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Corporate Policy: Think Before You Post to Avoid Social Media Disasters

(DGIwire) — Social media has become a ubiquitous part of our lives. Every time we check LinkedIn, Facebook, Twitter or Instagram, another person is writing a status about the minutiae of their day. Even A-List celebrities take time out of their busy schedules to interact with their fans on the Internet or post a “selfie.” But social media isn’t just for the singular person anymore. Companies are also using sites to their advantage to interact more directly with their customers.

For companies, having a social media presence can be both a blessing and a curse. Many of these sites are free, so they can get the word out about a new product instantaneously to millions of people. However, this communication goes both ways. It has never been easier for a disgruntled customer to rant online about their poor experience, likely poisoning many potential customers against a certain brand.

Take the fashion company Kenneth Cole, for example. In the midst of the 2011 protests in Cairo, Egypt, which caused the deaths of hundreds of persons and was intended to facilitate the overthrow of Egyptian President Hosni Mubarak, whoever was in charge of Kenneth Cole’s Twitter posted an insensitive tweet, saying that the reason for the uproar was because “people had heard about our new spring collection.” Within minutes, people began tweeting their outrage, forcing Kenneth Cole’s public relations department to scramble to fix this serious misstep. Kenneth Cole is not alone in its temporary social media disaster. Brand name companies likely paying big PR fees, such as Papa John’s, Kmart, MSN, Kitchen Aid, Urban Outfitters and Chrysler, to name a few, have all been guilty of putting their foot in their virtual mouths. Although all recovered and were able to assuage their situations before any permanent damage was done to their reputations, it is certainly a better practice for all companies to have a plan to make sure this embarrassment doesn’t happen in the first place.

Dian Griesel, Ph.D., the author of a new book, ENGAGE: Smart Ideas to Get More Media Coverage, Build Your Influence & Grow Your Business, and President of Dian Griesel International, an award-winning media relations and news placement agency based in New York City, knows the importance of keeping a watchful eye on social media accounts. Dian suggests these useful tips to get the most out of social media accounts and still walk away with one’s reputation intact:

Have a committee. Entrust only one person, or a small team, to manage your company’s accounts so that you know exactly who is posting and who has access to classified information.
Establish a company-wide response policy. If something does happen, have a pre-established chain of command. Determine who will speak to the press first so that you will come off as calm, cool and collected in the event of an emergency.
Fight fire with positive fire. If you do receive negative comments, don’t let the “haters” get a rise out of you. Resist the urge to fight back. Let your public relations team handle it, and focus on putting forth a positive image. Your loyal customers will be able to see past a few disgruntled voices.

“Social media can be a huge benefit for your company,” says Dian. “However, I urge all employees, from the CEO down to the newest hire, to understand exactly what the company or organization’s policy is regarding Internet usage. It can truly make or break your reputation.”

Good PR is Good Business…IF You Know What You’re Doing

crowd (DGIwire) — Whether the economy is booming or approaching a downturn, a company’s public relations budget is often the first to take a hit. When things are going well, some management teams consider public relations to be unnecessary, and when they’re not, shortsighted companies make hasty decisions in an attempt to cut expenses. However, more media-savvy companies understand that investing in PR is a wise way to continuously accentuate the positive—and an effective ongoing media campaign delivers multiple returns on each dollar spent.

One of the last corporate investments that should ever be cut is good PR strategy. A well-planned corporate communications program provides reliable third-party endorsement, helps craft your company’s message and ensures consistency of messaging. Not only do these angles keep your company in the news; they also attract editors and segment producers who cannot easily ignore a media-worthy pitch. These campaigns tailor your story to reach selectively targeted media, from mass marketing to the general consumer to “me” marketing that reaches niche and trade publications.

A successful PR strategy will also position your company’s CEO and key executives as experts in their field, minimize damage by announcing bad news intelligently, build credibility for your company’s products and services, and keep your company in the minds and portfolios of investors.

Dian Griesel, Ph.D. a long time communications strategist says, “An effective PR strategy will consistently deliver inventive ways to get your company in the news and keep it there, whether that means tying your story to trends and current events, positioning your CEO and executive leadership as expert spokespersons or using holidays and seasonal occasions as news pegs. The possibilities are limited only by imagination.”

In other words, a good PR campaign appreciates that your company’s story is inherently newsworthy. How does your lead product work? What noteworthy figure was just signed to the board of directors? What upcoming conference will management be attending? What hobbies does the CEO enjoy that might make him or her attractive to specialized niche publications? Even stories about your competitors can be leveraged into excellent opportunities for bylined pieces or letters to the editor. There is always an opportunity to pitch a story from an opposing view or new angle.

