Category Archives: media relations

Send-off for Public Relations Manager Hari Rajagopalan

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Public relations is all about relationships–the people behind the stories. That’s why we’d like to highlight Account Manager Hari Rajagopalan as he prepares to start a master’s program in the fall. We hope you enjoy learning more about one of our team members as we wish him well in his next chapter.  

  1. Where are you going to school?  

In August, I’ll be starting school at the University of Michigan’s Ross School of Business to earn an MBA.  

  1. What are you most looking forward to for your move? How will you adjust to the colder weather?  

I’m looking forward to exploring a new town. I’ve never lived in the Midwest and have only visited Ann Arbor once. I can’t wait to meet new people from a wide variety of backgrounds through my MBA program, try new restaurants and see new sights. 

The colder weather and snow will be an adjustment, and I’ll start that adjustment by buying a real winter coat and some hand warmers. I think it’ll be fun getting used to a new climate and working around the snow and other weather challenges I’ll experience while there. 

  1. What prompted your decision to pursue an MBA?  

I felt ready to try something new. I’m incredibly grateful for the time I’ve spent working in PR, but I believe that skill development and continuing education are vital to becoming a more well-rounded person. I think an MBA will help develop my analytical skillset, whether that ends up being back in the PR space or in another field entirely. 

  1. How do you plan to marry your MBA with your PR experience?  

My PR experience is a great starting point for business school. Navigating fast moving media opportunities, balancing client needs and media expectations, and learning how to advise clients to best support their reputation and brand have taught me the importance of effective, concise communications, empathy and adaptability. These skills will prove critical as I’m asked to evaluate other businesses and develop tactics and strategies for growth. 

  1. What was your favorite PR career memory? 

My favorite memory in PR was working with one of our clients on a campaign for the St. Baldrick’s Foundation. Seeing our work directly impact and support a nonprofit making a real difference in our community and beyond was extremely rewarding and exciting. And getting to see the Mummers at their head-shaving fundraiser was an added benefit to supporting the campaign. 

  1. As you make the transition from full-time work to full-time student, what changes do you think will have the biggest impact on your day-to-day and how do you plan to adjust to the change? 

The transition will be difficult. Attending classes will require an entirely different mindset and it has been years since I last was in a formal class setting. To adjust, I’ll be taking some online courses in my spare time this summer and trying to get ahead of some of the work I have lined up for the fall. I think starting classes early, even in an online setting, will help adjust my brain to be ready for these new challenges. 

  1. Any other big life updates you would like to share? 

Next year will be a busy year! In the winter, I’ll be traveling to India to marry my fiancée in a traditional Indian ceremony. Then, in the Spring, we’ll be married again in New Jersey. I’m looking forward to it all, even if it will be chaotic to navigate. 

The Velvet Rope is Gone. Today’s Executives Must Be Aware of the Public Eye and Act Accordingly

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Executives behaving badly, particularly CEOs, is nothing new. But in an era where anyone with a phone is de facto paparazzi, every Instagram story becomes Exhibit A in the court of public opinion. It’s become clear C-suites can no longer operate exclusively behind closed doors. Corporate leaders, once protected by layers of privacy, PR and legal gatekeeping, are now finding themselves subject to a bright, unrelenting, and at times, unforgiving spotlight.

The expectations for executive conduct haven’t necessarily changed, but the surrounding environment and the stakes certainly have. When an executive, particularly the CEO, says one thing and does the opposite, it erodes trust quickly. For example, a CEO demanding that employees endure daily office commutes, only to work remotely from St. Barts, sends a very clear message to employees and the public that they see themselves as an exception to the rule.

Additionally, we’ve entered into an era of “optics-driven accountability.” Perceptions will shape the narrative faster than the facts will surface – and boards need to recognize that as well as the value a good comms team can bring to play in these situations. Just a screenshot, a caption and a handful of internet sleuths with time on their hands have the power to shape a narrative.

Of course, this brings to mind the recent viral incident of Astronomer CEO Andy Byron caught on the jumbotron at a Coldplay concert in Boston, embracing the company’s head of HR, Kristin Cabot. The moment raged across social media, quickly raising questions about an alleged affair. It also continues to generate endless mimicry and judgment of a CEO engaging in such a public display with an employee. The company’s board quickly launched an investigation, and Byron resigned shortly after the incident. No crime was committed, but all the same, the company was thrust into uncomfortable optics of blurred boundaries that CEOs regularly cross and a storyline that quickly outpaced the PR team’s ability to contain it.

