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In this episode, Chip talks with Rachel Sales from the PR agency Enunciate about managing client communications in a chaotic world. Rachel discusses the importance of empathy and strategy in addressing news and its impact on clients. They explore whether brand leaders should comment on current affairs, emphasizing the need for authenticity and aligning with business goals. Rachel shares a process for determining when and how clients should respond to news events. The conversation also covers the evolving media landscape, the shift towards contributed content, LinkedIn strategies, and the importance of humanizing client messaging in turbulent times. [read the transcript] The post CWC 108: Helping PR agency clients navigate a challenging communications climate (featuring Rachel Sales) appeared first on FIR Podcast Network.

The tide is turning. For several years, workers have enjoyed a seller’s market. Unemployment has been low, and companies have competed for the best employees. Now, for a variety of reasons, we are experiencing a surge in layoffs, exacerbated by sizable staff reductions in U.S. federal agencies. With so many newly-unemployed workers on the street, employers now have the advantage as we shift to a buyer’s market. Emboldened by the flood of potential recruits on the market, and anxious to be on the good side of the current U.S. presidential administration, some CEOs are trading in their supportive servant-style leadership for old-school tough boss talk. And while they may be able to justify this behavior in the short term, the impact on the culture — and what that will do to the employer brand — could deter the best potential recruits from taking that job, which will be filled by a mediocre performer desperate for employment. In this short midweek episode, Neville and Shel explore the reasons behind the layoffs, the impact of CEO tough talk, and how communicators can help maintain a strong, non-toxic workplace. Links from this episode: Layoff announcements surge to the most since the pandemic as Musk’s DOGE slices federal labor force CEOs deliver tough talk as workers face a softening labor market What’s Causing Corporate Layoffs? Are Workplaces Getting More Toxic? Some Employees Think So ‘Toxic workplace culture’ main reason behind staff resignations, new research says Gen Z are ‘conscious unbossing’—avoiding stressful middle management roles The next monthly, long-form episode of FIR will drop on Monday, February 24. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email fircomments@gmail.com. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. Shel has started a metaverse-focused Flipboard magazine. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Raw Transcript evillehobson (00:02) Hi everyone and welcome to Four Immediate Release. This is episode 460. I’m Neville Hobson. Shel Holtz (00:08) And I’m Shel Holtz. As we know, business goes through phases. Right now, we’re entering into a reality that’s reshaping organizational communication. It’s a new phase in corporate America that’s going to demand a lot of communication, including counseling leaders with messages they may not want to hear. Let’s start with what’s happening. Layoff announcements have surged to levels we haven’t seen since the pandemic. According to CNBC earlier this month, we’re seeing cuts across a broad range of industries and companies suggesting something sort of systemic is at play. And it’s not happening in isolation. It’s coinciding with a shift in tone that CEOs are using when they talk to employees. What we’re seeing is a shift from a seller’s market to a buyer’s market. You may remember it hasn’t been all that long since executive messaging was all about bringing your whole self to work and prioritizing mental health and building workplaces centered on empathy and inclusion. Those days are fading pretty quickly. Axios recently dubbed it the return of the Big Boss era. CEOs are dropping that therapeutic language of 2020 and embracing what one commentator called masculine energy. It’s less, we’re all in this together and more, step it up or step out. This isn’t just about bravado. There’s calculation here. This new tone serves multiple audiences. not just employees, but investors, board members, and political stakeholders. This is, remember, Trump 2.0, where radical transparency and performative toughness are in vogue. Some CEOs see value in being leaked when they talk like this. It’s internal messaging with an external target. But let’s dig a little deeper on these layoffs. An analysis from the Wharton School points out that what we’re seeing isn’t just a response to economic turbulence or pandemic era over hiring, companies are bracing for long-term changes, slower growth, productivity gains they anticipate they’ll get from AI, and increasing shareholder pressure for efficiency. Some organizations are trimming fat, others are actually cutting muscle and hoping automation or restructured workflows can pick up the slack. Neville, before I list some of the things communicators should be thinking about, What are your thoughts on these trends? I read recently the companies in the UK are laying people off and UK firms are planning more, though I don’t know if CEOs have shifted their tone in their conversations with employees. @nevillehobson (02:42) No, I haven’t seen that. I haven’t seen anyone talking about that. Let’s put it that way. And I did a little look up myself to see what was happening here in the context of this conversation. Yeah, I see reporting on that too, not for the same reasons in the US, though, because Trump 2.0 seems to be the big gorilla behind all of this activity happening in workplaces in America. That’s not the case here, although I would say that that will likely pick up a bit as events shift and change globally. But the main reason I see being mentioned, a couple of pretty good articles recently point this out to toxic workplace culture is the big driver behind employees quitting, not being laid off. There’s a big difference. They’re resigning. So Not quite the same landscape shell, but it seems that the result is similar, i.e. people are going to be without jobs. Shel Holtz (03:34) And I think that if you see these CEOs being more paternalistic, maybe a little more autocratic in their behavior toward employees, you’ll probably see those workplaces shift toward the toxic direction because leaders set the tone for the people who report to them and the people who report to them. So you’re very likely to see that. You’re likely to see. middle managers revert from the coaching and mentoring style that’s been in vogue for good reason for the last several years toward that just be the boss and tell you what to do and yell at you when you don’t do it right or fast enough. So the toxic workplace could be on its way back to the U.S. @nevillehobson (04:13) wonder. Yeah, I wonder though, the reality of that, given what you mentioned is on the decline since 2020 was was how you framed it, the kind of more kinder concern for employees well being and all that kind of stuff. And it’s gone out the window in America, I see this being talked about quite a bit. Not yet here in the UK. And I put I insert the word yet because I think it’s likely to be the case, I wonder, it’s people we’re talking about, right? So you’re looking at, and what you said is absolutely correct. It starts at the top and filters down. So behaviors are influenced by the leadership behaviors, et cetera. And so the manager for a team in an office, that’s not the head office, it’s a branch office somewhere, but the manager there, or even the big department. is not, I would say, correct if I got it wrong, but it seems to me they’re not going to suddenly, there’s a sudden shift in behavior. This is a gradual thing. Right. So it’s going to be very difficult for some. You could almost equate it to things I’ve seen in the news recently, for instance, in relation to Trump in laying off federal workers. So for instance, people who Shel Holtz (05:10) No, they see the modeling of behavior from the top, so it’s gradual, of course. @nevillehobson (05:27) have communicated and that news is leaked, that they don’t agree with a certain policy of the Trump administration, that person’s been fired. So are we likely to see that in the private sector as opposed to the public sector? Well, probably. But that being said, whichever way you look at it, we are seeing a shift, are we not, in things that I tend to put it in my own mind, looking back. over what’s happened just over the last few months, that we do have a change that is huge. And I often say to people when we have these conversations, they are increasingly happening even with friends. The first two decades of this century are the golden years when money was cheap, freedoms were huge, you could get on a plane and travel anywhere. And again, in the European context, that’s a big deal. Get on a plane at London and go for the weekend in Prague. all you got to do is buy your etiquette and accommodation. That’s it. Didn’t need visas. need. Well, you have passport checks if you come to the UK because even within the EU, the UK insisted on that. They really don’t like foreigners, the Conservative Party in this country, seems to me. So they were in charge during nearly all of this time. But I think that those days are gone and we need to be getting used to this. And it is a time of great uncertainty. in the workplace. So we hear about uncertainty in stock markets and people thinking, how do I price my goods? Do I have to increase it or what? Here we’re seeing something else that is likely to be of concern to people. It’s a very uncomfortable time for everyone. And indeed, I don’t envy the kind of middle manager in an organization who’s responsible for a team of 20, let’s say, and he’s being told to do certain things that are against his beliefs. What’s he or even she going to do about that? There is the dilemma. Shel Holtz (07:09) Yeah, and I think if you’re a frontline employee in an organization, that uncertainty is coming at you from a number of different directions. It’s not just what’s the flip-flop policy coming out of Washington today that’s going to move the markets one way or another. It’s also, is my boss or the CEO of this organization going to take a whole different approach that’s going to change the culture into one that I don’t want to work in anymore? And I think that’s a real consideration here for communicators as they think about how they’re going to navigate through all of this. What’s going to happen is you’re going to see as, mean, imagine being a meta employee right now, because say what you will about Mark Zuckerberg. He did champion liberal causes and he created a workplace culture of, I mean, it was a culture of trust. He and Sheryl Sandberg, used to tell deep secrets in all employee meetings and they never leaked because employees knew that if that information leaked, they’d stop having this information shared with them. Now he’s embraced this, know, masculine culture. He’s obviously pandering to Trump. And what is that tone going to do to the way he perceives employees, the way he treats employees? how it affects the culture. The best people in any organization are the ones who can say, I’m done and find a job somewhere else. The mediocre people in the organization are the ones who can’t find a job anywhere else. They’re the ones you end up stuck with. So I think the short-term benefits these CEOs may see from becoming the tough boss again. could evaporate when people aren’t going to continue working for you who you need and you can’t recruit because your employer brand has gone down the toilet. @nevillehobson (08:59) Yeah, I think it’s going to get even more difficult becoming a months shell because some of the big tech companies and it is the tech companies. I can’t think of any other way to express it, but did a deal with Trump, they sold their souls to the devil in expectation that they would get what some kind of preferential treatment or be not interfered with and all that. I saw a news story today in one of the tech journals that made the comment that Zuckerberg had done the deal with the devil and what has he gotten in return? Absolutely nothing. So what does that mean? So this uncertainty continues in this area, but I think trust is evaporating fast from big companies. And equally, I did read something a week or so back. It’s actually very relevant to what you said about Zuckerberg and the culture he developed with Sheryl Sandberg. He got rid of Sheryl Sandberg. I think he threw her under the bus, if you remember. Right. And say the DEI stuff was all her. He didn’t agree with it, blah, blah, all that kind of talk. So would you trust him? I certainly wouldn’t if an employee. So you’re going to get people right. So this is likely to be the case in many more organizations. And that’s a very alarming picture, I think. Shel Holtz (09:47) Oh, and he talks trash about her now, yeah. No, not even a little. So let’s take a look at what this means for organizational communication professionals, because I hate to throw a cliche out there, but it presents both a challenge and an opportunity. We are the voice of the organization. We keep the narrative and we facilitate the internal dialogue if we’re doing our jobs well. So what role should we be playing in navigating these particular waters? Well, first we need to be advocates for transparency and clarity. This is nothing new, but when layoffs happen, the way they’re communicated is paramount. is, we’ve been talking about this for probably 50 years in terms of communicating layoffs in such a way that it leaves the workforce that remains productive and optimistic about the future. Employees deserve more than legal precision when they’re told what’s happening. They need context. They don’t need vague, you know, we’re realigning with strategic priorities language, but actual explanations. Why are we doing this now? What’s next? What does this mean for us who are still here? know, ambiguity breeds anxiety and erodes what? It erodes trust. Second, we have to be sense makers. The survivors of layoffs are likely feeling a mix of emotions, fear, uncertainty, guilt. We need to actively listen to their concerns and provide channels for them to voice these feelings. This isn’t a doom and gloom message. It’s a reality check. Workplace toxicity, as we mentioned earlier, is creeping back into the workplace. A recent Investopedia report showed a significant number of employees feeling that work environments have become more hostile, less safe to speak. That is, no psychological safety or reduced psychological safety. And they become more cutthroat. If we’re not creating channels to surface those feelings, we’re not doing our jobs. Third, communicators have to coach leadership on consistency. As an article in Axios points out, employees are remarkably attuned to tone. If we’ve gone from we support you to produce or perish, then leaders need to own that change. They can’t pretend the vibe hasn’t shifted. When the tone of leadership changes overnight and this tone from leadership has changed overnight. People start wondering, who is this person? Is this the same guy I signed up to work for? That disconnect can unravel trust faster than a layoff could. Fourth, we have a crucial role in shaping the internal narrative. In the wake of layoffs and the shifting leadership tone, it’s easy for negativity and toxicity to creep in. We need to find ways to preserve culture when leadership is, intentionally or not, undermining it. That might mean emphasizing peer stories, championing middle managers who are under enormous pressure, or quietly maintaining the threads of the pre-layoff values the company once celebrated. And let’s not forget about Gen Z. They’re watching all this unfold and they’re drawing conclusions. A Fortune article from late last year pointed out that many young professionals are actively avoiding middle management roles. They don’t want to become managers. It’s not because they’re lazy, it’s because they see those positions as stressful, thankless, and misaligned with their values. In an environment of layoffs and perceived shifts in leadership attitudes, retaining talent, especially younger generations, is going to require a more nuanced approach. This is the time to reaffirm that communication is not just a soft skill, it’s a strategic imperative. @nevillehobson (13:38) Thanks Shel Holtz (13:41) the way we frame hard decisions, the way we guide executive tone and the way we preserve human connection in the face of corporate calculus, these are the levers that we can still pull. So as communicators, we have full plates. We are essential in navigating organizational change, fostering trust and shaping the employee experience during this shifting period of significant upheaval. The way we approach these challenges will have a lasting impact on our organization’s reputations inside and out, but let’s not shy away from having those difficult conversations. Neville, thoughts? @nevillehobson (14:17) And difficult they will be, expect. I think what you said makes a lot of sense. The only thing I would say is I would worry if the, let’s say the head chief communicator in an organization, whatever the job title might be, the person in charge of communicating internally and externally, but let’s see in the context of a conversation internally, if that person is like, say, Caroline Levitt, Trump’s press secretary, who is so, it’s like a mini me of Trump in behavior. Black is white, white is black. the most untrustworthy individual I’ve ever seen with a blonde hair and a nice demeanor, but I wouldn’t trust that person at all. You would be very worried if your CCO was like that. Also, if you’ve got a CEO like Jamie Dimon, remember we talked about him. in episode 451 when the speech, the rant peppered with bleeped out expletives on a, what do call it, a meeting with employees was leaked, basically saying, my way or the highway, he didn’t give a damn. And if you got CEO like that, yeah, you’re in trouble. Shel Holtz (15:16) That’s what they meant about wanting to be leaked and heard by the president, right? @nevillehobson (15:22) Exactly. So it’s an alarming time, I think, again, without making it sound like, you know, the kind of the end of the world. These are things that are very concerning. This sudden shift in focus, attitude and behavior. So I’ve yet to see anyone talking about, you know, layoffs that they believe are absolutely because they’re literally a complete about turn in behavior. by leaders and organization leading to employees being let go. So layoffs, redundancies, as we call them here in the UK, because the distinction here, of course, is you are not fired, your job has been eliminated, therefore there’s no role for you anymore. So your job has been made redundant, you’re gone. So we’re likely, I wouldn’t be surprised to see this sort of uncertainty continuing and worsening. communicators. Yeah, all those things you mentioned, Shell. I think when I was looking at what’s happening here in the UK, I mentioned that I did encounter one report that was in HR director magazine that was just a couple of weeks, a couple of months ago, talking about toxic workplace culture are the main reason behind staff quitting, I resignation employees resigning and going somewhere else. So there’s a kind of the flip side of all of this is the employee taking the initiative and saying, I’m gone from here. That’s on the increase. So if you tie that with then layoffs and redundancies, the workplace is not looking very secure at all for anyone. Shel Holtz (16:43) And I think you also have to factor into this that our employees are also consumers and they’re wrapped up in a lot of the data that we’re seeing about consumers. Consumer confidence is at a very steep low right now. So this is weighing on them in the workplace too. And that’s factoring in with the uncertainty about the economy and what the impact of that is going to be on their organization. their employment. So lots of reasons for communicators to be listening, to be sharing what they’re hearing with leadership and counseling leadership on how to communicate through all of this in a way that maintains a level of productivity, but also maintains that employer brand so that people want to work for you. @nevillehobson (17:27) Yeah, I think again, referring to the UK publication HR director and what they were talking about toxic workplaces, their focus in their assessment, then their kind of, here’s the list of what you need to do is aimed at HR, specifically at human resources, who they say is the the kind of start point of this. I don’t disagree with that. That I would argue is where they are with setting policy and setting behaviors and communicators communicate that and maybe help shape the messaging around that. So in addition to that list of things you mentioned, I would add you need to be hand in glove with your HR side because they will know things you don’t know and you need to know and they may not be proactive. They may be all scared sitting in a corner of cells even. So there’s that, that’s key to it. And the other thing I would argue is that all you’ve known so far on how you address these sorts of issues probably needs rethinking now in light of what’s happening. Because all the stuff I read and that I know of and you will be the same, I’m sure, is to find and fine tuned over years in times that are not like this at all, where trust is gone completely. And again, just reflecting back on Edelman’s trust barometer. we’ve seen kind of warning signs in some of the research from that recently, that this, you know, things like, for instance, how leaders can shape workplace culture, the company’s ethos and leadership training, all those things are great. But for circumstances like this, there’s something else needed more than that, I would say. They talk about a thriving workplace is where toxicity is neither tolerated nor ignored. Difficult. if the leadership is involved in that, eg, Jamie Diamond, JP Morgan, instance, who is fostering a climate of toxicity, then then that’s real tricky. So this is where going back to the role of the communicator. That’s where some very creative thinking and behaviors need to be put in place, which may not be something you’re used to. So communication leadership is the key to that, I would say. So interesting time. I mean, you mentioned The cliche, know, threats and opportunities, this is opportunities, I see it, but it’s an interesting time we’re in and it’s going to be especially interesting in the coming months. Shel Holtz (19:37) Yeah, I just want to go back to your remark about working hand in glove with human resources. And I think there’s a flip side to that, too. They may be developing policies that they think are great, but they have not considered how the employees are going to react to that if it’s message to the way they’re planning on messaging it or maybe not react well to it at all. Maybe they know that employees won’t react well to it. and need communications help in explaining why. mean, there are things that happen in the workplace that employees don’t like and there’s things you can’t do about that. Your job isn’t to make employees happy, it’s to help them understand why this is happening, where they fit in a solution, where we’re going from here. communicators can’t just be sitting on their hands, know, cranking out articles about the company picnic. We need to be in the thick of this strategy. @nevillehobson (20:21) Ha ha ha ha. Shel Holtz (20:24) in order to see our organizations through these times. And that’ll be a 30. Indeed, that’ll be a 30 for this episode of For Immediate Release. @nevillehobson (20:27) Yeah. Interesting times indeed. Yeah. The post FIR #460: The Return of Toxic Workplaces and the “Big Boss” Era appeared first on FIR Podcast Network.

