Wellbeing in change – three things that can help

By Jo Twiselton
Original Post

My passion for wellbeing began over ten years ago and is driven from my own experience in two areas: my own career in communications and change, plus the impact I’ve seen big organisational change have at a personal level – and that includes being on the receiving end of poorly managed change.

My first run-in with change was a reorganisation in the very early days of my working life and it’s stuck with me ever since. We received long, jargon-filled announcements with little understandable explanation of why the change was happening and not much opportunity for those affected to ask questions and make sense of it for themselves. And, for those of us not directly impacted by the change?  Well, a few, including me, felt what’s now known as ‘survivor guilt’ – being left behind when others are gone. Overall, it was a pretty emotional experience.

With this experience – and others since – I know that big change can often create wellbeing havoc and have a negative effect on organisations.  So, part of my approach is helping people to help themselves when they face change. This stuff can really make a positive difference to people – and organisations.

Three areas of wellbeing

The term ‘wellbeing’ is used interchangeably to mean many different things, but for me, it’s about three main areas:

  • How I can notice more about how I’m feeling
  • How I can better look after myself – physically, mentally and emotionally
  • How I can be kinder and more compassionate to others – and myself

There are heaps of topics you can explore that sit beneath these, including exercise, nutrition, resilience, emotional intelligence, coaching, self-awareness and mindfulness amongst many, many others.  But most recently, the ones I’ve found that resonate with people the most are:

  • Being part of a trusted and honest support network – so having supporters who can look out for you and you can look out for them, particularly when things get tricky
  • Whatever is happening, recognising that there are things in my world that I can have control over, such as how I talk to myself and others, what I choose to eat and drink or watch or read
  • Being kind and compassionate. In the words of JM Barry, “Be kinder than necessary because everyone you meet is fighting some kind of battle.”

I love to hear about ways that people support their own wellbeing, particularly during tricky change. If you’d be happy to share your approaches or would like to chat more about this, do get in touch.

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Jo running a recent CIPREA workshop on wellbeing, Images by Becky Asplin Photography.

How to get CIPR Chartered

By Sarah Roberts
Original post

Last month I took the plunge to become Chartered. It was one of the most tiring, yet utterly rewarding days of professional development I have ever experienced.

I want to thank CIPR Inside who provided me with a one-off learning bursary as part of the package of goodies for winning the Future Leader Award at the Inside Story Awards this year.

So, what does it entail?

CIPR Chartership is the gold standard of professionalism in public relations practice. For me, it was the natural next step in demonstrating my commitment to my career, following on from being accredited for five years running.

To take part you need to meet the eligibility criteria, and you choose which Chartership Assessment Day you want to attend, where you will be rigorously assessed on your skills, knowledge and competency in strategy, leadership and ethics.

Ahead of the day you are provided with a case study for each assessment area, and a series of questions to get you thinking about the topic.

How should you prepare?

  1. Plot prep time in your diary – at least half a day, plus a weekend. I’ll echo here what others have said – you need to get enough time in your diary to prepare so you feel confident walking through the door and holding your own in all three conversations. But not too much that everything you speak about sounds rehearsed.
  2. Read the case studies and think around the questions.
  3. Don’t stop there though, read around the subject, draw on your own experiences
  4. Complete your 2-Year CPD plan after your prep, as you’ll better identify gaps in your knowledge base

My top tip (courtesy of Emily Osborne) is to prepare an A4 sheet of paper with 8 post-it notes for each session, which covered:

  • My overall thoughts on the case study
  • Headline answers to the questions
  • My own examples, and if I haven’t experienced something in the case study, how would I handle?
  • Other industry examples

You can take anything in with you into the room on the day – some take reams of prep, others take nothing. I found it helpful to have one of the below prepared for each conversation, which meant I had handy prompts to demonstrate my skills and competence.

Sarah R blog 1

How do you know you’re ready?

I’d been thinking about getting Chartered for almost two years and in April it became one of my developmental objectives as part of my appraisal. The reason I’d toyed around with the idea for so long was because I didn’t feel confident enough and the thought of failing, after being assessed by my peers, was quite frankly stomach churning.

I spoke to a number of people who had been through the process, read up as much as I could about what was expected from the day, and made a commitment to myself that I’d do it before Christmas.

