Rutgers University men’s basketball coach Mike Rice, Jr., was caught on video being verbally and physically abusive toward his players, including using homophobic slurs (a particularly sensitive issue with the university given the recent suicide of Tyler Clementi, the Rutgers student taunted about his sexual orientation.)  In December, when reports first surfaced, the school suspended and fined the coach who earned a mediocre  44–51 record during his tenure.  This month, once the tape became public, the coach and his assistant were fired, popular Athletic Director Tim Pernetti and in-house lawyer John Wolf resigned, multiple basketball recruits pulled their commitments to the university and Rutgers President Robert Barchi’s future remains uncertain.

Seven years ago, almost to the day, that same university earned high marks when it came to the defense of its women’s basketball team after radio and TV personality Don Imus and his cohorts referred to the Rutgers women’s basketball team — comprised primarily of African-Americans — as “nappy-headed hos” and “hard-core hos.” Imus was eventually fired, and Rutger’s Hall of Fame women’s head basketball coach Vivian Stringer, one of the winningest coaches in history, was recognized nationwide for her leadership during the crisis.  The controversy helped establish Stringer as a protector of players — the kind of coach someone would want for their daughter. It cemented her reputation.

These are not tales of coaches or sports, but of leadership — and a prime example of the power of reputation. In the end, reputations are earned by serving others, providing purpose beyond wins, losses and monetary gain, and offering a clear vision of success. Authentic transformational leaders, like Stringer, are keenly aware of expectations; they earn credibility and trust though their actions. Successful leaders model the way and demonstrate self-sacrifice, inspire a shared vision, encourage the heart, show genuine concern, enable others to act by giving them tools to be successful, and show confidence in those they serve. They are honest, optimistic and hopeful.

In contrast, transactional leaders — like Rice — employ coercion, sanctions and consequences, which may yield short-term behavior changes but will never produce a culture of success or a good reputation.

Beyond poor decisions and lack of transparency,  Pernetti, Wolf and Barchi all failed to act in the interest of those they serve – Rutgers’ student athletes.  The university administration, like many failed leaders, seemed more focused on what to do than on why to do it. Their tacit endorsement of Rice bucked their ethical obligations and the duty they had to their students.  They were short-sighted, more focused on immediate monetary risk and reward than the long-term reputation and credibility of the institution. Simply, they abandoned their core values.  Rice’s abhorrent behavior – and the school’s backing – clearly fly in the face of acceptable standards in education, athletics, and the workplace.

Certainly, there was a time when the type of confrontational style utilized by Rice was in vogue, and many celebrated coaches employed such a style with great success. But that time is now passed; taunts, threats and outright physical abuse are now tactics of a bygone era when it comes to dealing with student-athletes.

Those who question the departure of senior Rutgers leaders might consider the final scene from a “Few Good Men,” when Downey asks, “What did we do wrong? We did nothing wrong.” Dawson replies, “Yeah, we did. We were supposed to fight for the people who couldn’t fight for themselves.  We were supposed to fight for Willie.”

There can be no doubt Rice needed to go. But Pernetti, Wolf and Barchi, in determining Rice’s fate, should have asked themselves one simple question… would I want my child to be coached by Mike Rice.  They should have wanted for the players what they would want for their own children. They should have protected those who couldn’t fight for themselves. They should have learned the lessons taught by Vivian Stringer.

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(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

The PsyBlog blog, a website about scientific research into how the mind works, recently probed two persuasion technique: “But you are free” and “disrupt-then-reframe.”

‘But You Are Free’ technique is a simple approach that’s all about reaffirming people’s freedom to choose. When you ask someone to chose, simply add the comment “but you are free to choose.” By doing so, you are indirectly conveying the message that you are not threatening their right to say no. You are confirming that they have a choice.

A recent review of the 42 psychological studies on this technique prove its effectiveness (Carpenter, 2013). More than 22,000 people have been tested by researchers, and across all the studies this technique was found to double the chances that someone would say ‘yes’ to the request. The exact words used are not particularly important. The studies have shown that using the phrase “But obviously do not feel obliged,” worked just as well as “but you are free.” What’s most important is that the request is made face-to-face: the power of the technique drops off otherwise. Even via email, though, it does still have an effect, although somewhat reduced.

The disrupt-then-reframe (DTR) is rather more devious. Davis and Knowles (1999) demonstrated the DTR technique by selling note cards door-to-door for a local charity. Here are two different strategies that were used:

• In the ‘normal’ condition, they told people it was $3 for 8 cards. Using this they made sales at 40% of households.

• In the DTR condition, they first told people it was 300 pennies for 8 cards, immediately followed by “…which is a bargain!” This form of words encouraged 80% of households to buy the cards.

