The Pitch - Regional Conference Issue

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PITCHTHE

Brigham Young University | Rulon L. Bradley Chapter | PRSSA

Volume 1 Issue 3

In this issue: Bridging the Gap from Student to Professional By: Jerry Johnson

Want to Get Into PR? Do Your ResearchBy: KC Brown

Know What You’re Made Of By: Pete Codella

Make a Plan for Your Hands By: Elain Witt

What Do You Mean You Don’t Know Everything? By: Adam Denison

Crisis Communication: Do You Have What it Takes? By: Evan McCollum

Staff: Nick Barnes Editor-in-Chief

Special Thanks to:

Steve Martin Amy Merrill Jerry JohnsonKC BrownPete CodellaElain WittAdam Denison Evan McCollum

Interested in writing for The Pitch?

Contact Nick Barnes at [email protected]

Special Regional Conference Issue

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Student to Professional:Bridging the Gap

Saturday, February 25

3 p.m. — 5 p.m.Registration at the Varsity Theater, WSC

6 p.m. — 9:30 p.m.Varsity Theater, WSC

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Varsity Theater, WSC

Varsity Theater, WSC

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Skyroom, 6th Floor, WSC

Working dinner and Crisis Challenge with Chris Thomas, IntrepidQ&A

9 a.m. — 9:30 a.m.Additional registration and check-in at 3228 WSC

Welcome — Kendall Schmidt, PRSSA VP of Chapter Development

Tom Goodman, Goodman Media InternationalQ&A

Breakout Sessions:

Breakout Sessions:

Michael Smart, BYU & MichaelSMARTPR Elain Witt, BYU & Speakers Training Center

Lunch – on own at several campus locations or fast food places within walking distance

KC Brown, Cision Evan McCullom, Lockheed Martin

Break

Breakout Sessions: Pete Codella, Codella Marketing Jonathan Munk, Skullcandy & Kristi Knight, Vivint

BYU Skyroom Banquet with Keynote Speaker – Mickey Nall, OgilvyQ&A

Panel on Student Run Agencies

Keynote Speaker – Dave Allred, C.R. England

Lunch with Keynote Speaker – Adam Denison, General Motors

Brigham Young UniversityWilkinson Student Center

E. 1080 N. Provo, Utah 84606

Dress for all events is business casual except Friday’s banquet which is business formal.

9:30 a.m. — 9:40 a.m.

9:40 a.m. — 10:40 a.m.

11 a.m. — 12 p.m.

12 p.m. — 2 p.m.

2 p.m. — 3 p.m.

3:15 p.m. — 3:30 p.m.

3:30 p.m. — 4:30 p.m.

5:30 p.m. — 8 p.m.

9 a.m. — 9:50 a.m.

10 a.m. — 10:50 a.m.

11 a.m. — 1 p.m.

Thursday, February 23

Friday, February 24

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Jonathan MunkAs director of interactive at Skullcandy Incorporated, Munk runs the product launches, the CRM program and the event activation for U.S. and international websites.

David AllredAllred is a PR and events management specialist who has worked for Richter 7 and the Utah Jazz. He is now the director of management ser-vices at C.R. England Global Transportation.

Chris ThomasRecognized as one of the na-tion’s top crisis communica-tors by PBI Media, Thomas is currently the owner of the PR firm Intrepid and is also Elizabeth Smart’s official publicist.

Speaker Information

Michael SmartSmart is the national news direc-tor at Brigham Young University. As an expert in media relations, he has been landing top coverage for 13 years.

Evan McCollumMcCollum is the owner of his own PR and communications firm, McCollumbine, Inc. Previ-ously, he was the communica-tions director for Lockheed Martin Space Systems.

Tom GoodmanGoodman is currently the Presi-dent and CEO of Goodman Me-dia International. He has worked with two Harry Potter books for Scholastic Inc., General Motors and Disney.

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Kristi Knight Kristi Knight is Vice Presi-dent of Corporate Commu-nications at Vivint, Inc. She worked on the re-branding of Vivint, Inc. and founded Envision Marketing Services.

K.C. Brown K.C. Brown is a general manager at Cision. He has experience with client devel-opment, managing a com-pany’s U.S. client portfolio, as well as government and agency public relations.

