That shift has led many clients to forego one of the oldest tools of PR – the op-ed. After all, why would you create content that someone else might change (without permission), fight to get space, and then possibly have to get through a paywall to make it matter?

This was the topic for a recent Cracking the Comms Code show. And what three op-ed editors said is that their audiences, from local to industry to nationally political, still see tremendous value from what many people mistakenly think of as a dinosaur tactics. 

Here’s what they said – as well as how editors evaluate submissions, what makes pitches succeed or fail, and the important role editorial judgment plays even in an age of unlimited self-publishing.

Third-Party Validation Matters – Especially to New Audiences

One of the clearest takeaways from the discussion was that publication in an established outlet still carries weight with readers in ways self-publishing often does not.

As David Mills, former deputy opinion editor at the Pittsburgh Post-Gazette, explained, readers understand intuitively that an op-ed published by a newsroom has passed through an editorial process. Someone evaluated the argument, assessed the quality, and decided that the writer had something worthwhile to say.

Audiences today live in a world flooded with content. Anyone can post opinions online or launch a newsletter. The new addition to this landscape is AI generating endless commentary. But earned publication still signals credibility because it reflects outside judgment rather than self-selection.

For emerging executives, niche experts, or organizations trying to establish authority quickly, that editorial validation remains enormously valuable.

Washington Technology senior reporter Ross Wilkers also emphasized that self-published content often circulates only within existing networks. Op-eds, on the other hand, allow communicators to move beyond their core audiences and enter broader industry conversations.

There is a “quality” difference here (reach), and also a “quality” difference (legitimacy). A LinkedIn post may reinforce existing relationships — fine. But an op-ed in a respected publication can introduce an executive or organization to entirely new audiences.

That mirrors broader industry trends. Research from Cision found that storytelling and media relations remain among the most valuable PR skills despite the growth of AI and digital publishing channels.

Editors Want Useful Arguments, Not Corporate Messaging

The panelists repeatedly returned to one issue that frustrates editors across every vertical: advertisements disguised as a submission.

Communicators often have clients or bosses who approach op-eds with a marketing mindset. The people at the top want to announce a launch, highlight a product, elevate a spokesperson, or promote an initiative. Editors, however, are evaluating a different question: will readers care?

David explained that overtly promotional submissions are often rejected immediately because they prioritize a client’s goals over what the editor and his publication need to deliver to their audience. Readers will go to the grocery store circular if they want somebody to sell them something. 

Carl Cannon, White House Bureau Chief for Real Clear Politics, said the same thing happens in political opinion essays. Those who have an overtly partisan agenda are often saying the same old things, but dressing them up as something new. 

The editorial page is for something else entirely.

The strongest submissions frame organizational expertise around broader issues affecting readers. A technology company — or the agency representing it — should not write an op-ed saying its platform is innovative. Rather, it should explain a cybersecurity challenge reshaping the industry, describe implementation lessons learned, or explore emerging risks organizations are failing to address.

In other words, the best op-eds educate, and inspire interest, first. Then, if there’s time, space, and audience buy-in to promote, they promote.

Fairness and Intellectual Credibility Matter More Than Outrage

The editors also highlighted an issue increasingly relevant in the social media era: the difference between attention and persuasion.

Online platforms often reward emotional intensity, ideological certainty, and outrage-driven commentary. Editorial pages generally do not.

Carl argued that editors are drawn to writers who engage opposing viewpoints honestly rather than caricaturing them. One of his central standards is simple: an op-ed should treat the opposing argument with as much respect and rigor as if it were the writer’s own position.

From an audience perspective — and thus from the editor’s perspective, too — intellectual confidence beats exaggeration and personal attacks every time. The latter might be easier to dash onto a page and send out the door. But editors do not have time to salvage pieces that begin with ad hominem language and emotionally charged rhetoric. They’ll move on.

Ross noted that strong op-eds often resemble strategic briefing documents. They anticipate skepticism and respond to likely objections. Communications professionals can take note: thought leadership has to be more than simply asserting expertise. Showing that we did our homework is what makes an editor look twice.

The Best Pitches Begin With Understanding the Publication

Another recurring frustration among the editors involves poorly targeted outreach.

Carl noted that many pitches reveal immediately that the communicator does not actually understand the publication he’s contacting. Editors, overwhelmed with submissions especially in our age of mass-produced content, can’t spare time or energy for amateurish research.

Examples abound for communications professionals looking to start editor relationships on the right foot. Regional newspapers prioritize local relevance. Trade publications focus on helping professionals navigate operational challenges. Political outlets emphasize policy and public debate. A pitch that ignores those distinctions is unlikely to succeed, regardless of writing quality.

Finally, there is relationship management — going beyond good outlet research and good (human-centered) writing, and remembering that the editor himself is a human being, too. For example, editors are overwhelmed with email, which makes follow-ups necessary, because pitches genuinely get missed. But then there is a line between persistence and pushiness, and sometimes it’s a thin one.

Professional communicators succeed when they recognize editors as partners serving audiences, not gatekeepers standing in the way of promotion.

Artificial Intelligence Is Increasing the Value of Human Perspective

No discussion about the world of editorial would be complete with addressing the elephant in the room: artificial intelligence.

The editors acknowledged that AI tools are already reshaping publishing workflows. Newsrooms are experimenting cautiously with automation, drafting assistance, and workflow efficiencies. At the same time, editors remain deeply skeptical of overreliance on AI-generated content.