This video with Sarah Pinch and Annette Spencer helped me gauge that it was the right time for me to do it: https://youtu.be/rGgv-1gG1fE

Congratulations to the other people who passed the assessment to become Chartered practitioners:

  • Caroline Black Chart.PR, FCIPR
  • Stuart Bruce Chart.PR, FCIPR
  • Matthew Davies Chart.PR, MCIPR
  • Nicola Eyles Chart.PR, MCIPR
  • Tom Howard Chart.PR, MCIPR
  • Sara McCracken Chart.PR, MCIPR, DipCIPR
  • Victoria Moffatt Chart.PR, MCIPR
  • Sarah Roberts Chart.PR, MCIPR, DipCIPR
  • Kathryn Robertson Ballotta Chart.PR, MCIPR
  • Caroline Sharp Chart.PR, MCIPR
  • Kevin Taylor Chart.PR, FCIPR

Jason MacKenzie FCIPR Found.Chart.PR, CIPR President said:

“Professional public relations is on the rise. We’re building a community of ethically competent, strategic professionals, with the judgement to positively influence organisations at the highest level.

I’d like to congratulate all of those who’ve passed today’s assessment. You are a credit to yourselves and the wider profession and collectively, you’ve taken us closer towards our ambition of becoming a predominantly chartered profession within 10 years.”

I am now incredibly proud to feature on the ever-growing list of PR pros who have become Chartered.

Everything that we go through – looking after the mental health of comms professionals

By Leanne Ehren | Original post on comms2point0

10 October 2018

As an issue mental health has been on the radar for the communications industry for some time. In truth we haven’t responded quickly enough to the risks it poses to us. But it feels like changes are taking place and that’s something we should all embrace.

I am not a mental health expert. I’m putting that out there, front and centre. I am just one comms person, trying to give a voice to the mental health challenges we face in our industry after having my own eyes opened wide to this negative stigma.

So, why did I decide to raise the flag? It all started earlier this year (2018) when I was approached to speak at a super event known as the Granicus Summit UK. When the organisers went through the line up of best practice, awesome campaigns, crisis tactics, I felt like there was only one thing I could talk honestly about. One thing that I had really learned over the past year that was absolutely imperative to good comms – but also was the one thing I had rarely heard being discussed openly: the mental health of comms professionals.

I bet you’ve written about it – mental health that is. Been asked to develop and deliver a campaign even tackling the stigma; a news release about your organisation signing a mental health pledge or pictures of staff undertaking mental health training. So we can talk about mental health, write about it. But when it comes to telling our story, the story of the communications industry and some of the negative impact it’s having on our mental health, we seem pretty tongue tied.

So, for World Mental Health Day this year (October 10), I’m trying to tell a very different kind of story; my story and hopefully, our story.

My story

About one year ago, I was diagnosed with PTSD (post-traumatic stress disorder). Like dozens of other colleagues, I was part of the many teams of people managing the aftermath Manchester Arena terror attack.

But we’re all different, and apparently, guilt is a real thing. It was for me; the guilt I had that I couldn’t do more, that we were working so hard but still couldn’t make things better, the guilt of going home when all you wanted to do was stay, the guilt that then six weeks later I had a new job opportunity and had to leave my team in, frankly, a slightly broken state.

It wasn’t until three months later, one day having a shower of all things, I started uncontrollably crying, continually seeing the faces of my colleagues who had gone through so much in such tragic circumstances. This wasn’t me. I was a strong, resilient, loud, bubbly, determined, a happy person – normally. I should be able to control this, deal with this, suck it up and just crack on. That’s not what happened.

I was so lucky to get the help and support I needed to learn about mental health, understand what PTSD was and develop ways to overcome my challenges and return to the person I’m most happiest being. And the beauty of mental health, like any injury, is that you can manage it, and that’s what I’ve been able to do.

While this was my first battle with my own mental health, I became intrigued and have learned I’m not the only one as the CIPR State of Profession report from this year highlights: about one in six PR professionals (16 per cent) report living with a mental health condition – an increase of 10 per cent from last year’s research.

A study for PRCA also found mental health in comms people is repeatedly ignored. Tragic.

So this is me, speaking for all those people I’ve chatted to in the past year, who maybe feel they can’t stand up right now and share their story quite yet.

