The End…the beginning

Today we were asked to write a little bit about what we learned in our post-graduate program. It’s interesting to think back and start reflecting now that we’re a week away from finishing. 

So, what did I learn?

Tons, but here are a few items that stick out for me:

The first thing is something I was already taught in the corporate world. Relationships are at the core of business. Whether they are one on one relationships or relationships between a company and its stakeholders. Communications and PR follow this strain of thought. Social media amplifies this even more – Twitter, Facebook, LinkedIn – all of these things revolve around social relationships. For companies this means more risk and potentially more reward.

Strategy is a foundation. I’ve learned that while tools and tactics change over time, you still need a solid strategy behind what you’re doing. So whether you’re writing a traditional company newsletter or managing a Twitter feed, strategy needs to be in place.

Never forget about business. At the end of the day, social media and PR campaigns are grounded in supporting business or organizational objectives. You cannot forget this or your efforts can start to lack in real value.

Planning is key. Developing a strong communications plan is the difference between success and failure on many levels. I’ve already witnessed the chaos that is a lack of planning and surprisingly many people, even those in the field, do not plan or do not plan well. When it comes to online PR efforts, it can be even more important. When dealing directly with publics and with new tactics, you need a solid plan.

I can handle a lot. This is might be more of a personal learning experience. I’ve always been a busy fellow. Getting involved and working hard are ingrained in me. Thanks Mom, Dad (though I’m sure I cursed them when I was younger).  I learned this year that I can increasingly conquer a busier and busier schedule. Work, play, sports, school, volunteering, family, and friends; I’ve become better and more efficient at doing it all – at the same time.

Now it’s time to take these lessons back into my professional life. It’s the end of my post-graduate program but I’m still just getting started professionally. I’m looking forward to new challenges. Luckily, my suits still fit.

Growing the relationships you already have

Our class was given a writing assignment. The task was to write a persuasive letter from our alma mater (undergraduate university) appealing to alumni to attend an event.  Our instructor joked that she has never and would never go to something like this as it had been so many years since she was a student. Some in the class agreed with that sentiment.

While researching university websites to write the letter, some students yelled out questions like, “What if our university doesn’t have events for alumni?” That struck me as a bit odd, but it seemed to be a situation that a few students were in. Overall the attitude was disinterest in the concept of relations with your alma mater. I wasn’t surprised by any of this. I think it is a common view held by most people.

But, I don’t agree with it.

We’re often advised to network, network, and network. Even with this advice, few people do it. Even fewer do it well. It can be challenging, time consuming or even intimidating – I understand that. What I don’t understand is why so many of us don’t invest in the relationships and communities we have already established. Instead, we often let them fade.

Some schools are far ahead of the game with community building and are even further ahead with maintaining those connections over time. Many such schools have strong academic reputations, but they are also sought after for the community experience. This is a function of good community relations at the institution and even better alumni relations down the road. It is an investment in communications and stakeholder relations.

I had an excellent academic experience at Queen’s. I had an equally rewarding community experience. That didn’t end when I graduated. I’m still very close friends with those I met in university, including those I met on the first day, those I met in classes and those I met in social settings. I’ve also become friends with their friends, their families and even their coworkers. These are all personal connections based on friendship, yet the same sense of community applies to the ‘greater’ Queen’s community. This isn’t just me – it’s something taught as part of the culture at Queen’s from day one.

You spend four years completing your undergraduate degree; you make many connections while you’re there. I argue it’s worth investing time in your larger communities, whether that’s your alma mater or your neighbourhood – a sentiment often echoed by leaders in all three sectors. It’s worth the personal and professional development that follows. I hope my peers feel the same way – we’re all graduating shortly. There are many great people that I’d love to keep in touch with. Over time, there are also many alumni I look forward to meeting. 

Small Town vs. Big City – The Opportunity Debate

We all know the romanticized idea of the big city with big opportunities. You can find it anywhere: music, movies, theatre, books, the list goes on. It seems simple enough – big cities have more opportunity – there’s more people, more business, more everything. Being from a very small town, I always thought this to be true. After moving to Toronto and settling in over the past year, I’ve started to question this basic assumption.

Here’s how I came to question things…

The issue has recently resurfaced in the final weeks of my post-graduate program as I’ve started to reintegrate into the business world, this time in Toronto. It’s become apparent in a number of encounters. I’ve been having discussions with my peers, and with mentors from the International Association of Business Communicators (IABC) and Canadian Public Relations Society (CPRS). I’ve been working on a few projects with two separate organizations. I’ve also been interviewing and speaking with companies and agencies for a placement that we are required to complete in my program.

The people I’m discussing things with are sometimes surprised by my past experiences and the kinds of things I’ve done. For example, my first job in high school was running a computer access site under an Industry Canada program. I don’t think that’s the typical experience of a 16-year-old. I’ve had a series of positions that followed this pattern of diving into things that would typically be beyond my age bracket. On one hand, I work hard on everything I do and didn’t end up anywhere without planning and effort. On the other hand, I have to attribute many of these opportunities, in part, to living in rural Ontario or a medium sized city.

Limited resources in smaller towns meant more opportunity for those who sought it out. I ended up in some really interesting positions, thanks to some supportive managers. In contrast, now that I’ve lived in both Ottawa and Toronto, I feel like I have a strong grasp on the big city.