That skepticism reflects a broader industry concern. As AI-generated material floods inboxes and content platforms, editors are increasingly looking for qualities that feel distinctly human: lived experience, authentic perspective, original framing, nuanced judgment.

Ironically, the rise of AI may strengthen the strategic value of thoughtful op-eds. Low-quality AI-generated thought leadership may increase output volume. But more output is only as good as the willingness of editors to accept it. More often, editors are getting tired of generic content, and also getting better at sniffing it out.

The firms that stand out will have invested in authentic expertise, sharper storytelling, and unique perspectives. These commodities will rise in value as AI slop tsunami keeps on rolling in, and the value of an editor’s judgment will rise with them. Comms professionals who give up on this still-valuable system in favor of greener AI pastures may find that the grass over there doesn’t taste so good.

See the entire panel conversation below.

But here’s the thing: these one-time wins mean nothing if you can’t show up to a meeting on time, don’t communicate difficult news cycles, or have a habit of sending clients surprise invoices. That’s because the best PR campaigns are built on more than just the headline. The more important foundation is the backstage work that nobody sees, but shows up in how you show up.

Two recent episodes of Cracking the Comms Code laid out what’s most important for agencies and consultants to bring to the table. The first was from the client perspective and featured 

• Dan Ring, SEON’s Head of Communications,
• Susan Powell, Marketing Director for Interstate Moving Relocation and Logistics, and
• Amanda Coffee, who ran global comms for PayPal and other corporate giants.

The other brought experienced agency executives and consultants to the conversation:

• Jen Becker, founder of JB Comms Consulting and wearer of many comms hats,
• Julie Murphy, president of Sage Communications, and
• Rod Hughes, president of Kimball Hughes Public Relations.

They all agreed: it turns out that the “boring back end” of a business often determines whether clients stay, grow, or walk away.

The Hidden Half of Client Service

Most agencies focus heavily on the front-end of communications work. This means media strategy, messaging, thought leadership, pitching, and interview prep. But a reliable operation makes as much of an impression on clients, and they’re looking for that every day of your contract.

•   Did the proposal arrive when promised?
•   Did the invoice match the agreed amount?
•   Did team members show up to meetings on time looking worth the money?
•   Did onboarding feel smooth?

Administrative details? Sure. And that can translate to “boring.” But “boring” leads to “predictable,” and “predictable” leads to “reliable” – and that leads to the exciting stuff like uncovering a great narrative, landing the surprise piece of media coverage, and getting paid. 

These agency, consultant, and in-house experts described how operational consistency directly impacts client confidence. A missed payment record, a confusing invoice, or a delayed response can quickly create friction even when the actual communications work is strong.

For smaller agencies especially, professionalism can become a competitive advantage. Many less-known boutique firms can compete successfully against larger agencies precisely because they provide a smoother, more attentive client experience.

Clients Don’t Care about Your Internal Chaos

One of the strongest themes from the discussion was simple: Clients generally do not care what internal systems or challenges an agency is dealing with. They care about outcomes and the ease of working together to reach them.

Clients want smoothness, and they expect it, too. Anything less calls into question an agency’s or consultant’s competence, which too often is a client’s first step toward the door.

This becomes even more important in family-owned businesses or smaller organizations making their first investment in PR. It’s enough of a challenge to justify the budget to leadership. Throw in a few operation mistakes, and that uphill battle becomes Everest without a Sherpa.

There’s enough organizational chaos out there, but that should stay behind the curtain. Without clarify, there’s friction – and not the good kind. An agency that communicates clearly and has its administrative ducks in a row will stand out, and build trust. This is part of client service, and a bigger part than most communicators acknowledge.

What to Do with All that Tech

Modern agencies now rely on a growing ecosystem of tools for contracts, accounting, project management, collaboration, CRM systems, communication platforms, invoicing, and AI-powered workflows. That’s fine, provided all this tech supports good processes.

As Amanda described, many small businesses face the temptation to sign up for endless free trials without fully considering long-term operational implications. Once financial records, invoices, and client data are embedded into a platform, switching systems becomes painful.

The smarter approach is to ask these questions when a tool looks tempting:

• Does this solve a real operational problem?
• Will this scale as we grow?
• Does it integrate with my other systems?
• Does it integrate with client systems?
• Will it make life easier for the team or just create more complexity?

This is especially important as corporations look to have many specialty agency partners. If you love Slack and can’t handle Teams, you might be out of luck. Dan works with firms in North America, Europe, and Asia-Pacific. The sooner an agency in Arizona or Alabama can standardize systems and collaboration tools across time zones and offices, the better.

Transparency Versus the Bait-and-Switch

Especially with all the unscrupulous (or even amoral) AI out there now, clients are doubling down on transparency as a top priority. Honesty has always been the best policy, but now it’s taking center stage.

Take upselling as a prominent example. If an agency believes that additional services could help achieve business goals, clients generally want to hear about it — as long as the recommendation is thoughtful and clearly tied to outcomes.

Upselling becomes problematic only when it feels disconnected from strategy or business priorities. But when agencies explain

• the opportunity,
• how it supports the client’s mission,
• its potential measurable value, and
• the additional cost,

clients are often receptive.

Here’s another example of where transparency is key: the pitch process.

