Earlier in the year I presented this rather fine deck of slides to LGComms in Manchester and wrote a blog post around the subject of Die Press Release, Die! Die! A post partly inspired by the rather fine Tom Foremski post of the same name from way back in 2006. A whole load of text words and images.
It turns out I was wasting my time. What I really should have done was to just show this table from Fred Godlash from the BusinessWired blog. It talked about a post they wrote in 2007 that put the price of a press release at $5,000. The equivalent price is $7,500 they surmised. Oh, how I wish that was the case for the corner of the public sector that I work in that collectively put out more than 1,000 in the previous 12-month period. You can read the full post here.
But what really caught my eye was a table that set out the reasons for writing a press release in 2007 compared to 2013. I’ve reproduced it here:
Why? Because it really nails the motivation behind getting a message out. In the past the aim was ink inches and coverage in the local newspaper. Today, the aim for any communications person is to think both print and digital.
The question is, are you? And how are you doing it? If you are not what are you doing about it?
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In Dunkirk, its Johnny Mills as a British corporal steering his men to safety.
In Pulp Fiction, its Samuel L. Jackson and John Travolta getting away with accidentally shooting Marvin in the face.
One if the biggest challenges facing press offices and communications teams is how to blend the old with the new to stay relevant.
There was a fascinating post by Ann Kempster who works in central government about what comms teams should look like. You can read it here. Emer Coleman from the Government Digital Service and others made some excellent comments.
A couple of years ago I blogged about what comms teams needing to adapt and have traditional and digital skills. I probably over-sold open data. We’re not there just yet but will be but the basics I still hang my hat on.
Back then I said the communications team needed to be both digital and traditional so calling something a press office these days is a bit of an anachronism. It would involve the basics:
- Have basic journalism skills.
- Know how the machinery of local government works.
- Write a press release.
- Work under speed to deadline.
- Understand basic photography.
- Understand sub-editing and page layouts.
But would need to have these too:
For web 1.0 the press office also needed to:
- Add and edit web content
For web 2.0 the press office also needs to:
- Create podcasts
- Create and add content to a Facebook page.
- Create and add content to a Twitter stream.
- Create and add content to Flickr.
- Create and add content to a blog.
- Monitor and keep abreast of news in all the form it takes from print to TV, radio and theblogosphere.
- Develop relationships with bloggers.
- Go where the conversation is whether that be online or in print.
- Be ready to respond out-of-hours because the internet does not recognise a print deadline.
For web 3.0 the press office will also need to:
- Create and edit geotagged data such as a Google map.
- Create a data set.
- Use an app and a mash-up.
- Use basic html.
- Blog to challenge the mis-interpretation of data.
So how can we make the joint traditional and digital press office work?
There’s no question that the traditional press office and the digital press office should be under the same roof.
There’s no point in having an old school team with spiralbound notebooks and in the next room a digital team with jet packs and Apple macbook pros not communicating.
So what can help make the joint digital and trad comms team work?
Press officers won’t all head voluntarily to this bright new dawn. It’s just not going to happen overnight. Some won’t change and will be left behind.
The bright ones will adapt and are adapting to a place where a bog standard comms plan will include old media + social media + web as a matter of course. After all. We don’t all have specialists for TV or radio sat in most press offices and certainly not in local government where I work.
We all need a specialist digital comms officer to help blend the old and the new
Once I knew a man who was a mechanic. He used to repair petrol engines. At night school, he learned how electrical generators worked.
When his company changed to electrical generators he alone had the expertise for both and was invaluable in training staff.
That’s the approach we need for press officers.
In other words, what will blend old and new in the short and medium term is the dedicated social media or digital communications officer.
On Ann Kempster’s blog the anaology was made about digital cameras. We don’t refer to cameras as ‘digital’ these days. They are just cameras. That’s true and that’s where we need to go with comms teams.
But in many ways there’s more to it than that. I remember working as a newspaper when the first photographer – who was not a popular man – walked in proudly with a satchel with the paper’s first digital camera and laptop. “Schools broken up early has it?” came the dry-balloon bursting quip from the long-serving deputy chief reporter. The same quip was made every time the photographer walked in until the whole of the company’s photographers had them. Somehow, knowing the characters involved that made it funnier.
There was a cross-over period while photographers adapted to the new technology but the basic work of the photographer remained the same. Composition was unaltered. They were still building the same things through their view finders. But with digital communications it’s asking people to use a completely different set of skills. Like asking a photographer to become a sculptor overnight. But still take pictures when needed too.
From experience, the shift from the traditional to the traditional + digital takes time but it has to be coaxed and encouraged. That’s where the digital specialist in the comms team comes in so long as they share the sweets, horizon scan and work to give back-up to help others gain confidence. They also need to flag up the successes. They need to do some measuring and reporting back. We need to include digital stats along with traditional media ones so when the cabinet member in local government, or whoever, gets told what’s happening in the media they’re getting the digital picture too.
Just because an organisation has given the green light to social media doesn’t always mean the influential people in an organisation get it. One of the big complaints is that digital is tacked onto the busy day job. Well, if the day job means press releases churned out to dwindling newspapers maybe that work needs re-calibrating. But you need to convince the powers that be that it’s not 1985 anymore and digital and traditional is the way forward.
Why do comms need to share the sweets?
That’s something I’ve been banging on about for a long time. Comms needs to train, give advice, shape policy where needed but most importantly hold the door open for others to go through.
Across the country these either formally titled or informally tasked digital comms people can be seen doing good things. Look at Helen Reynolds in Monmouthshire County Council, Geoff Coleman at Birmingham City Council and what Al Smith did at Newcastle City Council and elsewhere as a couple of examples.
It’s the path that Walsall Council’s comms team has taken too thanks to bright leadership. As a result we now have press officers like Tina Faulkner and Becky Robinson who by no means are digital natives putting together inspiring campaigns like this one which saw a morning with a carer and her husband who suffers Alzheimers. They found magic in this approach which told a human story beautifully.
The challenge is to find the innovator in every comms team and gently give others room and confidence to grow if they need it.
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