I started listening to the stories of comms people and how the world we work in, can make them feel. These are some of their words:

“There’s a stigma – I didn’t want to say I felt stressed because comms people are can-do people. We’re the fixers.”

“I find it really hard to separate my work and my personal life online. It’s like I’m permanently switched on.”

“I bottled everything up until I exploded. I knew it wasn’t healthy, but everyone always expects comms to be the happy people!”

“We’re the first line of defence. All the trolls, all the negative comments about what the council isn’t doing; all of that, my team sees first on social media. I guess you become a bit immune to it all, but there are a few we’ve taken really personally and they can just hang over you. I think we then carry a lot of guilt.”

“There’s no out of hours rota but what’s expected of us is so full on. And worst of all, if something contentious that a councillor has spotted isn’t responded to over the weekend, we get blamed. We know it’s not fair but it’s just how it is. You feel the pressure, do it after work, then it’s hard to switch off.”

“My boss set up a competition in the team for social media: whose content would get the most engagement each week. It was meant to be motivational but it actually became harmful. People would be on the accounts out of hours, responding and making sure they were doing everything they could to get engagement up. It was only one Friday night at 7pm when I was in the office obsessed with the challenge, when I should have been up the pub, that I realised this whole situation was not a good thing.”

“Public sector comms is always under scrutiny – therefore it’s constantly changing. It puts a lot of pressure on us and we have to be resilient. That can take its toll after a few rounds of it.”

“I’d dealt with much worse, so many times before. But for some reason, that case really got to me. I just sobbed and sobbed the whole way home. Reading words can be extremely powerful.”

“The symptoms I went to the doctor with were physical – a skin rash. But it was only when we sat down and started talking and I told her all what I’d been dealing with at work, she was the one who said it wasn’t just my skin that needed treating, but my mental health needed looking after.”

“Everyone is being asked to do more with less. Some days I feel like I will never get to the end of my to-do list and that makes me anxious. But I just want to make sure everything gets done so I do work long hours.”

“We see some pretty horrific stuff working in blue light services and don’t get me wrong, we can access welfare like the frontline officers, but the difference is, people across the organisation don’t realise what you’ve been dealing with. You might have just been to the scene of a horrible incident overnight on-call and then the next morning you come in and deal with branding issues on a poster. The horrible stuff just gets forgotten about because “comms” is thought of as fluffy. It’s not and this stuff can really hang over you.”

“Comms isn’t getting the recognition for how 24/7 and “on” we are, all the time.”

Do any of these resonate with you? After hearing these, so many of you nodded your head, smirked, or found yourself embarrassingly echoing the calls of other people in our industry.

“But it’s just the way it is, isn’t it?” No. No, it’s not. It shouldn’t be, and it doesn’t have to be. Our mental health is no more, but equally no less important than that of any other employee in the workplace, but we do face different challenges.

It’s great we’re talking about mental health but there is a stigma. Still. I’ve faced that stigma head on.

No one is expected to be superman – or woman – there is no 24/7 resilience in one individual. We’ve seen that when expert comms teams lean on each other and on mutual aid during major incidents and times of crisis.

Your organisation has a legal obligation under the Health and Safety at Work Act for your mental health. Risk assessments have to be done to make sure you are OK. It really is a shame that some organisations don’t do this. It’s also a real shame that some leaders allow their teams to break – mentally and often physically – before bringing in a temporary fix.

But there are contributing factors to poor mental health that seem prevalent in the comms industry:

  • Our 24/7 online world
  • Mobile devices muddying the waters
  • Long hours, deadline driven
  • Doing more with less
  • Organisational culture
  • Poor leadership
  • Lack of respect and understanding for comms profession
  • Don’t forget on top of these, we have normal stressers as well, such as relationships, financial pressures and just general life.
  • However, there is some great stuff going on in organisations out there. These are some of the things you’ve told me is going on:
  • Wellbeing walks, meditation, wellness sessions and activities during core hours
  • Peer advisors
  • Managers encouraged to log time spent on staff wellbeing activities
  • Banning lunchtime meetings and out of hours emails (when not business critical)
  • Encouraging staff to work, create and deliver off-site
  • Specialist networking groups; single-sex, LGBTQ+, mental health groups
  • Staff subscriptions to meditation apps
  • Talks and training by mental health specialists and speakers

And as individuals you’ve given some brill tips:

  • Talking to people helps
  • Having one or two reliable buddies in the workplace you go to when you feel pressure is building , to coach you through a tough day
  • A safe space to go and switch off
  • If you’re leading a meeting, checking with people at the start how they are – accept that maybe our colleagues aren’t firing on all cylinders.
  • Addressing out of hours issues and pressures to be “on” through peer-led discussions
  • Getting work tech to help separate work/personal; doing this by sourcing business cases from other organisations who are successfully running a model you want to adopt
  • Regular team building efforts to bring comms together – and keep us there

Finally, we must drive this if we want things to change for our profession. The challenge of having difficult conversations with bosses who are just used to you managing every social media enquiry out of hours (with no additional pay); who are used to you just turning up for the 11th day on the trot without needing some time off; who are used to you undeniably putting your work and the organisation in front of everything else you do. It’s hard, I know that, so we must encourage a culture of change and tell our leaders what they can do to support us in being healthy, happy and productive people.

Someone always has to be the first – why shouldn’t it be you? As communicators, we are storytellers and I think it’s about time we started telling our story of mental health – do you?

Leanne Ehren is the communication and stakeholder engagement manager at London Stansted Airport.

CIPR East Anglia is running a wellbeing in comms event next week: https://www.eventbrite.co.uk/e/wellbeing-and-mental-health-in-communications-tickets-50638439937

For the full videos of the speakers at Granicus Summit UK: https://uk.granicus.com/uksummit18/

A look back – in numbers

Becky Hall – Chair of CIPR EA

As autumn sets in I thought it was a good time to take a look back at everything we’ve been up to in the last six months.

The CIPR East Anglia committee members have been busy bees since the AGM in March, and I’m very proud of everything that has been achieved so far. Here’s the last half-year in numbers…


1For the first time, we collaborated with the CIPR’s Inside and Marcomms sector groups to deliver this year’s breakout sessions at our annual conference. Feedback has been that the speakers were ace and we were chuffed to see #BestPractice18 trending on Twitter

 

14We like chit chat, and have run 14 networking events since March (mainly in pubs!).

These included our first in Newmarket, Peterborough and Norwich – after local members got in touch with us – as well as our successful events in Chelmsford, Ipswich, Cambridge, Colchester and Bury St Edmunds.

27

There has been a +27% rise in entries for the PRide awards from teams in East Anglia and the Thames and Chiltern region. The standard gets better each year, which means the judges have their work cut out for them!

Don’t forget to get your Awards night tickets.

 


5

Five CIPR EA members have given pro bono PR support to our 2018 GiveBack partner, Our Own Place, including a Saturday workshop and follow-up comms work to help the charity.

 

In additon, four learning events, where members could collect those all-important CPD points, were:

Is there an event you’d like to see in the region? Or want to join the committee? Get in touch here!


 

All of the above has happened because of the commitment and drive of the volunteers on the CIPR East Anglia committee and other CIPR members, who share their time, connections, organisational skills and ideas to promote professionalism in PR and comms and give members true value for their membership.

A huge thank you from me – I can’t wait to see what we achieve in the next six months!

Keep an eye out on Eventbrite, or check our Facebook, LinkedIn or follow us on Twitter to see what’s coming up for comms people in East Anglia.

10 things I learnt at my first CIPR East Anglia conference

@mrsamymaxwell

www.amymaxwell.co.uk

Last week I attended the Best Practice Conference delivered by CIPR East Anglia. It was the first conference I’d gone to since becoming a CIPR member, so I was very intrigued to see what was in store.

The impressive programme didn’t disappoint. I emerged from the day feeling incredibly motivated and fortunate to be part of such a fascinating and relevant line of work. With so many ideas and memorable pointers buzzing around my head, I have compiled my major learning points here to refer back to.

  1. We have a lot in common

The conference was an eclectic mix of content creators and strategy makers from all over the comms spectrum. I met freelancers, consultants, and agency workers – as well as fellow communicators from the public sector. Within that was a real variety of perspectives and experiences to share.

And yet, despite this, we all had so much in common. Shared passions, priorities, and – as demonstrated by ‘comms face palm bingo’ – shared frustrations! There is something so reassuring about hearing your peers’ facing similar challenges and asking questions that were on the tip of your tongue too.

