CorpComms Magazine

(1) Embrace the new

There has never been a better time to be a professional communicator. Traditional media are in crisis, as a new generation turns to the Internet rather than newspapers for news. At the same time, social media has given consumers and voters greater control. As PR professionals, this is a great opportunity. We can finally lay to rest the impossible idea that we can control the message. Authenticity is key in the new era - as it was all along for canny communicators, who recognised it to be the best way to engage with people. But it should prompt us to take a fresh look at how we do our jobs. I've found the social media workshops run by the CIPR and others invaluable. PayPal is rapidly developing its social media presence, and I've recently revised the external communications guidance we give UK employees to reflect the impact of social media and the importance of transparency. This is a fast moving area and we should follow developments closely.

(2) But beware of bandwagons

Do not suspend critical judgment when it comes to social media. That's dangerous, as Gordon Brown discovered last year with his YouTube video about MPs' expenses. You should apply the same considered analysis to engaging with social media as you would with traditional media.

(3) Plain English pays

It is amazing how many people start speaking another language when they go to work. You will spot this from those PowerPoint presentations with ugly words and phrases such as granularity, synergies and value propositions. Be ruthless with your own communications. Are you using language your audience will appreciate? Every industry has its jargon, but vivid phrases have much more impact. Take a lesson from the accountant trying to save Australian airline Ansett I feel like Old Mother Hubbard. When we went to the cupboard, there wasn't anything there.

(4) Look after your team

PR can be a bruising business. We all remember media enquiries that resulted in damaging stories. Over time, we get battle hardened. But never forget how painful these encounters can be for junior press officers, especially if your chief executive takes the story badly. Offer support and encouragement, rather than echoing criticism from the boss. And coach your team so lessons are learned in a constructive way.

(5) Remember who pays your salary

I started my career as a building society cashier. On Saturday mornings, the queue snaked to the door. I was quick to apply that experience when I moved to the press office and was asked to create stories about great customer service. I've handled scores of media enquiries about customer complaints over the years. One of the best parts of our job is to use this experience to push for improvements that make life better for the people who pay our salaries - our customers. We should always treat them as individuals, not as media enquiries or complaint statistics.

(6) Play your part

Get involved with your professional associations. You'll enjoy endless networking and professional development opportunities. I've just joined the CIPR Corporate & Financial Group's committee after almost 20 years as a CIPR member. The group has an impressive programme, with recent speakers including the chief executive of the Financial Services Authority, The Economist's business editor and the presenter of BBC Radio 4's Money Box. You'll also gain a lot from speaking at conferences. I was asked to give a keynote speech to the CIPR Northern conference in 2006. It prompted me to step back from the day job and reflect on the impact of 24 hour news and social media on crisis communications.

(7) Explain what you do...

Few people outside our profession understand PR. How many times have you heard colleagues talk about a press release when they mean newspaper article? You'll find your job much easier if you take time to enlighten them. A short workshop for your marketing team or other internal partners could pay dividends.

(8) Push yourself - and your agency

If you work in-house, are you getting the most out of your PR agency? I am a great fan of treating agencies as partners. What are you trying to achieve together? Do you review your strategy regularly to reflect changes in your business and the outside world? If you are unhappy with their work, let them know. This sounds obvious, but it is too easy for clients and consultancies to allow a successful relationship to sour.

(9) Be prepared

Are you ready for a crisis? Have you got a contingency plan for an emergency, such as fire destroying your HQ? I was once bombed out of my office by the IRA, but, fortunately, we were well prepared and moved straight away to another building. More recently, I've taken part in a series of very realistic planning sessions, one of which assumed a passenger jet had crashed on our HQ. These exercises made me realise where we needed to improve our crisis communications plans.

(10) Don't send that email

It is all too easy to rely on email. Always ask yourself if you'd achieve more by talking face to face, or by phone, especially if you're tackling a sensitive or complicated issue. It is easy to offend or embarrass with an ill judged email. Allow time to reflect on what you plan to say, and if in doubt ask someone to review it before you hit 'send'.

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