1. HOW TO PLAN & EXECUTE
REAL-TIME PR THAT
DELIVERS FOR YOUR
ORGANISATION.
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2. Philip Sheldrake
Meanwhile www.andmeanwhile.com
Blog www.philipsheldrake.com
LinkedIn /in/philipsheldrake
Twitter @sheldrake
CIPR TV www.cipr.tv
___________ ___________
CIPR Social Summer, 15th May 2012 #cipr #ciprsm
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3. Coming up…
1. What does success look like?
2. Real-time complexity and My Channel
3. Mission, vision, values – back to basics
4. The Balanced Scorecard – business performance management
5. The Influence Scorecard – influence performance management
6. The Six Influence Flows
7. Knowledge, skills and policies
8. Analytics and workflow
9. Culture
10. Facilities
3 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

4. Recommended reading
The Business of Influence Real-time Marketing and PR
Philip Sheldrake David Meerman Scott
Wiley, April 2011 Wiley, November 2010
4 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

5. What does success look like here?
As required and guided by the PR strategy:
Who? – the right person in terms of constituent
expectations, consistency, topic, expertise, time zone and
language
What? – active listening; then creating proactive opportunities
and reacting with the appropriate content
How? – with the appropriate tone of voice in the appropriate
content format
When? – as timely as the conversation demands (mins / hours)
5 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

6. This isn‟t easy
Being the eyes, ears and mouth of an organisation to the
drumbeat of the daily news was never easy.
Being the eyes, ears and mouth, with heightened sensitivity
to influence and be influenced in real-time, requires
enhanced levels of strategic diligence, meticulous
planning, training, constant attention to detail and rigorous
measurement.
6 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

7. Reality is perception
It’s impossible to fake it.
Real-time PR must, by nature, be authentic.
Real-time PR marks the death of the persuasion / „spin‟ school.
Long live two-way, symmetric PR fostering mutually beneficial
relationships between an organisation and its publics.
Real-time PR is one of those facets of the modern PR discipline that separates
the 21st Century PR professional from the 20th Century practitioner.
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8. Real-time complexity and My Channel
What exactly are we
dealing with here?
Let‟s paint the picture.
A content format your colleagues / clients will understand...
8 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

9. Content – an illustrated history
Blog post: http://www.philipsheldrake.com/2011/01/content-an-illustrated-history
Hi-res image: http://bit.ly/content-an-illustrated-history This one on the
small screen
Slideshare version: http://bit.ly/hPYjnd
Download this one
for projection
9 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

10. The Future
Continuously expanding capabilities for highly personalised
creation, curation, recommendation, search, discovery, managem
ent, consumption and sharing of content across all personal
screen-based devices.
Two billion plus Internet users. Two billion plus channels.
My channel.
And some other stuff probably.
10 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

11. Back to basics
This new reality, this complexity, demands more than ever that
we get back to basics, that we connect PR activity to the business
needs:
Unambiguously. Visibly. Transparently. Efficiently. Relentlessly.
The essence of real-time PR means that the bold and bright
articulation of your organisation‟s mission, vision and values, and
the subsequent cascade, is more critical than ever.
11 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

12. Mission, values, vision…
CASCADE Mission – why do we exist?
Values – what guides our behaviour?
Vision – what do we want to be?
Business objectives – to get from A to B
Strategy – the plan to get us from A to B
Strategic objectives – wholly necessary and sufficient
to execute the plan
Tactics – activities to achieve the strategic objectives.
12 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

13. Business performance management
(BPM)
To win, organisations must approach this cascade with
professional rigour.
7 out of 10 organisations simply fail to execute their strategies1.
The Balanced Scorecard is the most popular approach to BPM…
1. Balanced Scorecard Institute
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14. The Balanced Scorecard
“The Balanced Scorecard transforms an organization‟s strategic
plan from an attractive but passive document into the 'marching
orders' for the organization on a daily basis. It provides a
framework that not only provides performance
measurements, but helps planners identify what should be done
and measured. It enables executives to truly execute their
strategies.
“It is a management system (not only a measurement system)
that enables organizations to clarify their vision and strategy and
translate them into action.”1
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15. The Influence Scorecard
The Influence Scorecard is both part of and an augmentation to
the Balanced Scorecard.
Influence performance management (IPM) is the ease and
effectiveness with which we can manage and learn from influence
flows; integral to the process by which customers, citizens and all
stakeholders interact with organisations and governments to
broker mutually valuable, beneficial relationships.
15 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

