Posts Tagged ‘Bridge Global Strategies’

Will a New Buzz-Predictor Tool Change Journalism?

February 10, 2012

It had to happen. Computer scientists have just come up with a way to predict before publication whether or not a news story has the potential to create buzz.

MIT bloggers wrote on a “Physics arXiv Blog” post this week that computer scientists at HP’s lab in Palo Alto, Calif. did research that showed they could test news articles to see whether or not they would spread widely on Twitter. Since Twitter buzz about news stories has been shown to be a predictor of general interest beyond Twitter,  the ability to

test an article in advance could have major implications for journalism, and, of course, for public relations as well.
The HP scientists used an automatic online news aggregator to collect news stories for a week. Then they scored each story on four different criteria: what news organization published the story it, what category the story fit into, how subjective the language used in the story was, and what people or things were included in the story.  They tracked these stories on Twitter to see how far and how fast they were spread. They were able to use the data to identify what levels of scores in each of the four criteria were correlated with the popularity of a news story on Twitter. Then they used these criteria and their scoring formulas to predict in advance how popular a story would be on Twitter.

The MIT bloggers speculated that it probably wouldn’t be long before someone would use this type of data to develop a “popularity checker” tool, similar to the grammar and spelling checkers that are built into word processing programs. They commented that it might be detrimental to journalism to have such a tool, since journalists would surely be pushed by their employers to write for the tool.

But think of what a boon to PR a popularity checker would be!

PR industry newbies would be able to test their news sense to get objective feedback on their news releases and media pitches. PR team leaders could use the checker to demonstrate tactfully to their employers or clients that promotional language really does not work in a news release, or to point out the lack of newsworthiness of an announcement proposed by senior management without having to argue about it.

If anyone hears that such a tool is under development, please let me know so I can sign up as a pre-release beta tester and invest in whatever company is behind it!

Lucy Siegel

Read my e-book: “Public Relations Around the Globe: A Window on International Business Culture”

New International PR e-Book Just Published

January 24, 2012

I’m pleased to announce the publication of “Public Relations Around the Globe: A Window on International Business Culture,” an e-book for Kindle.  The Kindle file also works for the Mobipocket reader (which can be downloaded free and can be used on many mobile devices as well as on PCs).

“Public Relations Around the Globe” is a collection of essays and articles about PR around the world edited by me. Each chapter was originally developed as a Bridge Global Strategies article or blog post by our staff  and me or as a bylined contribution by an international public relations executive.  The book is divided into geographical sections and topics, including Europe and the Middle East,  the Asia/Pacific region, the BRIC countries and a section with observations, insights and advice about international public relations. There are chapters on communications in Australia, Japan, China, Brazil, Spain, Germany, England, India and the United Arab Emirates.

The book is available as a download from Amazon for $2.99.  I have some copies available at no charge for people who would like to review the book. If you’re interested in having a review copy, please email me.

I hope those of you who read the book find it useful. I would welcome your input on it.

My next book will be aimed at start-up companies, with tips for maximizing communications dollars and building a reputation. If there are topics you’d like to see in the book, please let me know!

Lucy Siegel

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Best Corporate Communications Tips for 2012

January 17, 2012

I was one of a wide assortment of public relations and corporate communications people who gathered at a holiday party last month hosted by Douglas Simon, President and CEO of D S Simon Productions. The company is a broadcast and social media video production firm with headquarters on West 36th Street in Manhattan. Doug decided to take advantage of the gathering of this motley crew at his studio by recording interviews with some of us with tips for corporate communications best practices in 2012.

Some of you may remember a blog post I did last year criticizing my own performance on a video interview Doug did with me, for which I was, sadly, not well prepared. This time around I was better prepared.

I’d welcome your own PR tips for the year ahead. I just read an economic forecast predicting that 2012 would be the turn-around year that people have been waiting for, so hopefully many of you will have bigger budgets for public relations, corporate communications and marketing communications. What are your highest priorities for spending those budgets in 2012?

Lucy Siegel

(Click photo to play.)

The Specialist vs the Generalist: Who Wins?

December 14, 2011

Marian Salzman, CEO of Euro RSCG Worldwide PR, on a PR Week Webcast this week, forecast what’s coming next in the PR industry.  Her outlook for 2012, which was covered in an article by Matt Wilson on Ragan.com, included a prediction that people in the PR industry will have to become generalists, taking on a wide variety of tasks, including but not limited to media relations, developing “content” (a communications industry buzzword that means written, audio or video materials for use online) and serving as experts on transparency.Wilson reported that her explanation for the need to be generalists was, “The media is really being redefined by the second.”

Here’s the thing: some of us saw this coming years ago and refused to be pigeonholed as specialists at a time when the common wisdom was that you had to be a specialist to climb the communications career ladder.

When the dot com bubble burst and the technology sector crashed in 2000, people who had differentiated themselves by specializing in tech or internet PR were being laid off left and right. The situation got much worse after 9/11, when budgets were being cut drastically by PR agency clients in every industry. We learned at that time that it was risky to be specialists in one narrow area. Agencies with general PR practices stood a better chance of survival in a downturn than specialist firms. At that time it was tech that was the weak spot. But at other times health care, financial services, fashion and other industries have been the danger zones.

It’s not unusual for someone who has been a corporate communications professional in one industry to move to a totally different industry. I’ve watched colleagues move successfully from telecom to insurance, from television to the automotive industry, from the automotive industry to a non-profit.

One very nimble friend has gone from the corporate communications department at a Big 5 accounting firm to a beauty products company, a tobacco company, a financial services company, an educational institution, and she now works in the green IT and smart grid sector (and she’s excelled in each position!). Over the course of her career she’s also had a wide variety of roles within communications and marketing, including writing, magazine editing, internal communications, marketing communications and sales promotion.

This demonstrates that good communications principals are much more important to success than deep knowledge of a specific industry. Once we learn the basics of the communications profession, we can apply them to a wide variety of clients. I would argue that broad experience over different industries is a positive influence on creative thinking. You can leverage what you observe in one industry and apply it to another industry in a way that PR insiders in that industry would never think of doing. To be a good communications generalist, it’s crucial to be able to pick up the basics about a new industry fast, and to be able to distinguish between what you need to know and what you don’t.  You don’t need a Ph.D. in physics to be a PR superstar for a laser manufacturer, or a CPA to head the corporate communications department at an accounting firm.

All of the above is why a liberal arts education is so important for a communications professional. In college, it’s much more important to learn how to learn than it is to learn the specifics of any particular profession.

Lucy Siegel

How Do We Become Indispensable?

November 30, 2011

I just read an article in the Harvard Business Review about how to make yourself indispensable. The author describes an employee that has done a terrific job, done everything right. He applied for a promotion and was stunned when he didn’t get the position. It went to someone else. He asks, “What did I do wrong?” and his boss says, “Nothing, you’re doing a great job.”

The author argues that it’s much easier to improve your performance (and your position in the corporate world) if you haven’t been doing so well, but much harder when you’ve been doing a great job. He concludes that incremental
improvements don’t help as much as developing other, complementary strengths. For example, an engineer who indisputably does a wonderful job for the company would gain a lot less by becoming an even better engineer than by improving a skill such as writing or people management.

The article stimulated a lot of comments and debate. How do you make yourself indispensable: by keeping on top of the
ever-changing needs and wants of your bosses, and then working to meet those needs? Or by determining how you could become more valuable, based just on your own strengths?

This led me to think about how public relations practitioners can be perceived as indispensable by their clients or, in the case of internal PR staff, by the top management of their companies. There’s nothing more frustrating than losing a client, or not winning a client, due to a decision not to have an external PR firm because top management feels that PR isn’t a high enough priority. In these situations, when we are considered dispensable, the marketing department or the internal communications staff may disagree, but they’re overruled.

So how do we, as PR practitioners, make ourselves indispensable? Unfortunately, just as explained in the HBR article, simply doing a great job isn’t enough. The answer isn’t to provide even better results. If what we do is really that valuable to a corporation, then the onus is on us to make senior management understand that we are, indeed, indispensable.

It helps if we set measurable goals in the beginning of a project or a year and then actually do the measurement. However, this is a lot easier said than done, and a lot of attention has to be paid to what kinds of goals are set as well as how they are measured. Otherwise, who’s to say, for example, that it was the PR, not some improvement in the product or services, the sales methods or the distribution methods, that helped sell more?

It’s very hard to measure the impact of PR in isolation from other factors. It’s crucial to agree on goals that we can, without doubt, take credit for reaching.  Often even if we can suggest appropriate, measurable goals, our clients don’t have the budget to spend on measurement.

In my most cynical mood, I’d say that very often it’s the people who have to be indispensable in order to sell senior management on PR, not the actual contribution PR makes. The most successful people in the PR industry (as everywhere) are those who have strong personal charisma as well as the ability to cozy up to the decision-makers in an organization and win them over. Sometimes indispensable means a bond of dependency.  That kind of relationship trumps PR results every time.

I wish I had the answers to how we can make PR indispensable. Maybe you do. I’d like to hear what you think about this.

Lucy Siegel

PR Agency Billing: 6 More Must-Knows

September 11, 2011


In my last blog post, I listed the top four questions about PR firms’ billing practices. I promised Part 2 to elaborate further on this topic. Here are the other “must-knows” about how public relations companies bill.

If you spend less time than you estimated for your monthly minimum fee, do you refund the fee that wasn’t used?
Different companies have different policies about this, but generally speaking, no, most agencies do not refund the unused fee. As for Bridge Global Strategies, we budget in blocks of three months’ worth of time. If we estimate that the work will cost $10,000 worth of hours each month, and in the first month we have to go over that amount of time by $2,000 (with the client’s approval) the extra time can either be subtracted from the following two months’ time, or if the client doesn’t want us to cut back during the other two months, then at the end of the three-month period we will bill the extra $2,000.

By the same token, if we spend only $8,000 the first month, we will still charge for $10,000, and $2,000 worth of time will roll over to the second month. The rolled-over time can be used in the second or third month. Then we start fresh with the next three months’ budget.

If you spend more time during those three months, you charge more, but if you spend less, you don’t refund the fee. That seems grossly unfair!
It may seem unfair, but please keep in mind that if we take on your company as a client, we have reserved staff time to work for you, and we’ve given up the opportunity to work for one of your competitors. We make an agreement with you for a certain amount of work over a certain amount of time, and we have to pay our staff.

Do we have to sign a contract for a year, or can we make an agreement for less than that? Do you work on a project basis?
Again, different agencies have different policies about project work. All PR companies, including my own, are happy to work on a project basis. The differences from agency to agency lie in the minimum amount of fee charged for working on a project. Our minimum project fee is equivalent to our minimum monthly fee.

For ongoing work that flows from month to month without a finish date, a one-year contract is not necessary. We can make an agreement for six months, renewable automatically unless cancelled by either the client or us. Sometimes a six-month contract is a good idea in the beginning. It gives us a better idea of the actual time we will spend so it can be adjusted at the end of that time for the next six months. It also gives a client the chance to see some results, and gives us time to prove our value to the company so that ongoing spending can be justified.


What else besides your fee do we have to pay for?

We generally have outside expenses for services of vendors we hire on behalf of a client, and those are billed in addition to our fees. These could range from electronic wire services for distributing news releases, to printing, hotel space and food and beverages for an event, travel on behalf of a client, media monitoring fees, AV production fees, graphic design fees, and more.

Some agencies markup these outside expenses. Why? What is marked up and what is not? What is the common mark-up percentage?
Mark-up of outside vendors’ costs started in the advertising industry and found its way into the public relations agency world many years ago. We mark up services that we purchase and then spend time supervising. Example: we mark up news release distribution services and media monitoring services. We do not mark up travel expenses or office expenses.

The percentage of markup varies from agency to agency. Some do not mark up at all, and some agency owners mark up as much as 30 percent. It’s very common to see a 17.65 percent markup. Many clients wonder where this odd figure comes from. Actually, 17:65 percent of a vendor’s cost billed to the client as markup is the same as a 15 percent commission from a vendor. Traditionally the ad industry received a 15 percent commission on the cost of clients’ advertising space. If the amount charged to an advertiser was $1,000, the media outlet would pay the ad agency $150 as a commission. This is the same amount of return that the agency would receive from markup of an outside vendor bill by 17.65 percent. (If the actual cost of an outside vendor’s charge was $850, and the agency added a 17.65% commission to that when billing the client, the total client bill would be $1,000.) Both methods yield 15 percent of the combined total of the vendor expense and the agency commission.

The key question is why agencies mark up expenses in the first place. Some agency owners would answer this candidly (not publicly), “Because we can.” PR agency executives think of this amount as gross margin and build it into the agency’s billing systems as a way to assure overall profitability. I believe most agencies would forego the markup if they could charge for every hour spent on a client’s behalf, including negotiating vendor costs each year, checking each bill, and doing the bookkeeping to pay the vendors and then bill the clients. But it’s impossible to capture all of that time and assign it fairly to each client.

There is also the issue of cash flow: we receive some bills literally the day after we incur a charge. We collect all outside expenses and bill them to clients once a month, and our clients typically take 30 days to pay us. By the time we get reimbursed, it could be eight weeks after we pay the vendor. Many agencies offer to forego the markup if the client will receive and pay the bills from vendors directly. But most companies don’t want to do that. We get a better deal on the rates we pay because we have a bigger volume of business for these vendors. Also, corporate staff aren’t the ones dealing with the service companies, we are.

When do PR agencies bill and what are usual payment terms?
Typically billing is done once a month, and most firms bill “net 30 days.”. For projects, most firms bill some of the fee and estimated expenses up front, some in the middle, and some at the end after work is complete. It isn’t unusual for an agency to bill monthly base fees for ongoing work in advance, so that the payment is due while the work it covers is still being done. We do this at Bridge.

I hope that this Q&A will be helpful the next time you negotiate billing with a public relations firm. Often clients don’t know what questions to ask prior to starting a working relationship with an agency. The unpleasant surprise of getting charged for something unexpectedly can be damaging to the agency/client relationship.

Lucy Siegel

The Top Four Questions About PR Billing Practices

August 29, 2011

The way public relations firms bill for their services seems a mystery to many clients. Since mysteries in billing are neither good nor necessary, I’m going to answer questions we frequently get from clients about this. There are some variations in billing methods by different PR companies, but the basic principals are the same. Varying too much from these general billing rules is unwise for any PR company that wants to stay in business.     

1. How do you charge for your services?

We charge based on the length of time it takes to do the work, and the level of difficulty of our services.  I assign an hourly billing rate to each staff member at Bridge Global Strategies. The rates are based on the salary and amount of experience of each individual.

2. What are your hourly billing rates and how do you come up with them?

Our hourly rates range from $120/hour to $350/hour. We do not charge clients for the time spent by interns. (This is not at all universal, since many firms do charge for intern time. In addition, we pay our interns, which is not widespread in the PR industry.).  We take into consideration the tasks that are being performed and not just the usual hourly rate of the person performing them. For example, sometimes I do work that someone at a much lower level could do. We have a small staff, and if more hands-on work is necessary to meet a deadline, everyone pitches in. I don’t charge my usual hourly rate of $350/hour for lower-level work.

I learned from my management experience at other agencies how to calculate hourly rates so they will cover overhead, pay salaries and leave some profit after our expenses are paid. Not every hour spent by our staff is billable to a client. We have to allocate time for administrative tasks, training, holidays and vacations, etc. All of this non-billable time has to be calculated into our billing rates along with our rent, equipment and other costs that are not billed directly to clients. We are able to charge lower rates than larger PR companies because we don’t support the kind of overhead they do. Bigger agencies have layers of non-revenue-producing staff that we don’t. Public companies have to set aside revenues to pay shareholder dividends.

3.  These rates sound like law firm rates! Why are they so high? We could do it ourselves for a lot less.

We hear this sometimes from people who have never worked with a PR firm before. Our rates are not high. Larger agencies in the northeast of the U.S. charge considerably more for people at every level. (And law firms charge $600 or $700/hour and up for partners’ time and a couple hundred dollars an hour for newly minted lawyers.) As for doing PR internally, my blog post about the hidden costs of in-house PR shows that it’s a lot more expensive than most people realize.

4. Do you charge a monthly fee? Is it a flat fee? How do you come up with it?

We charge a minimum fee every month that includes a certain number of our hours. It is not a flat fee. If the amount of work ends up taking more time than is covered by our monthly minimum fee, we charge for the extra time.

Before we start working with each client, we develop an estimate of how many hours it will take to do the work to accomplish our goals for the client, and we base our monthly minimum fee on that estimate. However, sometimes our work has to be adjusted for changes in the environment or changes in our client’s plans. We ask a client before we go over the budgeted amount of time whether they would like us to or not, since there is extra fee involved. We can’t work without being paid, and have to charge for the time we spend.

I will follow up on this post with a second one on billing that will cover several additional FAQs, such as:

  • If you spend less time than you estimated for your monthly minimum fee, do you refund the minimum fee that wasn’t used?
  • Do we have to sign a contract for a year, or can we make an agreement for less than that? Do you work on a project basis?
  • What about expenses? Do you pass them along at cost?
  • When do you bill us and what are your payment terms?

I hope this explanation of our fee billing is helpful. It’s important to be transparent about how fees are calculated. I don’t want to accept any engagements that are going to be financially upsetting for either the client or to us! If you have additional questions about how PR services are billed, please comment here or send me an email and I will be happy to answer them.

Lucy Siegel

Six Things Many PR Firms Won’t Tell You

August 16, 2011

When they’re trying to get your business, many PR companies will not tell you that:

1)      Your company may be better off spending a very limited budget on another form of communications (such as direct marketing or online advertising) instead of hiring you. PR is not always the best solution to meet communications needs.

2)      They don’t actually have media contacts in your area.  Media contacts are ephemeral these days, with the high rate of layoffs in the journalism world. Chances are high that half the journalists a PR person has worked with in the recent past are no longer with the same media outlet, and/or may not be covering the same area. Agencies use media databases to find the right journalists to target, anyway, and personal contacts among journalists are overrated. Either you have something worthy of being covered (and it doesn’t matter if you have contacts because the media will respond whether they know you or not), or you don’t (and contacts are unlikely to help because the media won’t cover something with no news value whether they know you or not).

3)      What you want them to do is really not what you need from them. Clients should look to PR companies who will consult with them and develop strategies, rather than just do as they’re told. After all, aren’t you paying for expertise?

4)      Your expectations and goals for PR are too high. Of course you think your company and products are media- and buzz-worthy, but it’s very hard for you to be objective. It’s not at all unusual to hear a prospective client say, “We want to be in the Wall Street Journal [or on the ‘Today’ Show, or to create a record-breaking buzz about our product on Facebook]. It’s certainly possible even for startups and small companies to reach that kind of goal, but it’s not probable. Rather than managing your expectations from the outset, some PR firms will keep quiet and not tell you that kind of exposure may be very unlikely for your company. They figure they’ll educate you after you’ve signed the contract.

5)      You don’t have enough budget to “move the needle.” In every situation, there’s a minimum amount of budget that’s necessary to get good PR results. Rather than telling you that you’re budget is inadequate, some PR companies will take whatever you can pay for as long as you’ll pay it, until you realize that you’re not getting the results you need. This isn’t a smart way to do business, because the client will assume that it’s the agency’s inadequacy that’s to blame, and not their own lack of resources.

6)      Your company has to spend time and effort working with the PR firm to make a success of PR. For starters, the agency PR team has to be briefed thoroughly on a regular basis.  It isn’t possible for an agency to do great PR for your company if your executives won’t make themselves available for interviews, or don’t get back to the agency in a timely way to answer media questions.

Lucy Siegel

10 Tasty Tidbits about Marketing and PR from My Inbox (or “You Are What You Tweet”)

August 4, 2011

I receive several hundred emails each day, many related to PR, marketing and corporate communications. That’s the bad news, because it’s a major time sink, I simply can’t read them all and my inbox is never empty because I’m a hoarder of emails with news and information I would like to read later (yet probably won’t get to).   The good news is that I get immensely helpful news about marketing and PR without having to search for it.

Comparative Analysis via Twitter Behavior

Here are 10 examples of recent in-coming news that I found helpful, educational or eye-opening (or all three):

1. You Are What You Tweet: this is an infographic I created as a test of a not-yet-launched online service called Visual.ly that will create infographics from information you provide. (Each time you click on the first link above, you’ll see a comparison of my use of Twitter with a celebrity’s – a different one each time. You will see the software’s not-necessarily true conclusion that my Tweets are totally uninteresting compared to Jimmy Fallon’s, Brittany Spears’s and Conan O’Brian’s! Hmmph.) I was intrigued with this and Googled “Infographics tools,” only to find that there are several chart- and graph-makers, cool tools, but Visual.ly sounds like it will be really super.  By the way, infographics is a new buzzword in the communications industry that I see as a fancy word for “charts.” Below items #2 and #3 refer to infographics, also.

2. The CMO’s Guide to the Social Landscape: this is an infographic from CMO.com about nine major social media channels, distinguishing what’s good and what’s bad about each of them from a marketing viewpoint. It also shows how each site dovetails with customer communication, brand exposure, traffic to a company’s website and search engine optimization (SEO).

3. What CMOs Want in an Agency:  this chart shows the results of research done by The Horn Group and Kelton Research, called “The CEO Challenge.” I found it interesting that two-thirds of CMOs surveyed said they prefer working with smaller agencies. Also noteworthy is the bar chart showing that “ability to execute” is twice as important to a CMO as cost.

4. Concise explanation about Google’s new Google+ social media network from eWeek’s Cloud Computing Digest (newsletter). Bloomberg wrote this week that, although Google+ is still in beta, it has over 25 million subscribers already, a number it reached faster than any other social network.

5. Doug Simon announced that D.S. Simon, his video production company, is celebrating its 25th anniversary. In a video clip on his vlog, he said,“It’s not what you’ve done in the past, it’s what you do moving forward [that counts], and that’s why you have to be continuously getting better.” Not a bad piece of advice.  He’s following his own advice by opening a new office in Washington, D.C.

6. Clifford Mintz, founder of BioCrowd, a social media site developed specifically for bioscience professionals, wrote a blog post for BlogNotions, a life sciences blog, advocating the increased use of social media at scientific and medical conferences.  He believes that conference organizers in this field try to control the flow of information from the meetings too tightly, and social media can be used to loosen that control and get more information out to both the public and conference attendees more quickly and efficiently.

7. A story from a member of the marketing group I belong to, MENG, on how closely brand positioning and pricing are connected to each other. The writer gave a concrete example of how low pricing negatively affected the branding of an upscale hotel.

8. An op-ed piece in Bulldog Reporter’s Daily Dog by Guy Gilpin, the founder of Mother Tongue Writers, noting that many major global brands with a presence on Facebook don’t think beyond English.  This includes Coca Cola, which has a Facebook page but posts in English only.

9. An announcement from LinkedIn that its search tool, Company Buzz, has been turned into a new service called LinkedIn Signal. (Since I’d never heard of Company Buzz, I guess I won’t miss it.) You can use this app to search people’s LinkedIn updates and find out what’s being said about you, your competitors, trends, etc.

10. A quote in Forbes.com from St. Louis PR pro Aaron Perlut about Congress’s PR failures. He called Congress the “world’s biggest and worst PR machine” and wrote, “[Members of Congress] continue to make the same PR mistake after mistake in scuffle after scuffle, disenfranchising the very swing voters they wish to ultimately sway.”

Lucy Siegel

You May Have to Invent Your Next Job, Says Tom Friedman

July 19, 2011

New York Times op-ed columnist Thomas L. Friedman wrote a column last week headlined, “The Start-up of You” in which he described some of the factors behind the persistently high U.S. unemployment rate. He concluded there is something different about the unemployment we’re seeing today from high unemployment in the past. The companies with the biggest growth are Silicon Valley technology giants such as Google, Facebook and LinkedIn. Yet, compared to yesterday’s leading companies, these new corporate giants aren’t giant employers: they don’t hire many people. The rest of the business world has cut back drastically on hiring, depending instead on outsourcing, using robotics and deploying software.

Rick Wartzman, executive director of the Drucker Institute at Claremont Graduate University, wrote in this week’s Bloomberg Businessweek, “What took 1,000 people to churn out in 1950—the dawn of a golden age for blue-collar work—now requires about 185, according to the Federal Reserve Bank of Chicago.”

We are hearing from economists that many large companies are making excellent profits now. They can afford to hire, but they’ve learned how to get by without hiring. In addition, Wartzman wrote that a third of the nation’s joblessness results from a discrepancy between the skills employers seek and those of the workers available (figures he attributed to Narayana Kocherlakota, the president of the Minneapolis Fed).

This “jobless recovery” has created a very unstable employment environment. The spoils go to those who can’t be easily replaced by outsourcing or robotics. Those who are irreplaceable are “people who not only have the critical thinking skills to do the value-adding jobs that technology can’t, but also people who can invent, adapt and reinvent their jobs every day, in a market that changes faster than ever,” Friedman wrote.  He was not only talking about young people fresh out of college, he was referring to everyone looking for a job.

Friedman quoted from a soon-to-be-published book by one of Silicon Valley’s star entrepreneurs, Reid Garrett Hoffman, co-founder of LinkedIn and on the board of Zynga and Mozilla: “…You should approach career strategy the same way an entrepreneur approaches starting a business…For entrepreneurs, it’s differentiate or die – that now goes for all of us.”

Differentiate or die. That’s exactly what we in public relations and marketing tell our clients.  We had better learn to apply this maxim to our own marketing and communications careers, because it’s not just blue collar jobs that are disappearing. A few years ago New York Times columnist Maureen Dowd wrote that when she was in Pasadena, Calif., she was told by a publisher of a local news website that the company planned to outsource reporting positions to India.  About a year ago I heard from an extremely reliable PR industry source that at least one of the very large international public relations companies was outsourcing media relations to India, also. 

Both of these were shocking revelation to me, since I firmly believe that local reporting can only be done well by people in the community who understand local issues and attitudes.  I also believe that a good job of media relations requires a clear understanding of both a client’s business goals and of the mind-set of American journalists.

An employee at a big international management consulting company told me that his firm has two New York offices – one in New York, and one in India. I’ve also read that some medical centers have outsourced part of the work that local physicians used to do to doctors in India. They read the results of CAT scans and other such tests while doctors in the U.S. sleep.

If local news reporting, PR, management consulting and medical jobs can be outsourced to India, then just about any job can be.

I began to think about what kind of upbringing best prepares people to think critically and constantly reinvent their jobs.  Certainly, growing up in an authoritarian culture can’t be helpful. Parents and teachers are stifling, not rewarding critical thinking when they tell children, as many do, “It’s not your place to question me, you do what I tell you!”. Quite a different message is communicated by adults who treat children with respect, feel that they deserve to be listened to just as much as adults, and are comfortable allowing them to deviate from the norm.

One formative experience that provides a lot of practice in adapting is spending some time working overseas. Those who learn another language and experience first-hand the cultural differences that affect business style not only differentiate themselves, they also learn that there is more than one “right way” to do something.

Lucy Siegel


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