This is far from the only case. California Governor Gavin Newsom famously dined, indoors, at French Laundry, amid one of the strictest COVID lockdowns in the country. The public became outraged by the perceived hypocrisy of being stuck at home, FaceTiming friends and family and ordering DoorDash while a public figure sidestepped the very rules he imposed. Again, countless headlines, social media posts and memes followed.

On a slightly smaller scale, a CEO of a Florida-based insurance company made headlines this July after his wife’s social media posts highlighted their extravagant lifestyle – luxury cars, private planes and yachts, designer bags, clothes and jewelry. While there was seemingly no misconduct, the posts ignited a social media firestorm and drew widespread media attention. The backlash quickly escalated, with consumer advocates and even elected officials weighing in. Many Florida homeowners, already grappling with rocketing premiums and shrinking coverage options, found the display as emblematic of a deeper disconnect between wealthy executives and the public.

These incidents, and others like them, highlight a new reality: C-suites are as visible outside the office as they are inside. They are now part of the story whether they intend to be or not. Choices matter – behavior in and outside the “office” – can signal values, and intent. And in a world full of corporate messaging, actions often speak louder than an entire comms team.

So, what is company leadership to do?

Encourage executives to practice conscious transparency. This doesn’t mean living ascetically; it just means living in alignment with the company and personal values. For example, if the company just laid off staff, don’t post a video calling it a “difficult decision” from the luxury penthouse. If customers and employees are making sacrifices, don’t show off excessively. If the brand stands for integrity, make sure executive conduct reinforces it.

Lean into the expertise of your comms team. Reputational equity is as valuable as financial equity. Consumers latch onto brands, and leaders, that align with their values. Executives should work with their comms teams to make sure the optics they present as an individual are in line with the company’s mission. Experienced communications teams can help identify risks early and direct leaders away from avoidable reputational mistakes. Quiet counsel, ones that operate behind the scenes, can prevent public missteps that can put executives – and the company – in the media hot seat.

The velvet rope is gone. Individuals with cameras, notepads and press credentials are no longer the only means for a story taking hold. The court of public opinion is in control and armed with its own tools to take a story viral.

Mission (Im)possible: Securing Quality Coverage in a Busy News Cycle

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In the media world, specifically earned media, timing is everything. When a major global or even regional event dominates headlines–whether it’s an election, economic crisis, natural disaster or cultural flashpoint—an already competitive media terrain becomes significantly more challenging to navigate. During these high-stakes news cycles, off-topic coverage opportunities shrink while competition for news desks’ attention intensifies on the topic DuJour. And yet, public relations professionals are still required to deliver results for their clients. Dare I say: it may seem like a “mission impossible.”

This expectation is not misplaced. An experienced public relations team knows how to assess a shifting landscape, identify new angles and pivot to fit changing narratives. However, this challenge-success dynamic is rarely achieved in isolation. Behind every story placement secured during a challenging news cycle is a strategic collaboration between the public relations team and the client. These collaborations are built on trust, agility and shared understanding of the exact message to be delivered.

Break News, Not Your Pitch

Understanding how to secure media coverage during turbulent periods requires a clear grasp of what makes these cycles so daunting. Increasingly, media outlets of all sizes operate with limited bandwidth, both in terms of space and staffing. When a major story breaks, editorial priorities narrow. Feature stories, particularly those not tied to the day’s breaking headlines, are dropped. Industry reporters and editors may be called upon to bolster the ranks of breaking news teams or to transfer their efforts to broader, related stories.

For PR practitioners, a major news event can mean a compelling angle that worked last week, or even yesterday, may now be irrelevant. Press announcements will likely go unread. Thoughtfully curated pitches will likely be drowned out by sexier storylines. In these moments, cookie-cutter PR tactics fall flat, requiring teams to think outside the box and with greater precision.

Opportunities do exist in crowded news cycles; They just require a new lens rather than big, bold actions. Brands and their PR teams must find ways to stay relevant as news evolves and various topics circulate through the news cycle. One strategy might involve aligning commentary with a broader narrative or frontline experience— that angle might still find a place, even when newsrooms are stretched thin.

In other cases, the best course of action is to shift scenes, even temporarily. If the broadcast spotlight isn’t available, it may be worth building momentum elsewhere. Redirecting outreach toward regional outlets, industry trades or podcasts still running on normal editorial timelines can keep the story moving. These opportunities provide meaningful visibility and help maintain narrative continuity until the right opportunity with bigger media targets arise.