There are an endless amount of companies you can work for here in Toronto. There are more positions and you can rise up the ranks of some of the world’s largest corporations. You can’t do these things in smaller towns or even medium –sized cities. This is an environment you only find in a global city. There is tremendous opportunity. But, the resources are here, more people are here. The roles are more defined and specialized. I’ve learned in my discussions that you can’t just show up and dive in to the degree I was accustomed to in a smaller environment.

This will take some adjustment for me. I like diving in, I like the challenge. So, I’ll keep doing it and see if I can’t bring a little small town attitude to the big city. When it works, I’ll run with it. When it doesn’t, I’ll be patient and contribute in the best ways that I can. Of course, I still have plenty to learn, so a little patience on my part isn’t such a bad thing!

So where’s the most opportunity, really? Well, you have a much broader spectrum in the big city, but you can more quickly find flexibility and depth in a smaller town – if you can find a position at all.

Where does it all come from?

History can influence the future. If I’m going to be offering my two-cents and sharing my stories, you best have a bit of background. I think my history is rather unique and it definitely plays a role in shaping my current perceptions. I want to share with you just a few items that make me a bit different and that influence my interests.
So the first key bit of information is that I’m originally from rural Ontario. We’re talking very rural – more cows that people. I’ve also spent a number of years in some of Ontario’s larger cities, including Ottawa and now Toronto. I’d argue that through living across Ontario, including the large rural aspect of the province, I have a unique perspective on things. I get issues that smaller communities deal with and I get the complexity of the urban environment. I’ve already found this range of experience to be helpful in communicating with diverse target audiences in my work and post-graduate studies.

Another key point about my history is diversity in work experience. I’ve worked in government or government sponsored initiatives at all three levels. I’ve worked and volunteered in a handful of not-for-profit organizations, ranging from small local organizations to large national organizations. Most recently I’ve spent the last couple of years in a corporate environment. This range of experience has proven to be beneficial as I have unique insight into areas where different sectors and diverse stakeholders intersect.

Overall I feel my background has helped me develop strategic thinking and adaptability. The breadth of it all may also explain my draw towards current events and public affairs. This is why I often try to include a balanced perspective in what I write – there are always multiple angles to an issue.

Politics and bureaucrats

The removal of Gary Webster as chief general manager of the TTC caused a firestorm of opinion and media coverage. Webster’s not the first high profile bureaucrat to get the boot in recent years. In fact, it seems to be a growing trend.

Performance issues for any top bureaucrat or other high-profile leader are debatable, maybe some of these individuals were on their way out, maybe not. The political timing of their departure is no accident and neither is the outrage that follows.

In some situations a better communications strategy could mitigate the political damage done. If there are reasons for removing bureaucratic leaders at a particular moment in time, then do a better job of communicating. Sudden, unclear firings during political turmoil tend to look bad. Both sides may lose credibility.

Everyone is aware of the modern, more active political firing squad. So what now? Will voters react at the polls? Will bureaucratic leaders increasingly reflect political influence?

It’s time for a talk. Politicians need to reinforce the position of bureaucratic leaders and restore trust. Alternatively, there needs to be an honest public dialogue about the influence of politics at the higher levels of public service and an evaluation of what that means. This whole issue needs a boost in transparency and accountability. It doesn’t have to be this messy.

Political Communications 24/7

The stakes are rising for political communications

“If it was a bar fight, it was all over before anyone got their coat off.” - Ottawa lobbyist Geoff Norquay

A few weeks ago the Globe and Mail featured a piece on the effectiveness of the Conservative Party’s communications. Whether or not their methods are always agreeable is one thing…but the impact of their strategy is everywhere.

"The message control has been well documented. The insight comes from properly reading and analyzing the landscape and the players, and the opportunity is the moment that presents itself to act". - (Globe and Mail)

The strategy used by the Conservatives has resulted in some very influential narratives. They’re always on - analyzing - responding - taking advantage - repeating the message. Their communications efforts are dynamic – they’re living and breathing. Their communications aren’t without mounds of criticism - but there are lessons of value here.

The political landscape is now a constant message battle. It’s not always about campaigning or attack ads. It can be a single issue. The idea isn’t new but the evidence is mounting.
This doesn’t mean everyone needs to take the same approach. Ethics vary. Not every audience will respond to the same methods or messaging.

The focus needs to be on what happens behind the curtains. Other stakeholders need to pay attention to the effectiveness of the elements used by the Conservatives and their external strategists (see Globe article linked in title for details). Content aside, their leadership places a high value (and close watch) on communication - the stakes have been raised - now everyone needs to catch up.

It is time for greater investment in communications outside of election time.
Messaging is less restricted by time, it is more competitive, more interactive. Our attention span is short. Dropping a campaign at election time doesn’t cut it anymore.

Gen-Y Engaged

Welcome to the Perception Post.

My name's Will and I'm a post-graduate student in Toronto. Here you'll find commentary and analysis on interesting business and political issues. I also write about my own experiences as a Gen-Y professional working in these areas.  

I’ve lived and worked all over Ontario in all of the major sectors. I’ve been fortunate enough to have some amazing experiences and I keep stumbling across more. It’s time to start sharing some of my adventures.

I look forward to connecting and engaging, so feel free to follow along here or on Twitter @Will_Pennell.

Thanks for reading,

-          Will