When Powell Tate/Weber Shandwick decided to grow our global education practice – especially higher education – we were convinced that universities now have to be as intentional in protecting, sustaining and enhancing their reputation as any corporation. We knew that today, universities face international competition just as multinational corporations do. They compete globally for the best students, the best faculty, the best managers.
The “World 100” Universities Conference held this month at the University of Michigan’s famed Ann Arbor campus saw our conviction fully vindicated. Top universities from around the world – which in the realm of global university rankings generally means the English-speaking world – addressed a reputational agenda focused on “Transformation: Where World-Class Universities Have to Change to Survive."
The heads of communications and marketing from some of the leading universities in the U.S. – from Boston University to UT Austin; in the UK – from the LSE to Oxford; in Australia – from Melbourne to Monash; and from other leaders from Ireland and Denmark to Korea and Hong Kong – came to share their ideas and gather new insights from their colleagues and competitors. There were some innovative projects:
- The most striking new branding came from Australia’s Adelaide, where an almost poetic imagery centered on light – illumination as the metaphor for learning and human progress, reflecting Australia’s Southern Star – played on a theme of “Seek the Light” in various emanations;
- Michigan solved the branding dilemma of universities with famous sports teams and programs by simply adopting the golden “M” of its famous football and sports heroes as the university’s overall symbol;
- Chicago embraced its distinctively academic reputation by a compelling new mantra unashamedly positioning the university as an “Intellectual Destination” – a nice sense of journey and goal conjured from the “Destination” theme;
- Oxford (my alma mater, so I have to mention them) showed how they reached out to potential supporters and donors without the usual focus on alumni, which at least until recently has not been much of a UK tradition.
However much their Presidents and Chancellors profess to loath these lists, participants acknowledged that global rankings were never far from their thoughts. I was billed as drawing on my background heading Coca-Cola’s corporate reputation as “Creating the Fizz Factor: Reputational Lessons from Coca-Cola and the Corporate World Applied to Higher Education.” In my presentation, I deconstructed the top global rankings and divided their components into “perception” factors – susceptible to influence by communicators – and “performance” elements, more the province of Provosts and the academic leadership.
I also shared a couple of new online resources useful to university leaders.
- LinkedIn has brilliantly leveraged its vast professional data base and created its own university guide out of all the personal information we LinkedIn users dutifully provide. Would-be college applicants now just have to type in what they want to study; where (including individual corporations) they want to work and live – and out comes a list of universities they should go to.
- For my Coca-Cola time the University of Georgia (predictably) would have been good; but for my dream job writing for The New Yorker the University of Iowa surprisingly equaled the obvious Ivy League suspects. Give it a try!
- Meanwhile, UNESCO has done something useful: it has a database graphically illustrating the flows of students in and out of every country. Some fascinating results: in Russia most incoming students come from Belarus and Kazakhstan, but outgoing Russian students prefer Germany or – hopefully this will survive our supposed new Cold war – the USA...
The country’s top newspapers receive many hundreds of op-ed submissions every week. Most weekdays, each paper publishes no more than three of those in print. Clearly the long odds don’t deter many aspiring contributors (or their PR consultants) from taking pen to paper, so what can be done to improve the odds of success?
PT Insights has looked at this issue before and produced some excellent guidance on what qualities help a piece to get published. So we decided to take a closer look at the bylines and figure out who is getting published. Specifically, we looked at the op-eds that appeared in print in the weekday New York Times, Washington Post and Wall Street Journal over four weeks in July 2014.
Taken together, government officials, academics and journalists dominated the opinion pages for a combined total of nearly two-thirds of all the published op-eds. Current and former government officials authored the most pieces. But, unexpectedly, it was the Journal and not the Post that had the most in this category with 19 pieces.
At the other end of the spectrum were corporate voices. The Times printed only two op-eds by people primarily affiliated with the business world out of the 47 pieces it published; the Post ran none; and even the Wall Street Journal printed only four.
Of the two Times op-eds from corporate-affiliated authors, one was from a scientist at Microsoft Research. The other had three co-authors: Sheldon Adelson, Warren Buffett and Bill Gates. Perhaps you’ve heard of them.
