Archive for October, 2010

Unethical Social Media at its Worst: Rob Ford’s Fake Twitter Account

The Globe and Mail, Maclean’s magazine, CTV, the Torontoist and blogTO all ran stories in the last day, alleging that staff of Toronto’s newly-annointed mayor elect, Rob Ford, used a fake Twitter account to deceive a voter into handing over incriminating materials during the campaign.

According to the reports, Ford was recorded offering to buy prescription painkillers on the street for a voter suffering from fybromyalgia, and tapes of the call were sent to the Toronto Star.

According to blogTO:

“In fear that the Star would release the information, Nick Kouvalis, a key Ford campaign member, tasked Macdonald with getting a handle on the situation. According to Maclean’s, “Kouvalis pulled aside Fraser Macdonald, the team’s 24-year-old deputy communications director–whose prior political experience consisted largely of his involvement in a model parliament club at Queen’s University–and told him to ‘do everything you can to get that tape….’”

Fraser Macdonald allegedly established a fake Twitter account (@QueensQuayKaren), with a bio that claimed ‘Karen’ was a “downtown Toronto gal who likes politics, my cat Mittens, and a good book,” and pretended to be a supporter of rival candidate George Smitherman. They allege he then befriended the person who made the tapes in order to get a copy. After receiving the tape, the campaign leaked it to the Ford-friendly Toronto Sun themselves, rather than having the less friendly Star release it at a time when it could be more damaging.

The fake Twitter account then continued its activity under the guise of being a supporter of rival candidate George Smitherman for the remainder of the campaign, posting messages including:

“I can see Ford’s appeal. I don’t agree with him on everything, but the man speaks the truth. George needs to improve on that.”
“@ThomsonTO that bitchy attitude sure got you far, Sarah [a rival candidate]. It’s funny that I once respected you. Now you’re just a total embarrassment”

Perhaps not surprisingly, the account was deleted shortly after the mainstream media caught wind of the deception. Fortunately, the Torontoist captured all of the tweets from the account beforehand prior to this happening. You can see them in their entirety here.

As a digitial communicator, I find myself actually getting angry when I think about this kind of tactic. I have no issues with the way the campaign leaked the tape once they had it, but the way they allegedly went about getting it is just disgusting.

Let’s go over this again – according to these reports, Rob Ford’s staff:

  1. Set up a fake account pretending to support the other candidate
  2. Mislead a voter into handing over incriminating material to them

As if this wasn’t bad enough, Macdonald actually gloated publicly about the stories today, telling people to get over it:

Is this the kind of behaviour we should expect from our elected officials or their staff? As Dave Jones and John Leschinski pointed out, political campaigns have for a long time populated the Letters to the Editor sections of newspapers with letters under false names. Similarly, cynics will point out that politicians of all stripes have broken promises.

Consider: companies have been hung out to dry for years for this kind of deceptive behaviour when the consequences are far less substantial.

This isn’t just about politics. I don’t care which side of the political spectrum people fall; deceptive and deceitful tactics should be out of bounds. Given the uber-high standard to which we hold companies in the social space, I would hope that people would consider this kind of behaviour to be just as despicable.

If this is the kind of behaviour that is considered normal for the people we trust to run our governments, then our moral compasses are pointed in entirely the wrong direction.

I’m not sure if the City of Toronto’s code of conduct for council members technically applies during an election, or if the city’s Integrity Commissioner has jurisdiction over the actions of the staff of election candidates, but if either applies then I’d hope that this isn’t the last we hear of this.

Facebook Strategies: Content Over Creative

Are you focusing your Facebook investment in the right place?

The immensely smart Jay Baer directed my attention to research conducted by Jeff Widman of Brand Glue, who found that 99.5% of comments on his clients’ status updates come from peoples’ newsfeeds, not from the pages themselves.

Interesting, right? As Jay notes, this means that a lot of effort which is expended on customizing fan pages on Facebook is, frankly, wasted.

The first time that people come to your page is absolutely the most critical. They’re not going to keep coming back for the sake of coming back. So, your job #1 as a steward of your brand’s Facebook page is to draw people to your page and maximize your conversion rate of visits to “likes.” Beyond that point, investment in “ongoing” features for pages may be money down the drain.