In this episode, Chip and Gini discuss the latest quarterly SAGA owner survey, which provides a mixed bag of results for agencies. They explore key findings, including the cautious optimism displayed by respondents, concerns about economic conditions, and the impact of government policies. Despite the varied performance of agencies, many are still managing to move forward. The discussion also delves into the benefits of project work, the size of client bases, and the lack of mergers and acquisitions activity. Chip and Gini encourage agency owners to stay informed about macroeconomic trends but also to focus on positive strategies to navigate uncertainties. [read the transcript] The post ALP 267: Agency owners review 2024 performance, assess outlook appeared first on FIR Podcast Network.

In this episode, Shel Holtz and Neville Hobson discuss the evolving landscape of podcast consumption, particularly in light of Satya Nadella’s innovative approach to engaging with audio content through AI. They explore the significance of transcripts, the potential for AI to facilitate interactive experiences, and the challenges that come with adopting these new technologies. The conversation highlights the future of podcasts as a medium that can be both passive and interactive, reshaping how audiences engage with audio content. Neville and Shel also examine how these same generative AI tools can make other content interactive and the ease with which users will be able to take advantage of it as LLMs become multi-modal. Links from this episode The surprising way Microsoft CEO Satya Nadella uses AI to consume podcasts on his commute Podcast Transcription: How & Why You Must Transcribe Podcasts The next monthly, long-form episode of FIR will drop on Monday, February 24. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email fircomments@gmail.com. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. Shel has started a metaverse-focused Flipboard magazine. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Shel Holtz (00:03.168) Hi everybody, and welcome to episode number 459 of Four Immediate Release. I’m Shel Holtz. @nevillehobson (00:10.742) And I’m Neville Hobson. One of the more thought provoking stories I came across recently was a short piece on Geekwire about Microsoft CEO Satya Nadella and how he listens to podcasts, or rather how he doesn’t. According to Nadella, the best way for him to consume podcasts these days isn’t by listening to them in the traditional sense. So what does he do? We’ll discuss that in just a minute. @nevillehobson (00:38.72) Instead, during his commute, he interacts with the transcript of a podcast using his personal AI co-pilot. He speaks to it, asks questions, interrupts when needed, essentially turning what would normally be a passive listening experience into an active conversational one. Nadella describes it as a full duplex conversation, a two-way interaction, which until recently would have seemed futuristic. This kind of back and forth modality, he says, is more convenient and powerful than traditional listening. His comment was, there’s no going back. This shines a spotlight on a crucial, but sometimes overlooked asset for podcasters, the transcript. Providing a transcript isn’t just about accessibility, although that’s a critical benefit. It’s also about discoverability, repurposing, and now enabling new ways of engaging with content. Transcripts can enable a number of things, such as improving SEO, helping your podcast get found in search. makes your content more accessible to people who are deaf or hard of hearing, enable content repurposing into blog posts, social media or newsletters, and as Nadella demonstrates, allow AI tools to analyze, summarize or even hold conversations about your content. In a world where attention is scarce, transcripts are no longer just a nice to have, they’re becoming essential infrastructure for how audiences, including high level business leaders, interact with audio content. So here’s the primary discussion point for our conversation today. Could Satya Nadella’s model be the future for busy professionals where AI acts as a bridge between long form audio and actionable insights? And if so, what does that mean for podcasts and communicators in how we produce a packaged content? What do you think, Cheryl? Shel Holtz (02:23.167) I think there will be a fair number of people who will take advantage of this and the activities that you’ll be able to engage in like it that will emerge as these tools continue to evolve. I think there will be a majority of people who will continue to listen to podcasts because it is the lowest friction way to listen to a podcast. There’s no work. just go to the podcast app, pick the one you want to listen to. Latest episode play. And a lot of people don’t want to work in their car. They’re driving, they’re relaxing. Asking questions is not on their bingo card for their for their drive to or from work, for example, or or during a road trip. So I think people will continue to take the easy road for the most part. But for people who are trying to learn a lot or glean information. related to current events or emerging science or whatever the theme of the podcast they listen to is. Yeah, absolutely. I think this is going to be a popular approach and there are more than one way to do it. For example, you could put that transcript into Google’s Notebook LM. I don’t think you can talk to it yet, but you can. can you? OK, great. Well, there you go. @nevillehobson (03:40.267) Yeah, yes, you can. Yes, you can. That’s just just just been introduced. But it’s different because there you’re talking to the two AI hosts and you then having a conversation you can’t script. Shel Holtz (03:49.226) Right. Yeah, exactly. But if the transcript has been loaded into the notebook, then the conversation, obviously, you can listen to the podcast with the two hosts talking about it. But at that point, you might as well just listen to a podcast, one or the other listen to the original. But the whole idea of Notebook LM, even before they introduced that podcast feature, was your ability to query the notebook based on everything that’s in it. You could have 50 episodes of a podcast or you could load the transcripts of the most recent episodes of 20 different podcasts on the same theme and just start querying it. And it’ll give you answers to your questions. This was what makes it so powerful a tool. think there’s also, by the way, I’m using a tool now. This is not for podcasts, but along the same lines, it’s called Drip Drippp, three P’s. what I do here and it’s a paid service is I take all of the AI email newsletters that I subscribe to, and I subscribe to probably 12 or 13 of them, and it gets all of them and sends me one email summary of what’s in all of them. So I’m now reading my one daily drip rather than all 13. Email. newsletters, which is particularly useful because there are days I don’t have time to read any of those newsletters, but I find the time to read that one drip. this being able to repurpose, which is kind of what we’re talking about here, content to make it more consumable for you in the circumstances that you’re in. This is, I think, one of the powerful uses that we’re seeing a lot of people start to adopt AI for. @nevillehobson (05:39.17) Yeah, I mean, in this specific case of what the Sati Nadella did with co-pilot, it’s not so much reading it out. It’s the way in which it interacts. You interact with it. And literally it’s random. It has no foresight of what you’re going to ask, but it finds the content you’re looking for. So you could ask it, for instance, tell me a bit more about the topic that Shail and I talked about on Shel Holtz (05:49.931) Mm-hmm. @nevillehobson (06:08.333) XYZ topic or at about the 18 minute mark. Can you quickly summarize the key points of what we discussed? And it will do that. And that is wow to me. The first one’s easy. You could tell it as I did in an experiment I did, which you’ve got a clip we’re going to have. You can be able to listen to that in a minute is to summarize the podcast. And what I did was upload the transcript of our previous episode for 98 for 58. Sorry. And that was the one we talked about on AI being a part of your team, an AI chatbot and all that. So I uploaded the whole thing and asked it a couple of things and you’ll hear that in the transcript in a minute. But it got me thinking that the interview with Satya Nadella is worth a read. It’s quite concise, but you can project out your own thinking as to what this might mean and what Satya Nadella talks about his experience with it and particularly the multimodal element. Your point about driving got it entirely, although if you’re commuting on a train or a bus, no big deal. You can just do it like that. But I think the idea of being able to tell the chat bot, give me a summary of the episode 458 and it’s got, it’s uploaded and it tells you that that might prompt further things. Tell me, you you and I talked about such as a topic. Give me the key takeaways that we discussed. So it’s literally as fluid as that. It’s not more structured than that even. And the experiment I did, which may or may not be an indicator of wow or not, worked extremely well. There are some big downsides with this. And this I wondered about what Satya Nadella is doing about this, because the work in preparing the transcripts and uploading it to the chat bot, each time for each episode is severely not. good from ease of use and all that. There’s big barriers that you’ve got to be really keen to do this. I did it. One thing I found, Nadella used Copilot. I knew few people using Copilot actively, but I know tons of people using ChatGPT. So I asked ChatGPT, can you do this? To which it replied, seriously, confidently, yes, of course I can. @nevillehobson (08:28.755) And it then actually asked me, what do want to do? Upload the transcript and tell me how we can have a conversation. I said, well, that’s exactly what I want to do. So I followed the advice on ChatGPT’s page about this, which is to use the mobile app on my Android phone. But when I tried to upload the transcript, ChatGPT told me on the app, sorry, the app doesn’t support file uploads for this use. You can upload files, but not for this use, using the audio. engagement function. But I did discover that the web app, the PWA on Windows 11 does support that. And so I engaged with the chatbot via the PWA, the personal web app on Windows 11 on my desktop computer, not the mobile. But it was an interesting experiment in my engagement with chat GPT that way, very conversational. And I was actually very impressed indeed with with how it performed. So let’s include the clips so people can listen to it, Shell, because it was well done. It’s lightly edited to edit out some of the gaps in it to make for a better listening experience. And I’ve amplified the chatbots audio a bit because I was doing this on my microphone, the desktop, and the sound was coming out of the desktop speakers, which had to amplify a bit. But I think you’ll get the idea here. When I asked it to summarize, then I asked it specific questions about one of the segments we discussed. So let’s take a listen. @nevillehobson (10:01.899) So what do you think of that, Cheryl? I mean, that’s a simple instance. I honestly couldn’t imagine me going through all the faff of uploading transcripts for each individual episode and then listen to it on my car and asking it questions. I just simply couldn’t imagine that. But as you mentioned earlier on in our conversation, things like this are only going to get easier, I would imagine, don’t you think? Shel Holtz (10:24.711) absolutely. For a number of reasons. One of the big ones is that what’s coming is the large language models, the big frontier models are all going to be multimodal before too long, which means that you’ll be able to upload the audio podcast or even the video version of the podcast from YouTube or just point it to it. And it’ll be able to do exactly the same thing without having to go through the rigmarole. of the transcript. this is just going to get easier and easier as time goes on. The other thing that you mentioned having to create the transcript, a lot of podcasters are including a transcript in their show notes for SEO purposes, and we are among those. I don’t edit it. I don’t go in and fix all of the errors. I don’t have time. It’s raw. So that at least somebody searching for some keywords might find us. But all you would have to do with @nevillehobson (11:14.391) For this you’d have to. Shel Holtz (11:20.743) any podcaster who’s doing that is copy and paste that transcript. You don’t have to go through any hoops to create one. @nevillehobson (11:27.241) no, no. When I said you have to do something with the transcript, I didn’t mean that at all. You don’t write it out. But I’ve noticed this in the past on other experiments I’ve done. If you upload a raw verbatim transcript with lots of Ams and As in and some things that didn’t quite catch and so it does it wrong, that will seriously impact the quality of what you get back. So for something like this, I would definitely edit lightly the output. And of course, on a 20 minute episode such as we had, that would be an easy thing to do. but that doesn’t scale. this isn’t, in my view, this is not a prime time tool for everyone to think, wow, I can use this. This is if you’re keen, if you’ve got the patience and the time to go through the prep. So you prep 10 episodes, let’s say, or even your transcripts. Let’s say you speak, you’ve got the ideal audio environment in which you’re recording, in which case the recording software will pick up everything about 99 % correctly, like Riverside that we do, for instance. And that’s got a method to smooth some of the stuff. Or you’ve got Descript. I mean, there are tools you can do this. The point, though, is there are still separate tools you’ve got to use to get this into the state before you can upload it and share it with the chatbot. That may well be a barrier too much for people. The idea is fabulous, I think. I love this idea, which is why I was so keen on trying it out myself. And I think it is going to be part of the landscape pretty soon, just without all the barriers, hopefully. Shel Holtz (12:52.009) Yeah, and the easier it gets, the more people will do it. But to your initial question, I don’t think podcasters have anything to worry about. think people, by and large, are just going to continue listening to podcasts. After all, a lot of people listen to podcasts because they like the hosts. They like the segments. They like the vibe. And you won’t get that out of summaries and the ability to query. But on the other hand, I listened to an episode of a podcast that was over five hours long. @nevillehobson (12:59.925) No, no. Shel Holtz (13:20.595) It was interviews with three people. think they were from Anthropic, but it was a five hour podcast. Boy, would I have loved a summary and the ability to query that because a lot of it was very over my head. @nevillehobson (13:29.335) Yeah. I mean, I think. Sure. I think this is in that area, of course, this is just another method of engaging with the content. It isn’t intended to do this instead of listening to the podcast. Not at all. If you want to do that, like you said, get a summary, whether it’s 20 minutes or five hours, that could be handy. It might work good for if you’re the kind of person who likes trying out new things. There is a new podcast. don’t know. Let’s get it. Let’s upload the transcript and get a summary. mean, that’s maybe not, you know. daily activity. But all of this will be part of the landscape to make things a lot easier. And I could even imagine that one of the chat bots, you’re not going to go through all this stuff of uploading files and editing, you’re going to tell the chat bot to do that. Look at the file, get the transcript, see if it’s okay, share it with your colleague at ChatGPT. We’ll take it from there. But it’s a neat idea. I’d keen to know anyone listening, one of our listeners has done this with Copilot or are you thinking about it? Who’s using Copilot? ChatGPT were hurdles. I wonder how that would be with Copilot. I did ask ChatGPT to compare this feature with Copilots, which it did. And it came back and Copilot excelled in areas such as complete integration with all your typical software apps you’ve got on your PC. Whereas ChatGPT, this is not integrated in the same way. That’s today. I suspect that’ll change. Shel Holtz (15:02.582) So what we’re talking about here is taking a passive medium and extending its utility to make it an interactive medium, which is amazing, frankly. And it’ll be interesting to see what other kinds of media can be made interactive with the aid of artificial intelligence. And that’ll be a 30 for this episode of for immediate release.     The post FIR #459: AI Transforms Content from Passive to Interactive appeared first on FIR Podcast Network.

