Unless you are on a tech-free break, it is very hard to miss the big global political news of the week. For the first time since President Richard Nixon stood down 50 years ago amid the Watergate scandal, a sitting US President has decided the time is up on his leadership. President Joe Biden had a few events stacked against his ability to successfully lead the Democrats to a second term in office. These include:

1. An assassination attempt on his rival, former President Donald Trump, creating the guise of an “anointed by the Lord” storyline
2. An unfortunate Covid diagnosis a few days later forced self-isolation – hence no public events or campaigning – and perhaps some deeper reflection
3. There were many loud voices on all sides demanding that he was not mentally fit (‘too old’ has been the catch-all wording) to run, let alone win a standard second term as US President against Donald Trump in November 2024.

However, what stood out for me was his style of communication – a written memo on an American Sunday when folks would be running errands, coming home from church, or just doing anything other than watching the news was puzzling. President Biden is a man who knows Washington politics like no other elected official and understands deeply the value of strategic communications and media timing.

Most big announcements, like standing aside as leader of the free world, would be usually delivered by himself behind a lectern or a desk in the Oval Office, televised to the people. Was he hiding because he was not well enough given his Covid recovery, or was it best to craft (with all the careful checks and balances of a media team) a short, fairly innocuous written statement because he was forced to? We may never know the true reasons, but it reminds us all when our leaders need to be able to “front up” and deliver the big news with all the visual and spoken channels we have available – from mainstream TV to varied social media forums like X or YouTube.

Leaders should speak publicly whenever they have big news to be seen as effective. If they issue a statement, it may follow this event, and in several key situations, this remains vital to maintain transparency, provide guidance, and foster trust.

Here are some instances when it is appropriate for a leader to do so:

1. Crisis Situations: During emergencies, natural disasters, or any crisis that affects many people, a leader should provide timely and accurate information, reassurance, and guidance on the steps being taken to address the situation.
2. Major Organizational Changes: When significant changes occur within an organization, such as mergers, acquisitions, layoffs, or restructuring, a leader should communicate the reasons behind the changes, the impact on stakeholders, and the future direction.
3. Achievements and Milestones: Celebrating successes, achievements, and important milestones with a public statement helps to recognize the efforts of those involved and boost morale.
4. Policy Announcements: When new policies or regulations are being introduced, a leader should explain the rationale, benefits, and implications of these changes to ensure clarity and understanding.
5. Public Controversies or Scandals: If there is a controversy or scandal involving the organization or its members, a leader should address the issue transparently, take responsibility if necessary, and outline the steps to rectify the situation.
6. Significant Events or Commemorations: Leaders often issue statements on significant national or global events, commemorations, or observances to express solidarity, remembrance, or the organization’s stance on important issues.
7. Regular updates on the organization’s progress, challenges, and plans help keep stakeholders informed and engaged.
8. Health and Safety Information: During health crises, such as pandemics, leaders should provide regular updates on safety protocols, vaccination efforts, and other relevant information to ensure public safety.
9. Public Relations and Branding: To manage the organization’s image and reputation, leaders may issue statements to address public concerns, correct misinformation, or highlight positive contributions.
10. Moral and Ethical Stances: Leaders may speak out on moral or ethical issues, especially those that align with the organization’s values or mission, to demonstrate leadership and commitment to those principles.

The end game? Ensuring any President, PM, CEO, founder or industry leader’s communication should be clear, honest, and empathetic to effectively connect with the audience and address their concerns.

If we can help you tell your heroic or challenging story, contact us for details on what we do for leaders in crisis.

When we expect our leaders to speak publicly, and they don’t

Bringing some Z-z-za-Zoom to your Zoom Room

It’s four years since the pandemic first shut down the world as we know it, and in 2024, much has essentially gone back to BAU in how we deliver keynotes, panel presentations, and other speaker engagements, many being live (or hybrid) events once more.

Yet the online presentation remains a mainstay, and I deliver once every few weeks – perfect for someone who now resides a few hours away from the Sydney CBD, where much of the conference circuit plays out.

Here are my tips for your next online presentation to keep audiences engaged from the waiting room to wrap up.

Prepare the Tech

Your laptop should be at eye height. Use books to elevate it. This will give the impression that you are sitting across from the person or people you are talking to. You don’t want people looking up your nose or across your head to a vast space. The number of media interview crosses, or business webinars I see where speakers look like they just turned the laptop on and hoped for the best is cringeworthy.