So, how and why does this work? DTR first disrupts the routine; the pitch is intentionally difficult to assess. In this case, people’s attention is distracted while they try to process “300 pennies” … and ponder why anyone would mention a price in pennies rather than dollars. Immediately  following the disruption, comes the reframe — in this case the words “It’s a bargain!” While people are distracted by the price in pennies (for a second or two, anyway), they’re more likely to just accept the suggestion that the cards are a bargain.

The disruption only works for a second; the reframe has to come immediately, before people’s critical faculties come back online. The DTR technique has now been tested in 14 different studies on hundreds of participants (Carpenter & Boster, 2009). It’s been shown to increase charity donations, encourage people to fill out surveys and help change their attitudes. It is even surprisingly effective in sales situations where people are normally wary of these sorts of shenanigans.

Certainly not every persuasion-focused tactic is applicable, or ethical, in every situation — but professional communicators should be aware of the variety of such techniques.

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(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

An example of good storytelling is Ram Trucks’ 2013 Super Bowl commercial “Farmer.” This commercial tells the story of the American farmer, using a 1978 poem from radioman Paul Harvey, along with a series of powerful images. Simple, clean … and powerful.

And aside from earning a top ranking for Super Bow spots, the commercial had a huge impact on consumer’s interest  in the brand.

A recent article The Psychological Power of Storytelling, from Pamela Brown Rutledge, Ph.D., M.B.A., director of the Media Psychology Research Center, offers insight into why storytelling, and this particular commercial, are so effective.

• Our brains respond to content by looking for the story to make sense out of the experience. No matter what the technology, the meaning starts in the brain. The success of the story rests on the resonance, authenticity, and richness created by the storyteller.

• Good stories engage and connect people through emotions. They share passions, sadness, hardship and joy. They share meaning and purpose. Stories are the common ground that allow people to communicate, overcoming our defenses and our differences. Stories allow us to understand ourselves better and to find our commonality with others.

• Stories help us make meaning of life and help explain how things work and how we justify our decisions and define and teach social values.

• Stories provide order and help us understand intense emotions.

• Stories are the pathway to engaging our right brain and triggering our imagination.

 Yes, indeed — good advertising, public relations and social media need good story telling.

In contrast, fresh, professionally-prepared content — which varies with each issue and doesn’t promote commercial products — has standing far beyond the canned stuff you purchase off the Web.

In addition, curated content – assembled and posted from various sources – can be original and creative if it includes thoughtful, human organization and distinctive perspectives.  To determine the value of content, simply ask yourself whether others will consider it interesting … and whether it’s readily accessible elsewhere on the Web.

The key is developing content that both humans and Google find interesting … both will drive traffic, engagement, interaction, and ultimately new business. The days of gaming the system and trying to trick Google are gone. Fake links and stale content will do little to improve your brand or reputation or improve search results or social media engagement. Good content equals good SEO, and vice versa.

“Delivering an exceptional experience and building a true Web brand are now essential to long-term SEO success,” said Rand Fishkin, CEO of SEOmoz.

A recent Mashable chart speaks to the power of developing content that humans want and Google likes.

If a deal seems too good to be true … well, it probably is. Canned content make take up space, but it’ll do little else to aid your business — in fact, it may actually inhibit your search results and invite legal scrutiny.

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(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

Certainly, you want a firm that collaborates and problem solves and is eager to provide outstanding client service. Your firm should be eager to say “yes” and help you find ways to achieve your goals. Saying “yes” is important. But a willingness to say “no” can be equally or even more valuable. As public relations counselors, we serve as the antenna, conscience and voice of the organization, all with the goal of building mutually beneficial relationships that serve the interests of the client and those it serves. Arthur W. Page, recognized as the dean of public relations and communications, noted, “all business in a democratic society begins with public permission and exists by public approval. The public relations job of this is to earn a good reputation with the public, to establish itself in the public mind as an institution of character and one which functions in the public interest.”

Public Relations professionals serve their clients best when they serve the public interest. And to serve the client and those it serves, public relations counselors often need to be able to say “no.”

A new study by Baylor’s Marlene S. Neill, Ph.D., and the University of Texas’s Minette Drumwright, Ph.D, published in Journal of Mass Media Ethics: Exploring Questions of Media Morality,  found that public relations professionals who have provided ethics counsel to senior management are at least as fervent about serving the public interest — sometimes even more so — than they are about their duty to their organizations.  One study participant noted that a the “‘yes man’ has no value, no value whatsoever,” in PR. Another said one reason for her good relationship with her company CEO is that “he can count on me to not always agree with him.”

