Without fanfare, images of Angelina Jolie and the Queen appeared across media outlets worldwide last week as she was made an honorary dame for her services to UK foreign policy.
Flash back fourteen years ago, and there was a very different Angelina Jolie that we were all familiar with. It’s clear that she took the steering wheel and directed her brand towards where she is today. And in many ways, she is the forerunner on celebrity branding.
Others have followed in her wake, including George Clooney and Ben Affleck: some to great success others to lesser success.
So what has been the secret Jolie ingredient that enabled her to transform her brand and her perception among the global public and what can those seeking to build a brand learn from her?
Found her passion and promoted it in a carefully planned, step-by-step approach. She did not rush into her humanitarian work with refugees but took a slow approach after experiencing the plight of refugees in Cambodia while on location.
Hired experts to help identify organizations to affiliate with. She hired the best to give her the advice and background needed to be successful in campaigning for her cause while being selective in her affiliations. She chose only those that aligned with her values.
Created a tie-in with her core capability: her acting career. Slowly, but surely, Jolie began to pull her passion into her core skill set and work through directing and backing films on subjects related to the impact of war on civilians.
Prepared to transition by increasing scale. As a stage two of her brand development, Jolie expanded into issues around women and girl refugees and aligned herself more with the international policy community.
Her comment on Friday that “to receive an honor related to foreign policy means a great deal to me” may be an indication that she has honed her brand focus and has found where she can make the most impact in the coming years.
Last week, while returning to London on the train from a wedding in the country, one of my fellow wedding guests pulled out her brand new iPhone 6 Plus. It looked beautiful and had some great new features that she quickly demonstrated. Not one of us referred to it as the ‘bendy phone’.
Upon landing back in the States the next day, #bendgate was in full force.
So what happened? One video went viral of a user bending their iPhone 6 Plus with his hands the same week several other users posted complaints and videos showing that their phones had bended while in their pockets. By several, Apple reported 9 complaints in total. Some are now arguing that the video was a fake and it was a planned negative attack against Apple.
But due to the power of social, 9 complaints out of millions of users equaled a public relations wildfire.
Slow to respond. Apple did not respond immediately to the growing hype around the bend issue perhaps hoping to wait this out or thinking their corporate brand was strong enough to overcome a few complaints around their new product release. The universe loves to fill a vacuum and fill it, it did. During Apple’s absence from the conversation, the brand identity of the iPhone 6 Plus – and iPhone 6 – was taken over and became the ‘bendy phone’.
No-action statement. Apple did eventually release a statement to the media; however, it focused on explaining the design, structure and testing of the phone. It did not address what actions it would take to ensure that bending was no longer an issue. It acknowledged the problem but it did not provide the next steps to a solution.
Apparent lack of scenario preparation. Apple has a much admired approached to their product releases – they keep the product veiled in secrecy to keep the excitement at its peak. But what they do not seem to be doing is preparing different crisis scenarios on launch or to have a plan of action in place to enable them to respond quickly.
Apple eventually took matters into their own hands and gave tours of its hardware testing facilities to journalists to prove the durability of the iPhone but the damage had been done. If they were quicker to respond, had a plan in place and had opened their doors to journalists early on, they may have been able to mitigate the damage to their brand and image.
This article is reprinted from PR News. Follow @prnews on Twitter for the latest trends in public relations.
In assembling a communications team to successfully guide your organization through a crisis, there are certain qualities that should stand out among candidates.
Here are my top four elements of a crisis communications team that will function well under pressure:
Connection. How vital are they/their division to the crisis outcome? For example, if you are facing a threat to your technical operations, your CIO or CTO would be an essential member.
Skills. What skills do you need to bring to the team for it to function well? Typically, I would choose the HR director or chief talent officer, CIO/CTO, CCO and legal counsel, keeping the team to a maximum of five or six. The skills you will need depend on the crisis you face, and the selection will have a considerable impact on the outcome. Choose wisely.
Leadership. The most effective crisis team I have worked on had a chair appointed by the CEO to represent him and to report back. Having an independent chair to help negotiate and move the discussion along while considering all options can be essential to a positive outcome.
Experience. Are there staff who have had previous crisis experience? If so, you may want to have them on the team to help guide and advise the chair. They can serve as an auxiliary member and not as part of the official crisis team.
Join us for PR News’ Crisis Communications Boot Camp in New York City on September 15th at the Yale Club. For more details, please visit: www.crisisbootcamp2014.com
Development Dimensions International recently published their annual Global Leadership Forecast on trends worldwide and how countries compare. With more and more companies and organizations requiring broad-based skills to work in an international environment, how can you prepare yourself with the skills needed to succeed?
Besides having a curiosity and an international outlook, a global leader needs to be very versatile in their skill base, their management style and their approach to problem solving.