Based on our admittedly small sample, it seems fair to ask whether there is an anti-corporate bias on some of the opinion pages. It’s impossible to know the answer without information about the pieces that were rejected. Did they have the persuasive arguments, news value and brilliant writing that op-ed editors say they are looking for? Or, perhaps, all the pieces from business executives were just too commercial or self-serving. As David Shipley wrote when he was at the helm of the Times’ op-ed page, “Op-Ed real estate is too valuable to be taken up with press releases.”
While that debate over bias would certainly be entertaining, communications professionals – especially those who represent corporate voices -- would be better served by accepting this reality and figuring out how best to navigate it. For starters, we should be very careful before suggesting “top tier op-eds” as a tactic for our corporate clients. For all but the most marquee names, the bar is simply set too high for this to be a practical part of most communications plans.
When we do ultimately decide to pursue op-eds in major publications, we must emphasize to our clients the need to build relationships with outside validators. Identifying and cultivating third party supporters can be challenging and time consuming, but may be the only available means to get space on this coveted real estate for a client’s point of view.
Having allies in academia and think tanks is especially important, since more than one in four of the op-eds in our sample came from those two categories, with another 5 percent from non-profits or NGOs. And if you hope to get published in the Times, find a like-minded law professor: of the 11 op-eds published by academics, six were from law schools.
Working to build relationships with professional writers clearly helps too. Thirty-two contributors were either reporters, editors or book authors.
Too often, it seems op-eds are reflexively suggested as a media strategy. But in fact, we may often do better thinking of them as tactics within a comprehensive stakeholder relationships plan.
Methodology: With the help of my colleague, Chris Hershey, who diligently tracked the daily coverage, we looked at op-eds that appeared in print in the weekday editions of the New York Times, Washington Post and Wall Street Journal and attempted to sort the authors into a few major categories. For co-authored pieces, each author was awarded a fraction to their category. We tried to rely on the primary affiliation listed in the authors’ bios at the end of the op-eds, though in many cases we had to make a judgment call in order to fit them into just one category.
Storytelling is a critical component of nonprofit communications. And while many cause-focused organizations have compelling and exiting stories to share, they often lack the resources and staff bandwidth to do so effectively.
In order to help nonprofits better share their stories, Georgetown University's Center for Social Impact Communication and the Meyer Foundation recently released Stories Worth Telling: A Guide to Strategic and Sustainable Nonprofit Storytelling—a comprehensive set of research and best practices designed to build storytelling capacity among small nonprofits.
So what makes a story compelling?
There are five essential building blocks:
- An Effective Character - Stories should contain a single, compelling character that is relatable to the audience and who is comfortable relaying specific details, memories and experiences.
- Trajectory - Stories should chronicle something that happens—an experience, journey, transformation, or discovery—but they don’t need to be a linear, sequential recounting every time.
- Authenticity - Stories should show, rather than tell, the audience about the character’s transformation, using rich details and featuring the character’s own voice, devoid of jargon.
- Action-Oriented Emotions - Stories should convey emotions that move people to act, and marry these with clear, easy-to-find pathways to get them to take action.
- A Hook - Stories should capture the audience’s attention as quickly as possible, giving them a sense of whose story it is and what is at stake.
Effective storytelling is one of the greatest challenges facing small organizations, but resources like this can go a long way in helping nonprofits demonstrate their impact in long-lasting ways.
Learn more about the Stories Worth Telling initiative and check out their other resources, tutorials and workshops here: http://meyerfoundation.org/impact/stories-worth-telling
The Powell Tate defense team recently spoke with a number of defense policy experts and journalists and got their perspective on the impact of automatic-spending cuts mandated by federal legislation --sequestration -- and current events would have on the midterm elections.
The consensus was that next year a heavyweight bout awaits in the U.S. defense arena. A much anticipated clash between under sequestration and the demands on the U.S. military.
Sydney Freedberg of Breaking Defense declared, Congress “can’t thoughtfully address anything else — Russia, Ukraine, China, ISIL, long-term modernization — without knowing what the budget is! Strategy without a budget is just wishful thinking, and while the Pentagon CAN make cuts, it at least needs to know how much the cuts ARE.”
Richard Fontaine, president of the Center for a New American Security, referred to sequestration “as a particularly destructive way to save dollars that puts at risk the readiness of our forces and their ability to confront future adversaries.”
The assessment of the impact of ISIL on the election was mixed.
Kristina Wong of The Hill thinks the airstrikes against ISIL forces “Democratic candidates to choose between a war-weary base and support for the president, but also weaken GOP criticism that Obama and Democrats are not doing enough.”
