Many have been left perplexed, wondering how Australia’s much-loved children’s entertainment group could be so ruthless.

In a recent interview, the Wiggles were lost for words when questioned on the fate of ousted singer Sam Moran. As one of the most awkward interviews I’ve encountered; you can see the group stumbling over their words, taking long pauses between questions, muttering the whole way through and showing no consideration to Sam.

The interview raised several questions to me as a public relations professional regarding the communications strategy in place for the announcement. The most important one being, did the Wiggles receive any communications advice prior to the announcement?

With this in mind, here’s how some PR counsel could have helped the Wiggles…

Media training

To ensure brand protection in a situation like this, a communications professional would have drawn up key messages and prepared the group with interview questions and answers prior to the announcement. It is evident in this interview how underprepared the group was. No brand, no matter how loved, can escape media questioning.

Key message preparation

The interview should have focused on how fans would benefit from the change, how Sam and his fans were considered in the decision and what was next for the famous group. Instead, the group showed no empathy towards Sam and his fans, only demonstrating that this was a cutthroat business decision that Sam and his fans lost out on.  Time spent developing and practicing communicating key messages could have influenced the focus of the interview, or at the very least shown the group as empathetic.

Social media monitoring

Following this poorly executed announcement, the sentiment of fans on social media sites such as Facebook, Twitter and YouTube was far from positive.  Monitoring online comments and general sentiment prior to the interview could have helped the Wiggles by providing insight into what likely questions they should prepare for.

For a group that earned $28 million last year, their response (or lack-of response) makes me think whether this much-loved group should invest in some PR support.

We are looking for an inspiring, strategic and experienced GAD to oversee a group of high profile and exciting clients within a dynamic and progressive PR agency. Further details about the role can be found here.

Having unfortunately spent most of Friday and parts of the weekend experiencing first-hand the Australian healthcare system due to an infected insect bite, it got me thinking about client service.  Although not perfect, my experience of GP, emergency and outpatient care was a good one.  Here’s four reasons why and how each element relates to what makes excellent client service in the PR world…

• Authoritative counsel.  When I arrived at the emergency department I needed someone with the right expertise and skills to take control.  Thankfully, I was seen quickly by a nurse that took time to explain what would happen to me, where I needed to go and what I should do.  It’s the same in PR.  When a crisis or issue hits a business it requires a rapid response from the PR agency and considered, strategic counsel on next steps.

• Questions.  While I was assessed by doctors in the emergency department I was very impressed with the amount of questions they asked me in order to ascertain the best possible treatment.  Afterwards, I felt not only comfortable they had explored all avenues but confident the treatment recommended to me was based on the best possible insight.  It’s a little like the new client – PR agency relationship.  The more questions the agency asks the deeper they get into the business and closer to understanding the challenges it faces.  As I discovered as a patient, there’s rarely such a thing as a stupid question.

• Zero ambiguity.  Before I was allowed to leave the hospital one of the doctors told me that I should only get concerned and come back overnight if my infection looked like it was getting very serious.  I asked what very serious looked like, to which the doctor replied with a detailed description of what to look for.  It reminded me how important it is to reduce any ambiguity in the agency-client relationship.  Unless both parties are clear on the goals, objectives and expected outcomes, PR activity is unlikely to have the best possible impact.  It’s also a good reminder of why asking the ‘what does success look like to you’ question is so crucial when planning.

• Human connection.  Although the outpatient treatment I’m now receiving is fairly standard I’ve been impressed by the care and thoughtfulness of the medical staff I’ve been seeing.  Not only are they helpful and informative, they remember my name, my interests and what I do.  It’s a human connection that I’ve really valued and something so important in the PR agency – client relationship.  When the chemistry is right and agencies connect with clients, great work and a whole lot of fun almost always follows.

The n2n team are working right down to the wire today before heading off for a well earned Christmas and summer break. It’s been an incredible year for our agency, our industry and many of our clients.

