when things are going great. But what about when things aren’t going so well?

How you engage with them during difficult situations can be crucial to your organization’s survival.

It’s important to do three things: respond quickly, address the concerns with empathy, and offer a solution.

(As a quick side note, be sure to also check out our podcast on Managing Expectations before you respond too quickly…)

Allowing your audiences to feel that they can openly communicate with a specific person in your organization, instead of simply receiving an automated message, is a key part of your response.  

Social media has increased the need for public relations professionals to also handle customer service, and do it properly. How you handle complaints can make or break your reputation and relationship within the community.

If a negative comment appears on your Facebook or Twitter page that you don’t want to answer, just deleting it is not the way to go. The followers will notice this and think you’re hiding something.

You can, however, take the conversation offline, showing the customer that their feedback is important, but also preventing further complaints from being viewed publicly and enticing more public discussion.

If you can resolve the individual’s original complaint, they may even re-enter the social media space with a positive comment about your response.

Whoever is responsible for responding to social media comments should also realize that sometimes you need an objective eye and ear to help you decipher customers’ comments and address their needs, especially on social media.

But the bottom line is to treat conversations on social media much like you would when talking to someone in person. Read what they have to say, think before answering, and then respond in a timely manner.

Most of the time, that’ll do the trick.

I attend a lot of events for our clients. Sure, I attend when necessary to perform specific tasks related to my work on their behalf, such as for press events and media coverage. But I also try to attend our clients’ annual celebrations and events where they are recognized.

Clients have always verbalized their appreciation when I attend these events. But recently, one person asked me: “Why did you come to this? I know how busy you are.”

To answer my client’s question, I shared with him a story from many years ago. When I was a teenager, I taught a dance class for younger kids. It was my first time as an instructor at the studio. When it came time for the kids’ recital, I was told, “Nah, you don’t need to be there.”

So I didn’t attend the event.

But the following Monday, I heard that my young students were devastated that I wasn’t there.

Did I need to be there? No. Should I have been there? Absolutely. That’s a lesson I learned the hard way once. And I never made that mistake again.

Every time I have an event that I don’t “need” to attend, but I am choosing to attend – whether it’s for a client, a family member, a colleague or friend – I always think about my experience with those young dancers, which reminds me why I’m going to each of these events.

How can we, as public relations professionals and business leaders in general, expect to relate to our stakeholders if we’re not there?

One of the most important and impactful parts of a successful business, successful public relations, and successful relationships, is showing up.