How lucky I felt last week when I arrived to deliver a media training course with a fellow consultant to a group of senior executives in the not-for-profit sector.
Lucky the room was OK, that we finally got the equipment to function properly or that the refreshments were more than adequate?
No - lucky that they were delightful, positive and fully participative, approaching the day certainly with a little trepidation (who actually likes media training?) but with great enthusiasm, gusto, intelligence and humour. And lucky that as a team, they were mutually supportive yet constructively critical.
On the commute back I reflected on the day, of course, considering how to improve the session for future use and why trains have to be so hot, overcrowded, generally unpleasant and dirty. Nothing new there.
After the day's course finished, the chief executive had invited us all for drinks in the early evening sunshine at a bar close by. We were a diverse bunch but we'd gelled during the day and were at ease with each other, laughing and chattering about what had gone on, who'd done what, useful tips and swapping stories.
Feedback from the day was really positive and we'd asked for honest input which they provided in a rounded and practical way.
So I felt really lucky the outcome once again was - happy clients.
Last week saw a number of other happy clients and this prompted me to consider how to keep them in this state.
Here are my thoughts - feel free to add any more:
- Manage expectations so everyone knows what's going to happen and when (and then do all you can to surpass those expectations)
- Provide a comprehensive contract, to cover them and you
- Learn about their business - you don't need to (and can't possibly) know everything, but just enough to be able to do intelligently what you have to do
- Don't be afraid to ask - I've yet to meet anyone who's actually perfect
- Never promise anything you can't deliver
- Always call back and acknowledge communications
- Keep in touch and regularly update on progress
- If something happens to stop you achieving an objective, let your client know and explain how long it'll take to sort out
- Set out their objectives clearly with practical steps to show how you'll help achieve them
- Refrain from using jargon, but explain what stuff means if need be
- Don't be afraid to be devil's advocate
- Go out of your way to fit in with your client's working life if it's reasonably possible
- Invoice regularly and clearly; if nothing's a surprise, it might even be paid quicker!
- And - show a little love from time to time; we all like to be appreciated
I'll leave the politics and rhetoric about last week's riots and the inevitable aftermath to the politicians and the great and the good.
The inevitable thoughts of this PR professional turn to the aspect many businesses innocently caught up in that dreadful carnage perhaps hadn't even considered - crisis PR management and business disaster recovery.
I wonder how many of them had policies and procedures in place to deal with the sudden loss of livelihood, staff, stock and/or utilities. Does your company? Did you think it won't ever happen to you? Do you still think that?
Regrettably every company, big or small, needs to be prepared for an unexpected eventuality - from a scenario where a member of staff absconds with all the funds, to the murder of a tenant, fire, flood, fraud or any number of other possibilities including the omnipresent need to back up computers off-site!
Business recovery plans are essential so that the potential for loss of earnings or services are minimised and quick turnaround to 'business as normal' is maximised.
Crisis PR management policies and procedures are equally vital so you can effectively manage communications and the ramifications of a potentially negative situation, and save your reputation.
Can you do all this on your own? Possibly if you know how, but it can be cost-effective and stress-relieving in the long run to bring in an expert.
I've been compiling a programme for a media training course I'm delivering later this month which includes crisis PR management, and I couldn't help wonder as I was doing it if the affected businesses in London, Liverpool, Manchester and Birmingham have the help they need to get their feet firmly back on the ground. In the case of the bigger companies and corporates, I've no doubt they do - but what about the small to medium size ones and the micro businesses?
I hope you never need to use them, but I recommend getting a crisis PR management policy in place as soon as you can, as well as a business disaster recovery plan.
Business owners, directors or managers: you owe it to your company, stakeholders and staff - remember that classic motto and always be prepared!
Several times recently I've been asked by consultants fairly new to the business how to price and how to judge if their fee level is right.
My answer is always the same now. Maybe it wouldn't have been in the early days of my own business but experience has taught me to value myself, my skills, my knowledge and my experience. After all, if I don't, how can I expect anyone else to?
Consultants are brought in for very specific reasons by clients, ranging from lack of specialist in-house resources or skills to verification that what's planned is right. Importantly, they're buying in the expertise, knowledge and talent they feel they haven't got at the time. We can provide solutions to problems, tried and tested techniques, and calm logic and advice where and when it's needed. And this quite rightly has a value.
My own fee structure is commensurate with the size of the organisation, such as large corporate, SME (small to medium size) and micro business, having regard for the potential size of available budget and with a special rate for charities and not-for-profits. I also do some pro bono work for selected small local charities by way of giving something back to the community in which I live and work.
However I'm often approached by companies who think PR, for some reason, is an add-on or afterthought instead of the core business function it should be.
PR is about reputation management, effective communications with stakeholders of all types, and handling crises appropriately (among other things) - fairly crucial elements to a business. So why expect fees to be less than the reasonable cost of any other professional service? If I have toothache, I go to a dentist and my expectation is that I'll pay for that qualified and experienced service. If I need a lawyer or accountant, I pay a reasonable rate. The same applies to a professional PR practitioner.
Why, say the new consultants?
Assuming you're bringing talent, skills, experience and value to the table, this is my response: because we're worth it!