The most common refrain we hear about society and the rapid advances in Generative Artificial Intelligence is, “We’re not ready.” We’re not ready for Artificial General Intelligence, and we’re certainly not ready for Artificial Superintelligence. Yet both are approaching uncomfortably quickly. Business (along with government) is near the top of the list of unprepared entities; in business, managers lead the list of employees who need to get up to speed…fast. It could be as soon as this year that managers will be asked to lead hybrid teams of human employees and AI agents that autonomously perform multiple tasks — emulating what a skilled employee can do sitting at a computer, but much faster and perhaps more accurately. This will need to result in a new approach to managing. In this midweek FIR episode, Neville and Shel look at what this means for managers and how far business is from enabling their managers to succeed in this new work reality. Links from this episode: AI Agents Mean We Are The ‘Last Generation Of Managers To Manage A Wholly Human Workforce’ The rise of the AI manager “The Manager’s Job,” 50 Years Later AI has more emotional intelligence than many people. Here’s what human managers can learn from it Will AI Agents Join the Workforce This Year?  Q&A: ManpowerGroup exec explains how to manage an AI workforce The next monthly, long-form episode of FIR will drop on Monday, April 28. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email fircomments@gmail.com. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. Shel has started a metaverse-focused Flipboard magazine. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Neville Hobson: Hi everyone, and welcome to four immediate release. This is episode 4 5 8. I’m Neville Hobson. Shel Holtz: And I’m Shel Holtz. I read an article in Forbes the other day that pointed out that because of the role AI agents will play in the workplace, we are the last generation to manage a wholly human workforce. Uh, I spend a fair amount of my time communicating. I. With managers, uh, through a variety of channels where I work. So with all this in mind, let’s take a look at the evolving role of managers in the era of generative AI and how internal communicators can support this transformation Traditionally. Managers have balanced administrative tasks, strategic planning, and people management. However, recent McKinsey research confirms that less than 30% of a manager’s time is spent on people leadership with the majority consumed by individual execution, uh, or [00:01:00] administrative duties. How is this all going to look in the era of generative ai? Well, that’s what we’ll talk about right after this. With the integration of generative ai, many routine administrative tasks are being automated, enabling this profound shift that we’re seeing in what managers focus on where they spend their time. This transition transforms managers from day-to-day administrators to strategic orchestrators who can coordinate complex systems. Involving both human talent and AI tools beyond simply using ai, its co-pilots for their own individual tasks. And it’s worth, uh, noting that that remains important since, uh, there is data that shows that managers spend a heck, a lot of their. Time on, uh, that individual performance, that, that individual contribution, uh, and not on managerial tasks, but beyond doing that, managers are now creating and, and managing [00:02:00] sophisticated workflows where humans and multiple AI systems, this being the agents that we’re hearing so much about, collaborate to achieve outcomes that weren’t possible before. Uh, this evolution redefines quality and excellence in management, moving beyond supervision to creating environments where both human and AI capabilities can thrive cohesively. While AI handles routine tasks, managers will focus more on the uniquely human aspects of leadership, building the team’s culture, fostering innovation, providing emotional support, and making ethical judgements.[00:03:00] We’ll look at the new managerial competencies and how communicators can help managers make this transition right after this. Now the shift isn’t without its challenges. Managers need to develop new competencies, including understanding AI capabilities and limitations, interpreting AI generated data for decision making, managing the ethics of AI implementation, fostering collaboration between human and AI team members. Intelligence to support [00:04:00] teams through technological change. Yet as managers navigate through these changes, internal communicators have a pivotal role to play in facilitating a smooth transition. We do that through education and awareness, demystifying. AI by providing clear, accessible information about what it is, its capabilities, its limitations. This includes creating informative content, working with the training and IT departments to develop workshops, sharing success stories across the organization. This is a change, so we should be looking at change management support with all the conversation going on about the relevance of change management. This is a change. It does require some support. Uh, we need to highlight new managerial skills that will evolve as we move into this era. This might involve collaborating with HR to create competency frameworks or sharing resources for skill development. Uh, feedback loops will have to be implemented, channels for [00:05:00] continuous feedback that allow managers and employees to share their experiences. We can facilitate these mechanisms through call surveys, focus groups, and digital platforms where insights can be collected and acted on. Uh, and storytelling. Finally, obviously, sharing those narratives about how AI integration is positively affecting the organization. That can be really powerful stuff. Highlighting the stories where AI has taken over mundane tasks, letting managers focus on strategic initiatives and team development that can be really motivating and, and provide some practical insights for others as well. Finally, there’s that issue of ethical considerations, uh, and developing those guidelines because AI will become more integrated into management practices, and we’ll have a role in facilitating discussions about how that should be done ethically, that includes helping develop and communicate guidelines around data privacy, algorithmic bias, and ensuring human oversight. Remains in critical [00:06:00] decision making processes. So as we continue to explore this intersection of organizational communication and digital technology collaboration between managers and communicators is, is really going to take center stage here sooner rather than later. And as communicators, we can navigate the complexities of this. AI driven era, we can foster workplaces that leverage technology and value, uh, that irreplaceable human touch that makes organizations really thrive. Neville Hobson: Okay. Lot to, uh, lot to think about there. Uh, one question I have shell about all of this and, and I’m kind of confirmed in my thinking by looking at, uh, all the articles we’ve assembled that will be in the show notes that are talking about this topping in one way or another, that we talk about the last generation of managers to manage a who holy human workforce. I, I, I don’t disagree with that at all. It seems very likely, , but. I wonder why there’s this kind of fixation in the mainstream media, the [00:07:00] tech press, and in fact anyone talking about it, that they want a graphic or an illustration to go along with the article. Why is it they always show a robot or some kind of machine that’s human-like sitting, typing at a computer or shaking a hand with a, with a human being? That’s absolutely not what we’re expected to see. Yeah, it’s a bit of, it’s a metaphor, Neville, it’s a metaphor, it’s a bit of software, but it fixes in people’s minds that your workforce is gonna be robots sitting there. So how do you, , manage that then in the context of, uh, day-to-day. Uh, work in teams that are human beings. , you have , your Microsoft teams call typically, uh, you’ll have physical meetings. , so where does the AI sit in that context? Where, where’s a scenario where you’ve got your AI colleague. Whether it’s an AI assistant or whatever it might be, , where does it, or are you gonna call it he or a she or a they, whatever, uh, how does that integrate into [00:08:00] the physical workforce that you are managing? That Shel Holtz: is the million dollar question. Uh, and I think the answer right now is, which no, Neville Hobson: no one is asking or even answering actually. Well, Shel Holtz: yeah, and I think, I think that’s, a couple of these articles start to point to that they, they make the point that if the agents can go out and do things that right now people are doing and they’re doing it using processes that take considerably longer, how do we then integrate? These so that there are now workflows and processes that accommodate what those agents can do, the timelines that they can do them in. And the problem is we don’t know what those agents are going to do yet. , very, very few are available. The ones that we see from, you know, HubSpot and Salesforce are fairly rudimentary at this point. , I think we’ll see some. Significant leaps this year. , some really startling stuff, , in 2026. , and then we’ll be able to start to see within [00:09:00] job categories. In the field I work in, , how is it going to. Integrate into the actual project as it’s being built. How does it integrate into pre-construction and estimating? , and those people who have very longstanding, , well-defined processes and workflows to do that, , it’s all gonna be thrown into the wood chipper, right? Because with these agents doing things in minutes that used to take hours, days, weeks, months, . You’re gonna have to come up with new workflows, and you’re gonna have to figure out exactly what the people do, how they do it, when they do it, to accommodate what’s now available. And if there are, , consulting practices that will be built on this, there will be trainers who will go out and work with organizations on this. None of them exist yet, because again, we need the agents to see exactly what kind of impact it is and have some practical field experience with this. Neville Hobson: So it seems to me that we’ve got things around the wrong way in that [00:10:00] case. ’cause all I see are lists of tasks and things that, that the ai, , , the participation of AI in your workforce team is gonna have to do. I. So, , you know, the evolving workplace dynamics, how people do things, and, uh, looking through just some of them, , enterprise applications, customer service, transformation, research and data analysis, software development, cybersecurity, blah, blah, blah. , okay, fine. That’s great. Identifying the tasks that need doing, but it seems to me that the, maybe the more essential task is somebody has to be talking about how will the AI fit into this, , without. Indeed it probably isn’t a, without, without a whole scale shift and change in how teams actually work, where you’ve got, , you know, your typical team, groups of people reporting to managers. , it’s not, you know, hierarchical only. It’s, , across cross fertilization of ideas. You name it. , people will get together, they’ll chat on the phone, , they’ll do text message. [00:11:00] They’ll communicate with each other on the fly as a project is developing. , where does the AI fit in there in the sense of, you’ve asked your AI assistant to, , hey, take, , this is what we wanna do. Go and get that data. Come back to me with, , the top 10 things. You actually probably wouldn’t have to tell it that. Go and analyze that and come back to me and tell me what you that be, what you. 30 seconds later it’s done that, , and , probably 10 seconds after that, there’s your spreadsheet all prepared and wait, hang on a minute, that’s, , way too fast because, , you are not capable of this. And that’s an extreme example. I’m sure it isn’t gonna be like that, but we need to be discussing those things, right? Right. Now, if this is already on the, , on the horizon for people, and you’ve just mentioned something, I agree with you, within a year. This is gonna be real and not a mass, not widespread, not universal, certainly not. But there’ll be some many businesses doing this already. So, , [00:12:00] I just wonder, , the practicality of this, , the ideals are fantastic and I remember when I was at IBM, this is now nearly 10 years ago, with IBM Watson, talking about the role of. Tools like Outlook at the time would be autonomous in terms of fixing your appointments. So scheduling this and doing that kind of thing, wonderful. But that’s just one-to-one in a sense. And, and you can’t, , uh, use that, uh, effectively in a group who aren’t, who aren’t ready for this kind of thing. So I, I, I’m just curious. I think, I suppose really why is no one talking about this? You mentioned some of these articles pointed to this, but no one’s actually discussing it. Certainly not that I’ve seen outside of academia. And so when are we gonna get to that in, in business? What about, uh, the companies that you work for, the ones that I might work for, or the clients that you might engage with? What’s happening with these guys early days with most Shel Holtz: companies? . I can tell you , where I work. We have a, an AI committee. I’m [00:13:00] pleased to be on it. You mentioned that, , we have divided into subcommittees , and we have objectives and goals and we’re working on it. But, you know, I don’t think there are many organizations that are routinely using agents now to, no, it’s too soon. Take over, a routine element of a workflow. , they’re, they’re just not, they haven’t been deployed yet. Neville Hobson: Hence, , if you talk in your organization, say, Hey guys, this is coming. Okay. We’ve got AI agents coming. They’re gonna be doing all this work that you hate and it’s gonna be wonderful ’cause they’ll give you all the results in this short period of time. So, are we ready? I. No, we’re not, we’re not ready. Nope. You’re so don’t talk about this stuff yet, then it needs to be the other way around. I think before we get into this for the flow, , so that you can set the right expectations with everyone. , actually I. That’s what I make. Shel Holtz: Yeah. I mean, the agents are on their way, , , and very, very soon. , and you’re gonna see them as with HubSpot, , [00:14:00] and Salesforce built into products that you’re already using. , so it’s around the corner that we’re gonna be able to deploy them within the organization. Or organizational tasks that are not part of a branded product. It’s just something that we have built or we have hired somebody to come in and build. Uh, and it does the thing that we need it to do. , so I do, I think we do need to start thinking about, we don’t wanna be confronted when there are suddenly agents doing things and everybody’s in disarray because the workflows that we have been. Using for the last decade or 30 years or 50 years, depending on your industry, , have , just been thrown to the winds. It, it doesn’t work based on when deliverables are happening. So, , I don’t it, it doesn’t mean that we need to figure out how to do it now, but we need to let people know it’s coming. Otherwise, it’s just, yeah, I gonna be a chaos and a shock. Neville Hobson: Yeah, we do. We need to be telling this is what’s coming and this is what we need to do now. Ready for when it’s coming. But I, I do wonder Shell as [00:15:00] well, , is this perhaps also not a case of, , , how could you, how could I, how’s the best way to describing It’s , of jargon overloads that suddenly there’s this AI agent and everyone’s latched onto this, Hey, the agents are coming. , whereas much of what your AI agent. Or whatever you have been used to calling it until now that your chat, GPT generator, AI assistant may be, uh, is actually doing a lot of this stuff already, if just not at scale, , in groups where it’s all communicated across a whole team. So, for instance, I’m thinking of a number of case studies that , , I’ve. Read, over the past year, , one in particular, , from Microsoft talking about, , an advertising agency out in the far east out in Asia who, , had, , a software tool that was based on artificial intelligence that would manage everyone’s tasks and let everyone know the status now and again, automated. So I see to, I say to myself, think of something like, , Asana. Or one of those tools except fully automated, [00:16:00] and people were getting used to that and seeing great results from it that they recognize as well, that it required them to do certain things differently than they’d done before. But they didn’t see that as a, oh God, I’ve gotta do this and I don’t wanna do it. They wanted to do it. I’m thinking that’s where we need to be. , and maybe it is a partly a thing, a jargony thing. , it’s called AI agents All sounds cool and blah, blah. , that, it is missing the bit though that we’re talking too much about the, the outcome without understanding how we’re gonna get there. That’s what seems like to me. Shel Holtz: I think agent , is definitely jargon, but I think there’s some substance behind it. I mean, remember when we interviewed Aaron Quien from. Profit, , and what he’s doing with AI and press releases. Now, if you take that to the, , agentic level, , imagine that your company has an announcement to make, so you provide all of the details of the announcement to your AI agent, which has been trained on your media space, and it will go, , find all of the reporters who might be [00:17:00] interested in reporting on that. Draft a press release or press announcement, or a press kit or all of the above, , that each one is tailored to each reporter, , produces three versions and three different tones of voice, , and cues them up for distribution to those reporters and puts everything in a folder for you to go review before you choose the one you’re going to send to each reporter. It’s just the multiple steps that it takes without intervention, unless it has a question in which case it asks you. Right, right. This is so much different than a chat bot box. Neville Hobson: Right. I get it. I get it. But it just needs to set the right expectation, I think. Because that is not universe, not mass market yet. And, and this is part of the trouble with some of these things where , the talk focuses on this is gonna be with us, meaning it’s univers, it’s everywhere. This is what everyone’s gonna be doing. It won’t be like that. I’m sure it won’t be. , it comes in small steps and in iterations, and some will do it and others will see it and they’ll start [00:18:00] doing it. This is how most things tend to happen. , it’s ideal. It sounds wonderful, but I think it, it’s, to me, the expectation setting is key in that, , we want to get down this road and bring everyone along with us to understand this is what’s coming. This is what we need to do now. So what your company’s doing is a good example of that. And I’m sure many, many other companies are doing that as well. And some of these examples and these articles, the ones you showed, the ones I dug up to miss that. Actually, , and they’re talking all about, you know, development of frameworks and, , customer service, absolute transformation in the customer experience because of this Well, and that, thank God I say Ben’s better than the current state of customer service, even with menuing, voicemail systems, all that stuff. So yet it’s not yet. There. , and we need help to understand how real this is, but without people saying, yeah, rubbish, this isn’t gonna happen, because that’s not right either. But it’s a long way off, it seems to me. But the steps need to be taken now, and now I I, I’ll backtrack on what I just said there. She, because we know that a long way off [00:19:00] means six months. Yes. Shel Holtz: Yeah. , , this is, , an, an accelerated world that we live in. Neville Hobson: It Shel Holtz: is. Neville Hobson: It’s exciting without any doubt. , I just would hate to see that excitement, , eyes glaze because people don’t see how they’re gonna get there, and that’s the bit that we need to focus on, I think. Shel Holtz: Yeah. And by the way, you, , wondered how, , we would deal with the AI in the meetings? I, expect it won’t be very long before, it’s just like talking to the computer and Star Trek. it’s just part of the conversation, correct. Representing all of the agents that knows Right. Everything that’s going on, , in that AI space and can answer any of your questions. And by the way, if, if teams wanna start getting used to this now, one of the things they can do is start using Notebook, lm, , throw , all of the documents for whatever it is you’re working in. There. And then during meetings, just start to query lm. If you have a question about anything, , it can answer based on any document that you have put in that notebook. So get used to having that conversation with an AI agent. It’s, it’s, yeah, [00:20:00] not, , I mean, it’s available right now and useful and it’s gonna be everywhere sooner or later. Yep. And that will be a 30 for this episode of four immediate release.   The post FIR #458: Preparing Managers to Manage Human-AI Hybrid Teams appeared first on FIR Podcast Network.

In this episode, Chip and Gini discuss what agency owners can do to weather the current climate of economic uncertainty and potential recession. They suggest preparing for different economic scenarios by creating best, neutral, and worst case plans, cutting unnecessary expenses, and keeping lines of communication open with team members. Chip and Gini also touch on the idea of diversifying income streams and being flexible with the type of work taken on, while cautioning against overreacting to market changes. They share personal experiences and practical steps to help agency owners lead through economic downturns. [read the transcript] The post ALP 266: Preparing your agency for an uncertain future appeared first on FIR Podcast Network.

We are swimming in data. Are we using it as effectively as we could? Join four Fellows of the International Association of Business Communicators (IABC) for a lively discussion on leveraging data to enhance organizational communication. In this episode of Circle of Fellows, our panel will explore how communication professionals can use data to shape strategy, measure impact, tell better stories, and drive better decision-making across all communication disciplines. Whether you’re tracking audience engagement, demonstrating ROI, or using AI-driven analytics, understanding data is more critical than ever. On Thursday, March 27, four Fellows of the International Association of Business Communicators (IABC) gathered to discuss data in communications. About the panel Adrian Cropley is the founder and director of the Centre for Strategic Communication Excellence, a global training and development organization. For over thirty years, Adrian has worked with clients worldwide, including Fortune 500 companies, on major change communication initiatives, internal communication reviews and strategies, professional development programs, and executive leadership and coaching. He is a non-executive director on several boards and advises some of the top CEOs and executives globally. Adrian is a past global chair of the International Association of Business Communicators (IABC), where he implemented the IABC Career Road Map, kick-started a global ISO certification for the profession, and developed the IABC Academy. Adrian pioneered the Melcrum Internal Communication Black Belt program in Asia Pacific and is a sought-after facilitator, speaker, and thought leader. He has been a keynote speaker and workshop leader on strategic and change communication at international conferences in Canada, the U.S., Europe, the Middle East, Malaysia, Singapore, China, India, Hong Kong, Thailand, New Zealand, and Australia. He has received numerous awards, including IABC Gold Quill Awards for communication excellence, and his Agency received Boutique Agency of the Year 6 years running. Adrian is the Chair of the Industry Advisory Committee for the RMIT School of Media and Communication and a Fellow of the IABC and RSA. In 2017, he was awarded the Medal of Order of Australia for his contribution to the field of communication. Robin McCasland, IABC Fellow, SCMP lis Senior Director, Corporate Communications, for Health Care Service Corporation (HCSC). She leads the company’s communications team and the employee listening program, demonstrating to senior leaders how employee and executive communication add value to the business’s bottom line. Previously, Robin excelled in communication leadership roles for Texas Instruments, Dell, Tenet Healthcare, and Burlington Northern Santa Fe. She has also worked for large and boutique HR consulting firms, leading major communication initiatives for various well-known companies. Robin is a past IABC chairman and served in countless association leadership roles for more than 30 years. She was honored in 2023 and 2021 by Ragan/PR Daily as one of the Top Women Leaders in Communication. She’s also received IABC Southern Region and IABC Dallas Communicator of the Year honors. Robin is a graduate of The University of Texas at Austin and a Leadership Texas alumnus. Her own podcast, Torpid Liver (and other symptoms of poor communication), features guest speakers addressing timely topics to help communication professionals become more influential strategic advisors and leaders. She resides in Dallas, Texas, with her husband, Mitch, and their canine kids, Tank and Petunia. Leticia Narváez, ABC,  is CEO and Founding Partner of Narváez Group, a consulting firm focused on Strategic Communication, Employee Engagement, Corporate Reputation, Social Responsibility and Communication Training based in Mexico City. A 30 years experienced professional, she held management top level positions at Sanofi, Merck, American Express and Ford Motor Co. among others. She builds communication bridges with the utmost excellence standards. During her career path, she has been at the forefront of divestitures, mergers and acquisitions, diversity leadership, issues and crisis management, team and leadership development, strategic planning and senior executive consulting. She has been a speaker at international forums, is co-author of several books and manuals on business communications and has written a large number of articles on the subject. Leticia has a Bachelor’s Degree in Communications and Public Relations from the Latinoamericana University, a Master Degree on Digital Communications from Cantabria University and a Postgraduate Diploma on Top Business Administration at the Panamerican Institute of Top Business Administration – IPADE-. Angela Sinickas is the founder of Sinickas Communications, which has worked with companies, organizations, and governments in 32 countries on six continents. Her clients include 25% of the Forbes Top 100 largest global companies. Before starting her own consulting firm, she held positions from editor to vice president in for-profit and government organizations and worked as a senior consultant and practice leader at Hewitt and Mercer. She is the author of a manual, How to Measure Your Communication Programs (now in its third edition), and chapters in several books. Her 150+ articles in professional journals can be found on her website, www.sinicom.com. Her work has been recognized with 21 international-level Gold Quill Awards from IABC, plus her firm was named IABC Boutique Agency of the Year in 2015. She holds a BS degree in Journalism from the University of Illinois at Urbana-Champaign and an MS in Leadership from Northeastern University. The post Circle of Fellows #114: Working with Data in Communication appeared first on FIR Podcast Network.

There are few business leaders who won’t need to explain to various stakeholders the impacts of U.S. President Donald Trump’s tariffs and the trade war it will initiate. How they position those impacts could determine whether they find their organizations in the Administration’s crosshairs. Communicators should counsel leaders on how to address the impacts. Neville and Shel share their thoughts in this short midweek FIR episode. Links from this episode: Trade associations: PR’s secret weapon during tariff battle More pocketbook, less politics: How C-suites should talk about tariffs Trump’s tariffs – how should the EU react? Adapting Communication Strategies During Trump 2.0 The next monthly, long-form episode of FIR will drop on Monday, April 28. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email fircomments@gmail.com. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. Shel has started a metaverse-focused Flipboard magazine. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Shel Holtz:  Hi everybody, and welcome to episode number 457 of four immediate release. I’m Shell Holtz. Neville Hobson: And I’m Neville. Hobson. Today’s episode, we’re gonna have a talk about Trump’s terrace. This is a hot topic. You cannot avoid this if you turn on the TV news or pick up a newspaper ’cause this is a hot topic, , everywhere you go, anywhere in the world. So we’re gonna talk about this from a communicator’s perspective. Now, let me set the scene. Um, the second Trump administration, which is where we’re at Trump 2.0, has begun introducing aggressive tariff policies. These acts are already reshaping the global trade landscape. Trump has proposed across the board import tariffs including a 10% levy on all foreign goods and potential increases of 60% and more on Chinese and other imports if implemented, these acts would trigger broad economic consequences, including a high probability of retaliatory tariffs on American goods and [00:01:00] services by affected nations. In practice, this means five things. First, rising costs for consumers and businesses. Then disruption of global supply chains, retaliation from other countries, as I mentioned, investor uncertainty and market volatility, and to geopolitical tensions and strategic risks. This isn’t only a US issue, it’s a global risk that requires proactive communication planning, especially for multinationals and export heavy sectors in North America, Europe, Asia, Africa, and Latin America. So I mentioned we’re looking at this from a communicator’s perspective. So the question is, what must communicators do in this situation? Wherever you are, whatever you work in, particularly if it’s a large enterprise and it’s multinational, these are likely to be issues that concern your business, concern you as a communicator and the people in your organization who need to do the communicating much of the time. So to help companies navigate this volatile [00:02:00] environment, communicators have a central role to play strategic messaging, stakeholder, stakeholder reassurance, and political risk mitigation will be critical. Drawing on insights from a wide range of sources that I research, including in particular, I’m quoting from PR, daily Campaign, Asia. And, , a really interesting report from Fleischman Hillard in January. There are a number of key actions for communicators to guide their companies through an imminently volatile trade landscape. That means four key actions. First work with professional associations for coordinated advocacy. This way you can help present unified positions on tariffs. , professional associations can effectively lobby policy makers and frame public messaging without exposing individual companies to political backlash. Second, help the C-suite focus on economic impacts, not politics. Executives should focus on how tariffs impact the business prices, jobs, supply chains, [00:03:00] without drifting into political commentary. This approach keeps the company above the political fray while remaining transparent and informative. Third, build agile response strategies for today’s fast moving media Monitor emerging platforms where trade issues trend from TikTok to Reddit. Be prepared to respond in real time misinformation spreads fast in politically charged conversations. And fourth, localized and aligned messaging tailored for each market and audience. Translate global strategies into locally resonant narratives, especially for markets where trade tensions may spark consumer or political reaction. So before we get into any kind of detail on this, let’s talk about that overall picture. So shell, how do you see this shift? Affecting the way companies approach public communication, especially when the policies originate in the us, but have global consequences. You are in the us how do you see it all? Shel Holtz: Well, I think it’s a crisis communication scenario for most organizations. , the [00:04:00] threat is consistent with the types of activities that lead us to. In crisis plan or crisis scenario, and I think those principles apply. Recommendation to look to associations is a good one. , what we’re trying to do is protect our reputations while still advocating for the organization. , and I really think there’s two ways to look at this. One is, , as you mentioned, professional associations. Professional associations are IAB, C and PRSA. For example, they represent people in professions. , then there are trade associations which represent industries. And I think there’s tremendous value in those trade associations. , I remember when I worked at Allergan, a pharmaceutical company, we were a member of the American Pharmaceutical Association. , it was a lobbying organization, did other things, but it’s primarily a lobbying organization so it could go to Congress and. Make a lot of noise [00:05:00] without painting a target on the backs of its members. , you know, a legislator wouldn’t know which member had supported a position that the trade association was taking and, and which opposed it. , so there’s, there’s a lot of, , value to doing that. But I also think. A couple of, , other things that weren’t mentioned in these reports. One is, you know, you have to define what it is you want the reputation of your organization to be if you haven’t already done that. And if you have done that, you need to figure out how that aligns with what’s going on with these tariffs. And it’s not just tariffs. I mean, let, let, let’s clarify. It’s also, I mean, if you look at. The activities here on DEI that’s having global implications because you have global companies, you have American based companies with European affiliates and Asian affiliates and Latin American affiliates and so on. You have internationally based companies that have a a, a large presence in the us. Look at Unilever. [00:06:00] As an example. , and what are the European parts of the organizations and, and the other non US parts of these organizations going to do around DEI? Are they going to. Tailor their policies outside the US to accommodate what the Trump administration wants done in the us. , if they don’t, will they, um, provoke the ire of, of the administration. So, , I think this, this goes beyond tariffs. So identify, , how all of this affects your reputation and then. Counsel your leaders on how to talk about this. So, you know, rather than talking about the politics, for example, talk about the economic impacts of these things. . Might keep you out of the crosshairs of, of the administration as, as they pursue these policies within, um, individual organizations. , so yeah, and, and, and one other thing to keep in [00:07:00] mind here is that. Trump is fairly mercurial. , he announces a tariff and then three days later he says, well, we’ve had talks and I’m not going to implement the tariff. And then three days later, well, yes I am. And well, it’s gonna be a different, it’s gonna be higher, it’s gonna be lower. , what all this means is that there is tremendous uncertainty. Out there. , and I think uncertainty is probably the key thing that’s happening as a result of all of this. So we need to be communicating with our stakeholders and especially our employees on a regular basis to let them know, look, this is where things are today. It may change tomorrow. Your leadership team is nimble and watching all of this, and we will respond appropriately, , based on. The latest announcement out of, out of Washington. But we also have to acknowledge the fact that we know that this could change in 24 hours or less. , so I think addressing uncertainty is part of crisis [00:08:00] communication, and one of the reasons I think crisis is, is. The underlying approach to take to all this. Neville Hobson: Yeah. It’s interesting, I think because you mentioned this goes beyond tariffs. I don’t disagree with that at all yet. , ta the tariff issue, , and , you just outlined it, is full of uncertainty. Mm-hmm. Whereas things like, , restrictions on DEI that’s certain that has happened already, so they’re not that. Unlikely to be a backtrack, so you kind of know what you need to do about that. This is very different. , and I think the uncertainty issue is, , something that, , spooks everyone, , particularly, , stock markets, , particularly the, those external groups that have a big influence on your share price. If you’re a listed company listed on your market position, , your competitive position, you name it. , and so, , the, the idea of, , helping, , the, , C-suite, particularly senior leaders in the organization on framing, what is the messages that you’re gonna con be consistently communicating? [00:09:00] And you mentioned, , certainly yeah, stick to the economics of it all. Don’t get into the poli political era, , area. , even though it, , it might be difficult to remain politics free depending on the business you are in and where you’re operating, but, . There are clearly opportunities, even in the time of uncertainty, where you need to be able to, , explain to your various stakeholder groups how tariffs, whether they’re implemented, particularly if they’re, if they’re implemented, how they will impact your business. , and that’s a valid. , top, , valid focus. So on prices, jobs, , supply chains, all of that, as I mentioned earlier, without going into the political area. , and linked to that is used language that resonates with those everyday concerns. , rising costs, impact on choice or supply delays, rather than the abstract jargon that emanates, , outta the, the political area when they’re communicating stuff about tariffs. So we hear about, 10% on this, 60% on that, [00:10:00] even 200% on, , wines from France, for instance, if they don’t obey Trump’s whims, , what does that actually mean? , it doesn’t necessarily mean that your price in your bottle of wines suddenly getting up by 200%, so you need to be able to help people. Put that in the right context for them. , and that applies to employees particularly, I think. So you’ve got that. , I think also, , , saying to employees for instance, , don’t worry, we’re on the case. We’re taking care of all this. You need to explain exactly what you’re doing. In that case, I would argue. So you need to, , assemble. You know the right people to respond. That’s not just a communicator. You need legal, government, affairs, whoever, , who are ready. And this is where the role of communicators comes in to craft , and prepare timely responses to tariff announcements or inquiries from the public. So that’s very reactive and there are undoubtedly things you can do on assumptions that would stand you in good stead if you just see which way the wind seems to blowing. This is where Trump makes it very difficult because of the fact that he’s changing his mind all the [00:11:00] time. He has said on multiple occasions that he sees, , this whole thing of tariffs as a negotiating tactic, but then as you pointed out, suddenly he changed his mind. I mean, this makes it very, very difficult. I think the. The picture’s not too different. If you are, , , a business in another country outside the United States, and you work for a, not a US based company, you are working for , a big, , company in your particular country that sells to various countries around the world, including to the us, , your dynamic approach might be different, but I, I think that the issues are not. That dissimilar in terms of how you need to explain this to your various stakeholder groups, what’s going on? So you could argue that much of that is not really the role of communicators in the, in, in there is so much uncertainty they can, you know, it’s not really affecting you, I would argue. Yes, it is. You need to have that 360 degree view no matter what. So, you know, in a sense , with, with some confidence, what not to [00:12:00] include in your communication is not really relevant to particular situation. Isn’t, , gonna come any easier as we get into this now? Because what we’ve been seeing, I believe is, is kind of like the, just the first shots in the battle. , where now we’ve got an events, . And I find this extraordinary, I don’t know how you see this, but the, the vice president and his wife, , saying, we’re gonna go to visit Greenland in on Friday. And the Greenlanders and the Danes are saying, you’re not welcome. And they say, well, we’re still gonna go. So they’re gonna go no matter what. So what happens if they’re a fused entry? I mean, what impact is , that I’m not suggesting that that should be in all your communication, but you need to be aware of potential implications for something like do something crazy like invade Greenland. I don’t see how that’s possible. , but we are in this, , very strange situation where. Truly anything is possible. , I was thinking about something I saw , on TV news at lunchtime today about the stock markets. , , all the stock markets are up [00:13:00] big time. , the major ones around the world are all up. , what does that tell us about, , realities of, like, the cynical view from me certainly is that, well, as we know from history in wartime there certain. Types of business do extremely well, , , and some people benefit from that. We’re seeing something similar now, it seems to me. Communicators, , have an opportunity here to, , really demonstrate leadership in, , in advising the C-suite in particular, but not just the C-suite, , other parts of the business too, and external audiences, , with clarity in uncertain environment as far as they know, and they can earn some respect for doing that, , , being proactive as well, and I’m sure that’s happening in many companies. So what else is there shell, do you think that, , communicators could do that we’ve not touched on? Oh, Shel Holtz: quite, quite a bit. I do wanna say that, yeah, I, I haven’t looked at the markets today, but, , , they took quite a fall over a period of a couple of weeks. So this could be a correction too. Yeah. Probably rather than a response to anything that’s making them feel [00:14:00] positive, but. , I also wanna come back to the DEI issue just for a second, because there is tremendous uncertainty around that. Not for the same reason, not because they’re changing their minds, but because the executive order and the, , the regulations that have been produced within the administration are ridiculously vague, , and legal teams and HR teams are having a lot of difficulty. Interpreting them and deciding exactly what they need to do in order to not run afoul of them. , so there’s uncertainty there too. But in, in terms of, you know, what else communicators can do, the first thing we can do is put together response teams, , assemble the teams with, , the various. Perspectives and expertise, both internal and some consultants. , where I work, we, we have lobbyists in, in each of the regions where we operate that are familiar with the governments, , of those regions. , and, , would probably wanna bring them into this, , so that they are, , on deck and ready, , when something is announced to craft a [00:15:00] response, , to make recommendations to assess the impact. , and then, , those rapid response protocols for those teams to use need to be developed too. What are the guidelines for really fast responses to unexpected developments? , you know, and have to incorporate the research we’ve already done, , and the scenario planning that we’ve done around various potential issues that could emerge. This also requires that we. Expand our monitoring. There may be emerging, , networks, , and platforms, , that people are using to, , discuss this and share information. , identify those and incorporate them into your media monitoring mix might even pay off, , your leaders are very busy people. They’re running the organization. Yes, they’re getting the news and they have, . Groups that they’re a part of that share the news, but it’s still sort of cherry picked. It might be worthwhile if you could do this. , and here’s an opportunity to put, , generative AI to work, , to do a daily summary of where things are at on, . [00:16:00] These issues, , what are the latest executive orders? , what are the latest changes that the administration has made to previously announced actions? , what are the reactions from various countries and other stakeholders? What are the impacts that are being reported in various industries, especially your own? , and just a daily bullet point summary that says, this is where we’re at to help guide them. In their decision making. , but again, I think the primary thing, , , is what do we want our reputation to be dur during all of this? And then how do we couch the communication, the messaging that we are delivering in response to this in order to reinforce that reputation and to avoid getting engaged in divisive political arguments, , which wouldn’t be beneficial for most organizations. Neville Hobson: Yeah. , that, that’s sound advice. I think. And I would just simply add to that, that, , this applies wherever you are in the world. If you are in Europe or in Asia, it doesn’t make any difference that you would do this [00:17:00] as it relates to the relevance of your organization, the country you are in. , I think the other bit to, to mention is if you are working for a global company, whether it’s American or any other, , you could also, . Perform a really valuable service to others by translating global approaches that affect your business on a global level into locally resonant narratives that apply in that particular country you are in. Or if you’re responsible for communication, a number of countries to tailor it to. To help you communicate effectively in those other countries too, and in the languages too. So, , there may be different trade tensions in some of those other countries, which is likely to be the case. This is not all very uniform, , what we’ve been seeing about 10% of this and 60% of that. It may be, , different , in in particular countries, particularly smaller ones, but. The effects are likely to be resonating around the world, and some of the things that , are very hard to predict indeed is exactly what and where. , so hence the, , the, that adds uncertainty [00:18:00] to , the broader uncertainty about what all that this means. So. Opportunity for communicators, I think is how I summarize all of that. Shell in un very uncertain times, this is a moment to shine, if you will. Even if what you are doing is not kind of like headline making. It’s valuable to those you serve in the organization in terms of the intelligence you give them that enables them to confidently talk about these issues. So that’s what you need to pay attention to. Shel Holtz: Absolutely. And listeners, we would love to know how you are handling all of this in your organizations, both within the US and outside the us. , how are you counseling your leaders? What kinds of messages are you sending to employees? What kinds of teams have you assembled? , we would love to report on that. If you would rather we don’t mention your name or your organization. That’s fine. We don’t need to. Just the case studies would be, , an amazing follow up and that will be a 30. For this episode of for immediate [00:19:00] release. The post FIR #457: Communicating Tariff Impacts appeared first on FIR Podcast Network.