Agencies benefit from adopting this rule, or at least something like it, when presenting themselves for a client’s evaluation: Every team member who will actually work on the account must participate in the pitch process. The alternative is all too common: a bait and switch where the agency presents senior executives during pitches, only to replace them with junior staff once the contract is signed.

Clients understand that agency teams evolve over time, but changing the team immediately after winning business is a trust-killer. Clients should be important, not just feel important for the first five minutes of the relationship. So sell the team you actually plan to staff.

Success Starts with Operational Excellence

If you want a good reputation in the industry, start internally. Delivering a smooth experience will wow clients more effectively than fireworks from an inconsiderate or unresponsive team.

“Flashy” is fine, but “dependable” is better. (Better still if the client can get both.) Agencies with reliable systems, clear communication, transparent billing, and collaborative processes often retain clients longer, even in highly competitive markets.

PR professionals have a lot of good stuff to sell. If they lose sight of operational excellence as part of the package, they’re going to have trouble closing on anything else.

Both panel conversations are below.

The client perspective

Agency and consultant best practices

As technology and science editor for two of the United Kingdom’s largest media brands – The Sun and Metro – Hamill spearheaded global teams whose stories reached tens of millions of readers. His work has also appeared in Forbes, The New York Post, and other international publications. As a consultant, Hamill has created content for global consultancies such as McKinsey, Accenture, and EY, and contracted with British agencies like Eclat and Code Red.

At Proven Media Solutions, Hamill will lead all content and media operations – from crafting and editing op-eds and press releases to pitching journalists, securing interviews, and building long-term media relationships.

“Jasper has worked on the front lines of journalism and content strategy for decades,” said Dustin Siggins, founder of Proven Media Solutions. “He knows how to turn ideas into stories that win coverage, change perceptions, and make real differences in the world. He’s the right person to elevate our entire media operation as we continue to serve clients across industries.”

Hamill added: “I’ve spent my career telling stories that matter for global media outlets and other companies shaping the future. Proven Media Solutions has built something special: a team that truly understands how to bridge the gap between what brands want to say and what their audiences need to hear. I’m excited to be part of that mission and looking forward to turning clients’ big ideas into impactful headlines.”

Proven Media Solutions is a public relations and public affairs firm that specializes in putting people in the press.

A former political director for then-New Mexico Governor Susana Martinez, Banegas brings more than a decade of experience running influence and multi-media campaigns, including leading Hispanic outreach initiatives in 33 states. 

“The intersection of politics and business is becoming more complex by the year,” said Dustin Siggins, founder of Proven Media Solutions. “Our clients need to be ready not when something happens, but weeks and months in advance. Jordan’s experience helping governors, businesses, and grassroots advocates win in the court of public opinion and in the halls of government will help our clients understand what’s coming and how to capitalize on opportunities presented.”

Banegas began his career as Regional Political Director for New Mexico Governor Susana Martinez, the nation’s first female Hispanic governor, where he oversaw operations in 18 counties. After relocating to Washington, D.C., he spent nearly eight years at Stand Together Communications and The Institute for Justice, directing multi-state campaigns that reduced regulatory burdens for small businesses, expanded educational opportunities for families, and advanced economic liberty across the country.

In addition to his political and policy work, Banegas co-founded an NIL collective at the Division I (FBS) level, where he and his team oversee relationships with hundreds of student-athletes. 

“I’m excited to bring my experience building coalitions and running campaigns to Proven Media Solutions’ clients,” said Banegas. “From small business owners to national nonprofits, the key to success is the same: creating a clear narrative that aligns stakeholders on a single objective. My job is to create that streamlined client communication no matter what vertical or outcome.”

Banegas will help lead account management at Proven Media Solutions, focusing on client strategy, content development, and operational efficiency.

Proven Media Solutions is a public relations and public affairs firm that specializes in putting people in the press.

It’s a breath of fresh air for the industry, which has been pummeled for years by the fast-changing media environment.

But it’s only that—a single breath—because it can’t be assumed that those who make the decisions to hire and empower PR firms will a) see Smith’s article and b) understand its implications.

It’s important to translate this good news into the C-Suite’s language: how it will drive sales. Otherwise, it’s just shouting into the wind about “brand awareness” and “media coverage” instead of driving the value and earning the respect PR deserves.

Wait…talk about sales?

When Aaron Gouveia left sales for journalism and public relations, he was relieved. “I hated sales,” he said. “And I despised the idea that the new job had anything to do with it.”

That was almost 20 years ago. But just two months ago, Gouveia—now PR director for Mass Audubon— said he had to eat his words.

“We had a dream month in April, with placements ranging from a state-based newsletter that reaches state and local policymakers all the way to NPR and CBS,” he explained. “By working with the business development and marketing teams, those placements were put on all of our social platforms and newsletters. And thanks to the partnership of placements and newsletters, the Mass Audubon Society got tens of thousands of donations.”

Of course, not everyone can apply PR success to a direct bottom-line impact. Sometimes, you just have to admit that media coverage won’t pay dividends for years—or even that there won’t ever be a linear relationship between the placement and profit.

That’s when it becomes important to take a page out of the marketing handbook. Many CMOs have ditched technical language and begun analyzing data from management’s perspective. That analysis is then issued in reports that are customized to management’s language.

“When we secure coverage, we don’t just report on outlets and impressions,” says Sarah Evans, Partner and Head of PR for Zen Media. “We break it down by business function. For one client, we included a section dedicated specifically to their CMO, translating what the earned media means for their goals, KPIs, and reporting language. We also tied the coverage to generative search visibility and brand narrative reinforcement.”

It’s a lot of work. But according to Evans, it turned media coverage from “just a placement” into “a strategic asset” that achieved several goals.

“Our internal champion looks good to their boss, the CMO looks good to theirs, and we’re aligning PR with broader business objectives,” she said.

Want more respect and authority? Get coffee with the sales folks

With the amount of bifurcated, niche content consumers absorb every day, nobody can see every piece of media content. That’s why most PR professionals work with their marketing colleagues to repurpose content. It can be called surround-sound marketing—you can call it whatever you want, as long as it drives the types of outcomes Evans and Gouveia described above.

The key here is to integrate PR and marketing from the start to drive more value for both. But before that, you’ll also want to grab coffee with the sales team—the frontline, customer-facing teammates who are hearing concerns, successes, fears and pains in real-time.

“Public relations is not about getting coverage for its own sake,” says Sage Communications President Julie Murphy. “There cannot be silos—everything must work together like a symphony, especially when the vast majority of customers aren’t getting their information in a sales call—but through online research, friends and trusted advisors.”

“I might be biased,” Murphy continued. “A lot of our customers are in the government contracting space, where our biggest internal champion is often a sales leader. But that also validates how much PR can, when used as the proper strategic resource, truly impact corporate growth and revenue.”

Proven Media Solutions founder Dustin Siggins originally published this piece at PR News Online.

And a lot of it will be wasted because advocates and activists will approach lawmakers and their support staff for the first time—instead of using lobbyists and public relations professionals to build relationships long before the ask is made.

How do you build those relationships? We’re glad you asked, because the answer’s in our most recent LinkedIn Live panel, featuring:

• Evan Harris of BPD, a former California legislative staffer
• Conor Douglass of Milk & Honey PR, with public affairs experience in Washington, D.C. and New York
• Shawn Friesen of Chamber Hill Strategies, a Washington, D.C., lobbying firm

In Washington and in state capitals, relationships are often first built with a lobbyist’s handshake. The door is opened, initial meetings take place, and one-pager summaries are left behind. Members of Congress, regulators, and their staffers may also be invited to events to learn more about a specific industry or issue.

Back in the district, meanwhile, a less formal but equally important process is unfolding. Local citizens attend townhall events, invite lawmakers to casual gatherings, and partner with lobbyists for “fly-in” days to meet with lawmakers and their staffs.

And much of the time—behind the scenes, never mentioned to lawmakers, their staffs, or the public—are the PR professionals who are putting industry voices, small business owners, and constituents into the press and in front of influencers. They’re helping the medical doctor make the elevated expert argument; the upset constituent make the passionate case; and the respected political pundit directly push the lawmaker in the right direction.

Nuanced messaging is key here. Sometimes, you want to critique; other times, to praise, often simultaneously with different voices. We recently drafted and placed over a dozen op-eds supporting a campaign that nudged, never criticizing the targeted decisionmaker, but also running the rest of the gamut from “here’s an opportunity” language to full-on praise.

And it worked. While we were part of the team that drove the political and economic angle in the press – never once interacting with the decisionmaker or the staff – the lobbyists, constituents, and industry professionals drove the conversation directly. The behind-the-scenes PR push helped those people make the case – build the relationship – using the arguments presented elsewhere.

Of course, PR isn’t likely to win critical support if it isn’t in play long before a bill is rushed out of committee or jammed into a 1,000-page Continuing Resolution. That’s why, as Conor and Shawn pointed out, building relationships years before the ask is made is key to success—and not just from the lobbyist. With billions of dollars flying around, the client’s voice is not the only one in the room, so the highest likelihood of success starts with bringing in PR early to build a surround-sound marketing and branding approach that has:

• The right voices
• With different but on-point narratives
• Presented the right way
• Through the right channels

As Evan put it, “if you’re not in the room educating, advocating, showing up…it’s going to be a competitor, it’s going to be a challenger.”

And that’s a great way to lose out on a piece of legislation that could make or break your industry.

Watch the entire panel conversation below and click here to read Proven Media Solutions’ white paper about when PR can help—and when it can hurt—lobbying campaigns.

Or, in the case of AI deepfakes, a brand doesn’t even need to do anything wrong — the deepfake itself does all the work.

Landmines are everywhere, which is why our two recent LinkedIn Live panels featured four crisis communications experts who explained:

• How brands can anticipate potential crises
• How to take the temperature of the potential crisis
• Ways to ensure that no brand lives on the reputation of a single leader
• How to navigate the crisis when it hits

“It’s cheaper to prevent a war than to fight one,” Four Corners’ Drew Kerr told moderator and Proven Media Solutions founder Dustin Siggins. He and Aaron Walker of Big Think described the importance of having data on hand to assess market realities, observing and responding to trends, and anticipating stakeholder responses to both market shifts and overarching trends.

The second panel focused on preventing executives’ personal brands from becoming liabilities to a company’s success. And it’s not always as flashy as a scandal or the executive bombing a media appearance. It can be as seemingly small as a charismatic leader with a huge social media following going to another company — and taking the audience with him.

“With the emergence first of social media and really the ‘TikTok-ification’ of brands, it’s so much about the leader, the person, as the face of the brand. … We trust the visibility of a person rather than a faceless company,” said Ryan Cohn of Sachs Media.

Cohn and Matter Communications’ Julianna Sheridan advised spreading the leadership brand across multiple members of the C-Suite. Several key leaders should be trained to be “faces” of the brand, with messaging that drives their niche portion of the overall brand narrative. 

All four panelists agreed that culture is especially challenging for companies as they navigate matters like DEI. Large organizations especially can be caught in traps as they try to please multiple stakeholder audiences that may volubly — and expensively — disagree.

The key to success here is the same for solving any potential crisis: know what your core stakeholders want and then deliver on that. And only that. Do not get caught up in matters that have nothing to do with your brand, or you risk self-inflicted brand injuries.

Finally, companies need to be prepared and equipped to navigate a crisis when it hits. The communications team’s first job is to help leadership determine the scale of the crisis from 1 to 10, with 1 being a flash in the pan you can ignore and 10 being a potential atom bomb for the company. 

After all, as we’ve said before, public opinion is harsh, but it is often short-lived. Overreacting — on social media, in the press, or even in the company newsletter — can turn a blip into an oncoming asteroid. You don’t want to give trolls any power, so it’s important to assess the relevance and trustworthiness of the source of the potential crisis. 

And no matter the size or scope of the crisis, there are six key steps to take to mitigate its impact:

1. Be as transparent as possible.
2. Share relevant data and, if possible, good news. 
3. Take prompt actions. 
4. Develop and announce concrete next steps.
5. Execute the next steps. 
6. Never stop communicating until the crisis is over — and then some.

A crisis can hit even if companies do everything right. Communications professionals should have a seat at the leadership table long before the crisis hits. Our job shouldn’t just be to pick up the pieces when disaster strikes, but to set the stage for smooth sailing even when the weather is calm. Successfully navigating rough waters when we hit them requires thinking ahead, knowing how to take the temperature of the potential crisis, and ensuring that the right team is in place to quickly lock it down. 

As reasonable as it might seem to vent steam, it’s best to keep this bad habit confined to the occasional happy-hour private gripe. Otherwise, we’re courting toxic company culture, reduced brand reputation and trust, and clients and staff running for the door.

Constructive criticism is good – gossip is bad

My friend Lee Densmer, a marketing agency owner, says, “Badmouthing your clients publicly, even anonymously, does nothing to make you look good, and it may even signal to clients what you’re like to work with.”

Sure, you might get some sympathy or have a viral post when you relate a particularly juicy client tale of woe – but remember that potential clients are also seeing that story. And they’re wondering if you’ll spread their flaws all across social media, too.

Constructive criticism is part of client management. If they aren’t uncomfortable, they aren’t going to learn.But there’s a huge difference between constructive criticism and hurling abuse at the people who enable you to put food on the table every day.

People want to work with forward-looking leaders

Nobody wants to work with negativity. It makes for a toxic culture that dumps team members in the meat grinder, creating short tenures, worse outcomes for clients, and issues for the company.

And if you vent online – the 21st-century version of airing your dirty laundry – you can guarantee that the best people will shy away from your job openings.

“People are looking to agency leaders for cues about navigating challenges and handling frustrations,” said Candor President Ally Glavas. “Turning challenges into learning opportunities for the team sets a positive tone and helps people do great work. By focusing on the positives, agency executives will be seen as mentors and partners – rather than merely ‘bosses.’”

We all need to vent, but doing it privately – or quietly, or even with a bit of an eye towards self-awareness – builds a culture where people know that the boss is looking forward to a bright future, not backwards with a cynical and self-destructive eye.

Bashing clients means missing profit

You can’t always fix ignorance. (Just ask my wife when she tries to explain why the couches should be moved just the right way.) But most of the time, ignorance is an opportunity for education, leading up, and campaign success.

Even better, in business, that repair work can blossom into new, renewed, and bigger contracts.

“Clients hire PR teams to be experts – it’s not just about getting them media coverage,” said The Colab Cofounder Lizzy Harris. “When you dig into most problems, you find that it’s firm, not the client, that failed to set expectations and transparently manage up. If clients are peppering you with questions – maybe they’re getting pressure from higher-ups. If they are frustrated, maybe they were expecting different outcomes.

“Agency leaders must get ahead of this by providing constant communication and by understanding what’s going on beneath the client’s hood,” Harris concluded.

Think about it this way: Which PR partner will a client prefer to return to? The one who plodded through the contract (and grumbled about it the whole time, privately and publicly)?

No, you want your clients to think of your agency as the invaluable partner that taught them PR and created successes they didn’t know were possible.

Does public griping drive value?

Comms people always talk about the value we drive. I guarantee we drive more value through positivity than griping and complaining.

“Bashing or complaining for the sake of complaining is a bad look,” said Strategic Global Media President Scott Merritt. “Instead, challenge yourself to find the silver lining in that dark cloud of experience to turn a complaint into an opportunity to educate others. You’ll come out the other side having bolstered your brand by demonstrating the wisdom and insights you bring to the table.”

We’re already facing an uphill battle, where PR is often seen as a “nice to have.” Those who publicly complain do themselves and the rest of us zero favors, because negative mindsets mean:

• Spending mental energy criticizing instead of educating.

• Viewing clients who are paying you money as the enemy instead of allies.

• Building resentment instead of trust.

And none of that is going to drive profit.

Bashing clients violates a core tenet of Comms 101: don’t make unforced errors.

The simplest way to avoid a crisis is to not create one.

Every comms person knows this. Yet complaining publicly online is the definition of an “unforced error” – that is, a mistake nobody had to make. And it can impact:

• Partners

• Vendors

• Employees

• Prospective clients

• Actual clients

• Themselves

Like any rule, there are exceptions. Sometimes we can use a client story to educate the wider world (though always obscure the client’s identity). And people who flat-out operate unethically, or oversee a harmful work environment, sometimes need to be publicly taken to task.

But most of the time, it’s best to keep it private when clients make mistakes – even big ones. And instead of complaining, focus on how to fix the problem. This strategy may even clue you in to where the real fault often lies: the person in the mirror.

This piece was originally published with Strategic HQ.

Heck, even Meta is going back to its social media roots.

Recently, CEO Mark Zuckerberg’s company announced the return of “OG Facebook” features like options to see content from only your “friends” along with promises to bring back more functionalities that users historically enjoyed about the platform. This pivot back to what made the original Facebook so successful in its early years comes in the midst of a massive investment to develop AI tools that enhance the user and advertiser experience.

Meta isn’t the first to leverage new technology in re-capturing what made it a household name. Iconic brands like Apple, Starbucks, Barnes & Noble, and Domino’s have also found that when the focus is a return to the core value customers expect, the most powerful rebrand can actually be a “retrobrand.” It’s a dance of taking a step backwards on the surface while taking progressive action – even if it’s behind the scenes – to take two steps forward.

Meta parties like it’s 2004

When Facebook first launched in 2004, it was an engagement and connection platform for college students, but the versatility of function and global appeal of online community helped it become one of the largest companies in the world. Seventeen years later, during the Covid-19 pandemic, the 2021 brand and product shift to Meta made sense for a world where suddenly digital connectivity was less an indulgence and more a necessity.

However, the initiative to build an immersive virtual world never materialized in the way Zuckerberg envisioned. In 2023, he quietly shuttered the Metaverse in favor of harnessing AI to improve the advertiser experience and create user-oriented features like new photo editors and voice response. While other tech companies in the global AI arms race have struggled to find a market for their massive investments, Meta’s platforms and user base were ready-made outlets for these development efforts. By late 2024, the company announced record-breaking profits as advertisers capitalized on the new AI-driven tools and users increased their engagement due to AI’s algorithm improvements.

That’s why Wall Street loved Meta’s mid-January announcement of impending layoffs alongside Zuckerberg’s warning that teams should expect an “intense year” pursuing the new goals. Despite some bad press and complaints on social media, investors could see where this was going – Meta was all-in on its AI-fueled retrobrand – and bounced the stock price nearly 20% to all-time highs.

These recent moves and the reaction bring Zuckerburg’s decision to roll back Meta’s third-party fact checking program into focus. While certainly an olive branch to the Trump Administration, it also aligns with promises to reinstitute “OG Facebook” and the original branding as a platform for communication and connection.

Apple always thought differently

Half a decade before Zuckerberg enrolled at Harvard, Steve Jobs was illustrating what a retrobrand could be as he returned to Apple in 1997. The company he had co-founded in the 1970s with a funky, counter-culture identity was floundering, even though then-CEO Gil Amelio had saved Apple from collapse by securing financing, slashing expenses, and painstakingly reorganizing internal structures.

But Amelio wasn’t able to turn his operational expertise into a visionary growth strategy that would take Apple to the next level. Re-enter Jobs, his turtlenecks, and the “think different” mantra that would become Apple’s marketing slogan for the next five years.

Jobs believed that strategic product differentiation had been Apple’s major brand identity advantage in the market since its founding. The company’s first product, the Apple I, was simultaneously novel and customer-oriented because it came preassembled and was more affordable than home computer kits at the time.

That was the starting point for the Jobs-led retrobrand. On the surface, he was scaling back offerings to eliminate 70% of new product lines – a strategic move to no longer just be an alternative to Microsoft. But behind the scenes, “think different” was a missional foundation for developing the technology that would make Apple one of the biggest companies in the world. Jobs was turning the NeXTstep operating system that Amelio had purchased into OS X, which eventually would become the basis of iOS, the iPhone’s operating system.

Jobs once said, “It’s really hard to design products by focus groups. A lot of times, people don’t know what they want until you show it to them.” In other words, you have to think differently to conceptualize a smartphone interface and how its apps will integrate across systems before your customers even understand what an app is. For Apple, this way of thinking led to a product line that achieved near-global adoption while still maintaining that dressed-down, plucky upstart brand image… on its way to becoming a $3 trillion company.

Starbucks CEOs share retrobrand goals

Like Jobs, former Starbucks CEO Howard Schultz was a personality synonymous with his company’s brand. While his leadership created a global coffee empire, he cautioned that expansion also risked “watering down” that brand value of being a premium coffee experience – a challenge current CEO Brian Niccol is attempting to meet.

When Niccol took the helm in late 2024, sales at Starbucks had been falling for three straight quarters. Customers who were already squeezed by inflation reported long waits, rushed and impersonal service, and a dysfunctional mobile app that led to an overall empty and “transactional” experience instead of a welcome respite.

Recognizing that customers want the Starbucks of the 1990s, Niccol has launched a campaign to refocus on the brand’s “enduring identity” of a “welcoming coffeehouse where people gather.” He’s reintroducing handwritten notes on cups and having baristas hand simple drip coffee orders over the counter rather than making customers wait in the queue behind a dozen more time-consuming frappuccinos.

Older and newer generations of customers are sure to appreciate these back-to-basics touches, but the foundation of Starbucks’s retrobranding strategy is definitely 21st-century. Back in May, Schultz called for updates to Starbucks’s mobile ordering app to give customers an “uplifting experience” rather than chaos at the pick-up counters. Sharing the old boss’s vision, Niccol has made order sequence optimization a priority: he’s modifying the app so that “dine-in” customers can sit down and enjoy their coffee sooner while giving their to-go counterparts more time to arrive to a drink that’s still hot.

Of course, neither tech improvements nor the return of free refills in ceramic mugs will be an instant cure for Starbucks’s recent woes as higher supply prices continue to squeeze the margins. But this past January’s better-than-forecasted financials do signal that Niccol has the company turning (back the clock) in the right direction.

Pandemic social media got readers back in Barnes & Noble

Speaking of ’90s nostalgia, you can’t talk about Starbucks’s historical brand without a nod to  Barnes & Noble, the bookseller that put Starbucks on the map for a large part of the United States. The strategic coffee shop-in-bookstore partnership that started in 1993 was a natural fit, and each company benefited from access to the other’s customers. However, the rise of e-commerce was devastating for in-person book-shopping, and by 2018, Amazon was writing Barnes & Noble’s epitaph.

Surely the Covid-19 pandemic would be the final nail in the coffin, right? Actually, the company is experiencing a renaissance of growth since CEO James Daunt kicked off a bottom-up retrobrand after assuming his position in 2019.

Daunt quickly identified a huge problem: the shelves weren’t full of books that mattered to the consumer. Items better suited for drugstores or convenience markets like batteries, trinkets, and gifts were taking up space, and big publishers dominated optimal floorspace and display areas. According to Daunt, Barnes & Noble should be a bookstore first and foremost — and even more, operate like an independent bookseller, where local tastes and interest determine layouts and inventory. His solutions included ending the promotional payment schemes that favored the big publishers, granting local managers more autonomy, and organizing book sections by subject matter instead of alphabetically by author name to encourage more browsing.

This new attitude had Barnes & Noble ready to capitalize on an unexpected TikTok trend that emerged during the Covid-19 pandemic. Reading enthusiasts stuck at home had developed a digital community known as “BookTok,” where they would share book recommendations and videos of their… wait for it… physical book collections.

It was the perfect opportunity for communicating brand identity through a new medium. Barnes & Noble embraced the trend with new BookTok feature sections, both online and in stores, while also engaging through its own TikTok account, which now boasts nearly 300,000 followers. This focus is helping the brand attract Gen Zers who are actively seeking “third space” environments – like a Starbucks location – as places to go in person.

That’s a big part of why monthly foot traffic at Barnes & Noble locations is on an upward trend, even surpassing pre-pandemic levels. Just seven years after many thought Barnes & Noble would die, business is thriving, with 57 stores opening in the U.S. last year and plans to add another 60 in 2025.

Domino’s is a delivery company with a pizza problem

Business has also been thriving for the Domino’s pizza chain since the company went public in 2004. In fact, investing in Domino’s IPO has generated a better return than the same investment in Google’s IPO later that year – an impressive feat when considering that Domino’s hasn’t always been known for great pizza.

Indeed, Domino’s brand is all about delivery speed. This core principle started with the “30 minutes or less” guarantee in the 1980s and remained a priority when Domino’s became the first in its industry to offer mobile ordering in 2007. However, the pizza itself was a punchline. Market research revealed customers saying it tasted like “cardboard,” and Domino’s eventually launched a total recipe revamp in 2009.

The marketing push for the “Domino’s Turnaround” would become one of the most successful food industry rebrands of all time. Customers appreciated the honesty – and, apparently, the results, because profits doubled within months of the new release.

But sixteen years later, Domino’s is still wowing investors. And it’s not just on the back of pizza, it’s the secret sauce of remaining ahead of the curve of mobile ordering trends because of its best-in-the-business mobile app, which has earned praise for its intuitive design and patented “pizza tracker.” The app became the point of sale for 35% of Domino’s online orders by 2013 and has been a key ingredient in increasing both carryout and delivery orders.

In a way, Domino’s is still chiefly a delivery company that also now serves a better product, and this duality makes Domino’s a great retrobrand example.

Two components to a retrobrand

For each of these companies, there are two common threads. First, they all deliberately sought to emphasize attributes their customers had always associated with their brands – speed of service, a “3rd space” to gather, or unique approach to facilitating both personal and digital connection. For the most part, it wasn’t really about a flagship product, either, but what customers wanted from their brands and how they felt when engaging.

Secondly, from an operations standpoint, not one of these companies acted as if it were opening a time capsule to the “good ol’ days.” No one turned off the mobile apps, Barnes & Noble didn’t stop online book sales, and Meta didn’t spin off Instagram. They all introduced major upgrades to their marketing and development protocols, and especially to their technological infrastructure, so that they could deliver on what their brands promised.

A controversial influencer or a peculiar ad campaign might make a one-time marketing splash, but that’s about all a rebranding gimmick will get you. A smart retrobranding initiative, on the other hand, gives long-term customers concrete reasons to increase engagement with a brand, while simultaneously introducing the historical quality of that brand to a new generation.