Don’t sit too close to the screen. People should be able to see your entire head and down to the edge of your table. This lets you communicate with your hands – something quite natural and helps drive a point home.

Keep a little screen to see what you look like all the time. This will help you notice certain things you can secretly and instantly fix without someone else pointing it out.

Use plain, still backgrounds. Animated or virtual green screen backgrounds take away from your reality, and as we have learned from the memes online with kitten filters, they can be rather tricky to get rid of. Instead, pick a spot or well-lit room with lighting on your face or above you. Natural light is excellent when it works, but a simple clip-on ring light lets you have an even light across your face, even if it’s cloudy outside or in the evening.

Body Language Matters More

All your clients and colleagues know what you look like, and the screen can become a way to look even slicker with great lighting, angles, and a filter.

Do not face the camera directly. Looking directly at the camera can come across as confrontational. Angle yourself to a certain degree – this softens your look and makes you more approachable.

When making a point, turn your nose to face the camera directly, and when making an important point, turn your nose and navel while looking directly at the camera. This will ensure that your point is taken seriously!

Everyone should log in separately on their own laptop in a boardroom group meeting with another company or client. This will ensure everyone knows who is talking, and no one has to shout from across the boardroom table to be heard.

Suppose you are presenting something; alternate between the video option and explaining a critical point and the slides. We never want all the main points on a single slide – share information point by point as you go through the presentation. This will ensure that people don’t read ahead and lose interest.

Practice! There is no escaping this step. Try to sound natural; your expertise will come through that Zoom feed once those nerves get under control. The key is to know you are prepared and rehearsed.

To ramp up your speaker skills, we’d love to help you become more polished and confident faster – see our Business Leadership Presentation Skills programs.

Making your Virtual Performance Mega Memorable

Social media has become essential in public relations (PR), but it’s not everything.

Here are some reasons why:

1. Limited Reach: While social media platforms have billions of users, they don’t reach everyone. Traditional media like TV, radio, and print still have significant audiences that might not be active on social media.
2. Credibility: Traditional or old-school media outlets often carry more credibility and authority than social media. People may be more likely to trust a story they read in a reputable newspaper or see on a well-known TV channel than one they come across on social media.
3. Depth of Engagement: Social media is great for quick updates and interactions, but it often lacks the depth that can be achieved through longer-form content like articles, interviews, or documentaries. The power of longer campaigns is longer results that reach more touch points, say, readers, listeners, and audiences who may not be on social media regularly.
4. Target Audience: Not everyone uses social media platforms. Depending on the target audience, other communication channels might be more effective. For instance, older demographics might still rely heavily on traditional media.
5. Control: On social media, brands have less control over the narrative. Negative comments or feedback can spread quickly and potentially harm a brand’s reputation. In traditional media, there’s more control over the message published or aired.
6. Metrics and Measurement: Social media offers a wealth of data on engagement and reach. Measuring its impact on brand reputation or ROI can be challenging compared to traditional PR efforts.
7. Adaptability: Social media platforms and algorithms change frequently. Keeping up with these changes and adapting strategies can be time-consuming and challenging.
8. Over-reliance: Relying solely on social media can be risky. If a platform goes down, changes its policies, or a PR crisis involving the platform, it can severely impact a brand’s communication strategy. More than one channel type is essential in times of reputational crisis or post-crisis.
9. Personal Touch: Traditional PR methods, like face-to-face meetings, press conferences, or events, offer a more personal touch and can help build stronger relationships with stakeholders. It is the best way to form two-way engagements, too.
10. Cultural and Regional Differences: While social media is global, its usage, norms, and preferences vary significantly across cultures and regions. Traditional PR methods can be tailored more effectively to local nuances. We work with clients in Asia, New Zealand, and the UK, each with varied ways to say, do, and write content that leads to successful PR outcomes.

There is no denying the impact and potential of social media as an instant, modern, and powerful tool in PR. It should be part of a broader, integrated communications strategy that includes traditional PR methods to ensure a balanced and practical approach.

We would love to know how to amplify fresh ideas in PR for your businesss. Go to SME PR Packages for more details.

Why social media is not everything in PR

Most nonfiction books are expensive business cards. They open doors, and you may sell some for income, but they are not usually about serious income for many new authors. From my self-publishing experience, I know it is an incredible thrill to see your original words and ideas come to life and be born into the literary world. It is also not always the best PR tool.