How to create meaningful relationships has been the fundamental challenge for organisations this year. However what’s excited us most is that in the face of this challenge, global economic uncertainty and a rapidly shifting business and media landscape, 2011 has been about opportunity, dynamism and innovation.

Strategic integration

As a result, this year has been the tipping point for the communications industry and the year that Australian marketers started to realise the promise of truly integrated marketing and communications campaigns. Faced with a proliferation of marketing and media channels, and demand from customers for meaningful and authentic engagement, organisations have had to get strategic.

While previous years have been marked by interest and enthusiasm for online and social media, 2011 has been about integration and creativity across traditional, online and social media as well as experiential marketing and events.

Measurement and data

The proliferation of channels has forced a strategic approach that has resulted in campaigns this year that are clever, creative and innovative. It has also forced robust debate around data and measurement in our industry.

While online and social media provide opportunity for high volumes of data – how to use this and what it means has stimulated innovation and some great initiatives. Info graphics took off this year and is a great demonstration of the integration of online research and of content that can be delivered via a range of channels (traditional media, social media, microsites, marketing material and annual reports) and engage diverse audiences.

The year of carbon

The political debate around carbon reduction, and resulting policy this year created a significant opportunity for innovative businesses. Many of our clients are breaking new ground in clean technology – both in terms of creating carbon friendly products and services as well as rethinking what a carbon reduced economy looks like.

What does this mean for 2012? We predict that organisations which are engaged and connected with customers, flexible and creative in marketing, aren’t afraid to take risks and that foster a culture that rewards innovation will excel. We’d like to think that’s a little like us – and we can’t wait to see what the year brings.

Happy Christmas from the n2n team!

There’s nothing quite like the office Christmas party to celebrate the great people we work with, honour some of the achievements throughout the agency and look forward to the year ahead.

After a busy few months working on lots of exciting projects, the n2n team was certainly ready on Wednesday to let their hair down and celebrate…

The fantastic party planning team pulled out all of the stops, turning an empty room into a fabulous party venue complete with our very own karaoke machine.  The beautiful setting of the Vaucluse Sailing Club in Watsons Bay provided the perfect backdrop for us to enjoy a chilled beer, eat the wonderful food from the Two Good Eggs café team and have a good old catch up.

Catching up, relaxing and reflecting

Overlooking the city (through the clouds and rain), we talked about some of the highlights throughout the year, reflected on the brilliant work that’s been carried out and welcomed new team members to the n2n family.

As my first Christmas party with n2n, I came to the party unsure as to exactly what would be in store.  What I left with was the resounding feeling that we are not just colleagues, but friends. This may sound a little cheesy, but it’s a hugely important part of our working environment. Encouraging each other, taking the mickey out of one another and genuinely enjoying working together are all what makes n2n such a great place to come to every morning.

I was fortunate enough to attend the Sydney unveiling of Qantas’ new Boeing 787 Dreamliner the other week.  For a guy who spent his youth taking things apart to see how they worked and has a geeky fascination with all things big and structural, it was a career highlight.

And it actually proved a good example of how to run a solid media and stakeholder event.

At n2n, we run events all the time, from small intimate media briefings to huge stakeholder events with the Prime Minister. But we’re normally on the organiser’s side so the Qantas event gave me a chance to see one from the guest’s perspective.  Below are a couple of observations about what I thought were the positives from the morning.

Photo credit: biztravelguru.com

Access all areas

There was loads to do, see and hear.  Maybe this is my geeky bias coming into play, but we were able to photograph anything, film everything and go wherever we wanted.  It was a change from the sometimes overly structured and limiting tours.  People were able to leave at anytime but welcome to stay if they wanted to; it made the event seem a relaxed and open affair.