  1. Promoting the strategic value of PR – it’s our job!

Why belong to a body like CIPR, commit to continued personal development and seek professional qualifications? Because we know important great communication is to a business and don’t want it to be in the wrong hands, explained Emma Leech – CIPR President-Elect. What better way to demonstrate the value of our discipline than by formalising it with some sort of accreditation.  The conference was sponsored by Cambridge Marketing College, and it was really beneficial to talk to people in the know about the range of flexible options available. I even got to meet the chap who tutors for long distance learning – so watch this space!

  1. The importance of being agile

Most of us have heard of ‘agile working’. To be honest, I thought it was a bit of gimmick designed to glamorise IT teams! I was delighted to be educated on how wrong I was. Rachel Picken illustrated how agile principles can be applied to our roles in PR – as well as in our daily lives. I particularly liked the sound of:

  • daily stand up meetings instead of monthly meetings that can go on for hours
  • the use of kanban boards to visually and efficiently manage our bulging to-do lists
  • working closely with the client at each stage throughout a project, rather than at the start and end.
  1. Brand building is a fine art

Most of us aren’t blessed with the marketing budget associated with a global mobile phone company, so it was quite a treat to have an insight into the possibilities you can explore. It’s not just about money though, Fiona Hughes’s overview of H+K’sjourney from brief to campaign demonstrated the importance of originality, attention to detail and collaboration required to make a success of such an ambitious mission. Linking a tech company with cultural brands such as Vogue and Saatchi got me thinking about the ways I can generate some less obvious collaborations in my own work.

  1. Networking doesn’t have to be awkward

I like chatting. I like meeting new people. I like refreshments. But combine the three and call it ‘networking’ and my natural instinct is to run a mile. Something about networking at this conference felt natural and easy. Maybe it was the format – the beauty of a half-day conference means time is the off the essence. There were no long, awkward gaps between the interactive sessions. Perhaps it was the quality of speakers – each sparking ideas and conversation points. Possibly it was because comms people tend to be lovely – and we love to talk! And, as always, the conversations continue on social media and buzz generated on the day resonates still.

This positive experience has definitely given me more confidence to attend the next CIPR East Anglia Connect event in my area.

  1. Giving back is an opportunity for us all

It was great to hear from Rebecca White of Your Own Place, this year’s charity chosen by GiveBack to receive PR support on a pro-bono basis. Your Own Place is a unique local charity, supporting young homeless people to obtain tenancies and live independently. The support they provide is real and long term but their resources are tight. I’m looking forward to meeting with them and other CIPR EA members to help them explore more ways to get their message out there.

  1. It’s social media, not corporate media

It’s can be easy to tie yourself up in knots when crafting a response to a negative social media post, and equally tricky to pitch your tone even when sharing positive news. Hel Reynolds’s liberating advice is to be bold and brave, and to free ourselves from those corporate chains. She also reminded us of the importance of earning trust with your social media content, a consideration I intend to build into my next campaign or response.

  1. Rules of engagement in the age of the influencer

The enigma of influencers…. I’ve had limited professional dealings with social media’s pet marketing tool, despite my hometown producing the likes of Tanya Burr, Pixie Woo and Carly Rowena in recent years. Scott Guthrie generated a fascinating discussion about the merits of commissioning influencers with different levels of influence. Micro-bloggers tend to have a more loyal following than the big hitters, so are likely to have a greater impact on their audience. They’re probably less expensive too! Scott was also keen to advocate investing in long term relationships with influencers and seek genuine buy-in from them – authenticity is priceless!

  1. Don’t forget to innovate

Technology, changes to the media landscape and the power of social media; all part of the fast paced landscape we work in. PR people should be at the forefront of innovation and entrepreneurship, according to PR powerhouse Ronke Lawal. Ronke pointed to recent examples of entrepreneurial communication by the likes of Starbucks and Wetherspoons and looking at ways we can learn from their high profile moments.  To sum up; let’s not rest on our laurels and make sure we’re taking notes from the constant supply of case studies around us.

  1. Spoilt for choice – the FOMO is real

I was pleasantly surprised to be offered an impossible choice of breakout sessions, and equally curious to know what I missed in the topics I didn’t select. I’ll be following up on these topics via social media to see what I missed! On this occasion I am extremely satisfied with the choices I made, but with so much content on offer it is important to make sure you consider where you’ll think you’ll get most value. For now, I have to live with the regret of missing sessions from:

Amy Maxwell is a communications officer working in local government, and secretary for CIPR East Anglia.