Radio Silence and Soundbites: What client can do to keep stories alive

Clients play a critical role in making these pivots possible. The most successful partnerships during crowded or chaotic news moments are those where clients remain responsive, adaptable and open to recalibration. That might mean fast-tracking internal approvals to meet deadlines or dropping everything to speak with a reporter. It might even involve rethinking a thought leadership angle or surfacing fresh insights that haven’t yet seen the light of day.

Equally crucial is a willingness to listen. Public relations firms bring strong media relationships and editorial instincts. When it’s recommended to pause a campaign or hold a story pitch for better timing, it’s to be sensitive to what’s taking place in the news cycle. It’s akin to a director calling “cut” mid-scene to protect the bigger picture. The goal is to preserve credibility and maximize long-term impact, even if it means temporarily shelving a story idea.

Difficult news cycles don’t always erase opportunities. They simply raise the bar, requiring sharper coordination and smarter, data-driven storytelling. Ultimately, success in a busy or breaking news cycle is more about choosing your moment rather than brute-forcing a story into media.

Public and media relations wins during impossible news cycles are rarely achieved by heroic acts. They are a result of an ensemble effort involving agency-client coordination, real-time strategy adjustments, and a focus on telling both a well-considered and well-timed story to an audience that is willing to engage. When that alignment clicks, even the most crowded news cycle can turn into an unexpected opportunity.

The Secret to Great Public Relations: Client Candor

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This July marks the start of Kimball Hughes Public Relations’ 30th year in business. Reflecting on the agency’s history along with my own 22-year run as a PR professional, I’ve thought a lot about some of the most valuable PR lessons, for agencies and organizations that hire them. The one I keep coming back to is this: stop selling. And I’m talking to the clients. 

Of course, agencies of all kinds, at least in the beginning, need to sell clients on hiring them. Meanwhile an interesting, frequent and largely unspoken parallel exists where clients—for- and non-profits alike—continue to sell themselves to their agencies well after contracts are signed.  

What I mean is this: As the agency employees meet with subject matter experts or hold meetings with leadership, the organization will present its products, services, market position and even its executives as the best, most innovative, most insightful people and products within their space. While some of that may be (hopefully) true, there’s a bit of salesmanship involved. Put another way, if you aren’t telling your PR team about concerns, pain points, missteps or potential obstacles, you are setting up your messaging partners as well as your organization for potential disaster.  

Could This Be a Problem? 

My favorite example, now 20 years in my professional rear-view window, was when I worked with a large multi-national company. They faced no challenges, and every employee was the best and the brightest professional to be found. During our initial discovery, I asked if there were any areas of concern, topics to avoid or past issues that might create complications with the media. Nothing. The horizon was wide, bright and full of promise, or so I was told. In fact, their leadership team seemed put off by my question. 

Months later, I received a call on a Friday afternoon. One of their executives had been convicted of a crime almost one year prior, and on the upcoming Monday this executive would be in court for sentencing. Could this be a problem, asked my contact from within the company? Emphatically, yes, I responded.  

Because this executive had not worked for the client at the time the charges, and the later conviction, came down, the company’s name had not been connected to the scandal. This executive was not on the list of media-facing representatives of the company, so none of this came to light during discovery. Senior leadership had not been forthcoming, and our team didn’t know this executive was even employed by the client.  

I spent the weekend scrambling to pull together a crisis communications strategy. And while the executive’s conviction led to wall-to-wall media coverage, the client was not mentioned. The media couldn’t imagine, given his crime, that anyone would employ him. But he was a childhood friend of the CEO who helped him with a job while he awaited sentencing. The press simply didn’t investigate his work history post-conviction and LinkedIn wasn’t wildly adopted at the time.  

Because the client wanted to present everything in the most positive light possible, they missed an opportunity to better protect the company, its employees and its customers. In the above example, disaster was averted by dumb luck. In the interconnected, all-online world of today, I don’t believe such a near miss would again be possible. 

Honest Assessments Matter 

No one wants to start a new relationship with dirty laundry. Many a first date has probably tanked a potential relationship by employing absolute candor. While not recommended for a first date, absolute candor is mission critical when onboarding a public relations agency. PR professionals are only as effective as the information clients provide. By failing to share information about challenges, concerns or potential obstacles, clients tie the hands of their agency partners to do their jobs effectively. PR partners are best positioned to help protect client reputations from unnecessary harm, but only if they know the messages to amplify as well as sensitive areas to avoid or plan around. 

If you are considering hiring a public relations agency, the most valuable advice I can offer is to be absolutely candid about the good and bad; what you want to talk about and the issues that keep leadership (and maybe HR) up at night. There is power in doing so, and complete transparency can create an extremely productive partnership to both promote and protect hard-won reputations.