Adam DenisonAdam Denison works for General Motors handling so-cial media. Denison worked on the “Volt Unplugged Tour,” the launch of an all-new Camaro and multiple grassroots projects.

Speaker Information

Elain Witt Elain Witt is the owner of and a personal speaking coach at Speakers Training Center in Utah. She has helped political candidates, sell ice cream ma-chines and change state laws.

Pete CodellaAccredited in public relations, Codella operates Codella Mar-keting and co-hosts the Online PR Podcast. He is an award-winning and sought-after consultant and presenter.

Mickey NallNall is a managing director of Ogilvy Public Relations World-wide and leads the Atlanta of-fices. He is the 2012 President Elect of the Public Relations Society of America.

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Tommy's Burger 405 West 100 North Provo, UT 801-374-9733 Magelby's 3362 North University Avenue Provo, UT (801) 852-8620 Guru's SO GOOD! 45 East Center Street Provo, UT (801) 375-4878 Gloria’s Little Italy 1 East Center Street Provo, UT (801) 805-4913 Brick Oven 111 East 800 North Provo, UT (801) 374-8800 Costa Vida 1200 North University Avenue Provo, UT (801) 373-1876 Cannon and Morris Centers CANC, MORC; $2–9; M–Sa: BLD All you can eat Cougareat Food Court WSC; under $6; M–Sa: BLD Creamery on Ninth CONE; $1–4; M–Sa: LD Legends Grille Student Athlete building; $6–10; M–F: BLD, Sa: LD

Bombay House 463 North University Avenue Provo, UT (801) 373-6677 Thai Ruby 744 East 820 North Provo, UT 801-375-6840 Demae Japanese Restaurant 82 West Center Street Provo, UT (801) 374-0306 Los Hermanos Mexican Restaurant 71 E Center Street Provo, UT 801-375-5732 Sammy's 27 North 100 West Provo, UT (801) 805-9208 Marketplace Café TNRB; $2–6; M–F: BL Museum Café MOA; $3–8; M–F: L Orville and Wilbur’s WSC; $3–5; M–Sa: LD

Provo Restaurants

On-Campus Restaurants

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Members of the BYU PRSSA executive board and public relations faculty members pose center court at the Marriott Center on BYU campus after being named a top 5 PR program by PRWeek for the third year in a row

AcknowledgementsBYU PRSSA would like to thank our Brigham Young University faculty and staff for their support of ourstudents. We sincerely appreciate their willingness to share their professional and personal public relations expe-rience. BYU PRSSA would also like to thank its executive board and society members. Thank you for all you do.

Brigham Young University FacultyBrad Rawlins: The department chair who still loves to teach research and strategic planning.

Laurie Wilson: BYU’s matriarch of PR and the author of the definitive textbook on strategic public relations.

Ken Plowman: Works his hardest to make sure our students hit the ground running when they graduate!

Rob Wakefield: The prototypical “absent-minded” professor with a global passion.

Susan Walton: PRSSA Advisor and PRSA National Board member; writes about workplace issues and collects shoes.

Jeff DuBois: Student-run firm advisor who can often be found with his nose in Dr. Wilson’s definitive textbook on strategic public relations…or watching hockey, whichever seems more important at the time.

Scott Rackham: Director of the student labs; bridging the gap between PR and advertising for 20 years in the professional world and the past two months at Brigham Young University.

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Bridging the Gap from Student to ProfessionalBy: Jerry Johnson

As college students prepare for transition, “to bridge the gap from student to professional,” I would offer up this one very important reminder, similar in meaning to a statement made famous in the movie ‘Jerry McGuire!’

“SHOW ME THE MONEY!”

As much as I would like to tell you otherwise, the reality is that most companies and organizations that will seriously consider you for employment or hire you as a member of their team will want/need to know and be very clear on this ONE thing: How will you make our company, our organization MONEY?

No matter how “altruistic” any company may be, no matter how benefitting to society their product or services may be and no matter how much you might ‘buy into’ or how hard they may emphasize the higher purpose for which they exist (Mission, Vision, Values etc.) in the end the harsh reality is, as so aptly stated by Stephen R. Covey: “If there is no margin, there is no mission!” This is the simple reality! Every company and organization, in the end, must make money to remain operational, to continue to prosper and realize their mission, vision and values.