Strong talent

The press conference was quick, interesting and packed with sound-bites. It was messaged well, was to the point and was upbeat and energetic.  Alan Joyce is great media talent and appeared relaxed and genuinely happy to be there.  His speech was punchy and easily quotable – as evidenced by the media coverage that ensued.

Timing

The event was in the morning, early, but it meant that everyone was back at their desk by 10am at the latest so it ensured a strong turnout before deadlines and other stories hijacked the day.

Openness

Inevitably the media Q&A featured questions on Qantas’ recent difficulties but they weren’t shirked, nor were they greeted with frustration.  Alan Joyce took all questions and gave good answers to each.  It meant the focus soon turned back to the reason for being there – to talk about big shiny new planes.

Of course there are many more things that make an event a success – just ask our team – but these basics are good to remember and, for this guest at least, made it a thoroughly enjoyable experience.

Running a competition on social media can be a great way to build brand awareness, attract new fans and generate buzz.  But like any communications activity it’s worth spending time upfront assessing the potential risks with your campaign.  Competitions played out on social media are available for all to comment on, share with friends, and as we’ve seen this week with Qantas and Nissan, open to public criticism.

If you’re thinking about running a competition on social media here’s some brief pointers to keep in mind…

-          Timing – In the same way as news announcements, competitions need to be launched at the right time.  The right time involves knowing what customer sentiment is toward your brand at a particular moment and that means regular social media monitoring.  If that monitoring, for example, shows customer sentiment is negative toward your brand you might want to consider holding off launching a competition until later.

-          Transparency -  It’s important to be open and honest about the terms and conditions surrounding any competition, but especially so when it’s being run online.  For brands, that means being upfront about who can enter, what prizes can be won and the deadlines for entry.

-          Platform – Deciding what platform, such as Twitter or Facebook, to run your competition on is also important.  On Facebook, for instance, there are clear guidelines on how to use the platform to communicate about or administer a promotion that need to be carefully adhered to.

-          Rewards – When thinking about prizes for a competition consider whether offering one big prize is likely to be as attractive as multiple smaller prizes.  Often, people are more likely to enter and talk about a competition online if they believe they stand a good chance of winning, so lots of smaller prizes could be the way to go. Ensuring your prize is relevant or desirable for your target audience is also crucial.

-          Participation – When thinking about how you want people to enter your competition, striking a balance between promoting your brand and not being too self-serving is important.  Think too about ways to best engage participants.  For example, could people enter by uploading a certain picture online or by downloading an app?

-          Regulation – Before launching a competition it’s worth reading up about online competition legislation, which can vary from state to state.  For example, in NSW an online competition permit is required for all ‘game of chance’ promotions, regardless of the prize value.  If the promotion is deemed to be a ‘game of skill’ then no permits are required. 

These are just a few thought starters.  If you’ve got others to add based on your experiences let us know.

You’d have been hard-pressed earlier this month to avoid the hype surrounding this year’s Melbourne Cup.

Titled ‘the race that stops the nation’ it certainly lives up to its name, with the whole of Australia donning their best outfits for what has to be the most talked about three minutes of the year.

As we settled down in our Sydney local for a company lunch, armed with our ‘I-have-definitely-picked-the-winner’ tickets in hands, an interesting conversation started on how working in PR can sometimes be a little like taking part in the world’s biggest horse race.

Of course, there are the obvious similarities – training hard for a win, putting in the leg work to get a great result and jostling for the attention of the media.  But what about some of the less obvious similarities?

Winning the Melbourne Cup is never going to be easy.  The week before this year’s big race, Dunaden needed a new jockey.  So similar to how a team tackles an urgent brief for an important round of media pitching, jockey Christophe Lemaire descended on Australia, took the reigns and rode to victory – proving that with experience, skills and a great deal of flexibility pretty much anything is achievable in a week.

I guess the times when agency life feels most like a sporting event is when preparing for a big client event.  Just like in sport, it’s about working together and a lot of determination.  And as was the case in this year’s Melbourne Cup, sometimes last minute alternations have to be made.  At the time, these last minute changes can be challenging but with the right focus and right people for the job, success is achievable.

