How to Take the Pain Out of the Editing Process

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Nobody expects perfection, and certainly not on the first attempt.

That’s why we always anticipate that the written content we produce for clients will need at least one round of edits – and maybe more. The editing process is without a doubt a key component of content development, ironing the rough edges of copy into smooth, on-message prose that shares the right message with the right audience.

Especially in the world of public relations, in which we write on behalf of clients instead of ourselves, I find that the editing process often contributes key insights that improve the quality of the final written content, whether it’s a byline, press release, case study or other deliverable. It’s that previous point – that public relations professionals are employed to write in the voice of their clients, not themselves – that makes the give-and-take of the editing process so critical.

To understand why, I like to think back to my reporter days, when everything I wrote appeared under my own name. Because my name was at the top of every article, all of this content was written in my own voice. The challenge was to get my own words out of my own head and onto the page.

Public relations is an entirely different animal. Nothing I write appears under my name, and everything I write is done in the client’s voice.  That’s where the guesswork comes in. Because I’m writing in a voice other my own and I can’t possibly get inside another person’s head, all public relations writing, at least to some extent, is guesswork.

Now, it’s important to note, that as a PR firm, our job is to reduce that guesswork as much as we possibly can, whether it’s through interviews, background research, asking intelligent questions and the like. But, no matter what, because the content we are writing is in someone else’s voice, in the end PR writing remains based on guessing. The editing process is when clients get their opportunity to evaluate that guesswork and massage the copy into something that resembles their company’s own voice.

Despite its inevitability, though, the editing process can sometimes be painful, fraught with misunderstanding, miscommunication, ambiguity and delays. To help ease the pain and improve efficiency, here are three tips to make the editing process go more smoothly.

Tip 1: Practice safe version control: When we send written content to a client, it’s fairly common that three or more individuals (someone from marketing and a couple of subject matter experts, for example) would like to review and edit the piece. That’s fine and very much encouraged. What’s not fine is when all three individuals send back their own edited copies of the document, which can lead to a lot of confusion and inefficiency. In many cases when this happens, one SME’s edits will contradict the other’s, leaving the PR professional to sort out a way forward while potentially wading into the client’s internal politics. To avoid this situation, practice safe version control. If you’re going old-school and emailing a Word document around, send it to one person at a time, and incorporate the first person’s edits before sending it on for review to the second. Alternatively, online tools such Google Docs allow for simultaneous editing and can help overcome the problem of contradictory edits.

Tip 2: Minimize comments in the right-hand margin: Resist the urge to click the “Comment” button in Word or list comments and suggestions in the body of an email. Nothing else results in so much confusion and ambiguity in the editing process as when the right-hand margin of a document is littered with comments. The writer must read those comments, think about their meaning, actually understand the meaning, potentially go out and obtain some new information, adjust the article’s text in a way that (guessing again!) the author(s) approve of, then send the article back to the client who must review it a second time. If the writer guessed wrong or misinterpreted a comment, rinse and repeat. Perhaps surprisingly, in my own experience, the most difficult part of this process is simply trying to interpret what the commenter is asking the writer to do. Instead of taking the time and effort to describe the changes the writer should make, why not just…

Tip 3: Embrace track changes: Here’s a scenario that describes editing nirvana: In the second half of a sentence, the writer said “A” but the reviewer prefers the sentence to end with “B.” So, ensuring that Word’s “Track Changes” functionality is turned on, the reviewer simply goes into the document and types his “B” directly over the writer’s “A.” The result? No confusion, no ambiguity, no questions, a sentence that reads exactly how the reviewer likes, and no more guessing on the writer’s part. Plus, the writer can now review the document and learn how to adjust copy for next time. And all it took on the part of the reviewer was a little more time and effort compared to leaving a comment.

The editing process holds the potential to bring about complication and confusion that exasperates writers and reviewers alike, but it certainly doesn’t need to. Follow the tips above boost the efficiency and accuracy of your content-creation process while removing the pain from editing.

Award-Winning Award Entries: Differentiating Between Strategies and Tactics

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Whenever I get award entries (or PR proposals for that matter) to review, I am always struck at how much confusion there is between what constitutes a strategy versus a tactic.

Generally what I will find is that the strategies and tactics are mixed together in some sort of strange PR stew that is like covering seasoned beef with strawberry jam. Both are tasty on their own, but together they just don’t quite work.

This confusion becomes more evident on entry forms that ask for deeper details. If all the competition is asking for is some company details and 300-word description of why whatever you did is award-worthy you don’t have to spend a lot of time separating strategy and tactics.

If, however, the entry form asks for 500 words on strategies around the objectives, then another 500 words on the tactics/execution you used to achieve the objectives, well, you’re going to need to understand the difference. Or find someone who does. Or hope the judges don’t understand it any better than you do.

Basically, the strategy is the overall plan of action – the big picture of what you intend to do. The tactics are the actions you take to get it done.

In baseball, for example, the strategy in a close game might be to advance a runner on first into scoring position (i.e., second or third base for those not familiar with baseball lingo). Doing so will give you a heightened opportunity to add a run to your total (at least in theory; SABRmetrics has shattered a lot of those beliefs in recent years).

HOW you advance that runner is where the tactics come in. You could lay down a sacrifice bunt. You could have the hitter try to bunt for a hit. You could do a hit-and-run, where the runner on first takes off for second and the hitter tries to hit the ball behind him to the right side. You could have the runner on first steal second while the hitter covers him with a swing and miss.

All of those are valid tactics or ways of getting the runner to second. Which you use depends on your personnel and a whole bunch of other factors.

Now let’s talk about PR award entries and why it seems so difficult to tell the two apart. Let’s say one objective of the program is:

“Company A was losing sales to larger competitors, so it needed to create a larger-than-life image to overcome this hurdle.” 

How did they plan to do that? The strategy was to use PR to increase its visibility in the marketplace without the huge investment advertising would require. But here’s where it starts to go wrong.

The next sentence in the “strategy” section will talk about how Company A started issuing press releases and thought leadership pieces on a regular basis.

No, those are tactics. They required specific actions from Company A or its agency. The same is true with launching a media relations or analyst relations program. Those, again, are actions the company took.

Again, strategy defines what needs to be done on a broad scale – in other words a business issue. Tactics describe the steps you will take/are taking/have taken to accomplish the strategy.

Here are a few more quick examples that will help stratify the three areas – goals/objectives, strategy and tactics – in your award entries and other materials:

Goals/Objectives

  • Increase share of voice
  • Improve company reputation
  • Establish new market
  • Attract funding
  • Position for sale

Strategies

  • Create a thought leadership program
  • Engage subject matter experts (SMEs) in developing content
  • Improve understanding of what media outlets clients/prospects rely on
  • Gain a better understanding of what product features/benefits are important to customers/prospects
  • Make messaging more concise/easier to understand

Tactics

  • Issue X number of press releases for the year
  • Write byline articles on these specific topics
  • Develop a media list
  • Media-train SMEs and other company spokespeople
  • Apply for awards/speaker opportunities

The beauty of understanding the differences is that award entries then practically write themselves. They tell the story of how you started broadly, then worked your way through the process to achieve the results.

Taking that little bit of extra time to think through what is a strategy versus a tactic isn’t always easy. But it’s worth the effort – especially when you receive that happy notification that you’ve won the award you were targeting.

Marketing In a COVID World

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In mid-May we talked about the emergence of a new normal in public relations and marketing as a result of the COVID-19 pandemic. Media coverage of the virus has become all-consuming in the intervening four months. 

Over 100 million pieces of news focused on COVID-19 have appeared. In just one sampled day, 340,000 came from 30,000 media outlets. As the lingering epicenter of the crisis, the United States produces one third of all global daily coverage.

Even as pandemic fatigue sets in among the American population, our collective obsession with the virus and its toll never wavers. Potential vaccines linger on the horizon bringing hope.  However, even aggressive projections place their availability 5 to 6 months away. COVID-19 isn’t going anywhere anytime soon.

The brands and products that most easily resonate with Americans these days are those that fulfill critical needs, both physical and emotional. So, unless you’re selling hand sanitizer, outdoor entertainment, or any type of toilet paper, how do you keep your brand in front of your customers? 

By making your brand feel critical.

The Five Things That Matter

Brand Messaging

Gone are the days of simple promotions. In today’s world the only messaging that stands out and feels genuine is that which tries to connect with people on a human level. The mixture of isolation, fear of the unknown, and an overwhelming sense of community and empathy has hot-wired most Americans to see the world differently in a very short amount of time. It has crystalized the things that matter and those that don’t. To matter, your messaging must account for this shift in thinking.

Social Media

The isolation of social distancing has caused 32% of Americans to spend more time on social media as a way to stay connected to their friends and family. Leveraging this groundswell of attention, paired with appropriate messaging, is the key to remaining relevant and to gaining new audiences. Make your brand into a trusted news source that offers important information during this time of need. Engage your followers in a conversation that proves valuable.