Although John Bennett of Defense News believes that “other than a few 30-second ads” the impact of the military involvement will mean “very little.”
And as to which Congressional elections the defense community watching?
Megan Eckstein of Defense Daily stated that “several Democratic Senate appropriators have found themselves in tight races – Mark Begich (Alaska), Mary Landrieu (Louisiana) and Mark Pryor (Arkansas). This matters nationally because control of the Senate is at stake, but it matters for defense because their ouster would be a significant loss of institutional knowledge regarding defense spending.”
Diem Salmon of The Heritage Foundation believes that “the biggest race is Kentucky’s. If Senator McConnell wins and the GOP takes the Senate he will likely become Majority Leader and have a big impact on all legislation. In addition, two Senate Armed Services Committee members, Senators Shaheen (New Hampshire) and Hagan (North Carolina), are in a tight race, which may mean new members and opinions in SASC.”
Next year the stakes are high for the defense community, and Election Day is the first round of what is to be a long fight.
Ride-sharing startup Uber announced this month that it is teaming up with the U.S. Chamber of Commerce Foundation's Hiring Our Heroes project. Uber plans to recruit tens of thousands of service members, veterans and military spouses as driver partners over the next 18 months. It’s a win-win: veterans gain access to flexible, part-time job opportunities and Uber gains hard-working, service-oriented drivers.
Despite the emergence of more and more such programs, however, veteran unemployment and underemployment still exist, especially for younger veterans who face unemployment rates of over three times the national average. In their op-ed for Politico Magazine, former secretary of defense and chairman of UberMILITARY Robert Gates and Uber CEO & co-founder Travis Kalanick say this problem persists because businesses often don’t understand how service members’ skills translate to the civilian workplace.
Fortunately, that’s not the case at John C. Lincoln Health Network in Phoenix, Arizona. Staff there discovered that most readmitted patients with congestive heart failure didn’t have the social network they needed to promote positive outcomes. At the same time, they learned that many combat veterans have to repeat medical training that they have already completed while in the military in order to secure a similar civilian job. The hospital created a win-win program to recruit and hire prior military Corpsman (Air Force and Army) and Medics (Navy) to work with frail, elderly patients recently discharged from the hospital.
The result? Patients under this voluntary program are less likely to end up back in the hospital, with a less than 6% readmission rate compared to an 18% readmission rate from the same period during the prior year.
As part of our work with the Partnership for Patients, a public-private partnership working to improve the quality, safety and affordability of health care for all Americans, we identify and share model programs and best practices showcasing patient and family engagement so that others might learn from and replicate them. John C. Lincoln’s transition specialist program is one of these. It’s also a great example of how hospitals – and even non-health related businesses – can match service members’ skills with business and community needs. When done right, it’s a definite win-win.
Read more about John C. Lincoln’s story here.
Exciting news: Twitter just released their Government and Elections Handbook!
What, you’re not as thrilled as I am? You might be under the impression, based on the title, that this handbook is only relevant for public affairs representatives or politicians, but you’d be wrong on that account. While it is primarily designed for use by political campaigns, I’d venture to say it is the most thorough and up-to-date outline of every feature on Twitter and does an absolutely outstanding job of highlighting best practices in a manner that is concise and digestible for people completely unfamiliar with the platform. Think of it as the “Toy Story” of digital handbooks: it’s written from a perspective that kids (non-digital natives) can enjoy, but has no shortage of dialogue peppered in throughout to strongly appeal to adults (digital professionals).
The handbook runs 137 pages and recommends best practices on sections like:
- "Twitter 101"
- Influencer engagement
- Content strategies
- Advanced Twitter tools
- Tracking and measurement
The handbook breaks down particularly successful campaigns to explain what made them ‘pop’ and includes detailed “How To’s” for many of the newest features. The handbook features helpful data benchmarks (previously proprietary) that you can use to compare with your own -- or your clients' -- Twitter activity (ex: Tweets with hashtags indicate a 30% boost in retweets from verified accounts). While this doesn’t take a very deep dive into any particular section (see: analytics), I suspect that it will function as an extremely useful resource, both for us and our clients.