Other communication disciplines, such as advertising and marketing, need to be passionate advocates for their ideas and position, but what makes public relations unique among all the other communication and marketing functions is PR’s role as corporate conscience. As the bridge-builders, connecting people and ideas, public relations professionals have a distinct role and therefore deserve a particular seat within the organization.

While many clients have failed to embrace a progressive view, our industry has evolved, from simple content creators to counselors and strategists. To effectively serve those we represent, both agency and client need to embrace a simple word – ironically often one of the first spoken by most babies … “no!”

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(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

But consider this: We’re among the most ethnically and religiously diverse states, we’re the most densely populated, and the most suburban state.  We have more scientists and engineers per square mile than anywhere else in on the entire planet, have the highest percentage of millionaire households in America, and — depending on which survey you read — are one of the two most affluent states in the nation. Almost half of New Jersey is wooded, plus we have the fable Jersey Shore — 217 miles of absolutely gorgeous coastline.

This is impressive stuff … but it’s not the whole story of our home state or its people. So, if you really want to do business in New Jersey, I’d suggest you check out the speech given by our favorite son, Bruce Springsteen, The Boss, during his induction into the New Jersey Hall of Fame. ( See below)

Knowing the facts about New Jersey and its people isn’t enough, you need to understand New Jersey’s passion and our honesty, and yes, the chip on our collective shoulder. To be successful in New Jersey, you need to be real, authentic and sincere. You need to know what’s in our hearts and souls, not just marketing demographics or trends.

Our agency’s headquarters office is in New Jersey, and it has been for more than half a century. And frankly, there’s nowhere else we’d want to be.

BRUCE’S GARDEN STATE BENEDICTION
So let me finish with a Garden State benediction. Rise up my fellow New Jerseyans, for we are all members of a confused but noble race. We, of the state that will never get any respect. We, who bear the coolness of the forever uncool. The chip on our shoulders of those with forever something to prove. And even with this wonderful Hall of Fame, we know that there’s another bad Jersey joke coming just around the corner.

But fear not. This is not our curse. It is our blessing. For this is what imbues us with our fighting spirit. That we may salute the world forever with the Jersey state bird, and that the fumes from our great northern industrial area to the ocean breezes of Cape May fill us with the raw hunger, the naked ambition and the desire not just to do our best, but to stick it in your face. Theory of relativity anybody? How about some electric light with your day? Or maybe a spin to the moon and back? And that is why our fellow Americans in the other 49 states know, when the announcer says “and now in this corner, from New Jersey….” they better keep their hands up and their heads down, because when that bell rings, we’re coming out swinging.

God Bless the Garden State.

(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

I’m talking about infodemics.

This year’s flu season is among the worst in modern history, even worse than the 2009 swine flu outbreak.  It’s not hard to grasp how a piece of genetic material – the virus — can spread from person to person, sometimes via a cough or sneeze, often less obviously by way of germs on a doorknob.  And most folks understand the concept of vaccination, taking proactive steps to keep out of harm’s way and monitoring those around you.

Now, imagine information spreading like the flu — the exchange of facts, rumors, interpretation and propaganda being transmitted from person to person.  It’s called an Infodemoic and it was coined by David Rothkopf, president and CEO of Garten Rothkopf and  CEO and Editor-at-large of Foreign Policy magazine in the May 11, 2003 Washington Post piece on the SARS outbreak. As he noted, infodemics can often be more far reaching than epidemics.

Simply, an Infodemic is, “A complex phenomenon caused by the interaction of mainstream media, specialist media and internet sites; and “informal” media, which is to say wireless phones, text messaging, pagers, faxes and e-mail, all transmitting some combination of fact, rumor, interpretation and propaganda.”

Imagine the old game of “Telephone” … on steroids.

As Rothkopf noted, “These Internet- or media-borne viruses create global panics, trigger irrational behavior, blur our vision of important underlying problems, strain our infrastructure, buffet markets and undermine governments. Managed and understood, however, the forces that fuel infodemics can help us create better early warning systems for everything from diseases to social unrest, as well as respond quickly and monitor the results. Ultimately, they can help us reduce the number of distortional and destabilizing outbreaks of the types we have recently seen.”

So, here are 5 ways to deal with Infodemics:

1. Like epidemiologists, professional communicators need to manage infodemics by monitoring outbreaks on the Web, social media, traditional media, even the rumor mill.

2. Like healthcare providers, we need to urge clients to take proactive steps to build a good-will reservoir, credibility and trust, inoculating them from attack. Cultivating credibility and trust is the most potent vaccine.

3. Like scientists, public relations professionals need to understand the interactions between humans and organizations and the channels in which information is shared, spread, the types of accelerants that can drive a local occurrence into a far reaching outbreak … simply, we need to be students of communication.

4. And like moms around the globe, PR pros need to learn how to effectively manage each outbreak.  When to let a situation run its course versus more aggressive measures.

5. Most importantly, business leaders need to grasp the complexity of today’s communication environment, the consequences of ignoring infodemics, and the need to partner with professional communicators, skilled in understanding, preventing and managing outbreaks.

(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

According to author and speaker SALLY HOGSHEAD, the key to making yourself more interesting is simply to identify your unique combination of seven natural triggers and then teach yourself how to leverage them to become more interesting. A “trigger” is a personality trait that, when activated, sparks fascination in others.

To be fascinating, according to Hogshead, you need to identify your (or your brands’) unique combination of seven natural triggers:

Power – Command your category through confidence, goal-oriented, influential, opinionated, decisive.

Passion  – Attract with emotion by being expressive, intuitive, impulsive, social, transparent

Mystique – Arouse curiosity by being complex, rational, reserved, deliberate

Prestige – increase respect through ambition, detailed oriented, admired, uncompromising, focused

Alarm – create a sense of urgency and need thought problem-avoidance, reliability, routing oriented, careful, rational

Rebellion – change the game through innovation, independence, entrepreneurial, edgy, unpredictable

Trust – build loyalty by being stable, dependable, familiar, predictable, comforting

SOURCE: SALLY HOGSHEAD

So, what makes you fascinating?

(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

The next step is clear. Lance Armstrong needs to say “I’m sorry.”   

Ironically, the cancer survivor may owe more to the medical community than his life. Since several studies from various healthcare systems indicate that apologizing works, Armstrong would be wise to once again heed the advice of doctors.

• In the Dec. 21, 1999, Annals of Internal Medicine, the Lexington Veterans Administration Hospital demonstrated that it could cut the cost of malpractice claims simply by apologizing for medical mistakes.  From 1990 to 1996, the Lexington VA had 88 claims and paid an average $15,622 per claim, compared with a $98,000 average at VA hospitals without “I’m sorry” policies.

• University of Michigan Health System adopted a disclosure, apology, and compensation policy, cutting litigation costs by $2 million a year and new claims by more than 40%.

• In 2006, the Harvard School of Medicine’s 16 affiliated teaching hospitals developed the following approach for talking about adverse events:

Immediately after the event

• Acknowledge the event.
• Express regret.
• Take steps to minimize further harm.
• Explain what happens next.
• Commit to investigate and find out why the adverse event occurred.

Later follow-up

• Disclose the results of the internal investigation.
• Apologize if there is an error or system failure.
• Make changes to prevent the failure from recurring.
• Provide continuing emotional support to the patients and health professionals involved.

Psychology Today offers some powerful tips on giving a meaningful apology, which must communicate the three R’s: regret, responsibility and remedy.

“Regret: statement of regret for having caused the hurt or damage

While your intention may not have been to cause harm, you recognize that your action or inaction nevertheless did hurt this person. This regret needs to be communicated. This includes an expression of empathy with an acknowledgement of the injustice you caused.

 Responsibility: an acceptance of responsibility for your actions

This means not blaming anyone else and not making excuses for what you did. For an apology to be effective it must be clear that you are accepting total responsibility for your action or inaction. Therefore, your apology needs to include a statement of responsibility.

 Remedy: a statement of willingness to remedy the situation

While you can’t undo the past, you can repair the harm you caused. Therefore, a meaningful apology needs to include a statement in which you offer restitution, or a promise to take action so that you will not repeat the behavior.”

According to the publication, unless all three of these elements are present, the other person will sense that something is missing in your apology and he or she may feel shortchanged.

Lance, now’s the time to come clean.

(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)

There are countless books, studies and opinions on dealing with the media during a crisis, and no blog post can answer every questions. Nothing can replace trained, seasoned public relations counselors, but following are 10 tips to consider if you find yourself in the news:

1.  Be accessible and visible. If you snooze you lose. Hiding will allow others to define the problem.

2. Be appropriate and empathetic. No jokes or humor. Empathy is key.

3. Show concern and don’t be afraid to apologize. Data shows that “sorry” works.

4. Manage expectations –realize that emotion will beat out facts.

5. Always be trustworthy and honest. If you tell the truth, you don’t have to remember anything.

6. Acknowledge skepticism.

7. Take action – concern without action is meaningless.

8. When developing your message, consider merging the problem and your solution into a single sentence.

9. Use simple words. No jargon. No legalese.

10. Be leery of the word “but”; it indicates bad news is right around the corner. “You look great in that dress, but…”

Again, no one blog post can address this heavily researched and frequently discussed topic. Above all else, doing the right thing is always more important than saying the right words.

(Source: Success Communications Group is a full-service public relations firm based in New Jersey.)