Guess Who’s Back (Again): PR Lessons From HBO Max’s Return

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There’s no shame in a branding misstep, especially when leadership knows how to recover from it. 

Last month, Warner Bros. Discovery announced the return of “HBO Max,” reversing course from the streaming platform’s 2023 rebrand to simply “Max.” What transpired in the two years since the rebrand offers a valuable lesson in brand strategy: listen to your audience and don’t be afraid to course-correct with a little humility. 

 Where Everybody Knows Your Name 

HBO is a household name, having been around since 1972 and responsible for creating publicly iconic television shows like The Sopranos, Game of Thrones and True Detective. The intention behind the rebrand of HBO Max was to convey the expansive programming that became available when HBO Max and Discovery+ merged. While logically it made sense, decisionmakers at Warner Bros. Discovery underestimated the power of the HBO name.  

HBO has a legacy. Over decades, it has gained worldwide acclaim for releasing shows with unrivaled storytelling and gripping visuals that quickly became cultural phenomenon. Removing the three recognizable and trusted letters confused the public and brand recognition took a hit. At the same time, many viewers and others could not let go of the name by force of habit. 

Recovery Mode  

When Warner Bros. Discovery announced the return of HBO Max, they could have chosen to do the about-face quietly. Afterall, many people never let the original name go. Instead, they embraced their branding 360 with humor and transparency by posting a series of promotional videos that poked fun at the name-change induced chaos. In one video, actors in HBO Max shows and movies joked about the switch, leaning into the very reaction audiences had. This is where Warner Bros. Discovery got it right. 

 Rather than doubling down or defending decisions that led to the failed rebrand, they chose to align with the audience’s perspective. They acknowledged what viewers had already decided, HBO is the brand they trust. The pivot demonstrated to viewers that their voices were not only heard, but worth listening to. 

 Three Takeaways for Brands 

For communications professionals, the HBO Max name change(s) is a masterclass in how to rebound from a branding fail with grace. Consider the following:  

  • If it isn’t broken, don’t fix it: HBO’s switch to Max removed the part of the name that had built the brand’s credibility over decades. HBO took a gamble with brand recognition and while risks can sometimes yield positive returns, this case proved that a strong brand identity is hard to come by. When considering big risk, brands should ensure they are considering their core values, what makes them recognizable and how the proposed change could be perceived by the public.  
  • Listening is part of strategy: Brand decisions may be made in boardrooms, but brand perceptions are crafted by the people. Effective public relations means staying in tune with what audiences want, how they are reacting and how to continue to engage them. In HBO’s case, many continued to refer to the brand’s streaming platform by its original name, rather than accepting the name change. If the public is not willing to jump on board, it might be time to listen, rethink and pivot. 
  • Tone matters. By responding with humor and humility, the platform made the change seem more like a silly stunt gone comically wrong rather than a corporate correction. The audience wasn’t talked down to, they were invited in. In one of the videos, Olivia Cooke, a cast member of House of Dragon, even says “why would you remove the biggest part of the branding?” HBO’s humor around the issue demonstrated transparency, proving to audiences their value while poking a little fun at the corporate blunder.  

Today’s audiences are brand-savvy, and they are not afraid to be critical. They notice when companies fumble and when they truly connect with a brand, they engage. HBO Max’s return is more than a case of a company admitting it was wrong, it serves as a reminder that sometimes the most strategic thing a brand can do is lean into a mistake with transparency, respect for audience feedback and maybe even a touch of humor. 

 HBO Max’s content hasn’t changed, the rebrand just adds clarity. The lesson? Great brands don’t just tell audiences who they are, they listen and meet their audiences where they want to be met. 

When Leadership Talks AI Without Comms, Everyone Loses

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In late April, Duolingo made headlines – not for its quirky language lessons, but for the language used by CEO Luis von Ahn. He announced an “AI-first” shift, positioning it as the nucleus of Duolingo’s business strategy. The intention was clear: innovate, lead the conversation and redefine education technology.

What followed was far from the reception von Ahn hoped to receive.

The criticism was not only focused on the use of AI, but its tone, timing and framing of the news. In particular, von Ahn’s publicly available companywide memo stating the company would “gradually stop using contractors to do work AI can handle” was seen as dismissive of the human cost of that transformation.

In the weeks that followed, Duolingo faced reputational challenges that are increasingly common when major business decisions are made without thorough evaluation of communications strategy. It’s become a timely case study evaluating how even well-intentioned innovations can falter when communications are not treated as a strategic business function.