In this episode, Chip discusses with Patrick Rogan of IgnitionHR the challenges small agency owners face in supporting stressed employees. They delve into the impact of both work-related and external stressors on employee performance, noting the increased stress during and after COVID-19. Patrick shares strategies for addressing these issues, such as maintaining open communication, offering flexibility, and utilizing employee assistance programs. They also discuss the balance between being supportive and maintaining business operations, emphasizing the importance of creative solutions and understanding regulatory requirements. [read the transcript] The post CWC 107: How to support your team in times of stress (featuring Patrick Rogan) appeared first on FIR Podcast Network.

It’s not just jobs that AI will affect. It’s the perception that employees have important expertise. After all, if AI can do the work, it’s easy to view employees’ special knowledge and experience as less important to the organization. Neville and Shel examine the steps communicators can take to continue to be viewed by leaders as subject matter experts who expertise brings value to the company. Also in this episode: The publishing platform Ghost is enabling technology to embed it in the fediverse. New studies reveal that bad communication is leading employees to leave their jobs. A national UK newspaper has launched AI-curated news for “time-poor audiences.” Unilever is stepping back from its purposeful activities, opting to invest heavily in influencer marketing. Have fans of your brand given it a nickname? New research suggests you probably shouldn’t use it. Dan York reports on the Internet Engineering Task Force’s work on a way for websites to signal what AI can collect and process. Links from this episode: The social web beta is here Social web (beta) Substack rival Ghost is now connected to the fediverse Newsletter platform Ghost adopts ActivityPub to ‘bring back the open web’ Ghost Connects Creators Across the Social Web The Social Web Foundation Communication breakdown: 61% of employees unlikely to stay in their job cite poor communication among top reasons Survey Results: People take Pride in Their Jobs Independent launching AI-powered news service for ‘time-poor audiences’ BBC News to create AI department to offer more personalised content The LA Times’ AI Experiment Sparks Backlas How Gen AI Could Change the Value of Expertise LinkedIn Skills on the Rise 2025: The 15 fastest-growing skills in the US Companies’ biggest barrier to AI isn’t tech — it’s employee pushback. Here’s how to overcome it. Farewell Photoshop? Google’s new AI lets you edit images by asking. Unilever swaps social purpose for social media as new CEO calls brands “suspicious” Ben & Jerry’s claims CEO was unlawfully fired over political issues Why Brands Should Avoid Using the Catchy Nicknames Consumers Give Them How nicknames may weaken brands Links from Dan York’s Tech Report IETF’s AI Preferences Task Force (you are welcome to join the mailing list and participate) The next monthly, long-form episode of FIR will drop on Monday, April 28. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email fircomments@gmail.com. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. Shel has started a metaverse-focused Flipboard magazine. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Neville Hobson: Hey everyone, and welcome to for immediate release. This is episode 4 5 6, the monthly long form episode for March, 2025. I’m Neville Hobson in the UK. Shel Holtz: I’m Shel Holtz in Concord, California. We are delighted that you have chosen to join us for today’s review of really interesting material that has surfaced over the last month in the world of communication, business, and [00:01:00] technology. We will start as all of our monthly episodes start with a look at the short midweek episodes that we have produced since the last monthly, which was episode number 452, but Neville, we have some comments that predate that episode that have come in, , since that last monthly episode in in February. , the first of these is a comment on episode 4 51 that comes to us from Sally Get who says Verizon Recruiters have a new tactic dangling the remote hybrid work Carrot. At t is requiring workers to return to the office full-time. Rival Verizon is touting its more flexible opportunities as a way to add top talent to the V team per an email sent to at t employees business in Insider found that, , 1,200 open Verizon roles across the us, , 10 of which are remote and many of which require at least eight [00:02:00] in-office days a month. But at and t isn’t budging telling Business Insider. It wants people who want to work in team environments with strong relationships and collaboration fostered by an office construct. So this battle over return to office, , and employees who desire to continue to work remote is ongoing. Neville Hobson: That was a good comment from Sally. It, it, , makes a lot of sense what she said. , let’s have a quick look at the, , at the episodes we’ve done, including the last monthly, because we got a few comments, right? She, , so we talked about quite a range of things in, , in 4 52, the long form monthly for February, YouTube. Shifting from mobile to tv. Are we living the age of chaos communication? That’s a big topic, I must admit. , the impact of loosened content, moderation, policies, Gallup report, and what people want from leaders. Any value to AI generated research panels? We asked. It may be the end of the line for LinkedIn hashtags, we pondered and Dan York Tech report, , [00:03:00] Macedon and a few other things in there. So a pretty big, , discussion field over the course of 90, more than 90 minutes. That one, I think it was Cheryl. And as you mentioned, we got some comments to that. Shel Holtz: We did two of them, , one from Kristi Goodman who says, I have a note to add to your conversation about changing social channels. My nonprofit had a surprise last week. We’re on a crazy number of social channels because as you know, it’s important to be where your people are with dwindling followers and engagement. Our plan at the start of the year regarding Twitter X was to maintain our main account, just to monitor it. We’d never advertised there. We expected to walk away soon. But during a 20 hour state legislative committee that we were part of, advocates and reporters took to Twitter with lots of live tweeting, info sharing and even new followers, 85% of our engagements that day were on Twitter. I honestly don’t know what to think. And then as a bonus, she shared a photo from a few months [00:04:00] ago when Bryan Person drove to Austin for my office holiday breakfast. He’s been producing IRA’s podcast since it launched in 2025, it says. Neville Hobson: Yeah. Terrific. Yeah, I saw Christie’s comments on LinkedIn. I think I left a reply , to it. , that picture of Brian’s neat though. He looked, , he looked quite, , alert and alive. Haven’t seen Brian for a while. It’s good to see that I haven’t Shel Holtz: seen or spoken to him in a while. I see a comment from him every now and then. , but he was one of the original. He was members of by our audience. He was, the second comment comes from Catherine Arrow who says, hello there, Neville must say it was wildly disconcerting to see myself tagged in your post and then listen to you read and discuss my article on the podcast. I would’ve happily discussed it with you both and answered some of the questions you had on your mention of the Melbourne mandate. And I think that was actually my mention of the Melbourne mandate. Yes. That’s still up there on the Global Alliance for Public Relations and Communication Management site. You can find it here. She shares the link, which we will add to the show [00:05:00] notes and that will take you to the old WordPress site, which still has a lot of material on it. It’s old now to the point that it’s almost wearing whiskers, but much of the thinking we did then I was, , the Global Alliance secretary at the time is as relevant as ever in today’s operating environment. Neville Hobson: Hmm. Great. I did, I think I did respond to her comment as well on LinkedIn that I saw. Shel Holtz: I believe you did. Neville Hobson: Yeah. So then, , 4 53, which we recorded on March the fourth. , that’s what, , we discussed some research inspired from, , by Duke University’s for Cure School of Business, , and explored why strategically roasting customers with humor and light-hearted banter can enhance brand loyalty and deepen customer connections. In 4 54 that we recorded on March the 10th, we broke down the many implications for the practice of pr. The actions required to prepare brands to be targets of the same kind of treatment. Ukrainian [00:06:00] President Zelensky got at the hands of, of the Trump, of Trump vans and the complicit media that infamous White House press conference, and that’s a topic I still see being discussed a lot online. And then in 4 55, the episode immediately prior to this one we’re recording. We did that on March 17th. We shared our thinking about the advice offered by Lulu Chang, messa founder and CEO at the agency roster in her manifesto, calling on leaders to skip the agency and go direct. In other words, traditional PR is dead again. We had a good chat about that one. Didn’t we show? Shel Holtz: We did. And interestingly, I just read a post by Jenny Dietrich talking about how in this very same environment, how important the peso model is and to engage in paid, earned, shared, and owned, , that they all have relevance and I importance. She didn’t mention MEVY at all, , but you could sense that presence there. Anyway. Neville Hobson: Yeah. Yeah. [00:07:00] Excellent. , we also did two new interviews, , in the preceding 30 plus days. , the first one, , which was something we were both looking forward to quite a bit. So we recorded it on, we published it on the 26th of February. That was with Steve Ruble, who is a big figure from the early days of social media and a stellar career over almost two decades with Edelman. And Steve had a lot of insights, , on what we discussed, which broadly speaking, we covered the wide spectrum of artificial intelligence, media analytics, and the future of pr. , it was big and it’s definitely an interview worth, , listening to, or conversation I’d say covered about 40 minutes just over. , and, , it’s worth the 40 minutes having a listen to. We also had, , a great conversation with, , Sam Michelson, , the CEO and founder of Five Blocks. And that’s, we asked him in the interview, , what the origin of that was. , so listen to the interview and you’ll get that. , [00:08:00] that was a great conversation about how AI search is changing reputation management. So it was focused particularly on that area. , and , it really was great, how Sam shared his thinking. And we contributed to the overall conversation on how PA AI powered search is changing, , the whole landscape of how reputations are built, managed and perceived online. So we talked about that in some detail and discussed what companies and communicators need to do in that new landscape. So it was definitely worthwhile. So that’s quite a lot of stuff we published in the last 30 Days show. Shel Holtz: And we’re prolific, aren’t we? , , and in addition to the interviews, there’s also a new episode of Circle of Fellows up on the FIR Podcast Network. This is the monthly panel discussion, , featuring fellows from the International Association of Business Communicators. I moderated the panel. It was on ethics in communication that went. Nicely with Ethics Month at I-I-A-B-C. [00:09:00] The the panelists were Todd Hattori, Jane Mitchell, Diane Eski, and Carolyn sel. The March Circle of Fellows is scheduled for this coming Thursday at noon eastern time. That’s March 27th. And this is, , an interesting one. We’ve never tackled this topic before. It’s working with data in communication. And the panelists are Adrian Ley, Robin McCaslin, Leticia Vez, and Angela Seneca. So if you’d like to tune in, live and participate in that conversation, that’s coming up again, March 27th, this coming Thursday at noon. If you head over to the FIR Podcast Network, you’ll get the link to the YouTube live, , stream. So hope you can join us for that. And we’re gonna take a short break, , to sell you something and we’ll be back with our stories of the month.[00:10:00] One Neville Hobson: of the more significant developments in the world of digital publishing happened last week, and it’s a move that caught the attention of creators, developers, and advocates from more Open Web ghost. The open source publishing platform that powers many independent blogs and newsletters has announced support for Activity Pup, the protocol that connects users and platforms across the Fedi us. We’ve discussed Activity Pub and the Fedi US in previous episodes of this podcast. It means that every user of the Paid Ghost Pro platform now has the option to publish content on their ghost site that can be followed, shared, and replied to directly from platforms like Mastodon, pixel Fed Peer Tube, and others in the Federated Social web. Once you’ve enabled the social web beater, your ghost account becomes a fed averse identity, for [00:11:00] example, at you, at your domain. That would be your web, your social web handle. Every post you publish is automatically pushed out as a federated object, and when someone on Mastodon replies to your post, that rep reply should show up as a comment on your blog. Although I’ve not seen that yet myself, your blog essentially becomes a native part of the Fedi verse. Not just a website you have to visit, but a presence you can follow and interact with from anywhere in the network behind the scenes. This is part of a broader vision from Ghost to make the web more open and interoperable. They’ve also co-founded a new nonprofit, the Social Web Foundation, with the goal of accelerating adoption of protocols like Activity Pub and pushing forward a decentralized model of content and social interaction. Ghost, CEO, John O. Nolan is one of the founders, and this latest feature release aligns perfectly with that mission. It is also a clear point of differentiation from platforms like Substack, which operate in a much more closed [00:12:00] ecosystem. In fact, TechCrunch’s headlines said it best. Substack rival Ghost is now connected to the Fati verse that framing is telling. Ghost isn’t just a tool for publishing, is becoming part of a distributed, creator owned web where no single platform owns the relationship between publishers and their audience for communicators and digital, digital strategists. This is an important moment. It signals a shift in how we think about publishing, reach and engagement. Instead of building audiences within walled gardens, there’s now a viable way to build a presence that is platform independent, but still deeply connected to where conversations are happening. As I wrote in a post on my New Ghost blog last week, I think this move is more than just a technical upgrade. It’s a cultural signal, a sign that a growing number of people, creators, readers, and developers alike want to return to the principles that made the web powerful in the first place, openness into operability and user control. Indeed, ghost [00:13:00] noted in its announcement. If you’ve been writing things on the internet for a while, you might describe it as the return of the blogosphere. You’ll know the significance of that. If you were here the first time around. I should mention that ghost newsletters aren’t yet part of the activity pub enabling in the beta only posts on your ghost website. I imagine embracing newsletters will come in the near future. Also, I mentioned earlier that the public beta is available to users on the subscription based hosted Ghost Pro Service Ghost has said that support for Activity Pub on self-hosted Ghost Pro will come with the release of the Ghost version six upgrade later this year. So let’s dig into what all this means for communicators, for independent media, and for the direction we see social platforms evolving. She, what’s your take? Shel Holtz: Well, a few thoughts on this. First, , I miss my RSS news reader from the first go around the bloggersphere. That was how we managed to avoid having to go visit each [00:14:00] blog that we followed independently, , to see what was new. , and I think the fedi verse is kind of like that, but better, , given what’s coming with the ability for comments to move freely, , around the fedi verse, not just your most recent posts. , of course, I. Don’t think that this is the return of the blogosphere because it never went anywhere. It maybe a return to greater awareness and, and more utility of, of the blogosphere. Yeah. Again, the challenge with the blogosphere and the reason that these walled garden social networks became so prominent is because setting up a blog is work. , and in many cases it’s also money. And a lot of people who felt I would like to share something, didn’t wanna go to that trouble, it wasn’t that important to them. , or they just weren’t technically able or financially able. And along [00:15:00] comes, Facebook. Suddenly they’re able to share their cat photos and whatever’s on their mind without having to create something and maintain something and, and pay a monthly bill or two, , in order to do so. , I think that’s not going to change because of this, , the fact that you set up, , a ghost blog and a and a ghost newsletter is testament to your commitment to this that not everybody has. That’s fine. There are people who wanna be consumers of this, and I think it’s gonna make it easier for people to consume and easier for people who engage with comments, which is great. Now, how successful will ghost be with this, , you know, Substack for all of the issues that it has still has a first mover advantage? , it’s. Referenced now routinely in the news. I mean, I’m watching a mainstream news broadcast and they’re saying this person in his [00:16:00] substack, , this is becoming as common as it used to be to hear that so and so tweeted something. , it’s becoming sort of the defacto place where people are sharing their perspectives that get picked up in the mainstream media. Can, can ghost overcome this? , perhaps I, I don’t know. , nobody has really overcome some of the other organizations who have capitalized on that first mover advantage. Think of Amazon, for example, but we’ll see, , this move into the fedi verse may give them the momentum they need Neville Hobson: possibly. , I think, , it is interesting. You are, you are absolutely right. I, I, , in what you say. but. I see this as much more than just newsletter publishing. , for instance, I moved from WordPress where I’ve been for 18 years, , to ghost. I shut up shop on my WordPress blog, , with consequences from that, , SEO, the historical, , history built up, , with, with Google, search count, , console, et cetera. All of that, [00:17:00] I start from scratch. But for my goals were different. I’m not interested so much in that. I was interested more in the writing. And the thing that is different with Ghost, in my view, , even compared to WordPress, which is a, which is a better comparison, WordPress is also enabled. The activity pub via plugin, but ghosts is a way easier to set up. In fact, there is no setup. It all happens. You just enable the beater and boom, you’re there. WordPress, you ought to publish a plugin. In my case, one of the reasons why I shifted was my hosting service would not support the plugin, wasn’t WordPress, it was the hosting service, refused to enable it, , ’cause they had something else going with a similar file name and so forth and so on. So I thought, no, I’m outta here. I’m gone. , so there are other factors too, but that was a big one for me. But the major reason was simply the writing. I didn’t want to be a website admin anymore. I was a WordPress admin person more than I was a WordPress blogger. Fed up with it, didn’t want that anymore. So I stopped the [00:18:00] old site’s still there as an archive. , but I’ve got a new site. The only difference with the domain name is now.io as opposed to.com. so, , that will appeal to many people. . It doesn’t yet support the activity pub on the self-hosted version of Ghost, because I could have done that. I could have downloaded the software set up on a server just as you do with WordPress. I didn’t wanna do that anymore yet. I know two friends of mine are doing that. Well, you don’t have to do that word with WordPress Shel Holtz: either, right? You could, you could set up on wordpress.com. Neville Hobson: Yeah. But I had also had enough of the WordPress issues going on in WordPress with the CEO and his, , his legal fights with another, , reseller of WordPress, , hosting. It was ugly and it also struck me, , that you’re constantly bombarded with upgrade to this. Hey, this new plugin is only $20 a month, all that daily. Literally enough. So I moved, , I don’t have any regrets, , after three weeks from the move, although I started the new presence back in January, so. In terms of where this is [00:19:00] going, , from a social web slash activity pub point of view, this is purely the beginning for Ghost. , the Fedi verse has been there a while and Mastodon has been the big leader in that. I think now is the time for this sort of change to happen with another player making a firm commitment, which Ghost did quite a while ago. Now it’s public. The public beater is there. , they’ve had warm support from many of the obvious places. The tech. Press, for instance, the likes of TechCrunch, verge, Vox, et cetera, all of those guys, , and a number of, , of their prominent, , influential voices who are set up shop on ghosts