Endorsing Content: Mayo Clinic

Nowadays, blog launches are hardly news. But when the organization is the Mayo Clinic, it piques our interest.

Sure, blogs aren't new for the Mayo Clinic. It has several, covering topics that range from Alzheimer's and Depression to Genetics and Safe Sex. It also has social media initiatives on YouTube and FaceBook.

The newest blog, however, presents something else entirely. Sharing Mayo Clinic "provides an online site for patients and employees to share their stories about what makes Mayo Clinic unique."

While the concept is grounded in the theory that organizations should give social media message control over to consumers (which may or may not be prudent), those few words of intent place the blog somewhere in the middle of virtue and vice. Is the blog about patients sharing their experiences or is it a media rich endorsement page? The mixed intent comes across in a statement as well.

"Rather than our patients just being able to talk with the people they see every day, these platforms allow them to share their experiences with people all over the world -- some of whom they know personally, and many they do not," says Lee Aase, Mayo Clinic's manager of social media and syndication. "We also see Sharing Mayo Clinic as an opportunity to provide glimpses into the lives and motivations of Mayo employees who are dedicated to working together in teams to provide the best care to every patient, every day."

The first half of the quote is intuitive and empathetic. The second half of the quote is marketing.

There isn't anything wrong with that; and I'm a fan of everything the Mayo Clinic is attempting to do in terms of bridging the communication gap between medical professionals and people. (Check out Aase's sincere interview on YouTube. It's solid.)

However, if it wasn't for the brand equity of the Mayo Clinic, it seems to me that this new venture might be mistaken for astroturf — a series of endorsements leveraged by miracles of modern medicine (e.g. If UCLA Medical asked me to do the same after our daughter's visit, you can bet the personal review would be glowing.)

That's not to say this first step doesn't have potential. If Mayo Clinic employees and patients are willing to share their stories (perhaps in real time on occasion) and the Mayo Clinic cross references those stories with its other social media initiatives in support, Sharing Mayo Clinic might be a real breakthrough in social media as well as medicine.

You see, there is difference between telling people some time and showing people something. Rather than place the emphasis on stories that make Mayo Clinic unique, the Mayo Clinic only needs to share stories that make its patients and employees unique. With a simple shift in intent, the benefits become self-evident.

Wearing Verbs: The Future Of PR

When Bill Sledzik, associate professor for the School of Journalism & Mass Communication at Kent State University (Kent State), first posted how his school hopes to raise the bar for public relations, I flagged his post. (I flag many of his posts, enough so I'm glad he doesn't post daily.) At the moment, I only have one more bullet to add to his already excellent post.

How Do You Raise The Bar In Public Relations Education? 10. Teach public relations students to think.

Public relations is changing. And with each passing year, it's changing at an accelerated pace.

In 2005, I could sum up what it might take to be a good public relations professional with just three bullet points.

• Think like a journalist
• Act like a business professional
• Write with the passion of a novelist

In 2007, I added three more.

• Dig deeper than a lead investigator
• Speak with the conviction of a communicator
• Exhibit empathy like a public service advocate

This year, I've added a seventh.

• Demonstrate authenticity like a social media evangelist

Next year, I'm planning to add number eight. All I need to do is settle in on a professional comparison for adaptability, which will require tomorrow's public relations professionals to think. They will have to know how to think, because as the velocity of communication accelerates and the tactics we employ to do so change, public relations professionals and other communicators will no longer be able to rely on "how to" hot lists that become obsolete the day after publishing.

Communication is situational. Adapt or die.

Two student questions reminded me just how much emphasis needs to be placed on thinking. One question, which came after class in an e-mail, asked me how I expected students to complete the assignment when I hadn't given them "how to" instructions.

The assignment is to write their own obituary (10-60 years from now) as a journalist. (While there are several objectives, one is to pay homage to journalists who used to start with assignments just like that.)

My response was simple enough. I can no more endorse a "how to write an obit" for an undefined subject than I could outline "how to write an advertisement" for an undefined product. There are too many variables. So I reiterated what I said in class. Read some real obits: Ricardo Montalban, Heath Ledger, Gerald Ford, Alexander Solzhenitsyn, etc. Then, think it through.

The other question, asked in class, wondered how I could wear both the public relations hat and the journalism hat from time to time (everybody wears lots of hats nowadays; just search "wearing many hats" and you'll see). What might have been a better answer, however, would have gone much further in emphasizing adaptability for future public relations professionals.

When defining hats, it's best to think in terms of verbs instead of nouns.

Doubling Features: Veronica Mars, Jericho

It took two years, but the entertainment industry is taking action. When audiences are engaged, ratings alone don't measure. Backed by two loyal and impassioned fan bases, two television shows are setting sights on the big screen.