The gap between strategy and messaging

At its core, Duolingo’s shift to AI reflects an undeniable and broad business trend. Organizations are rapidly adopting generative AI and automation to increase efficiency, reduce costs and improve scalability. While these moves are almost always declared necessary to remain competitive by leadership, they are not neutral.

When business transformation impacts people—particularly the very ones who build it— how leadership communicates matters as much as what is being communicated. In Duolingo’s case, comments from von Ahn emphasizing experimentation and efficiency, combined with previous AI-induced job reductions, raised concerns about whether the company fully considered the human element of its AI strategy.

Those concerns were further compounded by von Ahn’s comments not less than two weeks later, in which he said AI might be better suited than human teachers for educating children. An assertion that not-so-subtly suggests he envisions AI as a replacement for flesh and blood educators. While childcare services and specialized learning environments might still need human educators under such a vision, von Ahn’s remarks demonstrate a disregard for the complexities and nuances required to become a qualified teacher of future doctors, lawyers and engineers.

The absence of a clear, empathetic narrative invited public skepticism. It also created room for assumptions, misinterpretations and reputational risk. All of which undoubtedly will fall on von Ahn’s communications and risk teams to clean up. And despite the fact von Ahn recently tried to clarify his blunder by stating he “does not see AI as replacing what our employees do,” the damage has been done.

What Went Wrong: A Communications Perspective

Beyond the substance of the announcement, the problem lies in the breakdown between leadership and communications teams. When executives bypass or reduce the impact of communications teams in framing sensitive and complex topics like AI adoption or workforce changes, they not only jeopardize public perception but also expose the organization to avoidable reputational and operational risks.

This begs a significant question: How involved should communications teams be on these issues? Here’s what could happen if communications teams’ counsel is seriously considered or implemented:

  • Message discipline is strengthened across leadership: Major strategy pivots, especially those involving significantly disruptive transformations, demand carefully coordinated messaging at every level. When communications teams help shape the narrative early, they can coach executives on tone, timing and terminology, even what to avoid saying to ensure the company speaks with a unified voice.
  • Brand voice stays intact: A well-crafted message reflects the company’s values, not just a single executive’s view. Communications teams help leaders articulate bold visions without losing sight of empathy, humanity or business culture nuances.
  • The “why” remains visible: Change, good change, is easier to understand when stakeholders know the true intentions behind it. Strategic communication ensures bold moves are framed in the right context—how it will benefit users, support employees and position the company for long-term growth.

In Duolingo’s case, this proactive approach might have framed the shift to AI as a long-term value add while investing in talent and partnerships with educators. Rather, it was communicated as a pure efficiency gain and a need to be first to the detriment of human workers.

Lessons for every business leader

The Duolingo episode offers several takeaways for executives considering similar transformations:

  • Innovation is not a substitute for communication: Regardless of how forward-thinking the strategy is, it must be explained in a way that reflects empathy, clarity and foresight.
  • AI announcements require specialized messaging strategies: These are not routine product updates. Anything related to AI adoption must be treated with the same rigor and care as earnings reports, regulatory disclosures or acquisitions.
  • Internal stakeholders are your first audience: If employees feel blindsided, undervalued or expendable, the external message will most certainly fall flat.
  • Reputation is cumulative: Every comment from a CEO builds—or erodes—brand credibility. Once trust is lost, it’s difficult to get it back.

AI is here to stay, and it’s changing the way we operate. But it should also change the way we communicate. The pace of innovation must be matched by the discipline of communications strategy. Otherwise, companies not only risk internal friction and external scrutiny, but also long-term damage to their most valuable asset: trust.

To Speak or Not to Speak: How Brands Approach Difficult Topics

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There’s nothing worse than someone butting into a conversation, only to add nothing of substance. It’s unnecessary, ruins a potentially productive discussion and leaves participants unsure about what to take from the interaction. It’s the same with brands taking a stance on national headlines.

The instinct to speak up about a nationally relevant, political issue or story was not born from thin air. In 2019, a Sprout Social study showed 70% of consumers found it important for brands to take a stance on social and political issues. But in a more recent study in 2023, Sprout Social reported 58% of consumers found it inappropriate for brands to speak about politics.

Why the change of heart and where does that leave brands now? A good communications team can help you weigh the risks and benefits of speaking out, keep a pulse on public sentiment and protect your brand from unforced errors.

Missing the Mark

Consumer cynicism about corporate politics stems in large part from years of perceived hollow messaging and little-to-no-action supporting the issues a brand claims to stand for. When protests following the murder of George Floyd erupted across the country in 2020, many businesses took the opportunity to share statements showing solidarity against racism. But not all messages were received positively.