So, my reminder to any person making the transition from student to professional is, first to be clear on this reality and second be very clear and be able to communicate clearly in the interview process how you will make the company/organization money!

Being able to articulate this starts with understanding and using the language of business in the interview. My experience is that most of you (college students) know the language, you just don’t take action on that knowledge by using it in the critical interview process.

In 25+ years experience while working with HR, Training and Learning professionals inside

companies, I have listened to and learned what companies need and want their employees to know and understand. While owning and operating my own executive recruiting firm for seven years and after preparing hundreds of candidates for critical interviews, I observed again and again how this ability to understand and speak the language of business in the interview process consistently proved to be a key variable in successfully landing the best jobs and progressing in a career!

All other things being equal, it is the candidate who demonstrates in the interview that they understand and can speak the language of business, who separates themselves from the hundreds of other equally qualified candidates. Given the competitive environment of the job market currently, this ability becomes even more essential to a successful job hunt and transition into a professional career.

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Again, this language is one that most of you already know. It consists of 5 core elements, all of which you know as well! The 5 core elements of the language of business are: Cash Margin (profit) Velocity Growth Customer

Like I said; this is not new information, you know these 5 core elements. My purpose in this article, my challenge to you is recognize and practice using this knowledge that you already have in the interview process! You will also notice how these 5 core elements provide you a simple model or process for bridging the gap from student to professional. There are a few basic ideas that you will want to be conversant on and two questions (please forgive the repetition in the questions) attached to each of these 5 cores that will be help you to think more and perhaps a little differently about what you already know. Briefly, here are the basic ideas and the two questions:

CASH: Few statements are more true in business than the old adage of: CASH is KING! Cash is what you take and deposit in the bank! Cash is what pays the bills! Cash keeps the lights and the power on. Cash is what makes payroll! Just the same as any individual, a company can realize cash from three different channels. First, (like you) a company can borrow the cash they may need. Second, (like you) a company can sell an asset or liquidate an investment to generate the cash they may need. Third, (like you) the most viable option for a company to raise cash in through their business operations! For you and I that simply means, we have to go to work and earn a paycheck. For a company it means that the products and or services they provide must generate a sufficient amount of cash! You already know this, right? I know you do.

So what? ……. So…… When you are in the interview, the person interviewing you needs/wants to know and more important you must be able to articulate (speak the language of business) a couple of things regarding your understanding of this core element, cash. First, how does what you propose to do for their company impact positively their cash position? Second, how

do your past achievements for other employers demonstrate that you know and understand how you positively impacted their cash position?

I know you know the answers to these questions. My challenge is for you to articulate it (speak the language of business) simply and clearly in the interview!

MARGIN: (profit)Key in your understanding of this core element is that, you don’t take and deposit profit in the bank! Too many company employees confuse profit for cash. Too many ‘profitable’ companies have had to close their doors due to lack of cash to make payroll or pay the rent.

There are two ways to increase profit. First, a company can reduce costs. Second, a company can raise price. You already know this, right? I know you do. So what? …… So, when you are in the interview, the person interviewing you needs/wants to know and more important you must be able to articulate (speak the language of business) a couple of things regarding your understanding of this core element, margin or profit. First, how does what you propose to do for their company either help them reduce costs or enable them to charge more (raise price) for their products or services? Second, how do your achievements for other employers demonstrate that you know and understand how you have reduced their costs and or enabled them to charge more (raise price) for their products or services?

PS: When if comes to margin or profitability, sometimes candidates (just like companies) are myopically focused on reducing cost. I believe the more insightful and qualified candidate can explain how their work/services has enabled their past employers to charge more or raise the prices of their products and services.

VELOCITY:Two key components that help in understanding this core element are; speed and direction. Velocity in part, is about the highest and best use of a company’s assets. It is about discovering ‘hidden’ or underutilized assets. It is about doing more with less. It is about increasing efficiencies inside a company. It is improving and or creating processes, systems that help a company

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produce, distribute, sell their products and services more quickly and more effectively to their customers. You already know this, right? I know you do.