The continued rise of Facebook community managers

This shines the light firmly on community managers as the key to Facebook success for brands. As with so many other aspects of social media, it’s not all about having a flashy, creative, well-designed page layout. It’s not about dazzling people with creative gadgets. Success on Facebook depends on companies  providing interesting, valuable content that engages people through their home base on Facebook.

Facebook itself doesn’t make things easy for brands. Well, to be more specific, it doesn’t make things easy for brands who provide mediocre content. You see, Facebook doesn’t treat all content equally. The site uses an algorithm to prioritize content based on both recency and on engagement with that content. The key, then, with Facebook content, is to ensure that the things you’re posting actually drives people to interact with it rather than passively consume it. To do the latter is to ensure that the content appears in few peoples’ streams and is soon relegated to just appearing on your wall for the 0.5% of people who may interact there.

This isn’t universally true, of course. Specific initiatives can draw people to engage directly on your page (contests, for example). However, that kind of interaction isn’t sustainable from either side of the equation.

The rise of spacial marketing

My colleague Steve Rubel has begun to talk recently about a new dimension we need to add to our digital engagement: time. In an age of Twitter streams and Facebook news feeds, it’s no longer enough to post the right content in the right place. We need to post it at the right time, too.

Mashable yesterday featured research conducted by Vitrue into the days and times that Facebook users are most active. As they summarize:

  • The three biggest usage spikes tend to occur on weekdays at 11:00 a.m., 3:00 p.m. and 8:00 p.m. ET.
  • The biggest spike occurs at 3:00 p.m. ET on weekdays.
  • Weekday usage is pretty steady, however Wednesday at 3:00 pm ET is consistently the busiest period.
  • Fans are less active on Sunday compared to all other days of the week.

To maximize our effectiveness, we need to take data like this and optimize our timing even further to reflect the activity pattern of our own community.

Shift your budget

The bottom line is that many marketers on Facebook are paying insufficient attention to content design while paying undue attention to creative design. While look and feel does matter, instead of spending the bulk of your budget on custom design and widgets, consider splitting that budget differently, with more of a focus on:

  • Converting people from visitors to fans – optimize your page; use tools like Kontagent to test and tweak your apps to get the best possible results
  • Effective community management – generating genuinely useful content and interacting with people in the community over the long term, and driving towards your objectives

Do you agree? How do you approach your Facebook activity?

Win a Ticket to The Art of Management in Toronto

We’re well into the Fall conference season now, and there are some great events coming up in Canada – UnGeeked Toronto (this week) and Mesh Marketing (which Edelman sponsors) are two great examples.

Another conference that caught my eye is the Art of Management – a conference focused on management and innovation, rather than my usual marketing niche – on November 15.

The organizers of the conference have provided me with two tickets, worth $399 each, to give away to readers of this site. To enter, leave a comment on this post with a link to a blog post by someone else that you think we should all read, and tell us why it’s so interesting by 11:59pm next Thursday (November 4). I’ll randomly pick the two winners.

The event has an amazing line-up:

  • Malcolm Gladwell – best-selling author of Outliers, Tipping Point, Blink etc
  • Michael Eisner – former CEO, Walt Disney Company and author of Working Together
  • Simon Sinek – Professor at Columbia University and author of Start With Why
  • Nilofer Merchant – CEO & Chief Strategist of Rubicon and author of The New How
  • Mitch Joel – President of Twist Image and author of Six Pixels of Separation

In case you need convincing about the conference, here’s what Tom Peters, author of In Search of Excellence, had to say about last year’s management program:

(Note: the conference is in Toronto. You’ll be responsible for any travel and accommodation costs associated with getting there)

Book Review: Accidental Genius, by Mark Levy

When I first received an email from Beth Harte, asking if I’d be interested in checking out a book on writing, I have to say I hesitated. However, having now finished Mark Levy‘s Accidental Genius, I have to say it’s proven to be one of the most compelling reads so far this year.

Accidental Genius focuses on the art of free-writing – freeing your writing by letting your mind run rampant while you’re writing whatever it is you’re working on. Free-writing is effectively focused around removing the roadblocks you have to your writing by forcing you to write continuously, wherever your mind takes you.
I’m actually using a lot of the lessons from reading Levy’s book while writing this review – as I write, I’m letting my mind wander over the book, what I learned from it and the reasons you might want to check it out (of course, I’m also going back over it later – now – and editing). So, as I write this my fingers can barely keep up with my thoughts and I’m going all over the place, while Toronto’s municipal election results blare on in the background.

