Archive for August, 2010

Confidentiality And Agency Life

As you may know, I’ve recently begun a new job at a new agency (Edelman, for the record).

In doing so, I moved to an agency that represents competitors of past clients.

While I’ve taken this in my stride, several people have now raised questions about confidentiality with me – enough that I think it’s worth addressing at a broader level.

As an ‘agency guy’ you’re privy to all sorts of plans, strategies and future-focused documents that your clients trust you to keep confidential. Other companies would love to get their hands on those documents, or even to just learn the general plans of their competition. A lot is riding on the integrity of everyone who comes into contact with those plans.

At the same time, it’s completely normal for people who move to a new job to find themselves at a company either competing with their previous employer, or servicing a competitor. As I’ve written before, PR is a small world, and the odds are reasonable that the situation could arise.

I completely understand how any company could be anxious about someone leaving when they’ve seen to high-level plans – whether it’s a company employee or an agency team member. However, I’d make several points to those who are concerned:

  • Companies typically ask new employees to sign confidentiality agreements. Those agreements usually stand beyond the end of an employee’s work at those companies.
  • Companies trust the integrity of people to handle their plans while they work for them. That trust shouldn’t disappear as soon as a person moves on.
  • Your primary asset in the public relations business is your integrity and reputation. Lose that, and you’ve got little left.

For me, this last point is critical.

I’m not going to pretend that there aren’t unscrupulous people out there who violate the trust of their ex-employers (hell, some people do it while they still work for companies). For me, though, I’ll categorically state that my reputation is worth way more to me than one or two quick wins.

In a business where one indiscretion can lost you a reputation that took a decade to build, your career will benefit much more if you play the long-term game and respect the confidentiality of your clients long after you cease working with them.

Have you encountered confidentiality questions when you’ve changed jobs? How have you addressed them?

(Image: Shutterstock)

Are You Creating Social Media Scorched Earth?

“In too many cases, the “best practices” espoused by digital agencies are less about “serving the community” and more about driving a rush of new fans, without much thought re: how to keep those fans engaged on a LONG-TERM basis.” — Todd Defren

As corporate spending on social media-based communication continues to rise, I’m beginning to worry that many brands are inadvertently adopting a ‘scorched earth’ approach to their online activities.

What do I mean by scorched earth?

When an army advances using a scorched earth approach, it destroys everything behind it as it advances. So, while it gains territory, little remains of the territory it captures. Similarly, many companies are at risk of this when they focus purely on customer acquisition while neglecting engaging their existing fans.

One-shot social media accounts and short-term campaigns-focused approaches may eventually build a fan-base, but unless that is paired with activities aimed at engaging those fans, you’ll lose them. Worse, you’ll not only lose them at the time but you’ll also have to work that much harder to win those people back next time.

This is understandable to an extent, especially in a campaign-focused setup – retention plans aren’t as “glamorous” as new customer-acquisitions. As a result, it’s tempting for marketers to focus their dollars on the latter. You’ve seen this approach – the Twitter account that’s shut down after a month; the big-bang launch that’s forgotten by the next week; the multiple campaign-focused Facebook pages that the company launches and shuts down every year.

Agencies (and savvy corporate communicators) need to resist the urge to take this approach. It can be particularly difficult for agencies, where the client brief may not extend to long-term engagement, but good agencies should give clients the advice they need to hear whether they expect that advice or not. Make sure you dedicate sufficient resources to retaining your fans.

So, next time you’re creating a social media plan, stop and think: are you creating social media scorched earth, or are you engaging for the long term?

Have you seen this pattern, in your organization or with clients?

(Image: Steve Lacy)

Change, Change And More Change

The last few years have been wonderful for me, both personally and professionally. I’ve lived happily with my girlfriend, Caralin, for several years now, and I’ve enjoyed a rewarding career that has so far brought me more opportunities than I could have possibly hoped for.

Today, I’m happy to announce the next step in both of those areas of my life.

Moving on professionally

I’ve spent the last two years of my career at Thornley Fallis Communications, joining the company as a Senior Consultant in 2008 and being promoted first to Account Director and subsequently to Vice President.