So what? (Well, by this point you know what) So, when you are in the interview, the person interviewing you needs/wants to know and more important you must be able to articulate (speak the language of business) a couple of things regarding your understanding of this core element, velocity. First, how does what you propose to do for their company enable them to leverage their assets more or create efficiencies? How does it allow them to produce, distribute, sell their product and services more quickly and more effectively to their customers? Second, how do your achievements for other employers demonstrate that you know and understand how you enabled them to leverage assets, create efficiencies do more with less?

GROWTH:Growth for most every company/organization is not optional! A company must grow to survive. Even a non-profit or a government entity must realize growth and extend their reach and benefits or they risk losing relevance and or funding. Certainly a company can strategically make the decision to not pursue growth, but the day that becomes their strategy, that is the day it becomes not a matter of IF they will close business but WHEN they will close business. There are two strategies a company can use to experience growth, organic and inorganic. Organic growth comes mostly from making investment in the existing organization or within its existing infrastructure, using existing or easily leveraged assets. Inorganic growth is the strategy of ‘buying growth or growth achieved through acquisitions, mergers or partnerships. You already know this, right? I know you do.

So what? (Yup, here we go again) So, when you are in the interview, the person interviewing you needs/wants to know and more important, you must be able to articulate (speak the language of business) a couple things regarding your understanding of this core element, growth.

First, How does what you propose to do for their company enable it to grow, whether it be organic growth or inorganic growth? Second, how do your achievements for other employers demonstrate that you know and understand how you have enabled that company to experience organic growth or inorganic growth?

CUSTOMER:Too many candidates, too many companies forget that there are two different customers. There are internal customers and external customers. Internal customers are the people the company employees, their needs must be met! External customers are those people who purchase, use or consume the company’s products and services, their needs must absolutely be met! This is a well documented fact within organizations; it is much easier and less expensive to ‘keep a current customer’ internal and external, than it is ‘acquire a new customer’, either internal or external. You already know this, right? I know you do.

So what? (This is the last time) So, when you are in the interview, the person interviewing you needs/wants to know and more important, you must be able to articulate (speak the language of business) a couple of things regarding your understanding of this core element, customer. First, how does what you propose to do for their company enable them to ‘retain and or gain’ both internal and external customers? Second, how do your achievements for other employers demonstrate that you know and understand how you enabled that company to retain and or gain both internal and external customers?

I apologize if my being repetitive has insulted you. However, it is a fact that repetition can be a key lever in the learning process. I also recognize that these few paragraphs represent just a high level view of what is meant by understanding and speaking the language of business. My hope is however, that reading and considering the ideas and repeating the questions

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attached to each of the 5 core elements has at least done two things:

1. Convinced you that you already know a lot about the 5 core elements of business.

2. Helped you think a little differently about what you already know and have accomplished and provided you with some guidance and ideas on how you can leverage that knowledge in the interview process.

I wish you the best and assure you, you already ‘know’ a lot of what it takes to successfully “bridge the gap from student to professional” the challenge is to act on that knowledge! The 5 core elements provide you a simple model and or process for taking action and using that knowledge!

Now, go to that critical interview, separate yourself from the other candidates, speak the language of business, confidently SHOW THEM THE MONEY you have made and can make for any company fortunate enough to secure your services!

For further information contact:Jerry Johnson at 801-367-2303 [email protected]

Being an analyst, I’m not often asked for advice on getting into the PR industry. I suppose most people don’t think of research and analysis as being part of the business. The truth is, I’ve spent my career work-ing in and studying Public Relations. Over the years, I’ve been fortunate to work with some of the best PR practitioners in the business – and some of the worst. From them, I’ve learned a bit about what it takes to get into PR and what it takes to stay there.

I don’t want to offer up the same old “get an intern-ship” advice that you’ve already heard from everyone else. So, I took the question to “Seek or Shout,” Ci-sion’s newest online social community for journalists, PR pros, bloggers – anyone who is looking to for or creating content. From their responses, I can con-firm that internships play a critical role in transition-ing from student to PR pro. But here are a few other things to keep in mind as you establish yourself in a PR career.

Know your stuff. Sure you’re a great writer, but can you set up an Excel spreadsheet or explain EBITDA to a new reporter covering your company? Take as many business courses as you can. Don’t skip statistics or accounting. Having a solid understanding of business and financial fundamentals is key to getting a job in PR, being successful and earning senior management’s respect.