16. The Six Influence Flows
16 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

17. Monitoring and analytics
Social media monitoring, or listening, aims to understand
what‟s going on in social media within each of these influence
flows.
Social Web analytics is about identifying, tracking, listening to
and participating in the distributed conversations about a
particular brand, product or issue, with emphasis on quantifying
the trend in each conversation's sentiment and influence.
The social Web = social media + apps + services
+ the network of devices.
17 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

18. REMINDER: What does success look like?
As required and guided by the PR strategy:
Who? – the right person in terms of constituent
expectations, consistency, topic, expertise, time zone and
language
What? – active listening; then creating proactive opportunities
and reacting with the appropriate content
How? – with the appropriate tone of voice in the appropriate
content format
When? – as timely as the conversation demands (mins / hours)
18 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

19. So we don’t end up with…
Let‟s do a podcast!
Whoa! Where did
this come from? Apparently it’s
been doing the
rounds
How should
we respond?
Dunno. Tweet?
Raise it at the
Monday meeting?
http://www.flickr.com/photos/theseanster93/469906468
19 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales

20. Critical ingredients of real-time PR
Success in real-time PR requires diligent cascade and influence
performance management.
In turn, to empower everyone to participate in the conversation
and behave appropriately, success in IPM requires:
Knowledge, Skills & Policies. Analytics & Workflow. Culture.2
2. Human, information and organisation capital in Balanced Scorecard terminology.
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21. Critical ingredients of real-time PR
Who? Fear
What? Doubt
How? Confusion
When? Paralysis
Inconsistency
Inauthenticity
Missed opportunities
Reputational risk
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22. Knowledge, Skills & Policies
Knowledge Skills Policies
Of PR best practice Analytical Social media policy
Of the Social media Tone of voice
mission, values, vis
Process design Escalation
ion
Quality assurance Discretionary
Of the Influence
and audit customer care
Scorecard
Tool procurement
Of the demands of
real-time PR Interdisciplinary
(eg, with other
marketing, digital and
customer service
disciplines)
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23. Analytics & Workflow
Analytics Workflow
Social Web analytics tools Process design… with your
appropriate to your needs analytics vendor (although beware
vendor lock-in)
Fluency in their application
Build in quality rather than
Integration with other analytic just test for it
capabilities (eg, CRM)
Integration of PR activity with
Fit to the Influence Scorecard paid and owned media, and
customer service
Training courses / manuals
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24. Example
workflow
The USAF Response
Assessment is a highly
regarded workflow for one
aspect of real-time PR.
Empowers everyone in the
USAF to participate in the
conversation, real-time.
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25. Culture
Organisation wide influence-focused culture (to influence and to
be influenced)
A culture built on team and personal goal alignment
A culture that recognises there‟s influence in everything
A quality (TQM) focus
A culture of customer-focus
A culture of innovation and continuous improvement
A culture of social awareness and responsibility.
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26. Measurement & evaluation
Measurement & evaluation closes the loop.
Are we executing the strategy as intended?
See the CIPR‟s:
research, planning and measurement guidance3
social media measurement guidance4
In short metric selection and design is as bespoke as one‟s
strategy.
3. http://mnwh.li/dyIP86 4. http://mnwh.li/IVTShg
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27. Facilities
You have the knowledge, skills and policies; the analytics and
workflow; the culture. Now manifest these in your workplace.
“The Twitter Room” by the Conversation Group
http://www.slideshare.net/cluetrainee/the-twitterroom-workbook
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28. Thank you
A lot of work goes into readying for real-time PR, so best start
now proactively rather than when you really need it reactively.
Good luck.
And thanks for your attention.
28 15th May 2012 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales