Damon Manetta

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How Do You Manage Your Social Network Identity?

April 8th, 2009 by admin
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LOLCat and My Identity CrisisRecent posts by Beth Harte and Scott Monty forced some hard thinking about how I manage my identity on social networks, how that impacts certain audiences. Social media conversations are crossing interaction boundaries, and what is personal or professional in nature is becoming blurred more than ever. As is true in many cases, planning is ideal, but sometimes we have to let certain identities evolve based on the audience and channel.

  • Facebook remains a personal environment. After all, it was designed to link college students, so we naturally began linking with past high school and college friends, most of whom have little to do with our professional lives. For communicators, this is a double edged sword:
  1. Facebook conversations tend to be more personal and therefore more passionate, the sort of conversations in which we all want to participate — and get our clients’ participation.
  2. As a Facebook participant, we often want to keep our conversations on a personal level and we become weary of letting professional contacts see that we may have tied one on at happy hour on Friday.

I tend to connect with my friends/family, although I do have some professional contacts slowly migrating to my friend list. My gut tells me there has to be a level of trust beyond “acquaintance” in the professional field. That barrier, however,  seems to be breaking down because of…

  • Twitter! As Scott described it, “a free-for-all.” In my experience, Twitter is almost entirely professional, but conversations are rich and varied. People aren’t afraid to let their hair down a bit. The ideas come quickly, and if you’re in the communications biz, it’s one of the best learning environments around. It’s also a great tool for making professional contacts personal ones over time. Just don’t expect me to automatically follow you back unless you bring some value to me.I understand why there has been little crossover between Facebook and Twitter. Most of my friends — many noncommunicators — don’t yet see the value in Twitter as a business tool while they find Facebook an ideal forum for personal interaction. Communicators tend to forget how those in other lines of work plot their time, and Twitter is just a more complex version of a Facebook status update to them right now. That seems to be changing as people see the value in the true exchange of ideas Twitter brings, but it’s going to take some time.
  • LinkedIn is simple: it’s a business forum. I don’t think I have a single contact on LinkedIn that I gained outside of a business capacity or aren’t communicators I know personally. We need to know each other’s work and be comfortable linking both of our professional reputations. LinkedIn is a dynamic method of exchanging professional information and reputations, but it’s not conducive to conversations and idea flow on a daily basis.

Bottom line? If you’re a LinkedIn contact, I want go to lunch with you. If you’re a Twitter contact, I want to go to happy hour after the conference with you. If you’re a Facebook contact, I want you to come over to my house to watch the hockey game. Yes, there are always exceptions, but doing a quick glance over my lists, I can apply that analogy to 95 percent each contact list.

How do you handle your social media contacts? Are they as separated as mine or do you have fewer barriers? Let me know!

Photo by DBarefoot

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Want to get a handle on the client at your new PR job? Turn on ESPN

April 1st, 2009 by admin
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As a guy, I’m prone to the overuse of sports analogies. I refuse to apologize for them since sports are a test of our dexterity and upper limits as humans, both physical and mental. We can learn enormous life lessons from watching the best teams: strategic thinking, planning and action… exactly the qualities we as PR practitioners want to deliver to our clients.

When we start a new job in PR, often we are so busy that we don’t take enough time to focus on understanding the client. In those crucial first days, we’re figuring out the office dynamic, who is at what stage of working on which account (or project), and quickly trying to figure out how your predecessor operated. This is exactly the time to gear up for some long nights researching your client.

  • Review the playbook. Your client has spent countless hours in strategic business planning. Most will have a 1/3/5 and sometimes 10 year strategic operating plan. Review plans and annual reports for the last three years not only for business purposes, but to see how they communicate internally and externally. If it’s a large corporation, you can learn enormous amounts about how ideas are communicated to other employees and how the vitality of the company is expressed through the annual report. On the business side, knowing the company relative to it’s market(s) is crucial knowledge in developing communications plans.
  • Review the game film. Take a look at past work product. How does the client feel about the value you are providing? If there was a pitch via formal RFP, review them even if it was five years ago. How are you getting feedback from your client? Probe your client with thoughtful questions; determine immediately where you can improve short- and long-term. You are fresh blood and if you need to make a 90 degree turn, this is the best opportunity to do it.
  • Review the scouting report. Know the competition. Don’t tell me your client is the only one in its market. I see this all the time with association clients. One will say “we’re the only association for x”. Horse cupcakes. You have other organizations offering conferences, representing smaller segments of your members and perhaps doing so more poignantly. Sooner or later, you will see your advocacy and revenue streams nibbled away. Same thing applies to communications planning. If your clent doesn’t have decent competitive analyses, it’s up to you to make getting it a priority.
  • Pay attention to the front office. The boss sets the tone not only for objectives, but how you do business in a day-to-day manner. It sounds so simple, but understanding the politics and dynamics between your client and his/her managers will allow you to present material easily digestible by those at the top. Don’t present material formally unless it can be presented to the CEO. That’s a high standard, but if your contact doesn’t have to spend any time polishing, you have just proved your worth.

I know some of you with 20 small clients are thinking “why am I going to spend more time researching my clients than somebody with one client when it all adds up to the same time and revenue?” Two reasons: practice and growth. The more you do it, the less time it will take and the more it will become like second nature. You’ll still need these skills any way you slice it. You also want to grow your relationships with your clients. How are you going to be able to evolve their communications planning without understanding their needs from day one? Their needs will evolve and you have to suggest a solution before the client has the problem.

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Welcome

March 24th, 2009 by admin
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Thanks to Christopher P. BillsSome of you may know me from my former (and soon to be again) blog, Dorkologist. After much pondering, I am splitting my thoughts: here for all musings public affairs, communications, internet and community. Dorkologist will be for all of the personal stuff: music, audio, cycling, cars, DC + Detroit… you get the idea.

Photo by Christopher P. Bills

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