Recently, Ruder Finn had the privilege of providing all international communications services for the annual Facing Tomorrow conference hosted by the president of Israel, Shimon Peres.  It was both an honor to work such a prestigious event and an opportunity to strut our stuff, given that the conference organizers had been disappointed with the international PR efforts of the past conferences.

So several months prior to the event, we began our work, knowing full-well that the most intense period of work would be immediately preceding and during the conference.

Then, a month before, we got word from another client that someone from our team would be needed in Singapore for a key event there on precisely the same days as Facing Tomorrow.

I had a choice.  Send Matt to Singapore, given that the account needing us there was one of his, but sacrifice my quarterback at the President’s conference; or keep Matt in Israel for Facing Tomorrow and go to Singapore myself.

I chose the latter for two reasons:

1. I had done these types of telecom events many times over the years, so I knew we were sincerely offering our best to that client; and
2. Matt had worked so hard on the President’s conference and I wanted him to see the whole thing through to the end.

So that is what we did.  I flew to Singapore and handled the telecom event and Matt stayed in Israel to run the show at Facing Tomorrow.

Singapore was fine, but the performance by Matt and the rest of the team at the President’s Conference was nothing short of spectacular.  Our client was elated.  The media results were outstanding.  The team operated as a supportive unit.  And everyone felt so positive about the experience ….

You know, I’ve been in PR for almost 20 years now.

I love writing for our clients and I love developing strategies.  I love brainstorming creative ideas and I love bringing in new, exciting accounts.

But nothing compares to the pride and happiness I feel when my team succeeds … even if I’m thousands of miles away when it happens.

It’s a word everyone uses, because everyone wants to be known as a team player.  At the same time, we in the PR industry need to make sure that we are each thought of as indispensible to our clients, so sometimes, perhaps there’s a bit of jockeying for position among those who are supposed to be working together.

And I suppose competition is always good.  I mean, show me a town with only one pizza place and I’ll show you a town with expensive, bad-tasting pizza.  Show me a town with two pizza places, and I’ll show you two successful business owners and thousands of satisfied customers.

But in this business, where our sole focus must be on client delight, there is no room for competition that impacts on our ability to collaborate.

I’ll give an example:

Ruder Finn Israel’s focus is international media relations.  That means that whenever we have an opportunity to work on a project that has both domestic and international elements to it, we work with partners.  That’s fine with us, especially considering the rather small universe of domestic Israeli media.

For the most part, we work quite nicely with domestic-focused firms, but we did have one ocassion recently where we began to work with a client and were surprised to see a competitor (domestic-focused) in the room during our kick-off meeting with this client.  I’ll call him ”Joe,” for the purpose of the story, although that is not his real name.

Anyway, he walked into the room and I said, “Hey, Joe, what are you doing here?”

He said, “I’m your new boss.  I work with this organization and they wanted me to be here to make sure you guys are doing things right.”

Now, to make a long story short, we have not seen any sign of Joe since that meeting, and from the sounds of things, this particular client only works with him because he’s cheap and because they don’t really depend on him for the high-level strategic stuff, but his referring to himself as our ”boss” did not make for a collaborative working atmosphere.

And that is an important point as well.  One’s expectations, in terms of collaboration, shouldn’t be too lofty.  Collaboration doesn’t mean that the all agencies want to go out of their way to make the other guy look good.  It means that all realize success will only come if the client is happy.

Let’s take a trip down memory lane …

Early on in my career, I made it my business to seek advice from anyone above me in my organization who was willing to give me any insight.  My approach was to ask for a short meeting with any executive who was on his/her way out the door.  My thinking was that on the way out, there would be no need for them to censor their advice, so I’d get the best they had to offer.  And it worked.

One Executive Vice President at Hill and Knowlton told me I’d be better off going to the client side eventually, and that I should stay in the agency world for about another 3-5 years to get the proper skills before moving over.  Another told me to specialize, that the days of generalist PR were coming to an end, so I’d have to choose a specialty if I wanted to be valued.

Both of those, and many others, turned out to be fantastic advice.

But the above news item triggered a memory of another piece of advice I received during one of those “exit interviews.”

I was speaking to the person who – even until today – was the best media relations professional I ever encountered.  I won’t give you her name, but I will share her advice:

She said, “You have to devour as much media content as possible.  It will help you understand trends, to which you can connect your client stories.  It will help you become more creative.  It will help you understand what makes it into the magazines versus not.  And, don’t forget, you will see opportunities for your clients, if you understand what the reporters are looking for.  You can frame stories much better if you have a context of what the reporter has covered in the past.

Let me tell you … she was right.

It is mind-boggling how many times I have picked up a magazine and seen opportunities for my clients.  And it builds upon itself.  The more you look, the more you are sensitized to seeing those opportunities.