It became easy for the public to recognize brands that had rushed to craft a statement or post a black square on their social media feeds because they felt they had to join the conversation. In the case of companies that chose to join the conversation around George Floyd’s murder like Netflix, with a reported track record at the time of regularly canceling shows led by diverse casts, the public reaction was anger. As more companies faced accusations of releasing statements with no authenticity or follow through, the public call for tangible action by these very companies to support the communities they claimed solidarity with grew louder.

Know Your Brand and Be Prepared

There is no single answer to the question of whether your company should take a stance on a public issue. It depends. However, it’s critical that strategic communications and public relations professionals play a lead role in these discussions and at every step of the decision-making process. Together with your team, they can take a strategic assessment of the situation, considering the following:

  • Your brand’s core values. Reflect on your company’s core values and ensure any outgoing message is consistent. A statement contradicting a tenet of your company’s mission can muddle your audience’s understanding of your organization’s identity.
  • Your audience. If your organization hasn’t previously discussed the issues at hand but believes it could score points with a new audience, it’s important to understand a statement on a sensitive issue likely should not be your first step. Instead, your PR team can help you to strategically find ways to gradually build visibility and credibility with a new audience through earned media and more. Otherwise, you risk leaving previously loyal consumers feeling left behind and the perception of seeking to profit from an unfortunate event.
  • The risks. Political or social justice issues can be incredibly divisive. It’s important to know that no matter what, putting out a statement is bound to ruffle feathers and turn people away from your brand. If your company determines issuing a statement is sensible, it’s always smart to work with your team to develop a plan should your statement not be received as expected. A good PR team can help you prepare a comprehensive crisis strategy.
  • Your value-add. Polite platitudes with no real action or investments to support an issue could end up hurting your brand, rather than helping. Even consumers who generally agree with the sentiment of your message could potentially see it as offensively hollow. The last thing you want is to be accused of using an important issue for profit, so make sure your organization’s addition is thoughtful and substantive, and remember, actions speak louder than words.

With more and more channels to voice opinions from X to Threads to Bluesky and LinkedIn, we’re seeing brands fighting for the spotlight on multiple fronts. While it may be tempting to weigh in on the hot social issue of the moment to attract viewers, it’s critical to consider one poorly received post can cause untold damage to a brand’s reputation. The right public relations partner can help you consider every angle and highlight potential blind spots before you decide to wade into murky waters.

Hiring a Public Relations Agency: What Clients Get Wrong and How to Fix It

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Organizations sometimes hire public relations agencies based on how much they charge, what they are willing to guarantee and, occasionally, who they claim to know at certain media outlets. And, in doing so, these organizations are likely making the poorest of investments and putting their reputations at risk.

Why? Because none of that matters.

Let’s talk about the money first. Like most professional services, pricing for public relations can run the gamut. And, like most any other service, you get what you pay for. You’re not paying someone to churn out rubber stamped stories glowingly in the wonder that is you. That’s not PR. Instead, you are hiring communications experts to build inroads with the media; to discern the stories and guidance your target audience(s) is seeking and to create a series of ongoing opportunities to have your voice heard and your message clearly understood. This is a long-term investment and should be considered as such. Anything less is often a waste of money. 

Additionally, there are some shops out there—I don’t call them PR agencies—that will guarantee placements. This should be a red flag for you because of the associated reputational risks. Shops that guarantee placements are doing one of the following:

  • Pay-to-play placements. The shop is paying to use the space, dressing up advertising as earned media. This content has low SEO value, has a limited shelf life, is typically expensive and can dilute brand authority because it is usually labeled as advertising or sponsored content. This means there is no perception of a third-party endorsement, which is the whole point of getting your brand in the media through PR. 
  • They’re tapping low-value outlets. Obscure blogs, television programs, syndicated content sites, magazines you’ve never heard of or low-traffic outlets that take just about anything all fit this category. Your exposure is nominal at best, and the credibility of these outlets is always in question by anyone who sees them.
  • They have pre-arranged deals. Some shops pay freelance writers who work with certain outlets to pitch your story to their editors. In addition to being ethically questionable, thisoften violates the editorial policies of these outlets. When they learn their paid writer is getting paid by a third party to push a paid story, they often reject those stories and,sometimes, blacklist the pitched organization from future opportunities.

Then there is name dropping. Simply put, any public relations pro doing his or her job shouldknow the journalists covering the industries they represent. Finding names of journalists can be done by anyone or any AI, but that’s not the real value of a public relations firm. However, especially in an era when clicks determine both the value of the story as well as, in some cases, the financial benefits to the journalist, having a name by itself will only take you so far. You need to know the right journalists, along with how they think and where their story interests lie. Youalso, most importantly, need a strong story. And one that isn’t slavishly promotional. Lacking a good story of import to the journalist’s audience, all you have is their name and—frankly—thatis simply nowhere near enough.

What organizations must consider are the following:

  • Experience. PR agencies should be able to demonstrate they know the space that is important to you by telling you the current trends reporters are covering, and showing you recent success in that space that either matches or is closely adjacent to that which the organization is seeking to achieve.
  • Track record. Off the bat, learn what coverage they have landed for clients over time, and don’t be wowed by one recognizable media logo. Talk to their clients, past and present, and ask what they think about the agency and the work they have produced for them. Both current and former clients should be able to positively discuss the agency’s wins and what they liked about the relationship. If an agency cannot produce at least two former clients to speak on their behalf, run.
  • Credibility. Is the agency, and its staff, established in your space? What do the journalists in the space think of them? Do they churn out press releases and rarely interact with journalists? How have they overcome challenges to getting coverage for clients? Do they understand your industry?
  • Personnel. Agencies of all types, and PR agencies are not immune, have been known to pull a bait-and-switch. The prospective client meets with experienced, senior agency personnel. Once contracts are signed, it becomes a revolving door of junior staff, some with little or no experience. Ask who will work on your account, and insist on meeting those individuals and looking at their resumes or bios. Do they have the requisite experience to achieve your goals? Are they in-house or freelance? What specifically will they each be responsible for? This piece is often the most important in determining success.

In my 22 years of experience, boutique and specialized PR agencies often best serve clients in niche industries or markets. They have the experience, the insider language, the track record, credibility and the personnel to do the job well. Often, senior agency leadership will work directly on the accounts. This is rarely the case with big PR firms, and the smaller generalist agencies often cannot check all the boxes.

When in doubt, follow the specialty. Doing so is often the best investment to protect your most important asset: your reputation.

Hello Procrastinators: A Look at REAL ID Chaos and Communications

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Whether it’s evidenced by crowds at retailers on Christmas Eve or the onslaught of extension requests sent to the Internal Revenue Service on April 15 each year, it appears America has its fair share of procrastinators. And the current chaos around the U.S. government’s REAL ID deadline only further proves that is another case in point. While there is no surefire way to win over the most stubborn procrastinators, a thoughtful communications campaign to raise awareness is a good place to start.  

A Real Problem 

The deadline—which had been moved numerous times previously— to obtain a REAL ID is May 7, 2025. The REAL ID initiative stems from a recommendation from the 9/11 Commission to establish more universal standards for identification cards and drivers’ licenses to increase security and reduce fraud. After May 7, the REAL ID will be required for Americans to board commercial aircraft, enter certain federal facilities or enter nuclear power plants. 

While the REAL ID initiative has been in play for 20 years, the “real” deadline seems to have come as a surprise for some. CBS News just reported that for people polled in a set of 30 states, fewer than 70% of residents who meet the requirements have a REAL ID. They also found, in 17 other states, fewer than 50% of the eligible population had obtained a REAL ID. 

With just several days until the deadline, Americans are scrambling, worried they will have difficulty boarding flights while airports are readying their teams for long lines and frustrated travelers. But is all of this confusion and delay due to a lack of communication?  

Communicating REAL ID 

The U.S. Department of Homeland Security seemed to understand the assignment. They knew getting Americans educated about the REAL ID requirement and encouraging them to act might be a heavy lift. They also recognized a good public awareness campaign embracing a flurry of marketing and PR initiatives would be key.  

The department launched its “Be your REAL ID self” campaign in January 2021 with digital toolkits for government agencies and industry partners to share communications and marketing materials on their websites and social media, as well as through direct mail and on-site signage. And while Homeland Security had its own communications initiatives, individual states went out to try to stave off delays and discord as the deadline neared. For example, last June, Oregon’s Department of Transportation posted it was in search of a firm to launch an advertising and marketing campaign with a $500k budget to help raise awareness ahead of the transition.   

As to public relations specifically, when I asked ChatGPT how many news articles had been written about REAL ID, it said, “​While there isn’t a precise count of all news articles written about REAL ID, it’s clear that the topic has garnered extensive media coverage since the REAL ID Act was enacted in 2005.” Coverage was found in NPR, The Washington Post, CBS News, ABC News, The Associated Press and more. With significant media coverage and a multi-faceted marketing campaign, the public likely knew about the REAL ID deadline; If they failed to act on the information or are simply procrastinating, perhaps that is on them.  