Virtual Events

Our need to connect with one another is fundamental. While physically isolated, virtual events have skyrocketed 1000% during the pandemic. These events are a collective backbone offering education, networking, and collaborative opportunities. It cannot be overstated how important these events are for socializing your brand’s presentations, white papers, and case studies. These webinars and virtual roundtables serve as important touchpoints with your existing customer base and essential engines generating new client leads.

Email Campaigns

Email remains another reliable and consistent communication vehicle. Since the beginning of the pandemic email open rates have improved 8% with a corresponding click-through increase of 22%. Incorporating the critical elements mentioned above into a comprehensive email campaign can help drive the success of your brand’s overall marketing strategy.

SEO & Lead Generation

The consistent theme here is Americans are turning to alternative tools to stay connected. Social media, virtual meetings, email, and the Internet have replaced most traditional in-person communication. Internet usage has surged 70%. A clever SEO & lead generation plan will plant the seeds that flourish long after COVID-19 has disappeared. Providing evergreen content that engages customers and answers core needs remains the heart of successful lead generation. Whitepapers, eBooks, and blog posts will always matter. And SEO drives their visibility.

The world has changed. People have changed. It’s impossible to know for how long. But for now, connecting with people requires embracing this new normal. The five keys listed here will help your brand lead as we all step into this brave new world.

Breaking Into the Policy World through Public Relations

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Unless your organization happens to have an office in the Washington, D.C. bubble, engaging in federal policymaking can seem like a daunting task. Many organizations will understandably dismiss the opportunity to get involved in policy discussions because they simply just don’t know how.

Perhaps a congressional hearing is held on a topic that’s important to your organization, legislation is introduced that could significantly impact your business, or the Administration proposes sweeping regulatory changes to Medicare. You’re wondering, “What do we do? How do we have our voice heard without lobbyists or advocates? Where do we even begin?”

I’ve got news for you: you can influence policy without a lobby shop. Here are the first steps.

Find the right news sources

Before trying to engage in policy conversations, it’s essential that you educate yourself and stay up-to-date with policymakers relevant to your organization. First, scope out your primary sources: your congressional representatives and policymakers who sit on key committees. Follow them on social media, sign up for their e-newsletters, and perhaps most importantly, find out who works for them. Many people don’t realize the authority held by congressional staffers. They have an incredible amount of decision-making power and should not be dismissed as potential gateways into policy influence.

Next, find the most apt secondary news sources. Identify the trade, national, and local publications that frequently publish policy analyses, breaking news, or commentary (both critical and favorable) on your industry niche. Sign up for their e-newsletters or follow them on Twitter. Then, find and follow the journalists who cover policy happenings that align with your organization’s interests. With the constantly changing policy landscape and the increasing volatility of the media market, this is an ongoing process that requires dedication.

Lastly, get to know other key players in the industry. It’s important to keep tabs on organizations on the opposite side of a given policy issue, but it’s equally as important to build strategic alliances. Follow both the organization and its thought leaders on Twitter and sign up for their e-newsletters.

Build your network

It may seem difficult to build meaningful relationships in the middle of a pandemic, but that’s where soft skills come in handy. Get creative with your public relations efforts. Social media and email are your friends!

Once you’ve sufficiently tracked down all of your target policymakers, journalists, and stakeholders on Twitter, it’s time to start engaging. Build separate lists for each category. Devote time each day or every other day (even just 10 minutes) to reviewing your list feeds, retweeting, replying, and liking Tweets that are timely and relevant to your organization.

This can be done from an organizational account, but it’s far more effective and impactful if done from one or multiple thought leaders’ accounts. But remember – everything on Twitter should be considered on the record, particularly when you’re interacting with journalists. This shouldn’t deter you from engaging, but be cognizant of how your Tweets may be perceived.

Perhaps the most conventional way to make connections is via email. This tried and true method is even more common now that we are living in a largely digital professional world. Introduce yourself by email to your target stakeholders and set up a call to hear about their advocacy initiatives and various experiences and connections with policymakers. You may learn that there’s common ground for partnership or a larger alliance, or that certain policymakers are amenable to certain policy changes.

Before you can take the next step with policymakers and journalists, you must get your organization’s ducks in a row. Develop your policy position and strategy, prepare your spokespeople, and identify your allies and opposition. This can be an arduous process, but this critical foundation – on top of your policy knowledge and strategic connections – will pave the way for your organization to have a voice in policymaking.

Many organizations don’t recognize the value of a multifaceted public relations strategy. With public relations as a key component of your communications plan, your organization has the potential to penetrate the policy world through thought leadership, social influence, and earned media. Don’t miss out on the opportunity to increase brand awareness and industry visibility while improving your organization’s policy influence.