Success Stories
Top Tips from PR Pros (PDF)
Linda M. Ames, APR, is co-author of a public relations tips booklet.
ETHICAL EDGE – Podcast on Trust (MP3)
Linda M. Ames, APR, was interviewed on "Trust" in the business community. The Podcast is also posted on the Ethical Edge website. The Ethical Edge was founded by Russell Williams.
WHITE PAPER – Oak View Renewal Partnership (PDF)
Joseph D. Ames is co-author of -- The Community as a System: One Square Mile of Orange County.
PUBLICITY – SRI International Awarded National Science Foundation Contract to Study Afterschool Science Programs (PDF)
HONOR – Joe quietly goes about educating
Orange County Register columnist, Frank Mickadeit, writes about Joe Ames, who was named The Quiet Achiever during OC Metro’s Hot 25 Awards Ceremony.
RESEARCH / PUBLICATION - William T. Grant Foundation
Joseph D. Ames researched and wrote a report which was commissioned by the William T. Grant Foundation. It tells how California mobilized to implement the largest state-funded expansion of after-school services in the nation’s history. To read the report, click on the link and scroll down to the bottom of the page: California’s Afterschool Expansion. The planning for implementation of Proposition 49 and considerations for planners in other states.
EXTERNAL COMMUNICATIONS – National, Publicly Traded Firm
SITUATION
The CEO was a capable speaker – and the branded leader. However, he was not considered the go-to spokesperson. Other executives thought they knew the company message, but there were no key messages or talking points, so they sometimes delivered mixed or conflicting messages. There was no communications strategy, and no process for handling the media.
ACTION
A media policy promoted CEO as spokesperson of choice, followed by appropriate executive or staff person, as required. Process ensured CEO or designate had time to prepare and deliver desired message. Reporter’s deadlines were identified and honored.
OUTCOME
CEO was showcased / promoted as the clear leader of the organization. Time was built into the process, key messages were agreed upon and talking points ensured all possible spokespersons were on the same page. Reporters more regularly turned to the CEO as an expert, knowing they could depend on a timely and articulate response.
MEDIA COACHING – National, Publicly Traded Firm
SITUATION
Senior executive had limited experience with the media. His challenges included: distrust of reporters; combative attitude during interviews; spoke too quickly; expressed thoughts in long, complicated, difficult-to-quote sentences; busy schedule made it hard to meet reporters’ deadlines.
ACTION
Provided background and insight on reporters and clarified the reporters’ goals before interview. Provided talking points. Rehearsed slower delivery, clear messages and possible questions. Practiced responding to questions asked with “snarky” attitude.
OUTCOME
The executive was more relaxed and confident during the interview. This new confidence reflected positively in his delivery and translated into a better relationship with reporters. Having ideas firmly in mind and practicing possible questions resulted in delivering a clearer message, as well as making it easier for the reporter to quote him and get the message right. Once this comfort level increased, he accepted that talking with the media was an important part of his job, and he scheduled his time to allow reporters to meet their deadlines. Being more readily available raised his stature with reporters, and he was sought after as an industry expert.
INTERNAL COMMUNICATIONS – Global, FORTUNE 500 Company
SITUATION
Group presidents were dispatched to explain the company’s business strategy to employee groups around the world. Town Hall sessions were not well attended. Group presidents felt their time was being wasted.
ACTION
Research revealed employees were not interested in high-level strategy. Instead, they wanted to know what the strategy would look like in their location / department and what it would mean to them. The Town Halls were redesigned to include the local management team. Local managers were coached to help them drill down in the strategy and explain how the company’s business strategy would play out in their office. A cross-section of employees was invited to small-group lunches for Q&A and conversation with the group president at each location.
OUTCOME
Town Hall sessions were better attended. Surveys indicated employees liked hearing from local managers and were more likely to believe the local management team. Small-group attendees appreciated the chance to ask the group president questions in a smaller format. Employee attitudes changed from cynical to more positive when they understood their position as part of the strategy. Even employees who did not attend Town Halls learned about the message as information spread across the company from employee to employee, creating a stronger sense of buy-in and involvement in the outcome, as well as a strengthened corporate culture.
CHANGE MANAGEMENT COMMUNICATIONS – Global, FORTUNE 500 Company
SITUATION
A new software (SAP) was being implemented throughout the company. Business processes were changing for many departments, including a new method for submitting weekly timesheets that impacted every employee in the U.S.
ACTION
A global change communications strategy focused on top-down communication. Local office communications programs focused on “contact through commitment,” and tools utilized ranged from posters to a special intranet site. Communication teams were established in offices across the U.S. and around the world to customize and localize communication. Individuals in the U.S. received a comprehensive description of the timesheet changes via U.S. mail, teams presented explanations, information was posted online and a special hotline was established to answer questions.
OUTCOME
The timesheet rollout was flawless. U.S. employees were paid on time, and the new processes were quickly accepted. Other business processes were more complex and required specific training and presentations to bring employees from contact through commitment. The implementation of the new software and processes for Finance, Human Resources and Procurement had positive outcomes for the company.