All of these reinforce a golden rule of PR: Media coverage begets media coverage (a fancy way of saying “news makes news”). For example, when you secure a major placement for your company, it is good PR practice to issue a press release drawing attention to the company’s appearance in that publication or media outlet (on the assumption that not every investor subscribes to, say, National Geographic or an industry specific trade, for example). You might be surprised by the very tangible effects these types of news announcements can have on relationship building with your various constituents.

Simultaneously, you also want to make sure you spread the news about any stories about your company on your preferred social media outlets. Be sure to add a line and a link to your article on your twitter, facebook, linkedin or other social media pages, while “stumbling” the story or adding it to pinterest or instagram, for example, if there’s a good accompanying photo. This strategy is not only a good way to leverage the internet’s reach, it’s a great way to do a “turn in kind” for the hard working reporter that wrote your story in the first place. Everyone benefits from the greater dissemination and recognition.

Despite these benefits, PR traditionally gets a bad rap. Disgruntled companies might complain about shelling out high fees and seeing few results. And, as in any business, there are sharks in these waters. However, rather than a disreputable dark art, PR has become an integral, quantifiable part of any winning media-age business strategy.

Implementing a clear, bold, rigorous and transparent PR campaign means you will likely enjoy the thrill of seeing your company in print and on the air. And that exposure translates into all the tangibles (higher stock price, better customers) and intangibles (a better general perception of your company and its management) that consistent media coverage ultimately provides.

How to Swim with the Sharks and Win Investor Money

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(DGIwire) — How many times have you watched an entrepreneur win the opportunity to court the interest of The Shark Tank investors, yet fail to gain the coveted investment due to poor presentation skills and the inability to articulate their value proposition?

“Many people don’t realize that the need to attract a banker, a “crowd” or other investors begins the day a company is born. Although you may be one of the lucky entrepreneurs that never needs to raise outside capital for growth, you will still need a broad-based, integrated strategy specifically designed to showcase the value opportunity of your company,” says long time communications expert Dian Griesel, Ph.D. “Whether managed in-house or through an outside firm, an effective plan has a dual purpose: 1) to catapult your company to its next level of success and growth, and 2) to serve as a safety net to support you through unexpected times of crisis or need.”

A well- planned program will:

• Provide information to the marketplace.

• Get feedback from the marketplace.

• Build relationships with appropriate banks, investors and third-party endorsers.

• Maintain proper disclosure as required by law and by your market venue.

• Manage expectations and disappointments.

• Communicate management’s vision for the future.

Although not everyone considers the company the best source of information about itself, and some investors are more prone to rely exclusively on quantitative or technical analysis to determine where they will invest, such investors are in the minority. Most do see company management—the key people running the company—as the essential source of information. Many money managers would never even consider making an investment without first having a “touching and feeling” one-on-one meeting with management. These meetings allow would-be investors to evaluate intangibles such as the personalities, honesty and integrity of management, and to develop an opinion as to management’s ability to accomplish the tasks at hand and to think, act and progress in accordance with the company’s mission.

So, how do you prepare to ask for money if you need it?

Nothing happens in a vacuum, at least most of the time. Think Ockham’s Razor—a principle attributed to the 14th-century English logician and Franciscan friar William of Ockham, and frequently paraphrased as “All other things being equal, the simplest solution is the best.”

The lack of investing interest in a good company is often a consequence of its failure to institute a strong communications program. A company must spend the necessary time to ensure that its potential customers and partners, and the investing and media communities, know of its existence—and we are not just talking about putting out the occasional press release.

Let’s assume that you and your company have a great offering and that you have been delivering on your promises. You have a good tale to tell. Are they getting out in public telling it? Or are you spending your time “singing in the shower?”

The shower is warm and safe, but the rewards are on stage, in front of a live audience.

Besides management being reluctant to get out and meet with people, companies too often fail to put sufficient thought, time and effort into their messages and strategies. Add to this news releases that are poorly written, rushed out and ill-timed; conference calls that are treated in an off-the-cuff manner; presentations that lack formality; and crisis management that is not planned and addressed prior to an unanticipated event. Are any or all of these factors contributing to the stagnation or lowering of your company’s valuation? They assuredly will be if you have not carefully considered how to best present your story.

Do you want a higher valuation? Greater sales? Peer recognition? Of course you do! The higher the valuation, sales and/or recognition the more likely you will be able to obtain capital for the financial growth requirements of your company and the less dilutive any future rounds of fundraising will be. More so, you will be better positioned to intrigue a wider circle of possible investors, partners or buyers.

