1. How to plan & execute real-time PR that delivers for your organisation. 1

2. Philip Sheldrake 2 Meanwhile Blog LinkedIn Twitter CIPR TV ___________ Social PR, London, 28th Feb 2011 www.andmeanwhile.com www.philipsheldrake.com /in/philipsheldrake @sheldrake www.cipr.tv ___________ #socialpr

3. What does success look like? Real-time complexity and My Channel Mission, vision, values – back to basics The Balanced Scorecard – business performance management The Influence Scorecard – influence performance management The Six Influence Flows Knowledge, skills and policies Analytics and workflow Culture Facilities Coming up… 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 3

4. Recommended reading 4 The Business of Influence Philip Sheldrake Wiley, April 2011 Real-time Marketing and PR David Meerman Scott Wiley, November 2010 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

5. As required and guided by the PR strategy: Who? – the right person in terms of constituent expectations, consistency, topic, expertise, time zone and language What? – active listening; then creating proactive opportunities and reacting with the appropriate content How? – with the appropriate tone of voice in the appropriate content format When? – as timely as the conversation demands (mins / hours) What does success look like here? 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 5

6. Being the eyes, ears and mouth of an organisation to the drumbeat of the daily news was never easy. Being the eyes, ears and mouth, with heightened sensitivity to influence and be influenced in real-time, requires enhanced levels of strategic diligence, meticulous planning, training, constant attention to detail and rigorous measurement. This isn’t easy 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 6

7. It’s impossible to fake it. Real-time PR must, by nature, be authentic. Real-time PR marks the death of the persuasion / ‘spin’ school. Long live two-way, symmetric PR fostering mutually beneficial relationships between an organisation and its publics. Reality is perception 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 7 Real-time PR is one of those facets of the modern PR discipline that separates the 21st Century PR professional from the 20th Century practitioner.

8. What exactly are we dealing with here? Let’s paint the picture. A content format your colleagues / clients will understand... Real-time complexity and My Channel 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 8

9. Content – an illustrated history 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales Blog post: http://www.philipsheldrake.com/2011/01/content-an-illustrated-history Hi-res image: http://bit.ly/content-an-illustrated-history Slideshare version: http://bit.ly/hPYjnd 9 This one on the small screen Download this one for projection

10. Continuously expanding capabilities for highly personalised creation, curation, recommendation, search, discovery, management, consumption and sharing of content across all personal screen-based devices. Two billion plus Internet users. Two billion plus channels. My channel. And some other stuff probably. The Future 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 10

11. This new reality, this complexity, demands more than ever that we get back to basics, that we connect PR activity to the business needs: Unambiguously. Visibly. Transparently. Efficiently. Relentlessly. The essence of real-time PR means that the bold and bright articulation of your organisation’s mission, vision and values, and the subsequent cascade, is more critical than ever. Back to basics 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 11

12. Mission, values, vision… 12 Mission – why do we exist? Values – what guides our behaviour? Vision – what do we want to be? Business objectives – to get from A to B Strategy – the plan to get us from A to B Strategic objectives – wholly necessary and sufficient to execute the plan Tactics – activities to achieve the strategic objectives. CASCADE 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

13. To win, organisations must approach this cascade with professional rigour. 7 out of 10 organisations simply fail to execute their strategies1. The Balanced Scorecard is the most popular approach to BPM… 1. Balanced Scorecard Institute Business performance management (BPM) 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 13

14. “The Balanced Scorecard transforms an organization’s strategic plan from an attractive but passive document into the 'marching orders' for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies. “It is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action.”1 The Balanced Scorecard 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 14

15. The Influence Scorecard is both part of and an augmentation to the Balanced Scorecard. Influence performance management (IPM) is the ease and effectiveness with which we can manage and learn from influence flows; integral to the process by which customers, citizens and all stakeholders interact with organisations and governments to broker mutually valuable, beneficial relationships. The Influence Scorecard 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 15

16. The Six Influence Flows 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 16

17. Social media monitoring, or listening, aims to understand what’s going on in social media within each of these influence flows. Social Web analytics is about identifying, tracking, listening to and participating in the distributed conversations about a particular brand, product or issue, with emphasis on quantifying the trend in each conversation's sentiment and influence. The social Web = social media + apps + services + the network of devices. Monitoring and analytics 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 17

18. As required and guided by the PR strategy: Who? – the right person in terms of constituent expectations, consistency, topic, expertise, time zone and language What? – active listening; then creating proactive opportunities and reacting with the appropriate content How? – with the appropriate tone of voice in the appropriate content format When? – as timely as the conversation demands (mins / hours) REMINDER: What does success look like? 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 18

19. Let’s do a podcast! 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 19 So we don’t end up with… Whoa! Where did this come from? Apparently it’s been doing the rounds How should we respond? Dunno. Tweet? Raise it at the Monday meeting? http://www.flickr.com/photos/theseanster93/469906468

20. Success in real-time PR requires diligent cascade and influence performance management. In turn, to empower everyone to participate in the conversation and behave appropriately, success in IPM requires: Knowledge, Skills & Policies. Analytics & Workflow. Culture.2 2. Human, information and organisation capital in Balanced Scorecard terminology. Critical ingredients of real-time PR 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 20

21. Critical ingredients of real-time PR 21 Who? What? How? When? Fear Doubt Confusion Paralysis Inconsistency Inauthenticity Missed opportunities Reputational risk 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

22. Knowledge, Skills & Policies 22 Knowledge Of PR best practice Of the mission, values, vision Of the Influence Scorecard Of the demands of real-time PR Skills Analytical Social media Process design Quality assurance and audit Tool procurement Interdisciplinary (eg, with other marketing, digital and customer service disciplines) Policies Social media policy Tone of voice Escalation Discretionary customer care

23. Analytics & Workflow 23 Analytics Social Web analytics tools appropriate to your needs Fluency in their application Integration with other analytic capabilities (eg, CRM) Fit to the Influence Scorecard Workflow Process design… with your analytics vendor (although beware vendor lock-in) Build in quality rather than just test for it Integration of PR activity with paid and owned media, and customer service Training courses / manuals

24. Example workflow The USAF Response Assessment is a highly regarded workflow for one aspect of real-time PR. Empowers everyone in the USAF to participate in the conversation, real-time. 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 24

25. Organisation wide influence-focused culture (to influence and to be influenced) A culture built on team and personal goal alignment A culture that recognises there’s influence in everything A quality (TQM) focus A culture of customer-focus A culture of innovation and continuous improvement A culture of social awareness and responsibility Culture 25

26. Measurement & evaluation closes the loop. Are we executing the strategy as intended? See the CIPR’s research, planning and measurement guidance3. I chair the CIPR’s social media measurement group, and we’ll be reporting in March 2011. In short metric selection and design is as bespoke as one’s strategy. 3. http://bit.ly/dyIP86 Measurement & evaluation 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 26

27. You have the knowledge, skills and policies; the analytics and workflow; the culture. Now manifest these in your workplace. Facilities 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 27 “The Twitter Room” by the Conversation Group http://www.slideshare.net/cluetrainee/the-twitterroom-workbook

28. A lot of work goes into readying for real-time PR, so best start now proactively rather than when you really need it reactively. Good luck. And thanks for your attention. Thank you 28th February 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales 28