Speak up and step up. My favorite quality in an employee is gumption. By definition, PR pros are not shy. If you don’t like calling people on the phone or stopping by their space to ask a quick question, this might not be your field. You may think you’re “just”

Want to Get Into PR? Do Your Research. By: KC Brown

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Have you ever had to dig deep to keep going on a treadmill to reach your goal? Have you thought, if I can focus on studying for one more hour, I’ll be able to ace this test?

As a college student you’re tried and tested just about every day. You work hard to prove what you’re made of.

But have you considered what your digital persona is made of? Is it full of high school and college photos, goofing-off or participating in ruckus activities?

As you prepare for a real-world internship, or even graduation and time to find your first real job, you’d be wise to focus on what impressions people re-ceive not just from meeting you personally, but from Googling you.

You ought to know how you’re represented online, and have the skills to manage your online reputation. Same goes for companies and brands.

As individuals and organizations, we need to not only identify what’s published about us, but use tools to speak for ourselves and influence the content (i.e., search results) in such a way as to effectively manage a digital presence.

A simple way to start is to Google your name. Then go searching in specific places, like Facebook, Twitter and YouTube. You could even set-up free Google Alerts and Twitter searches on your name, or any variation of it, to remain apprised of what’s online.

You’ve heard that “knowing is half the battle,” and that certainly applies to the Web. Managing your digital presence is part art, part science. It requires constant monitoring, nourishment and focus.

You should think about what you share online. Ask yourself, “Would I be alright sharing this with my par-ents, best friend or ecclesiastical leader?” Or, “If I were ready to hire someone, would finding this cause me to

an intern or “only” a specialist, but speak up if you’re a social media power user or have a talent in design. Don’t just sit there and wait for someone to tell you what to do. Tell them what you can do.

Don’t settle. Find an organization with products, ser-vices and values you can honestly support. It’s hard to stand behind a product, service or management team that you don’t believe in or understand. If you don’t like pitching media, don’t take a job in media relations. Take the time to find the right fit.

Most importantly, though, do your research. Make sure you have the knowledge and skills for the job you want, then go and get it. It’s a tight job market right now, but it’s easier to find a job if you know what you want first and get the knowledge and skills you need for it.

Know What You’re Made Of By: Pete Codella

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question my decision?” We all know employment deci-sion makers use every tool at their disposal to select the very best candidates, and that includes scouring the Web for applicable publicly available content.

In business, social media can be used against you. I’m aware of a large public relations firm that lost an important account after one of its executives tweeted disparagingly about the town while visiting its client’s headquarters. The employees didn’t take kindly to the insult and began to question the large sums of money they were giving to a fancy PR firm and its executive who apparently hated being in their city. Sure it’s dif-ficult finding context on Twitter, but what our parents taught us still applies: “If you don’t have anything good to say, better to not say anything at all.”

Hoping to remain anonymous online or expecting privacy when you choose to participate in social media circles is naive. You’d be amazed at what you can find: satellite photos of people’s fenced-in back yards, con-tact information, social security numbers, even how much money people owe on their house.

And if you become a crime suspect, rest assured the authorities will know about every digital keystroke, touch and click of the mouse. Our lives are journaled digitally even without our conscious approval. In our time the use of the Internet has introduced tremen-dous privacy implications.

You can’t be one person in your private life and an-other in your public life; behave one way online and a different way in person. Such schizophrenia will undoubtedly create a personal nightmare.

So be wise in what you choose to publish. Realize that there is no barrier between your personal and profes-sional life, even if you have yet to firmly establish that professional life. Realize that what you do and say can be used against you. Just think about presidential candidate Mitt Romney and the obstacles he creates for himself by saying something that, of course, is cap-tured on film or tape, then taken slightly out of context and discussed nationwide.

What you do and say online can also go a long way to demonstrate your character, skills, passion and expertise.

Pretty much everything we do and say is available for public consumption and critique.

Perhaps being mindful of how the Internet can be used against you will help you become more employ-able, and hopefully, and especially, help you become a sought-after communication counselor who knows the pitfalls and possibilities provided in our digital age.