At last count, I have around two huge bookshelves of business and personal fiction books in my office, most of which are mailed to me by prospective podcast guests or clients. There must be around three books arriving, all crisp and presented with enthusiasm from authors who have spent many months writing, editing, and now promoting their wordsmithing. I read every book that comes to me, and I am always open about why one book will work for my podcast audience and others that are too similar or personal a story for us to showcase in that 30-minute interview format.

While a book with a catchy title or an “of the moment” trend can indirectly contribute to public relations (PR) efforts, it is not inherently a PR tool. Here’s why:

1. What is your purpose? The primary purpose of authoring a new book is typically not PR miles but rather to convey real information, entertain, educate, or persuade readers about a particular topic, story, or viewpoint. Long-term PR, on the other hand, is primarily focused on managing the public image and reputation of a person, organisation, or brand. A book is usually only a slither of that. Be aware of being two-dimensional in your book publicity and suddenly being known for only one aspect of who you are and what you do.
2. Control over Message: In PR campaigns, there is often a need for careful control over messaging, ducking up and around thornier issues, and a sense of your business or image projection. While an author has control over the content of their book, once it’s published, it can be interpreted and reviewed by readers in various ways, some of which may not align with the author’s intended PR message.
3. Limited Reach: While books can have a significant impact, they may not reach as broad of an audience or target specific demographics as effectively as other PR tools such as social media campaigns, press releases, or events. Books require readers to actively seek them out – and buy them, whereas PR efforts can be more directly targeted.
4. Long-term vs. Short-term Impact: PR campaigns often aim for immediate impact and response, whereas the effects of a book may unfold gradually over time as it gains readership and recognition.
5. Measurement and Evaluation: Solid PR campaigns typically have specific metrics for measuring success, such as the sharing of new or positive messages, media mentions, audience engagement, or brand sentiment. It can be challenging to measure the effectiveness of a book as a PR tool in the same way. Book reviews are sometimes overlooked as mates plugging you, or one or two bad ones with, say, a 1-star do tend to derail your PR efforts. That is the court of public opinion.

I love books and admire authors. A book authored by an individual or a group can indirectly contribute to your overall PR efforts and make you a winner. For example, it can enhance your expertise and credibility, establish thought leadership, provide content for new media interviews or speaking engagements, and generate publicity through book launches or related events.

However, it’s essential to recognise that a book is just one component of a broader PR strategy. And it has a shelf life (see what I did there?) – usually a year maximum.

To explore PR for your business, look at our THREE new SME PR Packages.

Why a book is not a PR tool

With clarity, strategy, and timeliness, PR can achieve many extraordinary things – raising awareness of your services and products or people, refining key ideas or messages, or reassuring your stakeholders what is fact and fiction in a crisis.

While public relations (PR) can be an effective tool for enhancing a company’s reputation and visibility, there are certain limitations to what it can achieve for a business:

1. Guaranteed Sales: PR efforts can generate awareness and interest in a product or service but can’t guarantee sales. Ultimately, purchasing decisions depend on various factors, including product quality, pricing, competition, and consumer preferences. Sales are not the same as exposure.
2. Immediate Results: PR is often a long-term strategy that requires consistent effort and patience. It may take time to see tangible results in terms of increased brand recognition or improved reputation. Peaks and lows are expected in any campaign activity.
3. Solve Fundamental Business Issues: PR can help manage and mitigate the impact of adverse events or crises, but it can’t fix underlying issues within a business, such as poor product quality, mismanagement, or financial instability. These problems need to be addressed internally and fostered by the leadership team.
4. Micro-Manage Media Coverage: PR professionals can influence media coverage through strategic pitching and relationship-building, but they can’t control how journalists or media outlets portray a story. Negative coverage or criticism may still occur despite PR efforts.
5. Replace Marketing or Advertising: PR complements marketing and advertising efforts but doesn’t replace them. While PR focuses on building relationships and generating positive publicity through earned media, marketing, and advertising involve direct promotion and persuasion through paid channels.
6. Overcome Lack of Relevance or Interest: PR efforts may struggle to gain traction if a company’s products or services are irrelevant to its target audience or have little interest in the industry. PR is most effective when there is genuine interest and relevance to the audience.
7. Instant Reputation Repair: While PR can help repair a damaged reputation over time, it can’t instantly erase negative perceptions or undo the consequences of past mistakes. Rebuilding trust and credibility requires consistent effort and transparency.
8. Substitute for Authenticity: PR efforts should be aligned with the values and actions of the company. Simply crafting a positive image through PR without backing it up with authentic actions or values may lead to scepticism and distrust from the public.
9. Control Over External Factors: External factors such as economic conditions, market trends, regulatory changes, or unforeseen events can impact a business regardless of its PR efforts. PR can help navigate these challenges but can’t wholly shield a business from their effects.
10. Sustain a Business Plan Forever: PR efforts must be adapted over time to maintain effectiveness. A one-time PR campaign or a burst of media coverage may generate initial attention, but ongoing effort is required to sustain positive momentum and relevance in the public eye.

Does this article give you some mojo to boost your PR plans? For a free PR template, download it here.

What PR can’t do for you or your business

With the news that ‘glossy magazine’ ELLE Australia is returning to print runs again, it seems that sometimes big-time business models like fashion seem to go through cycles and return decades on. (I can barely believe my kids in 90s fashion staples I wore back in the day, like Nike hi-tops and baggy cargoes).

This week, the publishers Are Media unveiled the first issue of the new ELLE Australia magazine, led by Editor Grace O’Neill. The 244-page autumn/winter edition features actor Sophie Wilde on the cover and is aimed towards Gen Z and millennial women. While the digital version remains a core offering, Are Media will publish two editions of ELLE Australia this year: today’s Bright Young Things issue and a spring/summer edition in September. The magazine will expand to four editions in 2025. Is this a sign of the times?

The death of magazines was a big deal for the past two decades as readership consumption and expectations evolved and ESG concerns about paper and resources needed for producing fancy printed publications (and, to be honest, bolstering bottom-line sales revenues) became the death knell for many of my once-time stable reading options.

Yet scarcity is at play here. A magazine in the world seems glamorous again because, like the actual post itself, it is not the mainstream way we do things in 2024. I was keen to understand why this return to what we did for most of the 20^th century was back in vogue. Here goes.

The return of ‘old school’ print magazines to print can be attributed to several factors:

1. Reader Preferences: Despite the digital revolution, many readers still enjoy the tactile experience of flipping through physical pages. Print offers a unique sensory experience that digital formats cannot replicate.
2. Niche Audiences: Certain niche markets prefer print magazines because they provide curated content tailored to specific interests. These readers appreciate print magazines’ in-depth articles, high-quality imagery, and specialized content.
3. Tangible Value: Print magazines have a value that digital content often lacks. Readers perceive print magazines as collectibles or keepsakes and are often willing to pay a premium for them.
4. Digital Fatigue: In an age of constant digital stimulation, many seek respite from screens. Print magazines offer a break from the constant bombardment of digital content and provide a more focused, immersive reading experience.
5. Brand Loyalty: Established magazines with strong brand recognition and loyal readership can successfully leverage their brand equity to maintain a presence in the print market. Readers trust these brands and are willing to continue purchasing their print editions.
6. Advertising Revenue: Print magazines still attract advertising revenue, primarily from luxury brands and companies targeting specific demographics. Advertisers recognize the value of print advertising in reaching engaged, targeted audiences.
7. Digital Integration: Many print magazines now offer digital editions or companion websites, creating a synergistic relationship between print and digital platforms. This allows publishers to reach a broader audience while catering to print enthusiasts.

While digital media continues to dominate the landscape, print magazines have proven resilient, finding ways to adapt and thrive in a changing media landscape. As a one-time newspaper journalist, I love print and am pleased that a new generation will embrace it once more.

If you want to discuss how to better engage with all types of media to build your PR profile online and off, please contact amber@amberdaines.com.

Everything old is new again in media land

Anyone who has worked with journalists long enough knows that building solid connections is one of the best ways to secure earned media for your clients or yourself. It would be naïve to think that is the end of the story; if it was, I doubt I’d have a business!

Relationships of all kinds need nurturing and maintenance and can be challenging, to be blunt. Media relationships are no different but are sometimes not just about how much your business has done or how great your angle or idea is (to you). The notion that every media release or offering a reporter an exclusive PR pitch will land you a story is something we hear a lot.

Early on, I leveled with my clients and said we could never guarantee or pay for coverage. “Chequebook journalism” is the old-fashioned way to refer to stories that are paid placements or ones in which the talent gets remuneration for giving an interview, often following a high-profile scandal or life-changing event. Not things we do at Bespoke Co.

Media relations can go sour for various reasons, and the consequences can damage an individual’s or organisation’s reputation. Here are some common scenarios and factors that can contribute to adverse outcomes in media relations:

Poor Crisis Management

In times of crisis, how an individual or organisation responds to media inquiries and communicates with the public can significantly impact its reputation. Poor crisis management, such as delayed responses or inadequate information, can lead to negative media coverage.

Miscommunication or Inaccurate Information

Providing incorrect or misleading information to the media can result in a loss of trust. Journalists and the public expect accuracy and transparency, and any deviation from this can harm an entity’s credibility.

Lack of Accessibility

Avoiding media inquiries or being unresponsive can create an impression of secrecy or evasiveness. Organisations need to be accessible and responsive to the media to maintain open lines of communication.

Ineffective Spokesperson

Having a woefully unprepared or inexperienced spokesperson can lead to misrepresentation or miscommunication. A spokesperson should be well-trained, articulate, and capable of conveying the organisation’s message effectively and with humanity.

Ignoring Social Media

In the age of social media, ignoring or mishandling online communication can exacerbate negative publicity. Failure to address issues on platforms like Twitter or Facebook can allow misinformation to spread unchecked.

Conflict with Journalists

Engaging in conflicts with journalists, whether publicly or behind the scenes, can create a hostile relationship that may lead to biased reporting or negative coverage.

Overly Defensive Stance

Being overly defensive or dismissive in response to criticism can backfire. It’s essential to address concerns constructively and demonstrate a willingness to address issues rather than deflect blame.

Legal Battles

Engaging in lengthy legal battles with the media can draw negative attention and may be perceived as an attempt to suppress information. Legal actions should be carefully considered to avoid further damaging public relations. Defamation suits are famously unsuccessful in Australia.

Ethical Lapses

Engaging in unethical practices or scandals can lead to a severe media backlash. Maintaining high ethical standards is crucial to safeguarding reputation.

Lack of Consistent Messaging

Inconsistencies in messaging across different media channels or within an organization can create confusion and erode trust. Consistency in communication is critical to building credibility.

When media relations go wrong, individuals and organizations need to assess the situation, take responsibility for any mistakes, and work to rebuild trust through transparent and effective communication. Seeking professional guidance in handling media relations and crisis communication can be beneficial in navigating challenging situations.

To reboot your 2024 PR plans or get media relations back on track, please email amber@amberdaines.com or book a no-obligation Zoom:  https://calendly.com/amberdaines-327/30min

When media relations go bad

Many realise that purely online conversations are fraught at the best of times. Things can become overblown, unheard, misrepresented, and read or heard differently in the style or tone of words and language used by the writer and receiver alike. It is handy and here to stay, so I am not waxing lyrical that we return to the days of regular town hall meetings or large-scale speaker events for the sake of it (those remain highly impactful and fab, though when done right).

Over the Aussie summer break, I was tuning into lots of holiday mode moments – backyard BBQs with friends, long walks, lazy starts, reading light nonfiction, and a tonne of driving adventures, which means podcast listening for me. The AI world is new to some; not many of our clients have integrated tech such as generative AI into their customer service, sales tools, and internal communications channels for the past ten-plus years.

One podcast that stood out for me was about ethics and AI – that has to be a big topic for 2024.

We know that in PR land, AI has become an “indispensable tool for many PR professionals.” It is not perfect, though.

How we use AI to supercharge content capabilities can be fun and powerful. However, the spotlight on AI has shifted from the tools themselves to the users in the industry. To keep up with technology, agencies and businesses ensure their employees have the right skill sets and are up to speed with the technology. Some experts agree that AI won’t replace people; individuals with AI skills and understanding will replace those without.

This new phase in the PR and communications industry also strongly focuses on the ethical usage of AI tools. Professionals emphasise the potential reputational and regulatory risks stemming from inappropriate AI use. Thus, a deep understanding of using these tools responsibly and ethically is paramount. Expectations include the establishment of legal and regulatory frameworks supporting ethical AI usage.

One tool that is not a PR AI solution but is around human engagement has me intrigued. It surely can never replace the human experience of conversation with context and advice that is always ethical, right?