for both blog and newsletter. So I’m just, you know, one of the many individual users there. , I’ve had some great engagements via my new newsletter, which has been quite pleasing, more than I ever had with WordPress. That’s no criticism of WordPress. They had a newsletter, but not to the same, , scale as how Ghost does it. So I think when the newsletter is supported in the activity, pug activity, [00:20:00] that’s when you’re gonna see. Bigger take up, I think from many of the big newsletter publishers, will that shift the needle in any form? Right. It’s hard to tell. , I think the, , , reality as I see it certainly is that , from a communicator’s point of view, let’s say you are a, a communicator that in an organization looking at developments, , in this broad area, particularly with all the talk about, let’s look at blogging again, move away from these walled gardens. Here’s another option you need to be considering. , it’s not too, it’s not. , much different to WordPress conceptually, , practically, it’s very different. WordPress has a huge ecosystem of hundreds, if not thou. In fact, it’s thousands of developers, plugin developers, theme developers. There’s theme marketplaces that work. Ghost doesn’t have any of that, or very little of it. So there’s a lot more, , of, of the need for you to be hands-on, like in the very early days of blogging. , yep. You’re gonna have to write some h TM L. You’ve got JavaScript and CSS to get a handle on if you want, customize [00:21:00] stuff. If you don’t wanna do any of that stuff, there are resellers who will host it for you and take care of that. In my case, I went to the hosted route to take care of the general installation of everything. I concentrate on the writing, and largely I’m doing that. I think this is an important move in terms of what is gonna happen with, , the fedi verse and, , enabling this idea, this appealing idea of wherever you are, , on a part of the Fedi verse that’s connected to everything else on the Fedi verse. You can engage with content on a different service entirely, and guess what? Even blue sky. Is supported and that uses a different protocol to activity Pub. Now, that’s still, I think, an intent rather than an action because there’s a workaround you have to do, you’ve gotta follow somebody who’s developed a bridge to enable it. And that’s not working too well at the moment, but I’m excited about that because of that brings blue sky in. There’s a barrier down immediately between tutor and protocols because it doesn’t really matter. You, the [00:22:00] average user won’t be bothered about, oh, it’s a d it’s at protocol and I’ve got activity. But you don’t care about that. You shouldn’t even be thinking about that. You just write, publishing someone on Blue Sky leaves a comment on Blue Sky that shows up in your block. Reminds me very much of, , not the early days so much, , of the beginning to get developed. Days of WordPress. In particular, WordPress, , Shannon Whitley comes to mind immediately. Mm-hmm. With his tweet chat plugin that enabled you to comment on Twitter. That would show up. In your WordPress blog post that you’ve commented on, and that was outstanding. An outstanding feature that all went away during the changes that went on, and, , a ton of other reasons. Now we’ve got something that has the promise to fulfill that intent, , in a way that you don’t have to do anything, , at all. You as the you, as you as the blogger. , it would be great if once that’s connected to newsletters too, because then you’re gonna see all the barriers down in terms of engagement. And that should be of interest to [00:23:00] communicators in, in business B2B. This will come to the platform. , there are already a lot of businesses on Ghost already, , and some, . There and others are experimenting. And that’s what I would advise community to take a look at Ghost with this thought in your mind that this is going to break down barriers across different platforms because of the fedi verse, whether it’s at protocol, whether it’s activity, pub, , work arounds, whatever. It enables you to do things and enables others to connect with you. So I’m pretty excited about what’s coming. Shel Holtz: Yeah, I have an email newsletter for the company I am employed by, and it goes out once a month. We use MailChimp to Yeah, create and distribute, manage the subscriptions and the like. And I have been thinking about changing to, frankly, Substack, , just to get that cash littles on Substack, I Neville Hobson: hear. Shel Holtz: Yeah. Well, it’s the cachet of the name because you’re now hearing it in the media. You, you, you’re now hearing it on podcasts, [00:24:00] people referencing, oh, on this person’s substack on that person’s, they don’t even say newsletter, they say Substack. On the other hand, , transitioning to Ghost would give us the ability to build a broader readership through. The integration with the Fedi verse. , on the other hand, you have to wonder how many people hear Ghost and go, well, what kind of rinky dink outfit is this? , for people who haven’t heard of it , and don’t know what it is. , just that reputation , and it’s not, the substack doesn’t have some reputational challenges that they’re facing, as we have mentioned. Seriously here, there are people who have, have left over some of this, but, but still, yeah, I would have to stop and think about what’s best for my organization. Sure. , if I were gonna make that transition. Neville Hobson: I, I would say I have a simple view. Shell, frankly, and it’s easy for me as an independent person. I don’t work for a company. I don’t have big organizational issues to consider, but I look at that the same as I would look at XI definitely would not wanna be in [00:25:00] a toxic place like that. Now, I’m not saying to sub sex toxic, I don’t know that. I do know though a number or a handful, let’s say, including a couple of prominent ones who have left Substack and have joined Ghost because they do not wanna be in a place that has, as I mentioned, the N word, , a number of people, , allegedly, , find, , tuned into that kind of, of thinking. So, , I think your point is valid, though. It’s got. Name recognition right now, but hey, listen, everyone had that issue when they started out and time will tell whether they’ve got traction. I believe Ghost has serious traction. They’ve got, , a good presence. They’ve got a, a, a nonprofit foundation behind them. They’ve got money, they’ve got support, and they are approaching it absolutely the right way. , unlike WordPress for instance, which I think about quite a bit still. So I think. The newsletter is, , important. , it’s definitely comparable to Substack. It’s not comparable to MailChimp or any of those other ones. It was a newsletter only via email. [00:26:00] This is newsletter and web via a publishing mechanism on the, on the server that you host your blog on. It’s all takes care taken care of in the background. It is very much a social web approach to it all, and this then enables this, , beta service. , it’s, , I think as I mentioned, , maybe I should restate. It’s a very early beta, the stuff not enabled yet, so I think you should test it out. , test out Substack too, if you have time. , it’s Shel Holtz: interesting. I don’t know if either of them have corporate clients. I mean, , they very well may, but it’s not something I’ve, well, it depends how Neville Hobson: you’re defining corporate clients. I mean, there’s a number of public listed companies on there. There’s a handful of big media properties using Ghost as there are on Substack. So, you know, take a pick. Shel Holtz: Well, let’s move along and talk about jobs because people leave them, , they leave them for all kinds of reasons, but the one we hear about most is that people don’t quit their jobs, they quit their bosses. We may need to put a new spin on that. [00:27:00] According to a recent survey from the Grossman Group, people may actually be quitting because the company doesn’t communicate well. The survey found 61% of employees who say they’re unlikely to stay in their current jobs. Cite poor communication is one of the top reasons why that’s not a marginal number. That’s the majority of employees who are at risk of walking out the door, pointing directly at communication breakdowns, and it’s not the first time we’ve heard this. Alert Media’s 2025 Workplace Survey Report finds that employees are craving more consistent, clear communication, especially when it comes to their safety and wellbeing. One of the standout findings from the report. Psychological safety depends heavily on good communication, and when that’s lacking, trust falls apart. We’re not just talking about the usual day-to-day work cranked out by professional communicators. You know, HR emails, articles on the internet weekly newsletter. What employees are flagging isn’t always about [00:28:00] channels or campaigns. It’s about day-to-day interactions. It’s about the way their leaders talk to their teams. It’s how transparently companies share bad news. It’s whether employees feel listened to and included in the loop. These are all things that internal communicators should be focused on if the company has an internal communications function at all. In the Grossman Group research, a full 70% of respondents said that when communication is poor, it negatively impacts their productivity. Close to the same number. 69% say it drags down morale. That’s a direct line to disengagement, quiet, quitting, and ultimately attrition the cost. Well, Gallup estimates that low engagement, much of which stems from communication issues, costs the global economy $8.8 trillion. That’s trillion with a T. Now, there’s a wrinkle. In the Grossman survey results, it found that employees overwhelmingly believe communication is [00:29:00] everyone’s responsibility. Yet they also made it clear that their number one ask is for better communication from wait for it, their direct managers. In fact, that was the top request, even more than hearing from the CEO or the leadership team. So maybe employees do leave their managers, but specifically the managers who can’t or won’t communicate effectively. Now, another thread worth pulling comes from a recent CNBC piece highlighting what they call a vibe shift around layoffs. For years, companies could lay off workers with a boilerplate statement about market conditions, and that was that. Now employees and the broader public are demanding transparency. That is, they want better communication. They wanna know why certain people were cut, how the decisions were made, and what leadership is doing to support those who are impacted. Anything less feels disingenuous and fuels a toxic narrative inside and outside the organization.[00:30:00] Now, I find it disheartening that companies are still doing this. I I, I communicated all of this kind of information during layoffs going back to the 1980s. What can internal communicators do about the situation today? First, we can stop thinking of our job as just publishing information. I know I harp on this a lot, but I still see a lot of communication departments, that’s what they do. Professional communicators should be training, coaching, and empowering people, managers to communicate better, especially in high stakes, high emotion moments. Think layoffs, reorgs, workplace safety in incidents, this is where trust is either built or broken. Second, we need to listen more and help others listen better. Employees wanna feel heard. That means internal comms teams should be building better feedback loops, making space for upward communication and encouraging open dialogue between teams and their leaders. I’m reading a book right now called Leading the Listening [00:31:00] Organization just so I can figure out how to better do that. Third, we can help shape the culture of communication by modeling clarity, empathy, and transparency in everything we produce. Interestingly, even in companies where morale is high, , consider North Carolina State University, where a recent survey showed strong pride among the staff, there are still gaps. Fewer than half of the employees at NC State said they felt fully informed about leadership decisions. Pride and positivity don’t eliminate the need for better communications. If anything, they underscore the importance of maintaining that trust through consistent, honest communication. We’re in a moment where communication isn’t just a soft skill, it’s a retention strategy, it’s a risk mitigator, and for internal communicators, it’s an opportunity to step up, not just as messengers, but as the strategic enablers of better leadership at every level of the organization. Neville Hobson: [00:32:00] It makes a lot of sense, I think. , this is something we talk about frequently, isn’t it? And here we are again with, with this about managers about better, better, better naming them to communicate, et cetera. I just wonder why it doesn’t happen. I mean, you’ve seen that Shel Holtz: interesting Neville Hobson: because Shel Holtz: the survey indicates that for all the years we’ve been talking about this, the needle doesn’t seem to have moved. Neville Hobson: It doesn’t, and I’m, I’m also thinking about Edelman’s trust barometer, this, this area features in there and in terms of general lack of trust, but you threw out a lot of metrics in that, in that narrative there. Shell, so let me ask you if, what would you say are the top three things communicators need to do about this if it’s enabling managers to be effective communicators themselves? What do communicators need to do specifically? Shel Holtz: Well, communicators, first of all, need to get the buy-in from their leaders. That what they are there for is not just to inform employees of what’s going on. This is more than corporate journalism. This is a department. [00:33:00] Whose expertise is to improve communication throughout the organization, and that means all kinds of communication. How many communicators out there are partnered with their training departments, you know, learning and development? How many of them are working with managers around communication issues that they’re facing, either in their teams or in dealing with other teams? This is what we should be doing. We should be facilitating the flow of information and knowledge and helping managers communicate effectively two way with the members of their teams, , at all levels, , of the organization, frontline managers , , and senior leaders. , we, we really need to help organizations become effective at communication at all levels, not just on the intranet and across email. Hmm. So that’s the big thing. Neville Hobson: Okay, so, , how do we then avoid [00:34:00] having this conversation again in six months? Then what do you say? What do you say to that? Shel Holtz: I don’t think there’s any way we can avoid having this conversation in six months. , I, I think that there are, , organizations that are led by people who think that communication should be writing nice stories about, , the wonderful things that are happening in the organization that nobody’s going to read. , and that’s great. , that, that that’s all we need. , you know, we talk about how the internal comm star rose during the pandemic because companies had to lean on communicators when everybody was working from home and we. Weren’t accustomed to reaching people and engaging people that way. Well, it’s been five years and that star is falling again, I’m afraid. , and I think it’s incumbent upon us as the communicators to make the case that what we do really is about retention and risk mitigation, and [00:35:00] building engagement and improving productivity. , and we just have to connect those dots for the, for the leaders of the organization so that they can take advantage of what communication brings to the table. Neville Hobson: A call to action for internal communicators. I hear there, shell, that’s a, that’s a good one. So, , let’s go back to something we haven’t really talked about yet in this episode. Ai, we knew it was coming. It was coming. This is a interesting, to me, one of the more interesting developments, , recently and how traditional media is experimenting with ai. And this comes from the British newspaper, the Independent, which, , has announced the launch of a new AI powered news service called Bulletin. Designed specifically for what they describe as time poor audiences. The idea is simple but compelling. Use artificial intelligence specifically Google’s Gemini AI model to generate ultra brief news summaries each no [00:36:00] longer than 140 words. These summaries are created by rewriting original reporting from the independent, or content from news agencies. The key point though, is that journalists review and check every single summary before it goes live. They’ve hired a dedicated team of seven staff to support bulletin, and the goal is to offer readers a fast, accurate briefing service while maintaining journalistic integrity. It’s part of the independence, broader strategy to make its journalism more accessible to busy readers. Those they say who are juggling long work hours, family responsibilities, or are just overwhelmed by information overload. Bulletin will launch at the end of March on bulletin news with initial sponsorship from the social platform. We are eight, , that includes investor and former English Premier League footballer Ferdinand among its backers. As part of that partnership, the independent will produce exclusive content for we are eight as well. What makes the Bulletin particularly interesting, [00:37:00] I think, is how the publisher is positioning this effort. Christian Broughton, the Independence managing director, said the journalists themselves were closely involved in shaping the AI workflow, ensuring they remain in control of the content editor-in-Chief Jordy. Greg describes Bulletin as brilliant shorthand for the independence journalism, a supplement, not a replacement for the deeper Coverage newsletters, podcasts and documentaries. And of course, the independence move isn’t happening in isolation as other UK publishers like Newsquest and Reach are also experimenting with AI assisted reporting. Others in the US and elsewhere are also experimenting. Still, the independence in the UK seems intent on framing bulletin as a human led initiative supported by AI rather than the other way around. So is this a new model for trusted, scalable journalism in an age of short attention spans and algorithmic overload? Or is it a step towards automating too much of what journalists do? [00:38:00] What do you think she, Shel Holtz: well, it could be either one. Depends on how they go about it. It’s all in the execution. But you’re right, there is a lot of AI infiltrating the world of journalism these days. And what I find most interesting about it is that it is uneven. It, Shel Holtz: there don’t seem to be trends. It all seems to be. Ideas that are generated internally and implemented so that you have different publications using AI for different things. And some of them could be really good for journalism, some of them not so much. For example, the Los Angeles Times has introduced an AI driven labeling system to flag articles that take a stance or are written from a personal perspective. Their billionaire owner, , introduced this in a letter. , it’s called the Voices Label, and it applies to opinion pieces along with news, commentary, criticism, and reviews. Some [00:39:00] articles also include AI generated insights, which summarize key points and present alternative viewpoints. , this is not. Making a lot of people happy. , Matt Hamilton, vice chair of the LA Times Guild said in a statement to the Hollywood Reporter, we don’t think this approach, AI generated analysis unvetted by editorial staff will do much to enhance trust in the media. And earlier results have raised concerns. , the Guardian, , highlighted an LA Times opinion piece about AI generated historical documentaries where the AI tool claimed the article had a center left bias, and suggested that AI democratizes historical storytelling. Another flagged article covered California cities that elected Ku Klux Klan members in the 1920s. The AI generated counterpoint stated that some historical accounts frame the Klan as a cultural response to societal change rather than a hate driven movement, which I suppose is not [00:40:00] necessarily an accurate but awkwardly positioned as an opposing view. , then you have, , El Folio, an Italian newspaper, , published. In addition, entirely generated by ai. , the Associated Press has collaborated with Google to integrate realtime news updates into Google’s Gemini Chatbot Time Magazine. Introduced time ai, , platform that enhances journalism. Engagement using, , generative ai. It offers personalized and interactive storytelling experiences. Reuters, , employees generative AI across various aspects of news production, including reporting, writing, editing, production, and publishing. But they do disclose when content is primarily or solely AI generated. ESPN began publishing AI generated recaps for women’s soccer games. , the Garden Island, , newspaper in Kauai, Hawaii introduced AI avatars named James and Rose to deliver live broadcasts by discussing [00:41:00] pre-written news articles. , courts uses chat GPT to write hundreds of articles every day on securities and exchange filings. , and various news outlets are using AI for things like generating interview questions, predicting churn, transcribing interviews, suggesting headlines and proofreading. It is all over journalism and to. Argue that is somehow inappropriate or unethical. , I think is, , the metaphor that we have used on this show more times than we probably should have is King Knut trying to hold