At the 2012 PRSSA Regional Conference I’ll talk about the importance of online reputation management and discuss tools to help college students create a profes-sional digital persona in preparation for gainful full-time employment. Similar tools can be employed on behalf of companies and organizations to monitor and manage online content.

Pete Codella is Accredited in public relations. He is CEO of Codella Marketing, a PRSA 2012 International Assembly Delegate-At-Large, and a member of the University of Utah Executive MBA Class of 2013. He’s on Twitter @codella and blogs at PeteCodella.com.

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Hands are incredibly expressive. In fact, they have a language all their own. Can you imagine trying to speak without using your hands? Incredibly frustrat-ing. Yet you may not be using your hands as effec- tively as you could. Why is that? Usually because it feels awkward at first to try to integrate your hands into your message. But your hands are an essen- tial part of your communication arsenal. Your audience is depending on you to use your hands to underscore and elaborate.

“Put your hands in the air!”

This is not a hold-up; but it is good advice. You need your hands in a position your audience can see. This allows your gestures to catch their attention and com-muni- cate effectively. The best position is with arms pulled slightly away from your body, elbows bent at about 90o, and hands open, slightly curved, and verti-cal. Now, shake your hands and arms until they stop in a natural, relaxed, and com- fortable position. This is the “ready-to-speak” position for you. It feels a little weird at first, but soon you’ll recognize how much more easily your gestures flow .

With your hands in “ready-to-speak” position, you can jump into any appropriate gesture. Start experiment-ing. If you want the maximum effect, your gestures should take place in an area directly in front of you, from slightly below your eyes down to mid-chest.Should you plan your hand movements?

You may wonder if planning your gestures will make them seem insincere. Not when done right. If you’re waiting for genius gestures to occur to you on-the-spot when giving key phrases, you may be disappointed. Instead, your gestures may lapse into repetitive, tired, and meaningless motions. Choreographing gestures that make your message “pop” can really drive an idea home, evidence of careful plan- ning. Think of your deliberate hand movements as part of the story—add-ing de- tails, emphasis, and communicating essential emotional information. You can change a phrase from ho-hum to hilarious with a simple toss of your hands. Try it.

Can you gesture too much?Sure. Anything can be overdone. Strive for balance in your speaking. You want your hand movements to emerge in an organic, natural, and energizing way. A good speech coach can be helpful in developing and managing your gestures. If you use your hands right, the audience will too—by giving you more applause.

Make a Plan for Your Hands By: Elain Witt

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On my first day as an intern at GM I found myself in the hot seat when someone asked me what I thought about the wireframes they were proposing. I had no idea what wireframes were, nor did I know if I was even in the right meeting.

I was faced with the decision to either tell these people I was in the dark or make something up on the spot to avoid looking dumb. Unfortunately, I chose the latter. As I recall this experience, I think the nonverbal re-sponse from colleagues probably mirrored one of my favorite lines from the movie “Billy Madison:”“Mr. [Denison], what you’ve just said is one of the most insanely idiotic things I have ever heard. At no point in your rambling, incoherent response were you even close to anything that could be considered a ratio-nal thought. Everyone in this room is now dumber for having listened to it.”

Moving out of the classroom and into the professional world can be a somewhat shocking experience filled with new people, new surroundings and new terminol-ogy.

As students you have the luxury of immersing your-selves daily in exercises designed to highlight your understanding of certain topics. A true mastery of these topics creates a measure of confidence. Confi-

dence increases as this mastery is manifested in the form of good grades. This might lead to some students thinking that not knowing the answer is a bad thing, and this mentality sometimes makes its way into the professional world.

It is ok to say, “I don’t know,” in the professional world, but it never hurts to add “…but I’ll get back to you on that.” Trying to make up a response when you don’t know the answer is no different than rambling your way through an essay question for which you don’t know the answer.

Even though it’s ok to not immediately have all the an-swers, you should do what you can to get up to speed as quickly as possible. To do this, I recommend the following:

1. Ask questions. Asking questions shows you are eager to learn, and shows others you are teachable. Sometimes people are so busy that they may forget that others don’t fully understand all the new terminology they are throwing around. I have learned that it is ok to ask what a certain acronym means or how a particular process works. Personally, I don’t think you can ask too many questions.