Levy’s book walks the reader through a series of incremental steps as it introduces you to the concept of freewriting. Each chapter is relatively short – just a few pages, and the book itself is only just over 160 pages, so it’s a relatively quick read.

The book is divided roughly into thirds in terms of content focus – the first third introduces you to the basic concept of freewriting – how to go about it, why it’s useful and what you may be able to get out of it. The middle portion of the book focuses on additional tools to help you make use of the skill – things like prompts, games to play to free your mind from barriers and so on. The final section looks more at putting the skills into practice, and helping others to benefit from them.

To my surprise, Levy’s focus isn’t just on improving your writing, although that’s certainly a large part of it. Accidental Genius also shows how you can apply this skill to reveal more creative solutions to problems, and how businesses may take advantage of freewriting exercises to reveal creative ideas.

I mentioned that this is one of the more compelling reads I’ve had recently, and it’s frankly the only one I already find myself putting into practice. Instead of censoring myself as I write, I now allow my thoughts to wander a bit and then go back and edit later. It’s made writing much less stressful for me, and has resulted in blog posts and presentations taking far less time to prepare.

I find myself consciously turning to the lessons I’ve learned from the book, and that’s something that I can’t say about many other books I’ve read this year.

(Thanks to Beth Harte for the connection, and to Mark for providing the review copy)

Trust (or Lack of it) and One-Way Social Media

Last week I wrote about the biggest challenge digital communicators face. However, it’s far from the only one; in fact it’s one of many. One of the big emerging challenges right now is that, after a few years of PR agencies leading the way, we’re seeing advertising agencies throw their hats into the ring for social media in a serious way.

As I’ve said before, I do think PR agencies can learn a lot from ad agencies, especially around scale and creativity. However, one area where I believe we’re strong, as I’ve heard Shel Holtz say before, is in the area of relationships, which we think of as “our turf.”

Ad agencies, to generalize, often come up with big ideas but they’re often based around one-way “push” messages, rather than dialogue (in fitting with the short-term quarterly campaign-based model of thinking that I’ve discussed recently). The campaigns that do solicit feedback rather than action, do so in a superficial way (contests, for example), rather than in a way that reflects genuine engagement and relationship-building (Dell IdeaStorm, MyStarbucksIdea, for example (Starbucks is an Edelman client).

Over the last few weeks, I’ve done a fair amount of thinking about Edelman’s Trust Barometer survey and how the results speak to some of the challenges that PR agencies currently face. The 2010 Trust Barometer results speak clearly to the implications of this approach.

While trust in digital communications is now up to the point of other media (people trust search engines more than corporate communications nowadays, for example), a one-way approach is perhaps the least suited to building trust with companies’ stakeholders. The results show that one-way uses of social media actually marry two of the least-trusted sources of information – advertising and company sites (this is consistent with Forrester’s take on the strengths and weaknesses of different media). They then layer that on top of social media which, while gaining in credibility, is still not credible as a source on its own.

The picture we’re left with is a complicated one. How do you work academics, experts or analysts, for example, into consumer-focused promotional activities?

It’s hard, especially as, for many, social media is still seen as kids in their basements watching YouTube videos. My take on this is three-fold:

  1. Social networking sites, in general, are populated by people with whom we have no connection. We’re more likely to trust people we do know, rather than an abstract “crowd” on Facebook (for example).
  2. These sites are still new, and while they’re increasing in relevance (hence more journalists using them as sources) they still have some way to go.
  3. For social sites to be trust-worthy, we need to move beyond just creating a presence on the sites and to focus on providing useful content from credible sources and building relationships over the longer term.

That’s why I think our approach to digital engagement is one that works, and one of the reasons that I think that social corporate communications is going to be a fascinating area over the next few years as companies figure out how to reach people in ways that build trust as well as attention. It’s also another signal that communicators’ jobs now, perhaps more than ever, revolve around reaching people with multiple sources of information – it’s an “and” world, not an “or” world.

Do you agree?

(Image: Edelman’s 2010 Trust Barometer)

Using Social Media to Protect Your Reputation

Reputation management through social media is a hot topic right now. In fact, digital crisis communications was the topic of one of the best panels I saw at Blogworld Expo last week (more on that panel soon).

With that in mind, I thought you might like to hear an interview I just did with Andrew Brown and Robert Gold at BusinessCast, on the subject of “using social media to protect your reputation.”

