Larry Litwin's Public Relations Blog

(To comment: larry@larrylitwin.com)

These past few weeks have been especially difficult for the Litwin, Carlin and Perris families. Nancy’s mom, Janet passed away – but not until she survived nearly nine years as an Alzheimer’s victim.

But this Blog is not about her death – or even her long life. It is about the wonderful care she received at Saint Mary’s Catholic Home (210 St. Mary’s Way, 08003) in Cherry Hill, N.J. and – the final days of her life –at Kennedy Memorial Hospital in Stratford, N.J. and the Vitas Innovative Hospice Care on the hospital’s third floor.

No words could ever express the care offered at Saint Mary’s. The staff’s diligence and compassion is beyond measure. The nuns, medical staff and aides possess incredible patience for the residents and their families.

It was just over two weeks ago that the decision was made to admit Janet Perris to Kennedy. And, because my personal and professional lives have become consumed with public relations and relationship marketing I’d like to share the incredible job done at Kennedy and Vitas from the very moment that we arrived at Kennedy’s Emergency entrance.

Within seconds of walking through the door, a nurse approached asking, “Are you here for treatment?” When I answered “no,” she directed us to the security desk about five feet away. The security guard promptly pointed to the proper bed in the emergency area where we were quickly greeted by a nurse and technician who already had all of my mother-in-law’s health directives and laid out exactly what would take place over the next few minutes and what we could expect from a timeline standpoint. We were offered coffee and snacks.

As we sat and observed all of the activities in the busy emergency room, a nurse once again reminded us about the coffee – which, as it turned out was pretty good.

Over the next couple of hours much testing was done. Nancy kept busy reading a book and I watched a text feed of the Phillies game on my Palm Treo.

Eventually, we were given the choice of what to do next. Much later that night, maybe even during the early morning hours, Mother was admitted to the hospital. Early the next morning Kennedy’s Admissions Office called to ask that we stop in to sign some forms, which we did. From there we proceeded to Room 349. Moments later, Billy, the nurse and Nicole, a student nurse, arrived to greet us, fill us in and ask a few questions.

By now, you get the point. Kennedy Memorial Hospital knows public relations. Whether it be Dr. Prameela Palli, who apologized for not being available to meet with us as often as we liked, to the weekday and weekend staffs, to the security guards at the entrances, the approach was textbook – and never deviated from HIPAA regulations.

Within days of Janet Perris’ death, Eileen Moore, Kennedy’s director of Guest Services, and all of “Your friends at VITAS” had sent personally signed condolence cards. Too often, such compassion, attention to care, communication and patient privacy is taken for granted. And, too often, some – and even too many – health care providers and others forget the importance of customer service. Those who do should take a page from Kennedy Memorial Hospital and Vitas Hospice in Stratford, New Jersey.

The Perris, Carlin and Litwin families appreciate – beyond words – all that was done to ease the pain of loss.

BERSCHLER and SHENBERG
FUNERAL CHAPELS, INC.
Howard D. Shenberg, Mgr. N.J. Lic. No.4648
101 Medford-Mt. Holly Road, Medford, NJ 08055
856 – 665 – 5401
www.BerschlerandShenberg.com

PERRIS
Janet (nee: Pewowar), Aug. 12, 2008, devoted wife of the late Lionel, cherished mother of Marilyn (Ed) Carlin, Robert (Jane) Perris and Nancy (Larry) Litwin. Grammy of Jennifer (Carlin) and David Roth, David and Sandra Carlin, Matthew and Janice Carlin, Michael Perris, Joanna (Perris) and Jeff Gannon, Julie (Litwin) and Billy Kramer and Adam Litwin. Also 5 great-grandchildren. Relatives and friends are invited to Graveside Services Fri. 1 PM at Mt. Jacob Cem. Family will return to the Litwin Res. Contributions may be made to Saint Mary's Catholic Home, Cherry Hill, N.J., Alzheimer’s Assoc., Marlton, N.J. or Vitas Hospice, Mt. Laurel, N.J.
BERSCHLER and SHENBERG

From time to time, Larry's Blog carries excerpts from "The Public Relations Practitioner's Playbook." The following, just a summary on planning SPECIAL EVENTS. It comes from Chapter 15 - Public Relations Potpourri - Other Public Relations Tools.

To comment: larry@larrylitwin.com

Visit www.larrylitwin.com for more information on "The Public Relations Practitioner's Playbook" and "The ABCs of Strategic Communication."

Planning Our Special Event

• Goals
o Why are we having this event?
o What do we want to accomplish?
• Research
o How will we accomplish our goals?
o How will we tell if we’ve accomplished our goals?
• Budget
o How much is appropriated?
o How much does it make sense to spend?

Kate’s 10 Key Points to Event Planning (Summarized)

1. Decide what you want to plan.
2. Organize the volunteers.
3. Be ready for anything.
4. Create a timeline (think backwards).
5. Create an incentive for participation in the event.
6. Communicate with your participants.
7. Make it a learning experience for attendees (what will they
take away with them?).
8. The event – if well planned – will run itself (planning is
everything).
9. Evaluate plan (and event) after it is finished (exit survey)
10. Have fun!!!

Kate Sullivan – former public relations director – Morris Arboretum of the University of Pennsylvania

From time to time, Larry's Blog carries excerpts from "The Public Relations Practitioner's Playbook." The following, just a summary on PRSA's Seven Cs of Communication comes from Chapter 15 - Public Relations Potpourri - Other Public Relations Tools.

PRSA's Seven Cs was among the topics discussed at the recent annual seminar at the National School Public Relations Association in D.C. More on the seminar in the upcoming weeks.

To comment: larry@larrylitwin.com

Visit www.larrylitwin.com for more information on "The Public Relations Practitioner's Playbook" and "The ABCs of Strategic Communication."

The Public Relations Society of America (PRSA) defines communication as – simply the “interchange of information – conveying thoughts from one party or group to another.”

To achieve our goal of bringing about behavioral change, most, if not all, of the “Seven Cs of Communication” must be achieved. (The main components of the “MAC Triad” are contained in the “Seven Cs.”)

1. Credibility – A climate of belief built on the institution’s performance. Receiver must have confidence in the sender and high regard for the source’s competence on the subject (source credibility).

2. Context – Communication programs must square with the realities of their environment. Context must provide for participation and playback, and must confirm, not contradict, the message. Effective communications require a supportive social environment – one largely set by the news media. The audience must have a frame of reference.

3. Content – The message must have meaning to the receiver – relevance. Audience determines content.

4. Clarity – The message must be put in simple terms to help assure it will be received exactly as intended. Communicate clearly, concisely, consistently, completely, specifically and simply.

5. Continuity and Consistency – Communication is an unending process, requiring repetition to achieve penetration. Messages must be consistent.

6. Channels – Established channels of communication that the receiver respects and uses should be employed. Creating new channels is difficult. Different channels have different effects and serve effectively in different stages of the diffusion process. Different channels are called for in reaching target audiences. People associate varying values with the many channels of communication, and this, too, must be kept in mind.

7. Capability of Audience – Communication must take into account the capability of the audience. Communications are most effective when they require the least effort on the part of the recipient. This involves factors of availability, habits, reading ability and the receivers’ knowledge.

Some practitioners, including this book’s author, separate continuity and consistency. Litwin defines continuity as establishing a firm or organization’s identity by using the same distinct logo and design on all communication vehicles. Gannett’s USA Today is an excellent example. CBS Broadcasting’s all news radio stations have been using the same formats and similar jingles for nearly 45 years. Continuity provides “locking power” and quick recognition.

Andrea Fitting, CEO of Fitting Group, a marketing consulting firm, stresses the importance of consistency: “Standards must be applied to all communications with the outside world,” she says. “If your literature – your brochures, product sheets and even your stationery, letterhead and business cards look as though they are from different companies, you obviously don’t have someone coordinating your marketing efforts.”

Litwin suggests public relations practitioners borrow a tactic used by retail store operators – at closing time many exit their stores backwards to see what customers see when they enter the store. Why not take periodic visual audits of your organization to check on its continuity and consistency?

From time to time, Larry's Blog carries excerpts from "The Public Relations Practitioner's Playbook." The following, just a summary on Key Communicators - aka connectors, consumption pioneers, opinion leaders and key influencers - comes from Chapter 15 - Public Relations Potpourri - Other Public Relations Tools.

To comment: larry@larrylitwin.com

Visit www.larrylitwin.com for more information on "The Public Relations Practitioner's Playbook" and "The ABCs of Strategic Communication."

1. Always wear your nametag on your right.

2. Allow the Host to point out where the guests should sit.

3. Follow the Host’s lead. Once the Host begins to eat – you eat.

4. Once seated, immediately place the napkin in your lap.

5. Utensils: eat from the outside in – NEVER pick up dropped silverware.

6. Your bread is to the right, water is to the left.

7. Elbows should never rest on the table while eating.

8. Use the silverware to signal you’re finished (the 4:00-10:00 position on a clock).

9. Take out food the same way it went in. (If you put a piece of food in your mouth with your fork and the food is unpleasant (tough or not tasty), you should remove the piece of food with your fork. Don't spit the food into a napkin or use your fingers to remove it.)

10. If you have to pick or clean your teeth – excuse yourself from the table.

11. Never order alcohol – even if the Host does.

12. Whoever invited the guest will be paying unless discussed.

Professor Jessica Gisclair, Esq. – Advisor

From time to time, Larry's Blog carries excerpts from "The Public Relations Practitioner's Playbook." The following, just a summary on Key Communicators - aka connectors, consumption pioneers, opinion leaders and key influencers - comes from Chapter 15 - Public Relations Potpourri - Other Public Relations Tools.

Key Communicators was among the topics discussed at the recent annual seminar at the National School Public Relations Association in D.C. More on the seminar in the upcoming weeks.

This blog ran earlier, but is worth a repeat.

To comment: larry@larrylitwin.com

Visit www.larrylitwin.com for more information on "The Public Relations Practitioner's Playbook" and "The ABCs of Strategic Communication."

An Authorized Grapevine

In essence, the key communicator program is an authorized grapevine that delivers facts to a community quickly and honestly. In a crisis situation, traditional communication channels just can't operate quickly enough to get the truth to those who need to know.

Professor Donald Bagin, Rowan (N.J.) University professor emeritus, has conducted extensive research on the KC program. He offers these steps in forming and working with KCs.

1. Start by explaining the KC concept to a fairly small number of people who can serve as KC identifiers. Offer examples of where and how the concept has worked successfully.

As fully as possible, the KC database should include a representative membership of the community's churches, synagogues, clubs, civic associations and even coffee-drinking crowds or other social groups. Assure that all socioeconomic levels are represented.

2. Over a period of several weeks, the identifiers take advantage of social occasions to verbally survey other residents. They might ask such casual questions as, "Say, we're doing a survey on how well we're communicating our message. Could you tell me the names of a few people you have talked with recently about real estate taxes – or the mayor, or in the case of the supermarket about the new electronic checkout?” (They should be certain to assure the person they don't want to know what was discussed – just with whom they talked.)

These casual encounters will provide up to several hundred names for the KC organizer. Tabulations will show that a number of people will appear often. These are the community's KCs – the ones upon which this whole program will be built.

3. Analyze each KC in terms of impact throughout a community or area. That is, one KC may come into contact only with residents around one sub division. Another is the key person in an African American or Spanish-speaking community. This analysis will pinpoint whom to call depending on the situation. A community-wide problem will require using the overall list. An incident in just one neighborhood will call for contacting KCs in that area only.

4. The management person (supermarket manager, schools’ superintendent, mayor, etc.) should personally enlist the aid of each KC. Experience has shown that 95 percent of those asked will be pleased to cooperate. Among the reasons for the cooperation: “because we are not being asked to attend many meetings or to act as a formal advisory committee.” Most KCs are busy people with many demands on their time. Adding the role of key communicator involves little more than providing community feedback and carrying messages from your company or organization to their friends and neighbors.

Send a letter or call each prospective KC to explain the concept and describe how he or she can be of service. Arrange to have a brief meeting with each one soon.

Follow a letter with a phone call. Letters alone will attract only about half of those invited to meetings, but a call will usually guarantee a large turnout.

Meetings may be held on an individual basis with appropriate KC people invited. Keep the agenda and tone informal. Explain a few typical cases in which the KC concept would operate. Above all, keep meetings short – no more than an hour – or meet with people individually or in small groups over coffee in a local diner.

5. Emphasize, in meetings or conversations, the KC concept is based on a two-way exchange. You want to hear about rumblings or rumors running through the community. If facts are in error, you can call the KCs with the correct information and they in turn can pass it along. lf hostile action is planned, KCs can alert municipal authorities so they can make counter plans.

Information must be shared with the KCs on a regular basis. If you are representing a municipal government, for example, send them background reports – on the proposed budget, on personnel turnover, on new construction, on senior citizen activities. Send them advance copies of council meeting agendas and an action follow-up. When you do whatever you can to make the KCs an informed group of people, they in turn will spread the word about the district and what it is trying to do.

To comment: larry@larrylitwin.com