 

 

AI in PR: What do we need to consider now?

By Sarah Roberts
sarahrosalindroberts.wordpress.com

The CIPR has introduced a new #AIinPR panel, which is being led by Ketchum’s Stephen Waddington.

It aims to understand what technology and tools already exist for PRs to use artificial intelligence in order to do their jobs even better.

And there is a great deal currently available at our fingertips.

I recently spent some time assisting with the mapping of the 95+ tools against PR skills and competencies, and what is clear is while there is a degree of sophistication in the technology, not many make use of artificial intelligence.

So, what is artificial intelligence?

It’s important we understand what artificial intelligence (AI) means; it’s what makes machines seem like they have human intelligence. Hubspot nails the basics in this video:

Human plus machine

There is a lot of hype in the media about robots coming for our jobs, and this results in techno-fear (as Wadds refers to it) being felt across our industry.

Co-authors Paul Daugherty and James Wilson of Human + Machine don’t subscribe to this panic. They believe that AI helps us to do things more effectively, like many other technologies, and the best way forward are fusion skills – human plus AI capabilities – rather than entire replacement of people.

Public relations is relatively low in the rankings for jobs that will be likely be replaced – estimated last year at 17.53% for public relations executives.

Skills replaceability

We’re at a stage where much of the focus on AI is around doing the same processes, but better through automation.

We’re essentially automating steps within our jobs, for example, how we brand listen and interpret data, which adds value to the way we work for our organisations and clients.

Eventually, as the technology develops, there will be a shift in the application of AI to do things entirely different. How much this will affect how communicators work is yet to be known, and there are some skills that likely never will be replaced.

There should always be a place for developing human relationships without AI, right? Let’s see how that one develops.

Opportunities for professional communicators

With new technology comes the emergence of new roles, and some of which will need to draw on our collective skill set – creativity, engaging narrative, and a fundamental understanding of human behaviour.

Most people consider the opportunities for jobs to be more from a coding perspective, and yes, there is definitely demand for these skills.

HBR Idea Cast explores three new job categories that are developing to help build and manage smart machines, which co-authors of Human + Machine coined ‘the missing middle’:

  1. Trainer – A person who trains AI how to behave, e.g. personality trainers drawing on psychology, sociology and drama.
  2. Explainer – People who explain the business consequences of AI, e.g. AI detectives.
  3. Sustainer- A person who manages the ongoing consequences of using AI.

AI has a significant impact on choice

We need to be mindful of what impact AI is having on our publics, and particularly those who we are actively trying to reach.

Netflix found that 80% of video hours result from algorithmic suggestions based on users’ viewing habits. In the battle for the customer base in the on-demand entertainment industry, retention and user experience are of top concern.

It’s also estimated that 1/3 of Amazon sales are generated by the recommender system.

How can PR cut through recommended content when it appears to work so well, or more importantly, how can we use it to our advantage?

Ethics

Transparency

In the CIPR Platinum podcast, the discussion around transparency is a needed one. Disclosure and clearly labelled bots are essential to know that you’re not actually speaking with a human.

Fake news

AI has the capability to create deep fake videos – where a person is made to say something they didn’t actually say. Take Fake Obama as a caution *strong language warning*:

Stephen Waddington highlights the struggle to tackle fake news:

“Fact and fiction can spread at equal speed, and actually fiction might spread faster.”

How would you handle a fake video of your CEO? It’s something we all need to consider.

Bias

The Fast Company reported on bias in AI, which highlighted some of the issues facing developers.

From Microsoft’s Tay which became racist within 24 hours to the AI used to predict future crime during sentencing that was biased towards black people, more work needs to be done to address the imbalance. Developers need to get rid of bias rather than amplify it.

Get ready to be recruited through AI

As the AI filters into more aspects of our lives, expect to see a change in recruiting processes as AI is incorporated into organisations’ talent acquisition.

Unilever now incorporate AI into the first two rounds of their hiring process. The first an online game designed to understand a candidates values and behaviours, and the second, a video analysis of the applicant that looks at comfort levels and facial gestures.

The results are clear – diversity has been expanded and the process end-to-end has reduced from 4 months to roughly 4 weeks.

