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Department of what to do with lemons

Steampunk PR

Steampunk computerIf public relations were numbered like new software releases, we'd probably be in double-digits now, with lots of numbers to the right of the decimal.

But if its mechanics have changed, the practice itself is still decidedly Victorian. 

When I retired 12 years ago, Twitter, Facebook, and YouTube had not yet emerged from the fevered brows of their 20-something founders.

Back then, blogs were the shiny new thing and companies like mine were still trying to figure out how to use them. Shoveling content online was the usual standard. But it turned out consumers had shovels too. User-generated content became a threat for those who ignored it, an opportunity for those who joined the converation. 

These days, according to PR Week, a PR organization might be responsible for: "corporate communications and reputation, media relations, marquee event support, brand publishing, corporate social media engagement and content syndication, corporate sponsored and promoted content, branded media content partnerships, data insights, and analysis." 

Here's what I find instructive about this job description:

"Reputation" is still at the top of the list.  But too few brands realize reputation depends on more than "communications."

"Media relations" follows closely. It's traditionally been the one function no other organization tried to claim for itself, but lobbying and marketing have lately set up their own shadow operations. Smart companies guard its independence and report it to a level that has easy access to the CEO.

"Marquee event support" is a fancy way of saying "publicity" or worse, "party planning." PR may have outgrown those tasks, but it has not outlived them. Done intelligently, they're useful functions but they shouldn't define the practice. In too many places, they do.

The last listed functions -- "data insights and analysis" -- are arguably foundational. PR counsel must be based on more than political correctness and risk avoidance. It requires deep stakeholder understanding. The good news: every company is awash in stakeholder data. The bad news: PR people aren't very good swimmers, let alone pearl divers. The most valuable stakeholder data is numerical; many PR people wear innumeracy like a badge. 

All the other functions -- "brand publishing, corporate social media engagement and content syndication, corporate sponsored and promoted content, branded media content partnerships" -- are variations on a theme that began with the aforementioned blogs. And they have the same self-reverential pitfall. 

As long as "content" or "engagement" is useful to consumers, they will consider it a welcome service. But when the brand itself is primary beneficiary, it's as intrusive as someone taking selfies in the middle of an intimate conversation. And even less welcome. Worse, when it's a promotional message disguised as editorial content, it's akin to fraud, a form of lying tantamount to theft.

PR's shiny new tools may have changed more in the last 12 years than in the last 120, but the principle of respecting and serving stakeholders endures.



You're onto something important here, Dick (as usual). The heart of the job of PR is still as Arthur W. Page defined it at your former company in the middle of the last century -- do the right thing (be deserving of trust), talk truthfully about it, and build strong relationships with all stakeholders.

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