And so, in light of this CNN report, which showed that many people are relying on others for their news, I strongly suggest that we all work hard to be among those who devour media content, rather than expecting others to spoon-feed it to us.

Upon the start of my internship at Ruder Finn Israel I did not have a lot of experience in public relations. In some capacity I knew that I would be working towards improving the image of clients, which in this office ranges from high tech startups, to publicly traded companies, to non-profit organizations that operate both in and out of Israel. However, I was unsure of what exactly an intern in the PR industry would be responsible for on a daily basis.

I am now almost nine weeks into my internship and can honestly say that I have learned a great deal about the industry itself and I now have a more concrete understanding of what the job description is for one who works in public relations.

Among the many things that I have learned over the last two months, the most important for me are the general knowledge that I now have about the field, as well as the tools that I have gained that will enable me to perform better when working in the industry.

On a basic level, I understand that Ruder Finn is responsible for the writing of news releases and bylined articles, the composition of media lists and constant awareness to find opportunities that will help clients to flourish and gain worthwhile mention. But more specifically, the staff at Ruder Finn Israel has showed me that teamwork, creativity and determination are just as important as knowing how to find an editorial calendar on a publication’s website.

In a recent brainstorming session at Ruder Finn Israel, the team discussed creative and fun ways to physically deliver a press release that would be a far step from the ordinary route. Experiences like these make me really appreciate my internship and think about the understanding that I’ve gained as I begin to contemplate the next steps in my life after my upcoming college graduation.

When I ask myself whether it’s time to seriously consider a career in public relations, I think about the brainstorming sessions that I’ve attended, the writing I’ve done, and the amazing and innovative companies that I’ve had the opportunity to represent.  I love that I go to work each and every day knowing that I’ll be doing something different from the day before and I love that the needs of each client vary greatly. This allows me to use the different strengths that I have and to cater to the various client expectations to the best of my ability.

But my favorite aspect about working in public relations is knowing that I can make a difference. As an intern, I conduct lots of research and do other tasks that serve as the basis for much larger projects. Although I am not speaking with company representatives one-on-one, I know that the results I achieve make a strong impact and help to meet the needs of the clients.

The internship program at Ruder Finn Israel has provided me with a strong foundation for what might likely be the start of a career in public relations. I now have confidence in myself that I can work successfully in a PR firm and be a strong asset to a hardworking team. However, just as a house is not complete after the foundation is laid, there is still much more for me to learn and experience.

I look forward to continuing this path of learning and exploration and will not forget what I learned during my nine-week internship at Ruder Finn Israel.

Today, I finally realized the answer.  It is simple.  They are stupid.

Stupid means that a company can spend tens of thousands of dollars on a single advertorial, because the CEO likes to see his/her face in a magazine, but won’t spend that kind of money on a PR campaign because there is no guaranteed ROI.  Of course, it doesn’t matter that the advertorial they bought gave no ROI either.  At least the CEO can show the picture to his army buddies, right?

Stupid means that a company embarks on a branding campaign that does not have market research as one of its preliminary elements.  And when the branding firm – which the company paid $50,000 to develop the new branding, unveils a name that sounds ridiculously similar to another Israeli company’s name, and the color scheme does as well, the company is forced to accept it because, well, they paid $50,000, and it would be a shame to let that money go to waste.

Stupid means that a company believes it only has $1,000 per month for international PR, so it hires a second-rate freelancer to do the job, when that money would be better spent on Google Ads or, frankly, snacks for the staff.  Any PR firm willing to accept $1,000 per month for international services can’t get the job done.  I assure you of that.

Stupid means that a company spends $150,000 on a small booth at a gigantic trade show, but won’t spend a few thousand on a PR firm to secure them interviews while they are there.

Stupid means that a company produces items that are marketed for tens of thousands of dollars apiece – and bought by thousands of customers, but doesn’t have the money to commit to a momentum-building PR campaign that, over the course of a year, will cost the company the same amount as a single one of their products will cost a single customer.

Of course, there are also smart Israeli companies, and they are a pleasure to work with.

Smart means that a company gives its agency access to as much information as possible so the agency can decide which items may be newsworthy.

Smart means that a company provides its agency an efficient, but reasonable budget, so the agency will feel motivated to provide outstanding service.

Smart means that a company is just as interested in the constructive feedback a journalist gives when the answer is “no,” as they are in securing the “hit.”

Smart means that a company considers PR to be not only a marketing function, but a corporate function as well, since positive PR will impact all audiences positively and negative PR will impact all audiences negatively.

So here’s the kicker, which is also simple …

Over my five years here, I’ve found a direct correlation between a company’s ability to be smart versus stupid, and a company’s likelihood to be successful versus unsuccessful.