Regardless of whether you see the REAL ID roll out as a communications success or failure, it’s important to understand the elements of a good public awareness campaign.  

  • Understand your goal and your audience: The shifting of deadlines in years past likely complicated the government’s efforts to achieve the goal of getting Americans to meet the May 7th deadline. A good campaign will have a clear achievable goal to raise awareness, draw people to a website, attract sales, etc. 
  • Encourage idea sharing between PR and marketing: In a complex campaign like this, the marketing and PR teams were likely talking to one another. Too often, the teams are expected to work in a vacuum. This can lead to missed opportunities, doubled efforts and conflict. 
  • Develop clear and consistent messaging: Clear consistent messaging is critical because no matter how often someone hears a message, procrastinators will delay. The message should be clear – in this case, explaining what needs to be done, why and when. 
  • Conduct proactive, persistent and regular outreach: A PR team should be regularly talking to media on your behalf. Reporters tend to stay away from promotional material, but any time you can tie your initiatives to a timely event or trend, you are more likely to gain a reporter’s attention. 
  • Leverage social media: Along the lines of the value of repeated messaging above, be sure to leverage social media. Share updates and links to news coverage, consider surveys and more to build engagement. 
  • Engage ambassadors: The REAL ID team wisely tried to tap into industry partners and government offices for support. Trusted members of the community or people with whom your audience is in regular contact can be valuable resources in sharing your key messages and getting audiences to act. 

Despite delays and extensions in recent years, it seems the May 7th deadline for the REAL ID may be … real. While considerable efforts were made to ensure the public was ready, many remain unprepared for the transition. Those who are prepared likely acted on some part of the communication campaign. Those who have not likely heard the call but chose to put it off until tomorrow. 

What to Expect from a PR Agency As the Pitching Pool Grows Shallower  

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Journalists are outnumbered. As the public relations industry has welcomed more communicators into the field, news outlets nationwide have faced massive layoffs that have vastly reduced the number of reporters and editors.  

Between 2023 and 2033, the public relations industry workforce is expected to grow by 6%, according to the U.S. Bureau of Labor Statistics. There are now more than seven public relations professionals for every journalist and with some reporters receiving over 100 emails a day, finding a way to grab and keep their attention is critical for any pitching effort.  

It’s tough breaking through an already congested news cycle without the uneven personnel ratio making competition for attention even more difficult. This growing ratio should impact your vetting process when considering your next communications firm or in evaluating the effectiveness of your current agency.  

Consider the following questions when evaluating a PR partner or prospective partner:  

  • Do They Do their Homework? Relevance is the name of the game. Before any good media relations pro jumps into writing, they make sure the topic is relevant to the interests of an outlet’s readership and personalize the pitch to target the reporter’s specific beat. If a reporter sees a pattern of irrelevant pitches coming from your company, they will be quick to ignore outreach from your PR team, and potentially your company, in the future. 
  • Do They Know How to Tell a Story that Matters to Your Audience? Every pitch entering a journalist’s inbox needs to be concise, clear, compelling, nonpromotional and ideally speak to an industry trend or hot topic. Context is important, but the goal is to offer proof points about meeting the needs and interest of the audience not promoting the company or brand.  Working with an agency staffed with former journalists can help. 
  • Do They Work with Urgency? No one likes having their time wasted, especially a journalist on a deadline. You need a PR firm to position you as a ready resource for a reporter, not as unreliable or unprepared.  
  • Can They Build Relationships? If a pitch is compelling enough to break through the static and engage an editor or reporter, a good media relations pro should use it as an opportunity for relationship-building. If a journalist recognizes your company’s subject matter experts as reliable and relevant to their audience, it can open the door to future opportunities. After all, it’s about what you know in today’s media environment, not who you know. That said, rapport is still important. Your PR rep should be proactively identifying reporters relevant to your industry, talking to them with regularity to understand what they are working on, as well as offering introductory meetings to ensure your subject matter experts are on their radar for future stories.  

Public relations pros cannot change the media landscape, but the good ones are adapting by taking the time to understand the current state of journalism and recalibrating where needed. Business owners and leaders will want to make sure they are working with PR partners who get it. 

It’s called earned media for a reason, and while there is never a guarantee for coverage, these tips could help you find the agency that can make your company’s engagement with journalists stand out among a sea of mundane, irrelevant, promotional or just plain old uninteresting pitches.