To those new to its purpose, Replika is an AI-powered chatbot designed to engage in conversation with users, providing emotional support and companionship. Luka developed it, a company focused on conversational AI. Here’s a general overview of how Replika works:

1. Natural Language Processing (NLP): Replika uses natural language processing to understand and interpret user input. This allows it to comprehend the context of a conversation and generate appropriate responses.
2. Machine Learning (ML): Replika continuously employs machine learning algorithms to improve its conversational abilities. It learns from the data it receives, adapting its responses based on user interactions and feedback.
3. User Interaction and Training: Users engage in conversations with Replika, and through these interactions, the AI learns about the user’s preferences, emotions, and conversational style. Over time, the chatbot aims to develop a personalized and evolving understanding of the user.
4. Emotional Support: One of Replika’s key features is its ability to provide emotional support. It is designed to engage in empathetic conversations, offering users a virtual companion to understand and respond to their feelings.
5. Conversation History and Memory: Replika retains information from past conversations to maintain context and continuity. This allows it to recall and build upon previous discussions, creating a more personalized and coherent conversational experience.
6. User Feedback Loop: Replika encourages users to provide feedback on their responses. Positive and negative feedback helps the system improve and refine its understanding and generate more relevant and context-aware replies.
7. Subscription Models and Premium Features: Replika offers a free version with basic functionalities, but it also has a subscription-based model with premium features for users who want an enhanced experience. Premium features may include faster learning, improved responses, and additional customization options.

It’s important to note that while Replika can provide a supportive and engaging conversation, it is not a substitute for professional mental health services. If users are dealing with serious mental health issues, they should seek assistance from qualified professionals.

While Replika is designed to provide emotional support and companionship through conversation, specific concerns and potential risks are associated with using AI chatbots like Replika. Users need to be aware of these potential issues:

1. Lack of Professional Expertise: Replika is no substitute for professional mental health services. While it can offer empathetic conversations, it lacks the training and expertise of mental health professionals who can provide appropriate guidance and support for individuals dealing with serious mental health issues.
2. Potential for Misleading Advice: The AI in Replika generates responses based on patterns learned from data, but it may not always provide accurate or suitable advice. Users should be cautious about relying on the chatbot for guidance in critical situations.
3. Data Privacy Concerns: Conversations with Replika may involve sharing personal and sensitive information. Users should be aware of the platform’s data privacy policies and consider the potential risks associated with sharing personal details with an AI system.
4. Unintended Emotional Impact: The AI’s ability to generate empathetic responses doesn’t mean it fully understands human emotions. Depending on the user’s mental state, the chatbot’s responses could have unintended emotional consequences. Users must elevate interactions with real people for severe emotional support, especially in a crisis.
5. Addictive Nature: Some users may find the conversations with Replika to be addictive, potentially leading to over-reliance on the chatbot for emotional support instead of seeking help from friends, family, or professionals.
6. Inability to Replace Human Connections: While Replika aims to simulate human-like conversations, it cannot replace the depth and complexity of human interactions. Relying solely on AI for companionship may hinder the development of meaningful relationships with real people.

As PR experts, we must be mindful of what we let into our daily practice. Users must approach AI chatbots like Replika with a balanced perspective, understanding their limitations and recognizing when it’s appropriate to seek human support, especially for significant mental health concerns. Additionally, users should be cautious about sharing sensitive information and be mindful of the potential risks associated with interacting with AI systems.

Let us know what AI tools are in your wheelhouse this year.

When replicating human interaction with AI becomes a PR juggernaut

The golden era of podcasting is over.

According to my nerdy sources, there were 67,000 new podcasts launched in Q1, 54,000 in Q2, 53,000 in Q3, and 44,000 in Q4. That’s a drop of one-third in 12 months. (So far in 2023, Listen Notes counts 7,026 new podcasts launched; at that pace, Q1 2023 would decline to less than 30,000 — a more than 50% drop year-over-year). There are also some rises in inactive podcasts – shows that have seemed to be in virtual mothballs for months and may never return.

This tells me we have reached “peak podcast.” Or maybe just peak podcast launches! That can be a good thing as the survivors will have more chance to shine.

Podcasting can be a rewarding medium, but the most common gripe among fellow hosts and producers is that their show is not gaining enough long-term audience traction or seeing any financial wins to sustain their podcasting dreams. Several factors contribute to the high rate of podcast failures:

Lack of Clear Purpose or Niche

Podcasts that lack a clear focus or target audience often struggle to attract and retain listeners. Successful podcasts often cater to a specific niche or address a particular interest, providing valuable content to a defined audience.

Poor Audio Quality

Listeners are generally less forgiving of poor audio quality. A podcast with unclear or inconsistent audio can turn listeners away. Investing in good recording equipment and editing is crucial for a professional-sounding podcast.

Inconsistent Release Schedule

Regularity is vital in podcasting. Inconsistent release schedules can result in a loss of audience engagement. Successful podcasts often establish a reliable posting schedule to keep listeners coming back.

Ineffective Marketing

Many podcasters underestimate the importance of marketing. Even if you have great content, it won’t matter if people don’t know about it. Successful podcasts often invest time and effort in marketing and promotion.

Monetisation Expectations

Some podcasters enter the medium with unrealistic expectations about making money quickly. Monetization usually takes time and requires a significant audience. Focusing on building a solid listener base before expecting financial returns is essential.

Lack of Consistent Quality Content

Consistently delivering high-quality, engaging content is crucial for retaining and growing an audience. Podcasts that fail to meet listener expectations regarding content quality may struggle to gain traction.

Ignoring Listener Feedback

Engaging with listeners and adapting based on feedback is essential. Ignoring or dismissing audience input can result in losing connection with your audience.

Ask people what they like and also what they don’t. Your show is for them.

Underestimating Time and Effort

Creating a successful podcast requires a significant investment of time and effort. Some podcasters may not realise the regular time commitment involved, leading to burnout and the eventual discontinuation of the podcast.

Systemise what you can, too. It will help find guests and line up batch recording days.

Saturation in Popular Genres

Specific podcast genres, like true crime series, business CEO interview podcasts, and health and wellbeing-based interview shows, are highly saturated. New podcasts in these categories may struggle to stand out without a fresh take or novel idea.

Technical Challenges

Dealing with technical issues related to recording, editing, or hosting can be a significant hurdle. Lack of technical expertise can lead to frustration and may contribute to podcast failure.

To increase the chances of podcast success, it’s crucial for podcasters to plan thoroughly, consistently produce high-quality content, engage with their audience, be patient as they build their listener base over time, and continually refine what we offer.

To tap into my award-winning podcast course and avoid podcaster rookie errors, go to Podcast Course: Idea To Launch in 4 Weeks (mykajabi.com) before 1 January 2024 when the price increases to $USD297.

Why your podcast is tanking today but could be a 2024 chart-topper

Change can be hard, as the cliché tells us time and again. You may experience this when attempting to break a bad habit or start a better one. Altering your behaviour or routines often requires additional effort – at least at first. Organisational change – like mergers and acquisitions, restructuring, and adjustments to organizational processes – is no different.

It’s no wonder, then, that many organisational change efforts fail. You’re not only trying to evolve your approaches and habits but convincing others to change their own. This lack of change management skills can make organizational initiatives difficult to execute, so it’s important that managers develop the competencies needed to lead their teams through periods of transformation.

One study by Gartner shows only 34 percent of all change initiatives pursued by businesses end in clear success. On the other hand, 16 percent yield mixed results, which equates to 50 percent of all change initiatives.

Communicating SUPER well is the core of any change management plan – but ever wondered how?

BE THE LEADER IN COMMUNICATING CHANGE

Since organizational change is often difficult to implement, it’s important to consider the management skills required to cultivate success. Effective communication, in particular, plays a vital role in making organizational change possible.

There are two questions you need to address when communicating change:

1. Do our employees have the motivation to change?
2. Are our employees equipped with the ability to change?

Both of these pieces are vital. One without the other can jeopardize attempts at truly seamless organisational change. When communicating change, you should focus on increasing motivation and the company’s ability to adapt – and keep adapting.

Here are four tips to help you create a winning change communication strategy.

THE 4 KEY STEPS TO COMMUNICATE ORGANISATIONAL CHANGE WELL

Share a New Vision

One of the best things you can do when communicating change is share a vision of how the organization can benefit from the transition. Individuals need to know the change is both good for them and the company overall. A way to craft that vision is by answering these questions:

• How will the organization operate once the change is made?
• What will employees experience as a result of making the necessary transitions?
• Will there be tangible results? What will those results look like?
• Will there be a sense of accomplishment? What will that feel like?
• What will the rewards be, both for the individuals and your organization as a whole?

Make answering these questions central to your change communication.

By answering these questions, employees will have a better understanding of why organizational change is imminent, which is critical to success. Clarifying the motivations behind organizational change helps team members reach a mutual understanding, allowing everyone to work toward one shared vision.

A few years ago, all kinds of businesses around the world were coping with challenges brought on by the coronavirus (COVID-19) and a temporarily stalled economy as a result of such uncertainty. To survive this sudden disruption to business as usual, many companies have undergone rapid organizational change initiatives, such as embracing 100% remote work. Firms successfully adapted have been transparent in their efforts and communicated a clear vision for employees to rally around.

Be a Master Storyteller

The vision – where you want to be as an organization – is part of a larger story that involves you and your business. Telling a story enables everyone to envision where the company needs to be, where it currently is and how to transition.

Take the example of Scandinavian Airlines. They needed to make an organizational shift in the early 1980s. The airline industry was struggling. The company was losing money to the tune of $20 million and could not remain as it was.

Through its change efforts, the company met its goal of increasing earnings by $25 million in the first year; Scandinavian Airlines increased them by $80 million. Within a couple of years, it was named the best airline for business travelers by Fortune magazine. Employees were on board with the change, which was making a difference. How did Scandinavian Airlines do it?

All 20,000 of its employees received a short handbook communicating the change, which centered around focusing on a subset of customers – the business flyer – to turn the company around. This was not your typical corporate communication. Titled “Let’s Get in There and Fight,” the booklet included characterizations of airplanes, complete with cartoons and large typeface fonts that highlighted where the company was and the vision for where it wanted to be. It told how “storm clouds” and “bad weather” had struck the business and how it faced challenges in being profitable. It described its competition and how employees could help it stay competitive.

Your strategy may not involve cartoons and large text like Scandinavian Airlines, but communicating the story of your change initiative can have a powerful effect on illuminating your vision.

Returning to the example of the pandemic, you might position your organizational change story much like a heroic tale. Social distancing is an immediate threat to your business, which you must rise to meet as an organization. It won’t be easy, but you have a plan that includes X, Y, and Z. Communicating change in this manner can allay some of the fear and uncertainty your employees may be feeling while simultaneously rallying them around common goals. That is how we manage the process and ensure we stand strong as leaders.

Your People Matter Most

Does your change communication strategy focus on telling the members of your organization what to do and what they need to change? Or does it inspire and enable them to be change agents as well?

Telling a story where the employees were not only part of that change, but could be heroes in the story, provided a rallying cry that allowed them to stand side-by-side as active players in the change initiative.

What can you do to make the individuals in your organization active participants in your change efforts? How can you make them feel that changing with the organization will make them the hero and not the victim? Consider again the organizational change scenario spurred by the coronavirus. You’ve shared your vision for change and told how you intend to reach your goals. By making your employees the heroes of the change story and explaining the specific roles each person plays, you can empower them to exercise agency in helping the organization meet its goals.

Equip those in your organization to become leaders in your change communication. Once you reach a shared vision—one your employees believe is good for the company – it’s your role to show the path that will get them there.

This became increasingly evident at Rakuten, Japan’s largest online retailer. Rakuten CEO Hiroshi Mikitani wanted to change the very language of the organization. Instead of most of his company speaking their native Japanese, he wanted his 7,100 Tokyo employees to transition to conducting business in English.

This change supported the company’s effort to become number one in internet services globally. In two years, Mikitani expected his employees to be proficient in English. With just a few months left in his change initiative, however, surveys found that many employees, especially native Japanese speakers, felt afraid, frustrated, nervous, and even oppressed by the initiative.

The employees of Rakuten were not experiencing the change as something positive for them personally. They may have believed it was good for the company and possibly good for them, but they were challenged and discouraged. If you were in Mikitani’s place, what would you do?

As a leader, you don’t need the change to be good for your employees every step of the way. Some changes will be gruelingly difficult. It will involve scaling steep inclines and, for some, working harder than they have before. What can you do to increase their ability to continue this path?

While the initial change initiative shared by Rakuten was clear, there needed to be additional communication that would help employees chart the path. Rakuten provided funding for language learning programs, communicating to employees that the company was there for them. They would not have to make the change alone. Action, as well as words, were powerful tools.

In the case of shifting to remote work to combat the threats of coronavirus, your employees likely understand it’s essential for the company to survive. They know they have a role in the initiative’s success, and there’s a clear path forward. But that doesn’t change that, for many, it’s an entirely new way of working – and that comes with challenges. In addition to communicating the initial change initiative, it’s important to clarify to your employees that resources are available to help them transition so they don’t feel overwhelmed or paralysed into inaction.

Always Keep Communicating

Communicating change never ends, as many leaders know. Be prepared to communicate not just once but again and again throughout the change process. Restate the vision, retell the story, enable your employees to act as heroes, and chart and re-chart the path when struggles arise. Your organization will be more motivated and equipped to make that change effort with you.

Change is possible. Individuals make real changes every day. Organizations shift gears and become increasingly successful as a result. Your communication strategy can be important in enabling transformation and lasting impact.

Since 2007, our team has helped scores of clients, from banks to beauty giants and tech brands, create impactful and timely internal communications plans in times of change – can we help you? Email amber@amberdaines.com to discuss and arrange a free discovery call.