Final comment

There are so many unknowns on the road ahead, so I wanted to finish on some wise words from the CIPR’s Platinum Podcast, where co-author of the Cluetrain Manifesto David Weinberger urges us within the PR profession to not pass up the opportunity that this new technology gives us:

“This new technology and the tools that machine learning will provide, gives PR an opportunity to engage with customers and journalists in real ways, in ways that that reflect what it means to be human and in line with the values with the people they are talking with.

“That’s an opportunity not to be squandered.”

Further reading/listening/watching

 

Four reasons I am excited about this year’s Best PRactice Conference

Blog

Two weeks to go and the programme is finalised, speakers are preparing their sessions, the coffees and pastries have been ordered (very important) and the East Anglia committee’s excited! Here’s why:

Variety | The ten speakers and breakout session leaders have a diverse range of experiences and expertise to share, being a mix of in-house pros, agency pros and consultants with knowledge of sectors such as higher education to tech to finance. Be ready for debate, post-its and some serious flip-chart action.

Partnerships | We’ve teamed up with the CIPR’s MarComms and Internal Comms committees to deliver four of breakout sessions and they’re shaping up a treat. Learn how to maximise the value of organisational champions, manage crises, make the complex simple and further your understanding of the buzzword concept of EX (employee experience). Cambridge Marketing College as event sponsors will be on hand to chat about advancing your career by completing one of their courses, and Brand Recruitment have kindly given us some goodies for your conference packs.

Networking | The conference is growing year on year and the energy of the people who attend, their willingness to share ideas and their appetite to learn is what makes the event a success. Our conference is a chance to mingle with familiar and new contacts from the area who experience similar challenges to you day in, day out.

New venue | For the first time we’re hosting the conference at the University of Cambridge’s Hauser Forum which is modern, closer to free parking and the room layout is perfect for breaking out into smaller group sessions.

Date: Wednesday 16 May, 1 – 5pm
Location: Cambridge

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Plain English or dumbing down?

I’ve recently seen a great illustration by Helen Reynolds bouncing around on LinkedIn and Twitter about the comms approval process (recommend a look). One of the steps Helen has included is clients or colleagues adding in jargon for the comms person to then replace with plain English. I have some thoughts about this and have chatted with the rest of the CIPR East Anglia committee about ways of tackling conversations about jargon.

In a typical week we’ll all read, hear and use phrases that are sector, organisation and discipline-specific. I work with project managers, IT people, university administrators and academics so for me this can include things like: “We’re adopting an agile approach to reduce project risk.”, “What is the RAG status?”, and “What was GrAdmin and the UTF’s reaction to this?”.

It saves time to use these phrases with people who definitely understand but it can also massively stand in the way of connecting with people and landing a message. Besides, jargon can be ambiguous. Ask 10 different people in IT what ‘agile’ means and you’ll get a variety of answers.

At sticking points in the comms approval process there is often someone saying that making things clearer is ‘dumbing down’ or ‘being fluffy’. Common protests are “This is complicated. We shouldn’t make it sound simple.”; “We want to sound credible” and “I think the audience will understand.”

Where to go from there if you disagree? Here are some of our ideas.

  1. Clients often have no idea they use jargon and to simpler alternatives they say the detail is lost. I always ask them who their audience is and how they get their info – it usually works. On the whole I find clients are amenable to anyone who can simplify things. – Andi Hodgson
  2. It depends on the audience. If it is an article for health professionals that terminology is expected – otherwise you would be thought less of. But having worked on Easy Read versions of some of our documents, it’s really opened my eyes how simple we can actually make things without losing meaning. – Nic Wray
  3. Run the wording through a readability test like Fleischmann’s to back up your claims that the audience won’t connect with the comms. And test acronyms out with audiences in surveys! – Sarah Roberts
  4. I find it helpful to use my clients’ ‘jargon’ while building relationships, and be sensitive to the fact that they want to demonstrate their credibility when discussing simplifying comms to match their audience. Research the language that your audiences use. – Jez Peters
  5. By the time I have asked clients what all the words/phrases/jargon mean they usually work out for themselves that there is a problem… – Sally Pattinson

What has worked for you when you’ve been asked to include jargon that you think should be scrapped? It would be interesting to hear your experiences and opinions.

CIPR EA Annual Meeting

CIPR members from across the East Anglia attended the CIPR East Anglia Annual General Meeting, which followed the regional conference on 23rd May in Cambridge.