What does all this mean to you? Dian Griesel, Ph.D., president of DGI Comm sums it all up this way: “If you aspire to a place in the big leagues, you need a well-thought-out, progressive, proactive communications program. You need it today, tomorrow and every day that you exist as a company.”

Enlightened Employment: Corporate Cultures Thrive When Employees Do

englightened (DGIwire) — As a leader, you need talented people on your team. They’ll not only help you take your business to the next level but they’ll also help you solve any problems that may arise while you’re getting there. It’s why finding the right people and placing them in the right position is essential not just for you as a business owner but for your employees as well.

However, finding such talented people can be difficult. Today’s market place is flooded with talented individuals ranging from fresh college graduates to seasoned veterans. The process can certainly seem daunting but remember; the more diligent you are pre-employment the happier you’ll be once they’re on the payroll.

Your first step in filling a position is to look in your own house. Is there someone already in your employ that’s been champing at the bit for more responsibility or a promotion? Loyalty and good performance should be rewarded with opportunity. Or is there another person who isn’t working at full capacity? Every employee should be pulling their weight within the company. Making the determination as to whether you need to add staff or rather, adjust the staff responsibilities of those you already have, could save you the step of bringing someone new on board.

Once you’ve decided to hire a new employee, don’t limit your options. Of course there are the standard employment ads and recruiters, but talented people can be found everywhere! Conventions, special community meetings, networking events, parties, online forums…even subways and busses! Always be on the look out for potential candidates and pay attention to everyone you meet. Your next employee could be the person on the plane seat next to you!

Be prepared during the interview process. Have insightful questions ready that will help you to see the person beyond the resume. Throw them a curve ball and ask a question that they couldn’t possibly expect. Don’t just listen to them answer but watch them answer. Pay attention to their body language. Are they looking you in the eye? How do they react when they are outside their comfort zone?

Include your existing team in the hiring process. “Once I narrow it down to 2 or 3 candidates, I bring my team in to meet them.” says recognized media spokesperson Dian Griesel, Ph.D., President of DGI. “I trust our group to want and to know what’s best for our company. Dynamics and personality definitely come into play and sometimes that ‘feeling’ just needs to be there. Things need to fit.”

Once you do bring on new talent, you need to be the best employer that you can be. Create an environment where your team wants to come to work. Be fair and accommodating recognizing that in today’s world there exists the need for flexibility. Happy employees are productive employees. Happy, vested employees will move mountains to protect and grow your company. They will want to stay in your employ and will recognize the opportunities that they’ve been given.

Provide continuing education and opportunities for improvement for your employees. From as small as webinars to as large as tuition reimbursement. Doing so not only shows them that you want them to be the best they can be but also that you are invested in them. You’re asking them to be invested in you and your brand and that’s easier to do when they feel reciprocity. Feeling truly valued goes a long way.

Lastly, listen to your employees. Create times to have one and one conversations with each one. Even if it’s just five minutes, find out how things are going or if they need any tools or assistance that will make them more effective at their jobs.

How Successful Leaders Listen

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(DGIwire) — When it comes to being a good leader, effectively communicating your ideas, vision and knowledge undoubtedly contribute to your success. You need to be heard. But there are some times when you just need to listen. More often than not, people undervalue the art of listening. Being an effective listener can help you solve many problems and may even help prevent them in the first place.

Listening allows you to see things from another person’s perspective, one you may never have had access to. Once you’ve gained that perspective it can help you to develop empathy and understanding. While you may not always agree with that person’s perspective, knowing it lets you assess the “big picture” and can help your business move forward as a team.

Dian Griesel, PhD, a recognized crisis expert, offers the following suggestions to improve communication through better listening skills.

1. Be attentive. Keeping eye contact with the person lets them know that you are engaged in the conversation. Let them know that what they are saying is important to you.

2. Don’t rush it! Instead, focus on asking questions that bring value to the conversation. Take any extra time that might be needed for the person to express what is on his or her mind.

3. Free your mind. Don’t start the conversation with a pre-conceived opinion or outcome. Be open to what the person is saying and how it might relate to you as both a leader and an individual.

4. Watch that body! Pay attention to your body language. Look attentive and “present.” You don’t want to make the person feel like you have anywhere else that you’d rather be.

5. Two Way Street. Body language goes both ways. Read what their body is saying and respond accordingly. By reacting to what you see, you can facilitate the flow of conversation. An understanding nod or smile can do wonders to put the person at ease.

6. Acknowledge. You might not agree with the message but something as simple as, “I hear you.” or “I understand” can make a world of difference. Let them know their viewpoint was heard.

7. Exercise humility. Be willing to be wrong. Show them that you really took to heart what you heard and that you will take the time to reflect on the conversation as it pertains to the betterment of the company.