Here are five skills needed to succeed as a global leader:
Critical thinking. An ability to analyze different scenarios, data and research as well as patterns in behaviors or systems is vital. You will constantly be assessing projects, goals and expectations across many countries; an ability to identify trends or outliers will enable you to be more efficient.
Global mindset. Being open to new ways of working and seeing the world is essential as well as being able to view challenges and opportunities through a global lens. It will also make your day-to-day interactions with your colleagues more pleasant; however, do not expect to be a pro at this from the outset. That comes with practice.
Communication skills. An ability to speak clearly, write clearly and to listen intently will be the key to your success. If English is the official language of your business, remember to slow down and be much more clear in your use of language than you would normally be to ensure all of your colleagues understand your message.
Cultural dexterity. This one takes practice and it is what I call “leaving your country behind on the tarmac”. You must be able to step outside of cultural constructs. A great tip for doing so is by telling yourself – constantly if needed – that you may be the only Canadian, Singaporean, South African that your colleagues and/or clients ever work with, so leave them with a positive experience.
Team leadership. Having a team mindset and experience leading teams is a must. Your management style may need to adjust depending on the business culture. Mastering an ability to be patient – observe and listen when in meetings and in your daily interactions with your team – will help you decipher expectations, cultural understandings and ways of working.
Most companies undertake a rebranding when strategies change, product lines are revamped or as a natural part of a company’s evolution. Some are forced to do so when consumer trust in a brand plummets.
The most recent announcement of a rebrand in an attempt to rebuild trust is Malaysia Airlines. The airline announced in July that it was planning “a major overhaul” to include rebranding itself after two air disasters in just five months. Despite one of the best safety records in the industry, 2014 has left many consumers with more questions about the airline than answers.
Will the rebrand work? For other airlines it has, most notably for AirTran, formerly ValuJet. When ValuJet’s new brand was announced, it had the requisite new name, logo and tag line but also enhanced business services.
What will be important for Malaysia Airlines is to stress how the operation of the airline has changed and to avoid an overly stylized rebranding. Those changes must be tangible enough to be experienced by consumers for it to seem “real”. Malaysia Airlines may have been the victim of circumstance, making it challenging to identify which changes in operations they can control that will directly restore consumer confidence in the brand.
If you are considering a rebranding to rebuild trust, here are some points to consider before you start:
Be honest about what has changed and reflect that in your new brand. Surface changes alone will not erase the past and may even create a negative response among consumers.
Lower expectations. Don’t expect the public to improve their trust overnight. It will take concerted effort and messaging over several years to repair the damage. Think BP.
Timing is important. Rebranding too soon after a disaster will seem disingenuous. Too late and it will seem like a last-ditch effort. Benchmark consumer perception over time to determine when to rebrand and how successful your efforts are.
Be clear on how your brand is better than before. Whether its changing business practices, processes and ensuring safety, explain how it is better.
Remember your loyalty base and start there. The rush is usually to repair the brand damage with the public-at-large first; however, it’s often times wiser to start with your loyal base and fan out from there.
Do you have a speech on the horizon? Do you feel prepared? Are you anxious?
It’s normal to be slightly anxious and nervous prior to a speech. It happens to everyone although it comes out in different ways. Some boast of how terrific they are, others ask other presenters if they are nervous, some go buzzing about, others sit quietly and everyone has their heart racing and rate of breathing increase. Anxiety around speaking is a normal human reaction and everyone – I mean everyone – experiences it, some have just mastered how not to show it.
One of the best pieces of advice I was ever given was by a director when I was a stage actress in my early days of college. He said to me “everyone gets nervous and anxious before a public performance, your job is to accept that as a normal human reaction and use that nervous energy to improve your performance.”
Here are some tips on preparing for speeches and dealing with the anxiety that comes along with it:
Watch the pros. Before a speech, I often go straight to YouTube and watch several public personalities deliver speeches over the life cycle of their days in the public spotlight. You can learn a lot from their evolution – from speed, intonation patterns, emphasis points to speaking aids.
Practice to build your confidence. But not so much that you are emotionally divorced from your words while actually delivering the speech to your audience. We’ve all seen that happen. The person is there in body but their personality has left the room. Breathe, take a pause, and remember that your goal is to inspire, educate and motivate. Smile, make eye contact, release your hold on the speech and remember why you are there.
Connect with your audience. Interact with them by involving them in your speech. Mention several audience members by name, ask questions, or poll the audience through a show of hands. Constantly take the pulse of the room so you can react to the audience by changing your speech and your approach.
Know when to stop talking. Have you ever been in the audience when a presenter fell in love with the beauty of their own words right before your eyes and forgot you where there? Or perhaps it was a meeting. Painful, wasn’t it? Don’t be that person. Watch body language clues for audience reaction and respond appropriately.