Over this time years I’ve worked with some incredible people on great projects for wonderful  clients. I’ve also been fortunate to become friends outside work with people like Terry Fallis, Joe Thornley, Eric Portelance, Jeremy Wright, Andrea PietkiewiczJennifer Gordon and more, which makes this next part a little bittersweet.

As of this week, I’ve joined Edelman‘s Toronto team as Vice President of Digital.

Edelman

Firstly, I should say that I thoroughly enjoyed my time at TFC. I love the people there and I’m immensely grateful for the many, many opportunities to grow that I experienced while at the agency.

So why the move?

For me, the decision came down to two opportunities:

  • An opportunity to work on a bigger scale;
  • An opportunity to learn from the industry’s best.

Scale: Edelman is the world’s largest independent PR firm, with over 3,300 employees in 52 countries. They work with some of the world’s biggest companies, spanning industry and geographic boundaries, and the digital work they do is cutting-edge. To say that I’m excited about joining a team of this scale, with the client roster they have and with the resources and opportunities that a company like this brings, would be an understatement.

Learning: Over the last few years, Edelman has systematically hired some of the best people in the digital communications field. Whether it’s the great team in Toronto and across Canada, or international thought leaders like Steve RubelDavid Armano, Phil Gomes and Rick Murray, the best people in the industry work here and I’m looking forward to the opportunity to learn from them. This – the quality of people – is the primary reason I decided to make the move. It’s an exciting time in digital, and Edelman has positioned itself right at the head of the field. I’m delighted to join this team.

I’m getting married!

As some of you may know, Caralin and I recently headed down to Peru on vacation. While we were there, we did a five-day trek to Machu Picchu. On the second day we climbed a mountain pass between two glaciers which peaked at about 4,600m (about 15,000 feet) above sea level. At the top of the pass, I proposed to Caralin and for some reason (altitude sickness??) she said yes!

Needless to say, I couldn’t be happier – I’m grinning from ear to ear right now. As things stand, we’re aiming to hold the wedding next summer.

There you have it. Change, change and a little more change.

To my ex-colleagues, a sincere and heart-felt “thank you.”

To my new colleagues at Edelman, who have already welcomed me so warmly, I’m beyond excited to work with you all.

To my new fiancée, you’re amazing and I love you.

It’s an exciting time for me. The last few years have been beyond amazing, and it looks like the next few could be even better.

Onward!

Personalities, Policies & Problems: Companies and Employees 2.0

The annual ritual is upon us – the submissions for next year’s South by Southwest (SXSW) are posted and the voting process has begun.

(Actually, it began a little while back but – you may have noticed the silence recently – I was away on vacation)

This year I’ve thrown my hat in the ring and submitted a SXSW 2011 panel proposal with Scott Stratten (UnMarketing), Chris Barger (General Motors) and Sarah White (HRM Direct) entitled Personalities, Policies & Problems: Companies and Employees 2.0.

The combination of immediacy and near-universal adoption of social media tools in many countries can lead to a communications and HR nightmare if processes and policies aren’t thought-out in advance. Our panel will focus on the internal corporate implications of social media adoption within companies from a variety of perspectives: PR agency, corporate communications and HR. In particular, we’ll consider:

  1. What is the best way to structure social media within a company?
  2. What internal policies do companies need to reduce risk when implementing social media?
  3. Do companies have a right to censor employees’ online activities when not at work?
  4. Should companies block Facebook, Twitter etc in the workplace?
  5. What role can and should social media play in recruiting?

If you like the sound of the panel, you can vote it up at the SXSW Panel Picker site.

While you’re over there, here are a few other great entries to check out:

What do you think? What are your favourite submissions?

(Voting for the panels ends this Friday, August 27)

When Agencies Can’t Be Transparent

When approaching clients on objectives to begin social media, agencies focus on three overarching areas: consumer trust, brand engagement and transparency. Is this the approach of all agencies? No, but it can be a starting point to figure out specific end goals. Transparency can come in a few forms: the form of humanizing the brand; the form of understanding the consumer and responding; or the form of disclosing sensitive information.

But, what happens when you can’t be transparent?

The agency / client dynamic is one that varies, dependent on the brand. Agencies can be completely different than in-house PR. Some utilize their agency as a partner; while others utilize their agency as a tool. The difference lies in the fact that there is trust and disclosure with a partner, and often times, they are brought into high level discussions.