2. Find a mentor. I have a number of people I consider mentors and I never hesitate to call on them for ad-vice. Mentors who work in your organization can be an especially invaluable resource in teaching you the organization, its culture and unique vocabulary. Men-tors from outside your organization can also provide a unique perspective.

3. Volunteer for tough assignments. I learn the most when my abilities and understanding are stretched to their limits. As you volunteer for the tough jobs you will not only show initiative, but you will also be able to more fully immerse yourself in the workings of your organization. This will do more to increase your understanding than perhaps anything else. If you are constantly in your comfort zone then the job is prob-ably not challenging enough for you.

4. Do your research. It never hurts to learn for learn-ing’s sake. If you don’t possess a certain skill set, then take the time to read up on it. We live in a time of unprecedented access to a wealth of information. Take advantage of it!

What Do You Mean You Don’t Know Everything?By: Adam Denison

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The public relations field is filled with many oppor-tunities to expand your talents and find those you didn’t even know you had. While you may never know everything, you can certainly increase your capabilities as you ask questions, work with a mentor, volunteer for the hard jobs and seek to learn on your own.

Crisis Communication: Do You Have What It Takes? By: Evan McCollum

Here’s a partial list of attributes of those who aspire to be successful Public Relations professionals, especially those who will manage or participate in crisis commu-nications. Does this describe you?

• Bravery• Ability to function despite imminent catastrophe• Ability to relate to others with sensitivity, regard, and empathy• Adaptability• Flexibility• Fairness• Sense of humor• Ability to form stable and quality interpersonal rela-tionships• Appropriate assertiveness• Healthy risk taking

Well, actually these are desired attributes for astronaut candidates, but I think they are equally applicable for a person who aspires to be a PR professional and to be calm, cool, collected, and effective while handling em-ployee communications or media relations when your employer or client is, for example:

• Netflix and your CEO has just announced a huge price increase while the company is separating online viewing and DVD mail delivery services, or

• The Susan G. Komen for the Cure organization whose CEO announced that they will no longer fund Planned Parenthood, or• Costa Cruise lines and one of your ships ran aground off the coast of Italy killing several passengers while the ship’s captain apparently abandoned ship, or • Penn State University which fired its president, other execs, and its iconic football coach over a child sex abuse scandal cover up, or• Lockheed Martin, which built major elements of the space shuttle which exploded 70 seconds after launch.

OK, I admit it, I’m a space cadet, thus the astronaut reference. I worked in the aerospace industry for 31 years and it has been my privilege to get to know several astronauts. I’m reading a great book entitled, “Packing for Mars,” by Mary Roach. In it, she describes hoops through which some astronaut candidates in Ja-pan must jump, including a weeklong stay in an isola-tion chamber with 10 other candidates.

“An intelligent, highly motivated person,” she writes, “can hide undesirable facets of his or her character in an interview or on a questionnaire…but not so easily under a weeklong observation. In the words of JAXA (the Japanese space agency) psychologist Natsuhiko Inoue, ‘It’s difficult to be a good man always.’”

Likewise, the sternest test of your mettle as a Public Relations practitioner will come long after any job interview when you are responsible for communicat-ing to various audiences about a disaster, whether natural or one caused by a management decision or some other reason. So, while there are no PR isolation chambers like those they use for astronaut candidates, it’s probably a good idea to participate in simulation exercises and, even better, find ways as an intern or through some other connection to help clients through their real crises. The best PR pros do table top exercises or other simulations routinely to hone their skills.

Former Secretary of State Henry Kissinger once said, “There cannot be a crisis today; my schedule is already full.” Public Relations professionals don’t have that luxury.

Page 16

Meet the Executive Board

Steve Martin President @mr_steve_martin

Melissa Connor VP of Fundraising @melissa913

Matt Hopkins VP of Public Relations @matt_hopkins

Jared Gay VP of Member Services@jaredclarkgay

Chuck Krebs VP of Professional Development @charleskrebs

Michelle Rubio VP of Community Relations @michellearubio

Dallin Hatch VP of Finance@Dallinhatch

Nick Barnes Editor-in-Chief @neekbarnes

Page 17

Notes

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