Robert Kuykendall originally published this piece at TabbFORUM.

What do you mean?

For years, communications officers have advocated for more meaningful roles in corporate leadership structures. They’ve had a front row seat to a dynamic consumer becoming more engaged in 2-way communication with brands and a penchant for basing trust and loyalty on overall brand perception – beyond just product and service quality. For years, communications professionals have advocated for a spot in the C-Suite, especially as consumers’ decisions to pay more attention to corporate practices has resulted in challenges to brand trust and loyalty.

A viral June 2024 study shows that corporate boards are beginning to understand this, and are responding by finally giving communications teams seats at the C-Suite table. But this new class of Chief Communications Officers aren’t just being tasked with messaging strategies and media relations. They’re now also responsible for helping guide interdepartmental synergy and are accountable for overall organizational success.

“I think you’re seeing a greater recognition that communications has a bottom-line impact,” said Jeff Berkowitz, founder of political and reputational risk advisory firm Delve. “C-Suite executives are realizing that every part of a company impacts stakeholder reputation. Unless you have a lead communicator at the decision-making table, there won’t be someone in the room who understands how sales and operations tie into brand management. And that’s a mistake in an era when a single wrong step can cost a company sales and brand equity in one fell swoop.”

The growing emphasis on communications as an indispensable part of business planning and growth will certainly impact senior and mid-level in-house teams. And while many are slammed with short-term Q4 tasks, they need to be looking ahead to Q1 2025 to catch up with the trend that will undoubtedly mean more responsibility.

More respect…and responsibility

Culture and policies roll downhill, and more respect for comms from the C-Suite means more respect commanded and assumed throughout an organization. It’s a significant opportunity to be integrated into the different departments and functions of the broader corporation.

“Many corporate public relations teams already seek this integration – but a Chief Communications Officer makes it easier for it to happen,” said Nick Lagalante, a B2B corporate marketing and communications executive who has led global teams for technology companies. “This creates more opportunities for a higher quantity and quality of brand storytelling that impacts markets and drives the business forward.”

It’s easy to see where this is all leading: in-house comms teams will suddenly have twice the workload.

Casually skimming an engineering report’s Executive Study to prep answers for a “general business” beat reporter or new product press release is no longer going to cut it. Spokespersons will now need a comprehensive understanding of technical specifications to hold their own in interviews with top-tier trade outlet journalists who know every three- and four-letter acronyms in industry parlance. Gaining this mastery will require extensive new training and more rounds of technical editing on content, all while conducting outreach to a wider swath of media outlets.

Stephanie Roberts is Head of Global Communications for Hitachi Industrial Equipment Systems, a company with over two billion dollars in annual sales and 9,000 employees. She said that this increased responsibility is the natural consequence of a business landscape that radically changed during the COVID-19 pandemic.

“External stakeholders have greater expectations about transparency and how a company functions,” she said. “Senior executives expect to share thought leadership and company news on social media, through SEO, and via webinars and conference speeches. Instead of being its own silo, communications now demands knowledge of operations, sales, finance, etc. as well as working relationships with those department heads to ensure alignment.”

Public relations department and team leads, therefore, must take advantage of the boss’ new seat at the C-Suite table. Alan Shoebridge is Associate Vice President of National Communication for Catholic healthcare system Providence, which has 51 hospitals and a presence in seven states. He says communication leaders must build “a solution reputation and good relationships” to successfully advocate for a bigger team, more budget for outside help, and greater operational freedom.

“It’s critical that leaders understand what resources the communication team needs to keep the lights on, continue the current level of service, or elevate to an even higher level,” said Shoebridge. “Effectively advocating for more resources – budget or people – requires showing a vision, clear goals, and a measurement plan to elevate the communications function and impact the business.”

CCO integration can make you indispensable today – and for the rest of your career 

Integration comes with another benefit: whereas once upon a time, comms people were viewed as mere guards at the branding gate, now we are designing Central Command’s design and strategic choices.

This means that comms gets to be a part of making the decisions that determine how the PR soldiers will carry out their battle plan. But those soldiers will also become more embedded into the organization – and therefore indispensable and hard to fire or lay off. This means both short-term job security and opportunities for career acceleration because of the in-depth knowledge gained about corporate operations, sales, finance, HR, and other key aspects of business.

“Being seen as a primary guardian of reputation instead of a mere order-taker has major implications for PR team leads beyond their current roles,” said Jeremy Tunis, a fractional PR advisor to start-ups, conglomerates, and nonprofits who has worked in-house at Edelman and Amazon. “The more that CEOs integrate communications into everything the organization does, the more that PR team members will be tasked with complex matters like bridging internal communications friction between departments, and managing the inevitable crisis.The tactical skills of PR are important; applying those unique skills as a company-wide trusted business counselor is far more difficult and valuable.”

Start preparing now for the brighter future

The authors of Four Disciplines of Execution pointed out that growth happens when leaders take 20% of their time to focus on one critical area of improvement. PR leaders are in Q4, with all the last-minute goals, holiday vacations, and other stresses associated with it. They can hardly stay ahead of the news cycle, never mind look a few months down the road.

But you must, or you’ll miss the CCO opportunity that’s going to deluge your department with opportunities and responsibilities.

This piece was originally published by Dustin Siggins at PR Daily on November 8, 2024.