The meeting gave members the opportunity to hear in more detail about the activity the group undertakes on their behalf, as well as develop plans for the year ahead. It is also the time when we elect new committee members for the year. Roles elected were:

Chair
Lead the East Anglia committee. Overall decision maker for the Committee. Attend quarterly Council meetings at London HQ. Chair events. Raise the profile of the East Anglia committee across the region. Maintain and boost membership within the region. Sustain relationships with CIPR.

Chair-Elect
New position, shadowing the group Chair as they lead the East Anglia committee in preparation for taking over leadership of the committee the following year.

Secretary
Organise committee meetings / calls. Minutes. Keeping the committee updated and connected. Manage and coordinate contact details for all committee members.

Treasurer
Manage the committee’s finances. Pay suppliers / partners. Provide quarterly books for CIPR HQ. Provide monthly updates to Chair. Adhere to CIPR policies and guidelines. Be responsible for the committee’s Eventbrite page.

Annual Conference Coordinator(s)
Source sponsors for the event. Source reputable industry speakers for the event. Overall project management. Source venue. Work with local media / PR professionals to promote the event. Work with Treasurer to manage income and sign off on all expenses.

PRide Awards Coordinator
Select categories for the awards (already done) and agree fees. Select judges from the committee. Source sponsors for the event. Work with CIPR HQ to coordinate the event in the lead-up and on the night. Select menu for the awards. Source speaker. Source photographer. Work with treasurer to manage income and get sign off on all expenses. Source entertainment. Overall project management. Encourage entries for the awards (target for 2016 is 50 entries).

Event Coordinator
Working with the group Chairs and committee members to coordinate the event’s programme for the year and liaise with individual committee members on events they are planning to ensure we have a compelling events programme across our region.

Newsletter and E-Shot Coordinator
Working with CIPR HQ. Responsible for providing engaging and relevant copy for the CIPR HQ weekly e-shot. Responsible for providing engaging and relevant copy for the monthly newsletter slot for the committee.

Website Coordinator
Manage our regional committee’s website ensuring a regular flow of content and promotion of events, especially the conference microsite.

Social Media Coordinator
Manage our regional committee’s social media accounts – Twitter and LinkedIn. Responsible for ensuring both accounts are engaging with PR professional’s / PR industry / local media on a regular basis. Responsible for posts / tweets during CIPR East Anglia events.

Charity Coordinator
This is a brand new role! Working with the committee’s Chair(s) to come up with a detailed overview of how the CIPR East Anglia can work with a regional charity to provide PR support. This will be proposed to the committee at the Q2 meeting for feedback / questions / approval. Once approved the charity coordinator will lead in selecting a regional charity and managing this relationship.

Visit our committee page to see who was elected.

Speaker Announcement

With this year’s CIPR East Anglia’s Best PRactice Conference now open for bookings, we are delighted to announce our first speakers, Stephen Waddington and Sarah Stimson.

Stephen is Chief Engagement Officer at Ketchum helping clients and colleagues to do the best job possible engaging with the public. He is responsible for driving the integration of digital and social capabilities in client engagements across the agency’s international network. He is also a Visiting Professor in Practice at the Newcastle University, supporting the university and students through teaching and mentoring.

Stephen will be delivering a presentation on Public Relations in 2017, along with being on the panel to discuss PR in post-truth world in the afternoon.

Sarah has fifteen years of PR recruitment and training experience. Having previously worked in IT consultancy, she made the move into PR recruitment when she joined Taylor Bennett in 2002, subsequently working for other PR recruiters before returning to the Taylor Bennett Group to found their junior recruitment business Unicorn.

She remained as MD of Unicorn while developing the Taylor Bennett Foundation’s award-winning diversity PR traineeship programme and in 2017 was promoted to Chief Executive.

Sarah will be delivering a presentation on Diversity in PR highlighting how to raise the profile of public relations as a career choice among more diverse young people, how to improve recruitment processes and the importance of inclusion in the workplace.

The CIPR East Anglia PR Conference is fantastic opportunity for PR professionals to attend interactive seminars, specialist subject breakout sessions led by industry experts and ultimately network.

The conference takes place on Tuesday 23rd May from 12:20pm. Make sure you don’t miss out and book your tickets here.