Education professionals are our unsaluted warriors.
Politicians, C-suite executives and celebrities moan how hard their jobs have become because of these busier and more complex times lived under the spotlight of social media.
I wonder how they would fare on the front line of education.
Consider our headmasters, teachers and staff who are increasingly under siege as they try to shepherd Generation Now through a battery of internal and external attacks.
Not too long ago, communications and marketing teams at schools could focus on building a school’s brand and delivering basic messaging.
Now, every day presents a challenge.
Year of reckoning for Facebook, Zuckerberg and social media: 4 insights for communication professionals
Have you noticed the world spinning a tad slower since the Facebook algorithm changes?
My feed has more personally relevant posts now and less noise from those outside my inner circle.
That was the intention when Facebook CEO Mark Zuckerberg announced that users’ posts and engagement would gain greater prominence at the expense of “public posts from businesses, brands and media”.
Facebook wants to favour content that prompts conversation and users’ active participation rather than stuff that just gets liked for the heck of it, including previously popular video. Sounds like less cats and more discussion touchpoints.
Already, time on Facebook has dropped marginally - and Zuck seems fine about that.
At times, my news feed resembled more an eclectic mish-mash of news and product information than a space for personal interactions with buddies.
But these changes have challenged the approach of many content marketers who had crafted strategies for clients around social media, especially Facebook, as well as media players who embraced distributing news via the platform. To be fair, though, users will be asked to indicate media they trust, which may improve the ranking of those outlets.
The stodgy stuff of reinventing business models and how best to use data is consuming the world’s top media executives in 2017.
The new shiny toys of immersive reality and 360-video are receiving plenty of attention and funding, but for the most part big media is focused on getting its house in order.
That is about returning to purpose and applying a traditional sales funnel approach to convert window shoppers into fully-fledged subscribers and then maximising revenue per user. Joining the dots between data and customer conversion is critical.
Funnels? Data? Boring, huh? But for media today these are the smarts, along with amazing tech, helping companies emerge from a fog of uncertainty.
I got up close and personal with the latest global thinking by spending two weeks in New York, the self-appointed epicentre of media today.
I took a study tour of iconic media organisations, including The New York Times, Wall Street Journal, Bloomberg and Google, along with lesser-known but impactful start-ups PlayBuzz, Navito and Lotame.
The tour was a prelude to the International News Media Association world congress held at the New York Times Centre, attended by media executives from 40 countries, and book-ended by a workshop that built a playbook for print.
The message from New York: start spreading the news, media is fighting back. And I will address that in more detail in another blog.
For those of us in the business of communications, I identified nine themes to absorb and which will help you better understand the landscape as is stands.
One of the reasons newsrooms are such a great model for maximising communications performance is that they are the perfect example of what I call the Goldilocks principle – not too much process, not too little, just the right amount.
I have seen project management offices and consultants foist all manner of systems, processes and checks onto newsroom operations. And to be candid, I have probably been guilty of that too.
Such things are an anathema to editors and journalists who have a finely tuned “B.S” radar and want to get on with their busy jobs, not be weighed down by spreadsheets, meetings and ticketing systems.
I have an amazing doctor. He is terrific at his job, knows my history, communicates simply and, to top it off, is a good bloke.
Most important is I have confidence in the way he practises medicine. Which is kind of what you want when it comes to your health. Everything else runs second.
Similarly, when feeling the pulse of your business you want a no-nonsense, fact-based method that gives you an honest appraisal. Nothing beats a clinical, intricate look-see.
After decades of overseeing newsrooms and seeking to optimise their performance, I have found there are about 20 essential aspects for any health check of your communications to prove meaningful.
The object is to forensically understand your current state, from which you can then review and step-out a you-beaut communications/content strategy.
The declining fortunes of local media represents an unprecedented opportunity for local governments to step into the breach, set up a DIY Newsroom approach and go direct to residents with their message.
Today I learned of another “restructure” at one of Australia’s largest media chains, which is code for more staff redundancies and the lay-off of more journalists.
This spells another grim chapter for an already distressed traditional media.
In the regions, newspapers have greatly reduced the number of editorial staff, their circulation has plummeted and that has meant they have had to try to do more with less. The regional TV landscape is not pretty either.
When I was editor of a large regional daily newspaper several years ago, I had a staff of 80 full-time editorial employees. Today, there are less than 30 editorial staff.
Council insiders tell me that shrinking local media is making it harder for council messages to be heard.
Or, is it actually councils’ best-ever opportunity to engage with residents and ratepayers in new and profound ways by setting up a true DIY Newsroom?
That is right: if they were SMART, councils would see themselves as the primary destination and distributor of compelling, useful and relevant content for their local government constituents.
Stuart Howie is a communications and media consultant. He runs Flame Tree Media, which specialises in setting up newsrooms for organisations wanting a better return on communications. Stuart has worked in media and publishing for more than 30 years as an executive, editor and strategist.