Passive viewers are active consumers.

Rob Thomas, creator of Veronica Mars, recently confirmed rumors: there will be a Veronica Mars movie. He said it will pick up a few days before Veronica Mars' graduation from Hearst College. Kristen Bell is confirmed; Thomas says he has spoken with Jason Dohring and Enrico Colantoni. Why? Fans.

Jon Turteltaub, executive producer of Jericho, broke the news: there will be a big screen treatment for Jericho. While the movie will go beyond the small town setting in Kansas, Turteltaub said that the original cast is all in, including Skeet Ulrich and Ashley Scott. Why? Fans.

The Internet has changed entertainment. Expect surprises.

At a presentation held at the Sundance Film Festival, panelists — Netflix CEO Reed Hastings, YouTube CEO Chad Hurley, and Hulu CEO Jason Kilar — may have shared slightly different visions for the future of entertainment, but all of them agreed on one thing. Fans are in control.

It only makes sense. Ask the next generation when their favorite television shows air, and many of them don't know. The shows are available whenever and wherever they want. It doesn't even matter when they were produced.

New shows benefit from the acceleration of online content delivery and old shows are resurrected as if they were produced last week. Many of them benefit from consumer marketing efforts created by brand evangelists.

Not only do these fans want to see the story lines continue, but they want the depth of material expanded as well. Even if that means picking up where networks and film studios leave off, many of them are more than ready to do it.

Measuring Communication: ROI Meets ROC

There has been considerable time and effort invested by hundreds of people in attempting to demonstrate a return on investment for communication — advertising, marketing, public relations, and social media. It began as far back as, well, since someone first realized it might be measurable. In fact, any search on the subject will turn up any number of efforts, with some providing better explanations than others.

For my own part, I've been working, on and off, to refine a measurement formula for the better part of two years. My hypothesis is simple: the return on investment is related to the intent of the communication and the outcome it produces.

I | O = ROI

However, since last year, there have been several people who have noted that ROI means something different to business. In finance, for example, ROI means the ratio of money gained or lost (realized or unrealized) on an investment relative to the amount of money invested. When considering that definition, it becomes reasonably clear that ROI might be the wrong term for communication measurement, especially because not all communication produces outcomes that yield direct returns.

While this doesn't change the hypothesis, it does place a greater emphasis on establishing the connection between direct and indirect results because if we narrow the definition to only recognize direct returns, the greater portion of any communication plan will be diminished and working professionals will continue to misidentify incidentals such as conversations outcomes. Instead, I propose the real measure of communication is exactly that — the return on communication or ROC.

[(B • I) (m+s • r)/d] / [O/(b + t + e)] = ROC

For the next several Mondays, I will be writing a series about the above formula as illustrated within a free 5-page abstract, Measure: I | O = ROC a.k.a. The ROC, which defines a revised formula for communication measurement across advertising, marketing, public relations, internal communication, and social media. It has already been proven effective in measuring individual communication and ongoing campaigns.

Polarizing Futures: Apple, Facebook, Everyone

When Amazon first launched Kindle, it seemed to me that no matter how anyone felt about the product, the technology behind it represented crossroads with potentially polarizing effects.

It represented an opportunity to educate everyone on the planet (once there was a price point drop), giving them access to the best books ever written. And, it also represented an opportunity to enslave humankind by filtering future content and killing the last refuge of reader privacy at the same time. Some responses were expected...

"Enslave humankind"? I can imagine a few scenarios, but what did you have in mind?

Facebook Sacrifices Burger King

Burger King posted a Facebook application in early January that promised users a free Whopper if they publicly sacrificed 10 friends. Facebook disabled the campaign after 233,906 friendships were sacrificed, claiming the application did not meet users' expectations and the campaign was singling out users for ridicule.

Crispin Porter & Bogusky has since move to its third attempt to force feed a viral campaign in the last couple months. You can now send someone an Angry-Gram.

Apple Becomes Editor-In-Chief

Tom Krazit, a staff writer for CNET, recently outlined the details between the e-book author David Carnoy and Apple. Apparently, Apple rejected Carnoy's e-book for containing "objectionable content," which appeared to be a couple of uses of that four-letter word that starts with F.

Carnoy succumbed, saying the changes didn't impact the book. Apple has since approved the e-book now that the author removed the words that Apple considered objectionable.

Mack Collier Questions Listenership

Mack Collier, a social media purist for whom I have ample respect, questioned my interest in the 'Real-Time Communications Conference' because it was led by Pfizer Vice President Ray Kerins, someone who is virtually unknown in social media circles. Pfizer has been using social media internally.

Collier made the case that listening to people who were outside the circle might not be worth listening to. I'll be sharing some notes from the conference, which was broadcast live in real time, next week. There is ample content that is useful for businesses, students, and social media consultants alike.

