Larry Litwin's Public Relations Blog

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

From time to time, Larry's Blog carries excerpts from "The Public Relations Practitioner's Playbook." The following ("The SWOT Analysis")
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."

Understanding Your Strengths, Weaknesses, Opportunities and Threats

Mind Tools (http://www.mindtools.com) believes in helping people, starting their careers, to better understand the essential skills and techniques, which will help them to excel, whatever the chosen profession. Among the tools are SWOT Analysis and Force Field Analysis. Both follow.

Why Use The SWOT Analysis?

SWOT Analysis is an effective way of identifying your strengths and weaknesses, and of examining the opportunities and threats you face. Carrying out an analysis using the SWOT framework will help you to focus your activities into areas where you are strong, and where the greatest opportunities lie.

How to Use SWOT

To carry out a SWOT Analysis write down answers to the following questions. Where appropriate, use similar questions:
Strengths:

• What are your advantages?
• What do you do well?
• What do other people see as your strengths?

Consider this from your own point of view and from the point of view of the people you deal with. Don't be modest – be realistic. If you are having any difficulty with this, try writing down a list of your characteristics. Some of these will hopefully be strengths!
Weaknesses:

• What could you improve?
• What do you do badly?
• What should you avoid?

Again, consider this from an internal and external basis – do other people seem to perceive weaknesses that you do not see? Are your competitors doing any better than you? It is best to be realistic now, and face any unpleasant truths as soon as possible.

Opportunities:

• Where or what are the good opportunities facing you?
• What is your awareness of interesting trends?

Useful opportunities can come from such things as:

• Changes in technology and markets on both a broad and narrow
scale.
• Changes in government policy related to your field.
• Changes in social patterns, population profiles, lifestyle
changes, etc.
• Local events.

Threats:

• What obstacles do you face?
• What is your competition doing?
• Are the required specifications for your job, products or
services changing?
• Is changing technology threatening your position?
• Do you have bad debt or cash-flow problems?

Carrying out this analysis will often be illuminating – both in terms of pointing out what needs to be done, and in putting problems into perspective.

You can also apply SWOT analysis to your competitors – this may produce some interesting insights.

Example:

A start-up small consulting business might carry out the following SWOT
analysis:

Strengths:

• We are able to respond quickly as we have no red tape, no need
for higher management approval, etc.
• We are able to give good customer care, as the current small
amount of work means we have plenty of time to devote to
customers.
• Our lead consultant has a strong reputation within the market.
• We can change direction quickly if we find that our marketing is
not working.
• We have small overheads, so we can offer good value to customers.

Weaknesses:

• Our company has no market presence or reputation.
• We have a small staff with a shallow skills base in many areas.
• We are vulnerable to vital staff being sick, leaving, etc.
• Our cash flow will be unreliable in the early stages

Opportunities:

• Our business sector is expanding, with many future opportunities
for success.
• Our local town council wants to encourage local businesses with
work where possible.
• Our competitors may be slow to adopt new technologies.

Threats:

• Will developments in technology change this market beyond our
ability to adapt?
• A small change in focus of a large competitor might wipe out any
market position we achieve.

The consultant might therefore decide to specialize in rapid response, good value services to local businesses. Marketing would be in selected local publications, to get the greatest possible market presence for a set advertising budget. The consultant should keep up-to-date with changes in technology where possible.

Key points:

SWOT analysis is a framework for analyzing your strengths and weaknesses, and the opportunities and threats you face.

This will help you to focus on your strengths, minimize weaknesses and take the greatest possible advantage of opportunities available.

For more, go to:
http://www.mindtools.com/swot.html

From time to time, Larry's Blog carries excerpts from "The Public Relations Practitioner's Playbook." The following comes from Chapter 15 - Public Relations Potpourri - Other Public Relations Tools.

To comment: larry@larrylitwin.com

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 super market 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 (super market 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.

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

From: Jeanine Genauer [mailto:JGenauer@woboe.org]
Sent: Friday, May 09, 2008 12:08 PM
Subject: Schools Accountability Act Draft - Public Relations

Dear Assembly Education Committee Member:

As president-elect of the New Jersey School Public Relations Association, our members are quite distraught with regards to the Schools Accountability Act Draft released May 1st and its call to abolish the position of public relations in public education.

I have attached the letter (See blog below this one)we sent on our organization's behalf to Commissioner Davy and also provide the following points with respect to
eliminating the position of a public relations/information (or whatever title) from school districts in the state. I would also like to point out that we are one of 32 state chapters that are part of the National School Public Relations Association with approximately 2,000 members across the US and Canada, established in 1935.

Why school districts need a dedicated public
information/relations/communications position:

It is the role of the school public relations professional to communicate to the local communities information on legislative acts
that are being passed relative to education, state mandates, testing,health issues and budget information to name but a few responsibilities.
The full role of the public relations/communications professional can be
found in the attached letter to Commissioner of Education Lucille Davy.

The local school communications professional is the employee on the frontline with the local media, which is where the community gets its
information - whether this be the county section of a major daily, the weekly newspaper, a township newsletter, school district newsletter or
website. The media and residents are not getting the information from Trenton. They rely on the local school district communications
professional to provide information and input on their stories,and make them aware of changes, additions, eliminations occurring legislatively
and its local impact, assist them in getting information and making them aware of the role of public education and the schools in the community,
stories about events and achievements, and a host of other responsibilities.

The local school communications/public information officer is also the key to transparency in government, which is the thrust of the
legislature currently. Without a dedicated professional in this role,people will be passed from person to person, never getting an answer as
it is not the dedicated responsibility of one employee. There will also be tremendous inconsistency in messages delivered to the public from Boards of Education and schools as individuals tend to interpret
information from their own perspective if they have not been professionally educated to deliver information factually or from the
perspective of the original speaker.

The role of the school communications professional is to ensure that information is being provided to stakeholders in a timely, consistent manner, through vehicles and in terminolgy that can be readily understood. By asking school personnel to take it on as part of their duties as Superintendent, Assistant Superintendent, Business
Administrator, teacher, or other staff member will surely result in less transparency and accountability.

We ask that you recommend the removal of Subchapter 6A:XX-6.2 with regards to abolishing the position of public relations in public school
districts.

Sincerely,
Jeanine Genauer

President-elect
New Jersey School Public Relations Association

Director of Communications & Grants
The Public Schools of West Orange
179 Eagle Rock Avenue
West Orange, NJ 07052
(973) 669-5400 x-279

To comment: larry@larrylitwin.com