BusinessCast Episode 171 – Using Social Media to Protect Your Reputation

The Challenge

Rather than a typical interview format, Andrew and Robert threw me into a scenario:

A Canadian-based financial services company has launched a campaign that renews one of its seasonal consumer-based investment products (e.g. RRSPs). They have spent their resources on traditional media (including television, radio, direct mail, in-branch literature and outbound telemarketing) as well as leveraged their permission-based email program, search engine marketing and ad-buys on some well-known consumer sites (e.g. national and local newspapers as well as investment sites).

Everything seems to be going on as expected but, then they get thrown a curve ball: Four days ago their call centre started receiving a dramatic increase in calls revealing that a message is floating across Facebook that their investment product is somehow unreliable. At the same time, one of the SVPs has just seen that a local financial community influencer with nearly 10,000 loyal Twitter followers has just posted a message slamming the product. Finally, the spill-over is having an impact on in-branch conversations with consumers as well as in the B2B areas of the bank.

They then posed seven questions to me:

  • What are the most immediate actions that you would advise the company to take?
  • What is the best way to evaluate the damage done to the reputation of the brand and its product?
  • What can the company do to make sure that there is little spill-over into other areas of the its business?
  • What are the measures of success that you would recommend to demonstrate success?
  • What kind of timetable is required to execute the key recommendations?
  • In what areas are the major hard dollar costs associated with the key recommendations?
  • What are the most common knee-jerk reaction activities that the company should avoid taking?

Check out the interview above, or over at BusinessCast.

Let me know what you think of my responses!

(Image: Shutterstock)

The Biggest Challenge Digital Communicators Face

Let’s chat about the biggest challenge I think digital communicators on the agency side face nowadays.

  • It’s not measurement
  • It’s not integrating channels in their programs
  • It’s not thinking strategically while selecting tactics

Don’t get me wrong – all of these are significant and important challenges. However, there’s a bigger one that over-arches all of them:

When we go into organizations and explain the way communications is shifting, we’re often telling people that the way they’ve communicated their whole career, and the way they see things working, is changing.

We’re telling people that their comfort zone is no longer in the right place.

Take the video interview I posted the other day, for example. When Sylvain Perron asked me what trends I see growing over the next while, I replied with two broad trends:

  1. Increased integration and decreased silos
  2. A shift from campaigns to long-term engagement

Each of these runs counter to the way that many people think.

Silo-busting

Senior marketing decision makers have often spent their whole careers thinking in terms of public relations (sometimes corporate and marcom), advertising, internal communications and, more recently, digital communications. They’re seen as discrete channels, often with their own AORs.

Nowadays, we’re moving to a place where the various channels overlap significantly, as shown in the graphic above (hat tip to David Armano).

This means both additional work to coordinate multiple agency partners, but also a need for much tighter integration between tactics, and as that happens the roles of different media are shifting (Forrester’s Sean Corcoran wrote about this late last year).

Shifting from campaigns to engagement

Many marketers have spent many years operating using a campaign model. These are characterized by large spikes in activity which drive spikes in attention from target audiences.

This model is a recipe for wasted resources in today’s communications environment.

In a system where we’re able to foster, curate and engage communities of interest around common goals, the approach of making a big splash then disappearing is highly inefficient. Not only do you drop back from that initial level of engagement, you also risk creating social media scorched earth as you do so.

Take campaign-based Facebook pages, for example.

Creating a one-shot Facebook page then deleting it is like spending thousands of dollars on a campaign that builds your email list, only to then take that email list and burn it when the campaign is done.

Instead, ongoing community engagement paired with regular spikes in activity can provide ongoing awareness and a platform from which to build with more major initiatives, while fostering brand advocates within that community.

Again, a shift.

This can be a hard shift to accept for people who are used to operating differently.

Tips to face the challenge

So how can we deal with this sensitively? Here are four tips:

  1. Be clear that this is an evolution. People aren’t doing things wrong; they just need to adjust to operate within this evolving media environment
  2. Educate your clients. Provide basic training, but also regular ongoing insights into trends, tools and useful pointers that can help busy clients to stay on-top of rapidly evolving trends.
  3. Recognize that things won’t change overnight. Many clients will continue to operate with discrete channels for campaigns. That means you may need to work closely with other agencies to develop plans.
  4. Help clients to coordinate. Agencies are all competing for a slice of the digital pie. That’s fine from a broader sense, but once you’re working on a campaign it’s important that that all ends and that agencies collaborate to ensure campaigns integrate. Work with your clients to help to structure roles and responsibilities within their agency team.
  5. Remember – while we may understand and be on-board with these changes, not everyone is as excited. Change can be scary until you have a handle on what’s going on. As consultants, it’s our job to give the best advice we can and to help our clients work through this transition.