Think of your own Twitter stream. Think of what you do behind the scenes at work. Is that knowledge the same as the impression you relay on social mediums? Brands operate in the same way. There are instances and circumstances where their hands are tied. It’s not just public relations involved in social media, but the C-Suite, Legal team, customer service and more. All groups have opinions, regulations and people to answer to.

Those circumstances are never relayed, with only the facts conveyed. In crisis communications exercises in journalism school, we were taught to share only important and straight to the point facts with the public. Why, then, do we throw stones at companies and critique their responses? Should we further investigate the how of the situation, instead of jumping to the ‘Why’ so quickly?

Agencies have the double edge sword – they have pressure from their own higher-ups to execute the scenario correctly, while also answering to a client. In this world where consumers want brands to be as open as possible, it’s quite true that expectations can be set too high when an actual business comes into play. When an actual crisis happens, many tend to focus on one key area without exploring others.

Is there a point where you step back and realize the client has to make the decision, and go with it? Or do you continue to bridge your case? Is it fair to throw stones when we don’t know the situation?

Let’s discuss.

Photo credit: W Promote

This guest post was written by Lauren Fernandez, Agency Community Manager for Radian6. She blogs at LAF, is on Twitter @cubanalaf and has an insane love for the Green Bay Packers.

Book Review: Delivering Happiness, by Tony Hsieh

When I think of examples of companies known for successful adoption of social media tools, a few names always come to mind – Dell, Radian6, Freshbooks… and Zappos.

(On a related note, all of those companies have gained a reputation for good service via social media – a topic for a future post, perhaps…)

So, when a colleague remarked that she was enjoying a book that charted the course of Zappos so far, I promptly added it to my 2010 reading list.

Delivering Happiness: A Path to Profits, Passion, and Purpose traces the story of CEO Tony Hsieh from his childhood through to the present day, in his own words. While the book isn’t an autobiography per se, the majority of the book tells a chronological tale beginning with tales of how Hsieh managed to avoid practicing four musical instruments every day (he would play tape recordings of himself practicing) and ending with the acquisition of Zappos by Amazon in mid-2009.

More than a simple tale, though, Delivering Happiness is full of useful business tips and insights. A few that stood out to me:

  • The company employs a ‘pipeline’ system to career management, clearly structured so that any employee has the opportunity to become a senior leader within seven years of joining the company.
  • Zappos requires that employees complete specific courses in order to be promoted to certain levels, creating a clear path to advancement.
  • The company has implemented a “skill sets” system, with a small bump in pay associated with improving each of the skill sets. Pay rises are thus tied to skills growth.
  • An idea for recommending good business books led to the Zappos library with over a hundred books, some of which became required reading for employees.
  • The company launched a monthly newsletter named “Ask Anything,” in which employees could do exactly that, to create transparency around the business for employees.
  • The levels to which Zappos empowers employees to focus on customer service would terrify a lot of the more staid, bureaucratic companies out there. There are no call centre scripts, and reps are permitted to do things such as upgrade customers’ shipping requests for free as part of regular business.

These are just a few of the nuggets hidden within Hsieh’s story. To make things even better, the book is written in a very informal, easy-to-consume style, and is made all the more personal by Hsieh’s frequent admission of his own mistakes. I think it was primarily due to this that I plowed through Delivering Happiness in just over a week.

It’s not all roses, of course. While it’s one of the most revealing parts of the book, the section on Zappos’ core values comes across as a little self-aggrandizing. The book also seems a little top-level from some perspectives, as it fails to draw a conclusive line between the firms’s growth and its customer service focus (Hsieh himself admits that growth only took off when the selection of shoes increased, not when the customer service focus began). It feels like there’s more to be heard there, and the “other side” (that of the prior board of directors) is only given lip service.

Still, these are minor gripes about a thoroughly engaging book. As I mentioned, I tore through it in short order and will probably do so again fairly soon. Overall, Delivering Happiness is a fascinating tale of the first chapter in the life of Zappos, and demonstrates a focus on employees, culture and customer service to which we should all aspire.

Highly recommended.