Whether you're a digital strategist or you're just getting the hang of hashtags, I’d strongly encourage you to spend some time reading through this — kill a tree and print it out, or be more eco-friendly and download it. It’s clear that Twitter’s @Gov team put an extraordinary amount of effort into this handbook, and I can’t wait to dive into it myself.
Powell Tate President Pam Jenkins (left), Sheila Tate (center) and Public Affairs President Ranny Cooper. Photo by Danny Wein.
Last night, the Public Relations Society of America enshrined two legends into its Capitol Chapter Hall of Fame. Many Powell Taters past and present were there to honor Jody Powell and Sheila Tate and to celebrate their many accomplishments.
When Jody and Sheila founded Powell Tate, they brought a great deal of experience at the highest levels of our profession. I believe that experience gave them the confidence to do things a little bit differently.
To begin with, they clearly had some very different ideas about politics. You could barely find two individuals more loyal to their respective political parties and candidates. Jody had been with President Carter since he was a candidate for governor of Georgia. Sheila served Nancy Reagan in the White House and President George H.W. Bush during his 1988 campaign. When they founded Powell Tate, they did not sweep aside their political beliefs – they were actually always front and center. But while they held their views passionately, they also modeled civility – the ability to disagree without being disagreeable. At the time, theirs was the only bi-partisan public affairs shop, and to this day, Powell Tate continues to be a destination for serious communicators from both parties.
I can still remember my first meetings with Jody and Sheila. I had come from the very hierarchal world of law and lobbying, where most of my ideas filtered up through the team, ultimately to reach the senior partner in charge, often formally briefed in memos. I was surprised and not a little intimidated when Jody and Sheila invited me to meetings and wanted to hear what I thought about our clients’ issues and problems. They built teams with diverse views and backgrounds, and they wanted to hear from everyone. Because of that cross-functional approach, I believe we came up with better solutions for our clients.
Although they were both at the top of their game, and well recognized throughout the profession, Jody and Sheila never took themselves too seriously. There was always a playful and fun spirit that infused our work. There would be innocent all-staff emails that Jody or Sheila would make a funny comment on, and they’d just take off from there. One time, a series of emails almost took on the character of a serial soap opera, with different staff adding on a new chapter here and there – and Jody and Sheila would have everyone in stitches with their witty contributions. That they could be so serious about and devoted to their clients’ causes and show their lighter sides so readily always seemed to be a part of their formula for success.
They were also unfailingly loyal. I can’t count the number of times a staffer would be facing a hardship – health, financial, relationship, substance abuse – where Jody and Sheila did whatever it took to help them. They just thought it came with the territory as our leaders, because for them, people always came first.
And when someone came to them with a new career opportunity, they always saw that for what it truly is: a vindication that others had also seen talent and promise in those they’d taken under their wing. They’d send the person off with their blessings and good wishes – and usually keep in close touch – both because that’s how they are, and because it was smart business. I can’t count the number of times those relationships have helped us. It certainly has made for a tight-knit group of accomplished alumni who look after each other and still get together frequently.
Hearing from and seeing so many alumni at the celebration last night was a great thrill. There are literally hundreds of us around town and around the world who have learned at Jody and Sheila’s hands – and who owe them such a debt. Thanks, Jody and Sheila, for teaching us and shaping us into the professionals we are, and for founding Powell Tate, which continues to grow and thrive on the solid foundation you built. And thanks to the PRSA’s National Capital Chapter for giving them a well-deserved place in its Hall of Fame.
Photo by Keith Ivey
Over the past 10 years, we’ve seen the rise of a very particular type of mass-political participation enabled by digital technology. Some deride it as slacktivism/clicktivism, while others consider it a vital tool in the digital advocate toolbox and the first step in building a ladder of engagement that organizations can build over time.
Whichever side you are on in that debate, it’s hard to see how these tools have delivered on a more aspirational version of American democracy.
This is why I was skeptical when I read that Sean Parker (of Napster and Facebook fame), with the help of some big names in tech and politics, is ramping up to launch Brigade?—?a startup with $9 million in the bank and a deep bench of civic tech heavy hitters —to “restore you, the voter, to the center of our democracy.” Count me as one of many people rooting for Brigade to succeed. But right now I wouldn’t bet on it. Not because they lack experience, resources, or anything so obvious. Rather, like so many of the talented civic-minded entrepreneurs before them, Brigade is too narrowly focused on a mature market and an audience that already has too many similar tools at their disposal.