So, what do you think? What other tips would you offer? Share them in the comments.

Video: Dave Fleet On Communications Trends And Joining Edelman

Many of you know that about six weeks ago I joined Edelman‘s Digital team. Soon after, I sat down with my new boss, Sylvain Perron – to chat about my career path so far, my thoughts on some key communications trends and the reason I made the move to Edelman.

What do you think – are the communications trends I’m seeing on-the-mark?

(Note: This video is also posted on the Edelman Digital site)

How To Manage Your Time In A PR Agency

If you work in PR you probably find yourself pulled in myriad directions on a constant basis – especially if you work on the consulting side of the industry. This can be pretty overwhelming, especially if you’re new to the industry. So, I thought you might find it helpful to know a few of the tools I use to keep myself from running around like a headless chicken every day.

This system dragged me back from the brink a while back, at a time when I felt overwhelmed, and I’ve relied on it ever since.

1. Always-accessible to-do list

My to-do list, along with my calendar, is my bible. Everything I do revolves around this. So, I’ve adopted a system that lets me access and update my to-do list wherever I am.

I use Evernote to keep track of my to-dos. I can access it on my BlackBerry, on my iPad, on my laptop and on my home computer. It ensures that, whenever I think of something I need to do, I can capture it.

For each item, I capture several pieces of information:

  1. Project involved
  2. Specific task
  3. Estimated time required to complete the task
  4. Deadline
  5. Priority (I number things from 1-3 – for high/medium/low)

This becomes the basis of how I schedule my week and prioritize my tasks.

Power tip: Set up a notebook in Evernote just for to-do items, and just flip a quick email to your account to capture items in that notebook when you only have a couple of seconds. Then, when you have a few moments later, you can go back through those items and add them to your master to-do list.

2. Plan out the week

At the beginning of each weekI  I review my to-do list and my calendar as it stands to identify how I need to allocate my time for each day that week. So, if I have four hours of meetings one day, I know I have four hours to work with. I then work through my to-do list in order of priority, and assign tasks to a day.

I use a simple spreadsheet to accomplish this (thanks to Andrea Pietkiewicz who introduced me to this), with tasks down the left-hand side and days of the week across the top. In the middle I enter the hours required for the various meetings and tasks I need to accommodate. At the bottom I have a total so I can see how many hours of work I’ve scheduled for each day.

Mon Tues Weds Thurs Fri
Task 1
Task 2
Task 3
Total

I have an hour blocked off at the beginning of each week for this process.

3. Defensive scheduling

I now know what I need to do, when I need to do it and how long it will take. The next step is to defensively block-off my calendar. I add every task to my calendar as an appointment, for several reasons:

  1. Because “the work” takes time to do
  2. Because other people will fill the day with meetings if I don’t
  3. Because it helps me to track how I use my time

4. Constantly adjust

The process doesn’t end at the beginning of the week, of course. Things change – tasks take longer than planned; work arises unexpectedly and new meetings are scheduled. I constantly update my calendar as priorities shift during the week. If an item needs to be scheduled, it goes into the to-do list. If it needs to happen in the current week then it goes into the calendar immediately; if the work needs to happen in the future then I have a little more time to schedule it in later.

The beauty of this approach is two-fold:

  1. You know what needs to move to accommodate change. You need three hours for an urgent request from your boss? You know what needs to be pushed and the effect it will have later on in the week.
  2. You have a system for prioritizing your decisions. When someone comes to you with a last-minute task or meeting request, you have a clear list of tasks to which you can compare and prioritize it. Is it more important than Task 2? No? Then can it wait?

Your mileage may vary

I adopted this system in response to a time when I dealt with hundreds of emails and 5 or 6 hours of meetings daily in addition to my “regular work,” and industry events several nights per week. It worked for me, and the way I work. It may or may not work for you.

What systems do you use to manage your time?

(Image: Shutterstock)