So after a fair few ‘I-won’t-be-so-confident-next-time’ bets, some friendly sweepstakes and one best dressed award, n2n says farewell to the Melbourne Cup – until next year.

Effective issues and crisis management relies on simulations and practical scenarios. At n2n, we have regular internal training sessions for our team – and it’s timely that issues and crisis management fell last week.

The escalating industrial relations crisis at Qantas served for a challenging and relevant scenario for our team to tackle as a training exercise.

The challenge for the Qantas public relations team is to work through the likely scenarios, and develop a communication plan that can be implemented quickly, and remain flexible enough to respond to situation changes and as new issues emerge.

A typical issues management plan would cover:

• The potential risks to Qantas (reputation, financial, operational etc..)
• The likely scenarios and how these could play out
• The stakeholders and how they may be impacted (employees, shareholders, customers, government)
• Potential third party advocates and supporters
• Key messages for each stakeholder and the best channels to use to communicate with them (eg face to face, media, direct email, online/social media)
• The make-up of the crisis management team and roles/responsibilities
• The resources needed (internal/ contracted) to manage the issue and the recovery
• Protocols for handling the media and social media

Qantas made for a robust and challenging workshop on how to prepare for a crisis – and what to do when you’re in one.

It also raised a key question – how many executive and communications teams invest in advance to prepare for potential issues and crises?

Are you prepared?

Public relations agencies, and in fact all types of organisations, know that internal collaboration is good for business.  It’s how work gets done, plans get made and results get delivered.  Serious stuff.  So serious in fact that media articles this week report BBC bosses have banned employees from keeping bins at their desks because it makes staff territorial and stops them from mixing with other people in the office.

Necessary measure to increase workplace collaboration or a load of rubbish?  Whatever you think, the BBC’s policy on bins goes to show the steps businesses are taking to foster a collaborative working environment.

Surely though, there’s more to it than moving office furniture around?

Dr Suzy Green, Co-founder of the Positive Psychology Institute, reckons so.  In a SMH article published on Tuesday, Green explains collaboration and teamwork are often visible signs of a happy workplace.  If staff members are happy, they talk more, engage with each other more frequently and as a result are more productive.

So perhaps successful collaboration is less about office design and more about office culture?

For a PR agency I reckon it’s a combination of the two.  The right environment is important if collaboration is to thrive, but at the end of the day, if you’ve got an unhappy workforce then no amount of beanbags or funky meeting rooms is going to help.

Here’s five things we do in our business to encourage collaboration.

1.       We meet weekly. On Tuesday mornings the entire company gathers in a meeting room for an hour. The meeting is used to share business updates but is also a forum for debating industry issues and challenges our clients face.  It always results in lively discussion, and more often than not forces us to question existing processes and ways of working.

2.       We limit email. In our experience, not many great ideas come about through exchanges on email.  They come from company brainstorms, catch ups over coffee and conversations in the pub.  It’s because of this we try where possible to avoid internal email, meet face-to-face and do what humans do best – talk.

3.       We move desks. We don’t work in a huge office but every six months or so we have a re-shuffle and all move desks.  Doing this means people that don’t necessarily work together on client accounts still have the opportunity to easily connect and share ideas with each other.

 4.       We get out there. New ways of approaching projects don’t just come from people within the business. That’s why training and participation at industry events is highly prioritised.  External training sessions and attendance at industry events means we’re exposed to other ways of working and avoid thinking ‘our way is best.’

 5.       We have drinks. Each Friday we gather in the kitchen to share successes from the week, results we’ve achieved and news from across the agency.  It’s relaxed and informal but, after a busy week it keeps everyone in the business connected and engaged.

What do you think?  Whether you’re a PR agency or not, what measures you have implemented to encourage successful collaboration in your workplace?