Seek feedback either through videotaping your speeches or by surveying your audience afterwards. Incorporate what you learn into your next speech and remember that the more speeches you give, the better you will become.
This article first appeared in PRNews on Thursday, July 17th.
Over the past eight years, I’ve had the opportunity to create and re-organize communications teams for five global brands. Time and again the main issue was a lack of integration with the structure and goals of the organization and a lack of a concerted effort within the communications team to reach those goals.
Fundamentally, I believe this is the greatest challenge facing most communications directors today – to create a synchronized team with a clear division of labor that understands, and makes, a concerted effort towards helping an organization meet its goals.
Part of the reason this has become more of a challenge of late has been the tremendous economic transformation that has taken place globally over the past decade. Many CEOs are maneuvering through industry landscapes in flux and are reconsidering their market position and overall identity in these changing times. Adding to the complicity, the communications field has undergone seismic shifts during that same time period with the power over a brand’s image moving from the business to the consumer with the advent and global adoption of social media.
Here are five tips to help you create a synchronized communications team:
Assess your current team. First and foremost, take an audit of each member of your team. Meet with each one individually to learn more about their background, skill sets, and future goals. Do they have the skills fit for their current job? Is there any position that would be more suitable given their background?
Look under the strategic hood. How many of you can find your organization’s current business strategy? Is it up-to-date? Have a “legacy” look at past strategies to understand the strategic goals the organization has set for itself and is setting for itself to identify trends. Interview leadership and ask them what the business strategy is. Don’t be surprised if their answers do not match the written strategy.
Evaluate your communications strategy. If you have a communications strategy, review it and compare it to the business strategy. Does it support the organization’s strategic goals? If so, how?
Determine fit. Now it’s time to go back to the first step and analyze your team as a whole to see if the job functions, locations and reporting lines fit with the overall organization and enable it to meet its strategic goals.
Beware of ego. Both internally and externally, communications is a service for others, not a fiefdom to espouse wisdom from a tower. Your team needs to integrate well with your organization to be successful. This begins at the hiring process. Make sure you are hiring team players, not solo actors. To have a successful team, each member must be confident, secure in their skill set, willing to take risks and able to work well with others.
The following article appeared in PR Insider on May 19th.
You’ve been asked to create a comprehensive public relations plan. Maybe a three-year or five-year plan – you are either filled with excitement or anxiety – most likely, a mix of both.
The goal of a comprehensive public relations plan usually falls into three buckets: a) to increase awareness for a company or organization entering new markets, b) to increase awareness for a company or organization experiencing a slow-down in market segments or to increase awareness of a new product or division.
Here are six tips for creating a comprehensive public relations plan.
Understand your current scenario. What is the needle that needs to be moved and why? Design your plan to do just that. Have discussions with your senior leadership, and Board where appropriate, on their concerns and desires. Research your industry to see what competitors are doing with their public relations. Develop a strong understanding of the climate your organization is operating in, both internal and external.
Establish your goals. Determine what will be achieved after implementation of the plan. Is it a change in behavior or perception of your organization? Is it more customers? Is it greater brand recognition and higher sales? Try to keep your goals in the area of three to five and remember to ensure that they are measurable along the implementation of the plan.
Define your audiences. Who are you trying to reach and what do you need to communicate to them? Defining your key audiences, segmentation, is a critical part of ensuring your plan will be effective. It’s important to also have consensus among leadership and your Board as to who these audiences are and how they are defined.
Choose tactics and channels. Next are your tactics. How will you communicate to your audiences using what mix of channels? To get your mix of tactics and channels right do research on your individual audiences through personal development to determine a.) the most effective tactics to grab their attention, and b.) what channels they engage with most to target them where they are.
Determine measurement and reporting. As you are developing the tactics and channels think of how you will measure and how you will report these measurements and to whom. Typically, it is a combination of campaign metrics, benchmarking and surveying/focus groups. Choose the right combination that works for your organization and measures your audience engagement as effectively as possible. Don’t forget the internal here – decide early on how you will present the results of your measurement to senior leaders and how often.
Prepare an itemized budget for each year of the plan. Your last step will be to prepare an itemized budget for each year of the plan to determine overall costs and areas for potential scale back. It may be hard to cost for every step of the implementation. If need be, provide as close to accurate range estimates as possible.
The last, and the most crucial step, is to shop your plan to your organization starting with presenting to your CEO and Board and then your senior leaders. Adjust your plan as you go to reflect the input you receive but be mindful of any input that may create obstacles within the plan and raise that issue to senior leaders.
By building consensus, you will create a clear path ahead for the implementation phase of your plan.