Some of the discussion goes a long way in bridging the gap between business marketing and social media enthusiasts. Bringing very different ideas from different people, companies, and industries is a passion of mine.

Stanford University Was Right

While I might be an instructor at the University of Nevada, Las Vegas, I still have a passion for learning. And since I am geographically challenged in pursuing my education, I make ample use of multiple sources, including the content rich Stanford University section of iTunes.

I'll be writing more in-depth about these programs soon, but for now there is a thought that seems especially appropriate. As much as the Internet and social media have contributed to making more information and commentary from a greater number of sources available, it also allows participants to pick and choose their own content to such a degree that each participant can effectively select their own set of facts and create their own reality.

In other words, it might even be said we run the risk of self-isolating ourselves from knowledge that makes us feel uncomfortable. So I wonder, no matter if it is the smallest examples of gatekeeper censorship such as Facebook and Apple or even self-selected, what are people doing to ensure they continue to challenge themselves — even if it means listening to opposing viewpoints or taking the risk of being offended — in order to grow? What are your thoughts? I'd love to know.

Saying Nothing: Why Leadership Needs To Engage

Although a recent survey from Weber Shandwick has a small sampling with only 514 respondents, it mirrors several other studies that suggest the same — company leadership is still too quiet about the current economic crisis.

More than half (54 percent) of those surveyed said their employers are not talking about how the financial crisis is impacting the company and the majority (71 percent) said their company's leadership should be communicating about it more. The study also pinpoints that while company leadership is perceived to be not talking about the recession, 74 percent of their colleagues and co-workers are talking about it, with 26 percent expecting layoffs.

Last December, Watson Wyatt released a study that conveys the opposite. Overall, it found 77 percent of employers have already sent out or are planning communication on the impact of the financial crisis. More than two-thirds (69 percent) of these employers cited easing employee anxiety as one of the top two goals of their crisis-related internal communication, while nearly one-third (32 percent) cited earning employees’ trust.

Are more employers talking, but fewer employees hearing?

When the intent of communication no longer produces the desired outcomes (such as alleviating employee anxiety), it's time to reevaluate the communication.

In this case, communication managers and executives might consider that addressing the financial crisis is not the same as typical or motivational internal communication — it's crisis communication, even if the company is not directly impacted by the crisis occurring around it. And while not every crisis communication step needs to be followed, there are several very important questions that leadership needs to ask:

Are we acknowledging something is wrong? While instilling internal confidence is critical, employers cannot outright dismiss the recession. It has to be acknowledged, even if the company is unique, or the message may not be believed.

Are we satisfying employee interest? Employees are talking about the financial crisis. Government is talking about the financial crisis. The media is talking about the financial crisis. The sheer frequency of all this communication suggests company leadership needs to consistently communicate its position and direction. For companies wondering how many times they might reinforce job security to their employees, there is one answer: as many times as employees need to hear it.

Are we communicating empathy? Internal communication is not exclusively internal. Internal communication influences front-line communication and is influenced by outside factors. Even if company is one of several viewing the recession as an opportunity as opposed to a setback, the communication needs to express empathy. Employee spouses, colleagues, and point-of-contact customers may have very different experiences.

Have we included positive steps being taken to address the situation? During a crisis, even if the crisis is external, every message needs to be reinforced by provable data and a positive direction, regardless of what that data might communicate. People are always more receptive to a clear direction, even if it includes some bad news.

If these questions remain unanswered, any communication may be rendered ineffective. Ineffective communication is non-communication and may not even register with employees. Given that internal communication is permeable, non-communication can contribute to external public sentiment. It may even be why the RBC CASH (Consumer Attitudes and Spending by Household) Index reported consumer sentiment is at a six-year low.

"At a time when working Americans are concerned about their personal finances, their jobs and the overall economy, employees are looking for credible, candid information, and right now too few business leaders are filling the information void that exists,” said Harris Diamond, CEO of Weber Shandwick. “Employers have a great opportunity to communicate with their workforce about the impact of the economic situation on their companies as well as on employees."

Isn't it obvious? Employees are not just employees. They are also consumers and shareholders. And right now, they are looking to the private sector, as much as government, to stabilize the economy. At minimum, they need reassurance that their company isn't waiting for someone else to come up with a solution.

Related posts:

• Ragan: Survey: Leaders Fail To Communicate With Employees

• British Association Of Communicators In Business: Recession Demands More Emphasis On Internal Communication Not Less

• Jenna Boiler: The Importance Of Internal Marketing

• Geneva Communicators Network: Employee Communication Spending To Rise In 2009

• Copywrite, Ink: Thinking Internal: Watson Wyatt Study