In our rush to “empower” people through digital tools, we’ve forgotten that a real digital revolution in democracy requires more than arming citizens with tools for action. We need to invest as much effort into equipping our leaders and the people who run our government day-to-day with the tools to listen and respond to the feedback of citizens as we have building up our own capacity to shout at our leaders.
If you can stick with me for a few minutes of civic tech wonkery, I’ll explain why in this essay:
It’s a long one, but I hope you’ll give it a read.
by Nicole Arens and Rachael Susaneck
Motivating behavior change is a key challenge for public health communicators, especially when we want our audience to take an uncomfortable medical test that could lead to bad news. In this work, we often ask a crucial question: Does negative messaging work, and if so, does it change behavior temporarily or alter it long term?
A number of recent campaigns have used negative messaging, including the Centers for Disease Control and Prevention’s (CDC) Tips from Former Smokers Campaign and Children’s Healthcare of Atlanta’s Anti-Obesity PSA. While it seems logical that highlighting the negative consequences of unhealthy habits would inspire action, recent research says otherwise.
A 2014 study by economist Josh Tasoff and associate professor Ananda Ganguly concluded that instead of moving people toward action, negative messages may actually increase test aversion creating an “ostrich effect,” where people choose to stick their heads in the sand to avoid the scary information. The study found that telling people about the nasty outcome of failing to treat Herpes Simplex Virus (2) led to a threefold increase in the number of patients who refused a blood test as compared to those who were not explicitly informed. “Scaring people more about the implications [of a potential medical problem] may scare them away from getting tested,” Tasoff says.
For health communicators, reframing messages to focus on benefits has its advantages. For example, we have been working with the CDC to build a public health campaign called Know More Hepatitis, which increases awareness of and testing for Hepatitis C. In our focus group testing, it was clear that our target audience of baby boomers was not interested in recalling the past behaviors that led to their infection. However, they were interested in learning about the prevalence of Hepatitis C in their baby boomer birth year cohort (those born from 1945 -1965) and in receiving key information about the virus. From this research, our campaign leverages positive, benefit-focused messaging to provide those at higher risk for having Hepatitis C with the knowledge to make their own informed decisions and with the encouragement to talk with their doctor about testing. The messaging highlights the benefits of maintaining good health, the routineness of the simple blood test for Hepatitis C and the availability of treatments that can save lives.
While we don’t have data to link Hepatitis C screenings with our campaign, we can assess the broad interest in our messages. Our campaign video targeting boomers is the third-most-watched video on the CDC’s YouTube Channel, and we’ve tracked more than 8,000 PSA airings on television and 9,000 on radio. Altogether, the campaign has generated more than a billion impressions – evidence that baby boomers are interested in health messages that eschew the fear factor.
One of the reasons Powell Tate is frequently recognized as one of the best places to work is a culture of camaraderie among our fantastic Washington, D.C. team. While we love to celebrate one another’s great work with rooftop happy hours or enjoy performances by our house band, we recently realized that we had been lacking in the health and wellness department.
Powell Tate is full of fitness fanatics and a group of us quickly banded together to propose a Summer Shape-Up to kick off a new program, Health Beat, which promotes a healthy work-life balance and helps improve the quality and enjoyment of our work. Two months in, we’ve started a softball team (the Tater Trots!), organized a weekly running group, held a nutrition workshop, created a materials corner in the kitchen full of fitness magazines and healthy cookbooks for staff to share and instituted a weekly eNewsletter with health tips and profiles of inspirational staff wellness stories. We’re making healthier choices, too – like ordering Chop’t instead of pizza for our monthly staff lunch.
Because many of us have a passion for healthy competition, we also implemented a step challenge where we broke the office into teams and used Powell Tate pedometers to track our weekly steps. The challenge encouraged us to not only walk more but also to get up and interact directly with our colleagues instead of sending an email or picking up the phone.
At the end of July, the Step Step Revolution team of Anita Sharma, Lesley Fulop, Lindsay Shiff, Maggie McEvoy, Rachel Ryan and Sarah Braswell won the grand prize and bragging rights to the Golden Shoe trophy by walking a total of 1,831,645 steps (roughly 950 miles), which is just 100 miles shy of walking to our Miami office. In total, the office tracked a total of 18,773,353 steps (9,386 miles) and is feeling more active and motivated to be at its best each and every day.
Stay tuned to hear how our Summer Shape-Up wraps up and what we’ve got on tap for the fall. Hint: it includes yoga!
United States Capitol by Wally Gobetz
From think tanks and interest groups to trade associations and lobbyists, the Capitol landscape is crowded with diverse, competing voices. Getting the attention of a member of Congress and his or her staff requires more than just shouting the loudest; it requires knowing what and whom Congress listens to and using these realities to your advantage.
1. Show and tell
Hill staff and Washington media are barraged with information. The most comprehensively researched information doesn’t equate to the most readers and the most compelling data doesn’t lead the story. Busy Congressional staff and reporters have to prioritize what matters, so make your message relevant and show through stories and people -- don't just tell through data. Tailoring the message to demonstrate its relevance to a hot issue in Congress, its impact on constituents, or a personal interest of the representative is the first step. Proving out your assertions and data by weaving in a real constituent story is the key to showing the impact and will help your voice go further.
2. Avoid Beltway media congestion, go local
While congressional staffers’ attention may be drawn in dozens of different directions at once, the old adage remains true: all politics is local. When an issue makes an impact locally, it compels staff -- and ultimately members -- to take a closer look. By targeting the less competitive local news market in a policymaker’s home state or district, we make sure that our clients’ issues are on the radars of key officials. Local and state newspapers are often a direct line to lawmakers. Going local can not only help you cut the line, it can elevate your voice when you get there.
3. The packaging matters
If you want your message to become a representative’s talking point, pre-package it. Making your content digestible by keeping the message simple, understandable, and reusable does the work of the press staff for them – and they’ll thank you for it. Presenting your materials in formats that are particularly useful and shareable, such as infographics or fact sheets, increases the likelihood that it will be opened and looked at again.
President Obama is hosting Heads of State from across Africa at a two-day summit in Washington on August 5-6. It’s the first time the U.S. Government has brought together the leaders of this emerging continent to explore ways to promote trade, investment, governance and other shared interests.
Africa’s rise is a global game-changer that can, if sustained, usher in a new generation of global economic growth. Over the past decade, six of the ten fastest growing economies in the world were African, and the region’s “lion” economies outpaced those of East Asia’s “tigers” over this period. Reforms to address conflict and corruption and promote greater economic and social inclusion are still badly needed, but governance is improving, strong civil societies are emerging and opportunity is outweighing risk for many business investors.
Africa possesses the world’s fastest growing middle class population – 90 million people have household incomes above $5,000. By mid-century, the African Development Bank predicts the number of middle-class Africans will grow to 1 billion – 42% of the predicted population. This is one reason why foreign investment in Africa is rising, moving beyond the extraction sector to include agriculture, technology, consumer goods and infrastructure. This economic diversification mirrors the trend experienced earlier in Latin America and East Asia.
This week I had the opportunity to meet with a group of young African entrepreneurs participating in a U.S. government-sponsored fellowship program in Washington. Their ideas and plans for creating or expanding businesses in healthcare, technology, ecotourism, agribusiness and other sectors across Africa were impressive. Even more remarkable was their excitement for the future, their eagerness to learn from and partner with Americans and the optimism they have to shape their own, and their continent’s, destiny.
Advisory Board Company employees volunteer for Earth Day 2013.
Powell Tate has had the pleasure of working with The Advisory Board Company (ABC) – a for-profit technology, research and consulting firm based in Washington, D.C. – for the past three and a half years. This is a company that so strongly values corporate social responsibility (CSR) that in 2013, Robert Musslewhite, CEO, challenged each of the company’s more than 2,700 employees to become involved in community service efforts.
As a result of this push, 100 percent of ABC employees participated in community service – a rare milestone for a company of its size.
But how does a company support a 100 percent community service participation rate, and what impact does it have on organizational performance?
The company made it easy for employees to serve their communities. A dedicated team continually engaged with nonprofits, worked with department representatives to alert employees of service opportunities and organized team activities.
The average American company allows 29 hours of paid time off each year to volunteer, according to the Points of Light Corporate Institute. ABC gives each employee up to 120 hours per year of paid time off to volunteer – four times what the average company provides. As a result, in 2013, employees contributed more than 32,000 volunteer hours to more than 500 community organizations, creating $1.7 million in monetized impact. They built houses for the poor, cared for the homeless, led literacy programs and participated in pro bono projects where they put their unique professional skills and expertise to work for not-for-profit organizations.
ABC presents service as an opportunity for skill building, even though only 14 percent of companies do skills-based volunteering, according to Deloitte research. The organization’s leadership encourages employees to play to their professional strengths and personal interests when selecting and participating in service activities. Employees take their analytical, consulting and design/development talents to nonprofit organizations, many of which, like ABC, focus on health care and higher education issues.
Finally, ABC places a significant focus on company culture. ABC even includes service ethics in its criteria for hiring and the bi-annual performance review process, where they assess employees’ “spirit of generosity” alongside quality, productivity, leadership and other attributes.
ABC found that employees are more engaged than ever in the company’s work and mission. This is particularly true of employees who participate in pro bono work, with more than two-thirds reporting enhanced skills as a result. And employees who joined a pro bono project were 42 percent more likely to be promoted than non-participating peers.
I encourage you to check out Robert Musslewhite’s op-ed on community impact in Fast Company and an interview with Graham McLaughlin, Director of Community Impact at ABC, featured in National Journal’s "The Next America." You can also check out why Points of Light awarded ABC its 2014 Corporate Engagement Award of Excellence.
The Washington Post is far more than a newspaper these days. Like many news organizations it is expanding into new ventures. One of its latest efforts is defining the top workplaces in the nation’s capital.
It’s no surprise to me that the Post recently recognized Powell Tate as one of the area’s Top Workplaces. Having been in Washington since President Bill Clinton was first elected, I’ve worked in a few offices and I know a great one when I’ve found it.
The Washington Post named Powell Tate as a Top Workplace based on the results of an employee survey about a wide range of topics, including the quality of leadership, benefits and office perks, work-life balance issues and more. This isn’t this the first time Powell Tate has been recognized as one of the best places to work. PR News and Washington Business Journal have also recognized Powell Tate in this regard.
To me, the culture and the people are what set Powell Tate apart. We pride ourselves on being a place for engaged thinkers and doers in the nation’s capital. This dates back to when Jody Powell, former press secretary to President Jimmy Carter, and Sheila Tate, former press secretary to First Lady Nancy Reagan, came together to launch a unique bipartisan communications agency.
Their vision for Powell Tate went beyond political diversity, approaching Powell Tate’s recruitment, hiring and culture with a commitment to diversity in all its forms. The values that Jody and Sheila held dear and instilled in Powell Tate’s earlier years are still true today: bipartisanship, civility and respect, diversity, creativity, empowerment, humor and a laser-like focus on the needs of our clients. In keeping with this approach, we are serious about our work but also don’t take ourselves too seriously.
When it comes to that work, we have an amazing array of clients, ranging from global non-profits and government agencies to some of the world’s biggest companies and some of Washington’s most influential trade associations.
While I love the work and the culture, what really makes a difference for me are the people. Our staff is an interesting mix of smart, creative and funny individuals who are passionate about doing great work and supporting important causes. That’s what keeps me excited about coming to work every day.
I’m proud to be at Powell Tate with its unique legacy, but what I really like is the bright future ahead. The best is yet to come.
Pam Jenkins was profiled in Capitol Communicator’s interview series with leading communications professionals in the mid-Atlantic region. In the "Up Close and Personal" interview, Pam provides her insights on the transformation of Powell Tate into Washington’s premier public affairs firm, professional development and her own personal role models.
Here's a clip from the article:
"Pam, tell us a bit about your job:
As the president of Powell Tate, a division of Weber Shandwick, I am responsible for the agency’s reputation and growth. For the past 25 years, I’ve specialized in healthcare communications and continue to counsel corporate, nonprofit and government clients in the healthcare arena. I also am responsible for Weber Shandwick’s Baltimore and Atlanta offices.
Are you involved in any other organizations - professional or non-profit - and, if so, which one(s)?
I’m a member of the PRSA-NCC chapter, a member of Washington Women in Public Relations, a member of the Council of PR Firms, I'm on the Board of Directors of Maryland Rush, and I’m senior communications and advocacy strategist with Shatterproof, which is a national organization dedicated to ending addiction.
What are the thing/things you are most proud of?
Leading the transformation of Powell Tate into Washington’s premier public affairs firm and recognized best place to work while raising three terrific girls."
Read the rest here.
Executive Vice President
Executive Vice President
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