back the tide. , it’s going to become a defacto part of journalism. And one of the reasons this makes sense is if you think about the budget cuts that especially print journalism has been experiencing, if they can get AI to pick up some of that drudgery load, , so that the reporters can focus on doing the reporting, you know, the, the shoe leather on the streets, , that’s to their benefit. So yeah, I think you’re gonna see some [00:42:00] newspapers, , and other media outlets succeed with this. , they’re gonna find the right balance. They’re gonna keep the human exactly where they should be in the loop. , others, , like the LA Times, maybe not so much. Neville Hobson: Yeah, , I, that’s how I was it too. I think, , given the information , I’ve found about what the independence planning to do and the key part of the role of journalists in the production of the content that is, generated with the help of the AI is absolutely crucial to this. , you mentioned courts. , I was reading a courts piece recently, and it was quite clear to me that this was not, this, no journalist has written this content, and I just wonder, again, I don’t know this, but I just wonder, do they have actual humans checking the stuff before it gets out? I’m assuming they would. , therein lies, I think, interestingly with Shel Holtz: courts, they, they temporarily shut it down because of inaccuracies and then brought it back, expanding it to publish longer articles with disclaimers about the potential AI related, , hallucinations that. You could read that. [00:43:00] Yeah. Neville Hobson: But that you see that that’s not good enough. , totally not because , you get that , with the raw prompt response from chat GPT at the bottom, every single one. You know, it may be inaccurate. You need to check it. What what you need to do is, , is to create content. And you might use the ai, , in the case of the independent to gather, , the stories that, it has been asked to do. And, and assuming it’s prompted in the right way, if that’s how they’re going about it, to, , create the content that you, the human then can edit. And you are the subeditor if you like. , let’s call it the verifier, the checker, whatever. You’ve gotta do all that too. , and so you don’t actually have to write the story. , which is again, a, a discussion topic that would take us down a huge avenue, huge road , if we wanna get about into that in this episode, which we don’t. That’s another day, I think. , but, but I think. You are right. It’s a tsunami that’s approaching, this is going to impact journalism and questionably. So in good ways, certainly, and in not so good ways. [00:44:00] Certainly, , the not so good ways I, I suspect is likely to be self-inflicted from within the industry more than anything else, by those who see an easy way to, , replace people or to not have to worry about increasing budgets to do the things they wanna do. They can employ an AI to do this. And, , part, I suspect partly the failure of those organizations are gonna be mixed because of the fact the human people, the humans who need to read the content, pay money for it, are not gonna do that. There’s likely also to be regularly pushback in, in significant numbers of countries so that they’ll be threatened all those ways. , there will be protests no matter what. There will be people who think this is a very bad idea. Totally. And the bad idea, I, I think is definitely the case for those who do not. Go through the, the, the right process to do this, which the independent seems to be planned. I’m looking forward to seeing the first edition. That website, they’ve, they’ve got bulletin news. I took a look at it, , just before we started recording and [00:45:00] all it gave me was a completely blank page. Nothing on the page at all. I looked at the page source and there was nothing there either. So I dunno what’s happening with that. Maybe it’s just not live yet. Shel Holtz: Well, , it’s late in March if the out, but it’s not Neville Hobson: the end of March. Well, indeed. But if the story’s out there, they, they, they would be wise, I would say, to prepare something saying coming soon or whatever it might be. So, , but I’m gonna keep a cosign it because I’m keen to see how they’re doing this. I’m like every average Joe, I’m time poor like everyone else, but I’d put time into this just to see how it is. , I did ask Gemini myself, how can I do this, do something like this if I wanted to. , be a, , , kind of new summary publisher. And to make it easy, I said, you know, how would I produce a newsletter that summarizes everything I’ve published on my website in the preceding 30 days with little summaries of all of this? And it told me quite clearly how I could do this. The only thing missing is the bit I’m keen on, is it automating it? I don’t wanna have to create a template and then [00:46:00] copy and paste. No, no, no. What’s what’s the point of that? I’m looking for something that would enable me to create something additional that I can then review and approve and publish. , there are ways to do it, and there are third party tools you could do. The Zapier comes to mind, but there’s two manuals. So I look into it further, I think. But if the independent is doing this, therefore there is a means. It may be that it’s a cost and the specialists you need to bring on board, but I could see this coming, , in a big way. , and here in the uk, , reach is a, a newspaper publisher that owns a number, a significant number of regional newspapers, as well as a number of the national tabloid dailies. And, uh, they’ve been employing. AI tools to create some of their reporting for quite a while. So when you read in my local newspaper down here in Somerset, for instance, about, you know, this restaurant in that town has just published a new menu with their summer offers of nice food and all that stuff. It makes a story. , I , don’t know. And I’m if, if you are listing here, correct me if I got this wrong, but I bet you an [00:47:00] AI did that, not a journalist. So, , some of the writing also you get suspicious about the quality of the writing. So you make is this AI generated. So I think the more you can do this where their, their approach, it seems to me, , is very good. AI is the assistant for the human. So these are human led initiative, assisted by ai, not the other way around. That’s the way to do it in my book. Shel Holtz: Yeah. I’m untroubled by the notion of articles in the mainstream press that have been written by ai. If there are articles that don’t require great writing and the securities filings. Articles is a great example that hits some government database that you’re monitoring. The basic facts are there. The model has been trained on tens of thousands of articles about securities filings, and if it can share the facts accurately, , somebody does a quick review to make sure it’s right, why not? Does that need a Pulitzer Prize winning journalists to crank that article out? I [00:48:00] what’s important is the information be shared timely among people who are going to make investment decisions based on these types of things, not how well it was written. Have those reporters go out and do the writing on the stuff where it matters. Some of this writing just needs to be good enough. Neville Hobson: Yeah. Yeah, you could be right. I’m not saying I disagree with you. I, and I don’t necessarily think I fully agree with you, but I, I think the, to me it’s like, , you need to be sure that what you are reading, , or consuming, , , in a different way of looking at it, is authentic. And that doesn’t mean the literal use of the word authentic, , is, is it what they say they do. , so if they’re using AI to, to help them, they need to disclose that somewhere. And yes, I know, I hear the arguments from people saying, no, you don’t need to do. Yes you do. We are not yet in a stage where you don’t need to help people understand that you are genuine, , and that you are approaching this the right way. Because if you didn’t do this, that news that someone will find interest wouldn’t get reported. ’cause you don’t have enough [00:49:00] journalists to do that. So that answers a big. Part of the question about how are we gonna, , ensure that we’re fulfilling a social purpose, , even though we’re a business, of course, but the purpose in society, to report on the news of interest in your niche, in your community, in your geography, whatever it might be. When we don’t have enough journalists, we are stuck with cashflow problems and so forth, and we’re probably gonna close down. So that is one of the reasons why I remember reading this about Reach a year or so back, why they were doing this for local reporting and indeed sports reporting in particular. So, , the thing about, , business results that you talked about where it’s just data that makes it easier for it to be, , reported on by an ai because it won’t necessarily have, here’s what x, Y, Z company did, and they reported the loss. It therefore means that for their market position going forward, X the human rights that bit, unless the AI’s. The means to do that, which requires a human to be involved at that [00:50:00] stage. So that’s taking it down a slightly different avenue. It seems to be, again, this is a huge topic. Shell, , and I think it’s great to talk about it like this because there is no, , silver bullet answer. There’s no, this is the way you do this. And there there are 15 other ways you could do it too. But I, broadly speaking, your point I agree with though is that, , there are things that, , are worthy of reporting in the media that don’t justify that Pulitzer Prize winning journalist to be doing it. , so in which case you’ve got a bot to do it. Yeah, that makes sense. But the human, and it doesn’t have to be the pulitz surprise winner, , although why shouldn’t it be needs to revise it and authenticate it and verify the story. So the human must still be involved. Shel Holtz: Yeah, I you need to have that copy editor role for sure. , but yeah, I don’t need authenticity, , for certain types of, you know, two paragraph. Purely factual articles. I know I’ve mentioned this multiple times, but even before chat, GPT was released in [00:51:00] November, 2022, , there was Associated Press using I think writer or Jasper to crank out articles about high school baseball games. They had never had the reporting staff to go out and cover these games before, but the stats were recorded in some accessible database, and now you could just turn the AI loose, train it on baseball score stories and let it. Scrape up the, the statistics from the game and write the story. , somebody edits it , and off it goes, who cares? I, it doesn’t need to be authentic. I need to know if my kid’s team won. , and you know, if, if it’s a question of are we gonna send reporters out to do this, or are we gonna send out to cover the government scandal, I’m gonna let the AI write the high school sports stories and send the reporter out to report on the government scandal. That’s where the authenticity is required. Neville Hobson: Yeah, disagree. Sorry, I, I I need the authenticity for everything, no [00:52:00] matter what it is. In fact, it’s, well, the thing is that too, before the AP only a two paragraph report, I wouldn’t read it anyway. ’cause I want the meaning. I don’t just want the score, I want the meaning. But before the Shel Holtz: AP started doing this, they weren’t covering those games at all because the resources weren’t there to do it. Neville Hobson: No, indeed. So the resource there is now to do it properly, in which case do it properly is, is what I would say. So yeah, the authenticity is important. Like I said at the beginning, not the literal meaning of the word authenticity. So can I trust what the, what what I read in print, metaphorically speaking is, is the truth or is accurate or is factually correct? How do I know that? And Shel Holtz: what’s going to damage your credibility is if enough of those articles turn out to be inaccurate. Which is why you still need somebody checking, but, and hence you Neville Hobson: need the authenticity. Exactly. Yeah. Shel Holtz: But do you need somebody to go to the game? Take notes, sit in the press box and, and take notes during the game and file the game. It depends on the game game. Well, not, not a high school game for sure. Not a regular season game. High game. No. Depends. School game. It depends on, Neville Hobson: on what the report’s gonna be. If it’s a lot of, of analysis and [00:53:00] prediction and so forth that you, you’d expect. So I was looking at a report about, , just, just over, just over, over this weekend about the recent, , rugby championships in Europe, the Six Nations, and a terrific report I read on, , one of the news on the sports websites that was full of, I could tell the writer really knew this topic exceptionally well, but the start of writing this tone, all that stuff was engaging. It was entertaining. That’s what I wanna read. Not a dry two paragraph. That’s simply this is what happened. And at the 46th minute this guy did that and they went ahead and they won the championship. No, I can get that anywhere. Get a blogger to give me that source. I want to read that. Breadth and depth of information. Well, I, I guarantee therefore guarantee I, I would pay pay for that newspaper and I would subscribe to it. Shel Holtz: I guarantee you the people who are interested in how the high school team did, will read any story versus reading no story. Uh, and, and that’s the option that these publications have right now. Neville Hobson: There we go. Such as the landscape. She, Shel Holtz: you know, and if it’s a feature story, , by all means, [00:54:00] but if it’s really just, , there were nine innings and here’s what happened. , I, I honestly don’t care how that got written, as long as it’s accurate. Fair enough. And like I say, I think the issues will arise if enough of those end up being wrong. , not, or just simply people need them Neville Hobson: not worth your time reading. ’cause it’s crap basically. Shel Holtz: Well, again, if you care about the score of the game, that’ll be fine. As long as it’s good enough. Neville Hobson: Okay. That’s a Shel Holtz: good, good point. And we’ll move on because we have more ai. Exactly. We have more AI to discuss, , starting with a brief report from Dan York. Dan York: Greeting she Neville And fr this is all around the world. It’s Daniel coming at you from the Vancouver British Columbia airport where I was planning to have a much, , longer time to give a report. But, , I didn’t. So the thing I will just say is I was spent the week in Bangkok, Thailand at the Internet Engineering Task force, meeting 1 22 about internet standards. And there’s some interesting stuff going on this, , this time around. What’s happening with [00:55:00] just sort of the evolution of, of encryption and of protecting the web in so many different ways? There were a lot of, , interesting discussions. One thing to pay attention to is there’s some new work going on about AI preferences, which, if you’ve worked with websites for a while, you’ll know about the robots txt file that you use to go , and indicate that you want certain parts of your site, , blocked or not. , in this case, it’s a new one, which will allow you to indicate whether you want certain parts of your site to be scraped by AI engines or not. , it’s a new bit of work. It’s called AI preferences. It’s something that’s happening, it’s emerging, it’s being standardized or it’s being developed. Yet after that, it needs to then be implemented in browsers and things like that. So there’s a ways off to go, but it’s something to just, you know, there is work being made done to pay attention to this. Another big, , little area of work was, , some work around what’s happening with the World Summit on the Information Society or WSIs plus 20 review that’s happening this, this, , summer [00:56:00] in Geneva. Well and on throughout the year. Something else to pay attention. If you look up WSIs plus 20 WSIS plus 20, you can read a bit about what’s going on this year as far as some of that. That’s all I’ve got time for today. I’m just gonna give a quick little report like this and send it off to you guys. , as always, you can find more in my audio writing at Dan York. Me. Thanks for listening. Bye for now. Shel Holtz: Thanks, Dan. Sorry to hear about your flight delays and I’m sorry it kept you from recording a full report, but, , did enjoy your discussion of AI preferences. The standard. We will have the link to the Internet Engineering Task force group that is working on that and, , very interested to see how that develops and whether there will be widespread. Acceptance of it among the publishers of sites who would be affected by it. But let’s keep talking about ai, because the conversation around AI and the workplace is shifting and that’s happening [00:57:00] fast. We’re no longer just wondering if AI will impact our jobs. There’s a new question floating around. What happens to the perception of expertise when AI starts performing the tasks that we once, , relied on to prove our value? That question is central to a recent Business Insider article, which outlines how generative AI is replacing entry level work that used to serve as a critical foundation for learning and advancement tasks, like writing first drafts, generating visual concepts, and summarizing research. These were once the building blocks of professional expertise, and they’re now handled with just a few prompts and clicks. It’s efficient, but it’s also potentially destabilizing both for employees trying to climb the ladder and for leaders trying to hold onto their status as, as thought leaders or subject matter experts. At the same time, LinkedIn’s 2024 Future of Work Report adds another layer. AI skills are now the [00:58:00] fastest growing in demand skills globally across nearly every industry. In fact, AI literacy isn’t a niche specialty anymore. It’s becoming table stakes. The report also found that job postings mentioning AI attract nearly 17% more applications than those that don’t. In short. Everyone’s looking to work with and learn from people who understand ai. There is even a study that found that 60% of C-Suite executive executives are actively looking for new jobs, and they’re looking at companies that are accelerating their moves into ai. They wanna work at companies that are embracing artificial intelligence. So if AI is the new baseline, how do communicators and the leaders we support stand out? How do we maintain the perception of expertise when the tools we once relied on to demonstrate it are now automated? Take Google’s new AI image generation tool. This is just released within the last few days with a few typed instructions. [00:59:00] Users can perform edits that used to take a skilled Photoshop pro hours. The craft of visual design is being democratized, but does that mean the designer is less value or is there value simply shifting from execution to discernment, from mechanics to meaning? This is where communicators come in first. We need to help reframe what expertise looks like. In the age of AI expertise is no longer about being the fastest or the most technically proficient. It’s about context judgment and the ability to connect the dots. Internal comms teams can spotlight leaders who are doing just that. Not just using AI, but thinking with it. Making smarter calls, guiding ethical use, understanding limitations. That’s real expertise and we need to make it visible. Second, we can help organizations avoid the trap of hollow leadership. When AI handles all the grunt work, it’s tempting for some leaders to coast, [01:00:00] but employees still wanna see evidence of strategic thinking, clarity, and vision. Communicators can help leaders show their work, how they got to a decision, what alternatives they considered, and why they chose a particular path. That’s especially important in an environment where employees are already skeptical of AI’s impact on their careers. There’s a new survey from the AI tool writer that found two out of three executives say generative AI adoption has led to tension and division within their companies, and 42% say it’s tearing their company apart. The Business Insider article points out that skepticism and resistance are growing, particularly when AI is introduced. Without transparency, communicators have a key role to play in framing these transitions as opportunities, not threats. That means telling stories of upskilling, sharing case studies of people who’ve reinvented their roles, and reinforcing that human value still matters. Third [01:01:00] communicators should champion the human plus AI model, not human versus ai. That could mean creating content that shows how real employees are collaborating with AI tools to enhance their work. It could mean coaching managers to acknowledge the role AI plays without diminishing their own contributions. The perception of expertise now includes the ability to use AI well, but it also includes knowing when not to. Finally, we should remember that communication itself is evolving. AI can help with drafting and distribution, but it can’t replicate cultural intelligence, can’t read a room, can’t build trust. Communicators who master AI will become more efficient. Communicators who master both AI and human nuance will become indispensable. So while AI may be rewriting how expertise is demonstrated, it’s not erasing expertise. The opportunity for communicators and leaders alike is to redefine and reassert what expert [01:02:00] leadership looks like in a world where the machines are catching up. And as the LinkedIn data shows the future belongs to those who are fluent in both technology and trust. Neville Hobson: Yeah, I don’t have any doubt that that is true. Uh, listen to what you’re saying. I, I’m just what? Was popping into my mind was, , these are great guidance points, but you know, for a communicator, for instance, to acquire the kind of skills you outlined, , the thought in my mind is where would that person go to If there’s no, if, if he or she is the kind of point person and there’s nowhere else that he or she can look at, where do they go to to find out about how to acquire those skills? And that’s questions I’m sure many would be asking an organization. Where do you think, well, I think Shel Holtz: if you accept the notion that the communication profession is being redefined as all of this unfolds, then the career path has to be redefined as well. Exactly. , I don’t [01:03:00] have an answer for what that is. , I haven’t frankly given it a lot of thought. , but if I were to, I might be able to. Conjure up some thoughts on what a new career path is, when it’s not gonna be writing those first drafts and, and doing the research summaries that that, that the PR interns and the entry level communicators used to do. We’re gonna have to rethink this. Neville Hobson: Yeah, I was reading the Business Inside piece that, , particularly the section that’s got the subtitle, AI Beyond the IT department that, , talked about this and given the example of Colgate Palm, , that was looking to. , developing an AI strategy. They were looking at their corporate values and code of conduct around workplace culture. So they seem to be taking this, I think, , as a foundational approach. , they quote someone there saying that everyone should be able to decide to themselves how AI is going to impact their own job and their own tasks. Maybe that’s something that needs to happen. I’ve not heard anyone talk [01:04:00] about that when I see conversations happening about, helping employees get up to speed about how to use AI in the workplace and so forth. But that. Tech typically tends to focus still, I think, on generative AI and the, the outputs as opposed to outcomes. It just what you get out of an a generative AI when you ask it to do something. , but how is it gonna impact their job? And maybe that’s something I could see as being a really useful way to go about getting consciousness on the, on the, on the broader topic than what am I going to use AI for? Or, , these are the, I I’ve heard about all this, but deeper than that even. So, , again, going back to the business side of piece and, , Colgate Palm example, they give, , they talk about, they have an AI hub. Focuses on job specific use cases like sorting data or writing copy rather than technicalities, like AI model types. So employees can build AI assistance that suit their needs. The Colgate tells employees to think of it as if they’re providing instructions [01:05:00] to an intern. I mean, , these are very empathetic approaches. It seems to me that, , why aren’t more people doing this, I wonder, or they are. Shel Holtz: Think they are. , at least that’s my experience. I was, , frankly blown away. I have to tell you, I’m on the AI committee at the company where I work, and we had our first meeting and , the senior VP who put this committee together was very deliberate in making sure that it represented the entire organization. There are people from the field, , who are part of this, , and skeptics as well. He made sure that it was not populated just by people who were enthusiastic. But you know, one of the first exercises was to go around and talk about how you’re using it. And I had been under the impression that very few people were adopting it. People were skeptical, people were nervous, people just didn’t have the time. People didn’t think it could do anything for them. Everybody was using it for something. And many for. You know, very specific [01:06:00] construction related activities that I had never even considered. , I was floored that so many people were using it, and I think this happened in large part because the company gave them the permission to, we have been very forthright, , in, in telling people that we want you to experiment with this. We want you to figure out how this can help you in your job. We’re not going to be able to tell you, you’re going to have to do your own r and d and evidently a lot of people are. Neville Hobson: Yeah, I’m not surprised to hear that. , you tend to encounter it when something like you’ve described takes off or starts happening where you get people together and everyone is then telling their own stories about how they’re doing things. Or you, as you pointed out, you find out that you are in this group and everyone is using iron one, one way or another. So I, I suspect you’re right that that’s, that is happening in lots of organizations. It’s not talking about it too much. What people are talking about though is the need that, that needs to be something like that needs to be in place. And in the [01:07:00] conversations I’ve seen, many are talking about, it’s signifying it’s not happening in their own workplace. So it’s very uneven. Good opportunity, I think to, , for somebody, a consulting firm or someone 80, , someone else even to come up with some kind of program that is replicable in, in organizations that kickstart this kind of thing. , in this example, again, on the inside of this business, I had a piece about Colgate Parli. It doesn’t say how they did this, but they clearly had some help to put together the program. I would, I would say, so that’s encouraging if it’s happening at scale and, , , it’s a good sign of that. So, so let’s talk about, . Something quite intriguing, , that a big company is taking a big bet on influencer marketing, and that’s a topic we’ve talked about on and off, off and on in this podcast. So this story is about a striking shift in marketing strategy from Unilever. , the British multinational, [01:08:00] one of the world’s biggest consumer goods companies. It operates in over 190 countries and reported annual revenue last year of more than 51 billion pounds. $66 billion. 60 billion euros. To get a sense of the scale of the numbers, in February as past February, Unilever ousted its CEO Hein Schumacher, who had been little more than a year and a half, uh, at the helm, replacing him with its finance chief Fernando Fernandez, to speed up the company’s turnaround plans. Fernandez has made headlines with his plan to dramatically increase the company’s reliance on social media influencers, influencers, as part of its advertising strategy. Today, about 30% of Unilever’s global ad spend goes into influencer campaigns. Fernandez wants to push that up to 50% or more. The reasoning behind this, as he put it bluntly, brands are default suspicious. Now we see that actually shall, , not those exact words, but the sentiment behind that in [01:09:00] the Edelman Trust barometer and others on distrust of brands. So that’s interesting. So brands are default, suspicious, says, Unilever’s new CEO. Consumers no longer take brand messaging at face value. He says, especially when it’s coming from polished campaigns. But when the message comes from someone they trust and follow, an influencer appear, a personality they relate to, it lands very differently. And this isn’t just about a few celebrities fronting global ads Unilever’s going granular. According to a report in Tortoise Media last week, Fernandez wants to build a content machine aiming to partner with micro and nano influencers, people with between 1,050 thousand followers across every region where they operate. So that’s across 190 countries. Fernanda says he wants to see at least one influencer promoting its brands in every region of every country, including in 19,000 Indian postcode areas and 5,764 municipalities in Brazil. [01:10:00] After the us. It’s these two countries that account for the largest share equivalent to more than a fifth of influencer sponsored posts online. So the goal is hyper-local storytelling that builds trust at scale. This change also reflects a cultural pivot inside Unilever. Under his previous leadership, the company became known for its bold stance on social purpose and environmental, social and governance, or ESG messaging. But that direction drew increasing scrutiny and pushback from investors. Fernanda appears to be shifting gears away from brand activism and towards pragmatic engagement influence over ideology. That said, this approach isn’t without risk. It highlights how influencers are becoming the new information. Brokers often more trusted than news outlets, but also harder to control. Missteps can have real consequences, whether it’s a celebrity failing to disclose paid promotion, or an influencer aligning even unintentionally with controversial [01:11:00] causes or campaigns. So this raises some big questions. Can brands truly scale authenticity without losing control? What’s the role of the communicator when influence is increasingly decentralized? And how do we strike a balance between reach, relevance, and reputation? It’s worth unpacking some of this shell, don’t you think, Shel Holtz: oh boy, is this worth unpacking? And here’s an opportunity for ai, , to be used strategically in the communications team in order to scrape up all of the influencer messaging that you have paid for and get an analysis of the sentiment, , , and the response so that we can report back to Mr. Fernandez what the payoff of all of this is. You know, the problem I have with, and I realize 50% isn’t putting all your eggs in one basket, but relying so heavily on influencers with all [01:12:00] of the potential issues that they bring, that you’ve already outlined, , is that it ignores the other channels, , in the peso model. Where would influencers fall? I would say that they fall and be owned. , I’m not, not the owned, the, , the paid, , because. I mean, he, he’s already said 50% of the advertising budget we’re going to be paying these people. But on the other hand, you might also call it earned. They have followers who listen to them and therefore, , they’re able to influence those followers. So maybe it straddles that line, but if people recognize that, Hey, this influencer that I follow and respect, and, , I I am influenced by them, has touted this product from Unilever, , maybe I will go buy it. , they still realize that, especially if the influencer is ethical, , and has disclosed it, that they were paid to pitch this product. I think that heightens [01:13:00] the need for earned media where it wasn’t paid for, but it reinforces and validates what the influencer has said. It reinforces the need for shared media so that people can engage around this and the company and the brand can engage, , because it’s an engagement that you build the trust not in, in pitching canned messages. , I’m also troubled by the withdrawal from societal type of issues. it’s interesting that Unilever fired , the CEO of Ben and Jerry’s just within the last couple of weeks, a guy named David Steve, and it was over disputes involving Ben and Jerry’s social mission and the CEO taking a stance on polarizing. Political issues, , in an amended complaint filed in the Southern District of New York. , the ice cream brand known for its outspoken views on human rights in the environment said that Unilever’s dismissal of Stever violated [01:14:00] a merger agreement, which prevents the un unilateral removal of the CEO. And, you know, you have to wonder, , when Unilever acquired Ben and Jerry’s, they had to know that Ben and Jerry were hippie activists who mm-hmm. Used the company as a platform for social discussion, and suddenly they’re out firing the CEO because he did exactly what Ben and Jerry’s has always done. Makes you wonder about the future of Dove and their real beauty campaign. Is that gonna fall by the wayside? Because somehow it is seen as too woke , and not transactional enough. I don’t know, but it, it wouldn’t surprise me. Neville Hobson: Yeah, , it’s, it’s a time of change. The report I quoted from talks about the cultural shift happening within Unilever. This IC is very much as part of it. They’re in the middle of spinning off the ice cream business, including Ben and Jerry’s into a separate company. Whether that’s for a sell off or what, I, I have no idea. , but your point, I think, I, [01:15:00] I agree. I remember when they acquired Ben and Jerry’s, I remember reading quite a bit about, listen, these, , this, this company is very outspoken on issues that offend corporates. You know, what are you gonna do about that? Unilever, hands off, we are gonna let ’em get on with it. And they have done, until now it seems. But things are changing quite radically, it seems, certainly in Unilever. And I, I agree with you that spending 50% of your ad budget , on nano and micro influences, , is a risky move. As I mentioned, there are big risks in doing this. So, , I dunno more than the reports , I’ve cited, , what, from the report side, I’ve cited no detail about their marketing team and any of the individuals or what Ady plans might be. , but I find it interesting that one of the world’s biggest consumer products companies is taking this route. , this is something that they, , you mentioned Dove. They have a stellar reputation with how they position dove in the marketplace. I can’t imagine for a second they’re going to [01:16:00] risk damaging that. I can’t, I just can’t see it. I mean, dove isn’t part of Ben and Jerry, so no hippies involved there, I don’t think. But, , they went through. We’ve, we’ve quoted them quite a bit from use cases of how they treat women, for instance, in an exceptionally positive way. Some of the, , ad campaigns we’ve talked about that are really, truly are remarkable. So they’ve got, , a lot of equity tied up in that, in reputation, et cetera. , I don’t believe they damage that. Then again, we don’t know precisely what Mr. Fernandez has been tasked with doing , and how soon quick is what, I guess from reading what reading this article I quoted from plus others in the financial press. So, , it’s early days, but nevertheless, these are bold steps they’re taking. I mean, look at the idea of, having at least one. Influencer in every region where they operate, , in, in every, in everywhere there’s 190 countries and all these 19,000 postcode districts in India, that’s humongous. How are they gonna police all that? So these are questions I’m sure they have answers to nearly all of them. So time will tell, shell won’t Shel Holtz: [01:17:00] it, , undoubtedly will. And if there is any element of your report that will send chills up the spine of communicators everywhere, it’s that Mr. Fernandez was the chief financial officer and he’s now making the marketing decisions. Yeah. I’ll also point out that, uh, if, if, if you’re doubting Ben and Jerry’s hippie credentials, they have not one but two flavors that are named for jam bands. Neville Hobson: , Well, the good news about Mr. Fernandez, he’s, he’s, he’s not a lawyer. So that, I suppose a good thing, well, at least there is that. Shel Holtz: Well, let’s take a quick drive down memory lane. Back in 2010, general Motors made a small internal comms decision that sparked a surprisingly big public reaction. A memo from Chevrolet’s Detroit headquarters asked employees to stop referring to the brand as Chevy. The goal was consistency, especially important as the company looked to strengthen its brand presence in international markets where it was just [01:18:00] entering like France, where Chevy didn’t carry the same recognition as the full name Chevrolet. They even had a cuss jar in the office with employees dropping in quarters every time they slipped and said Chevy. Sounds kind of quaint now, right? But the backlash was Swift social media lit up with mockery brand experts and journalists called it tone deaf. Even the New York Times weighed in suggesting the company was squashing a beloved cultural shorthand in favor of corporate rigidity. Within days’, GM had to walk it back clarifying that they weren’t banning Chevy, just aiming for consistency in global communications. We reported on this story on FIR back in 2010, , and how a member of the PR team who called himself gm, Joe, ran across the parking lot to shoot video of this executive, I believe he was Australian, , explaining why they had made this move and he had to run because the guy had to catch a flight. He only had a couple of minutes to go [01:19:00] get the video. At the time, all of this looked like a classic case of over management, but today. GM may have been more right than wrong. New research suggests that nicknames, even though they can be charming and familiar, might actually weaken a brand’s image, especially when that brand is trying to convey authority, credibility, or professionalism. An article in the Wall Street Journal highlighted a growing body of evidence that suggests brands using their full names, especially in new markets, as GM was trying to do with Chevrolet in France, or in formal contexts, are perceived as more competent and trustworthy than those that lean on nicknames. According to a study published in the Journal of Marketing, when a brand uses a nickname in its messaging, consumers are more likely to perceive it as warm, but less competent. That’s a problem if your brand needs to be taken seriously. It’s one thing to be liked. It’s another to be respected. [01:20:00] The researchers tested this theory across a wide range of product categories from car brands to investment firms, and the results were consistent. If a brand needed to convey dependability, professionalism, or technical prowess, nicknames hurt. In one example, people were more likely to trust a toothpaste brand named Colgate than one marketed as Colgate. And when asked who they’d rather invest their money with participants overwhelmingly chose Anderson Wealth Management over Andy’s. Let’s go back to Chevrolet for a second. In the us, Chevy is a particularly endearing term. It shows up in country songs. It’s short, catchy, and nostalgic, but in a global context, like launching a new European market where no one grew up with a 57 Chevy in the garage. That familiarity is lost, and what’s left is a name that might sound informal, unserious, or even confusing. This all has real [01:21:00] implications for communicators. First, it’s a reminder that names matter and not just for logos and legal documents. The language your organization uses about itself as part of your positioning and sometimes the very thing that makes your brand feel close and approachable in one market can undermine its credibility in another Second, it underscores the importance of intentionality in brand messaging. Are you trying to be relatable or reliable? Warm or wise, fun or formal? Of course, the best brands often manage to be all of these things, but you can’t assume a nickname will always land the way you want it to. This is especially relevant for internal communicators, guiding tone and voice across regions or audiences. If your company’s entering a new market, introducing a new service line, or expanding beyond a friendly niche into a more regulated space. How you refer to yourselves matters. The nickname might feel authentic and beloved internally, but if it undercuts the [01:22:00] perception of competence externally, that could cost you. Third communicators have a role to play in managing transitions. If your organization has relied on a nickname and now wants to shift to something more formal, don’t just drop it cold Turkey. That’s what made Chevrolet’s original memo field jarring. It, tried to turn a branding nuance into a black and white rule. Instead, we can help organizations evolve their brand language gradually explaining the why to employees and building consistency across touchpoint over time. Finally, it’s worth considering the emotional side of nicknames. As much as the research says nicknames can dilute authority. They also build affection sometimes being Andes instead of Anderson. Wealth Management makes a brand feel human, local, and loved. And if your brand leans more into hospitality, entertainment, or consumer culture, that may be exactly what you want. So the takeaway here isn’t that nicknames are bad, it’s that nicknames are [01:23:00] powerful and communicators need to understand when they’re working for the brand and when they might be working against it. Chevy may never shake the nickname and. Maybe it shouldn’t, but thanks to the research we have now, we’re better equipped to have that conversation, not just at the executive level, but with employees, partners, and audiences too. Because in the end, how you talk about your brand shapes, how people think about your brand, and that’s not just a naming issue, it’s a communication issue. Neville Hobson: Yeah. That’s interesting. That’s an interesting analysis you’ve given, Michelle. I was actually reading through the Wall Street Journal piece when you were talking and came to the mention of Chevrolet in this article. It’s quite interesting. In research that was done, , I could see the name Zang. I, I can’t catch where, what his affiliation is with the university. I think, , examined historical social media posts by Chevrolet, so I bet it included back to 2010. Cheryl and online advertising efforts from a few other firms [01:24:00] target your UPS and compared engagement metrics when those companies used their nicknames versus their trademark names. In every case, the use of nickname branding was associated with inferior engagement. So, for example, when Chevrolet’s tweets included Chevy, it received 143 likes on average when the brand used Chevrolet. Instead, engagement tripled, garnering 4 21 likes on average. And the same applied to ads for targets , as well. So, uh, completely, supports what you were saying and the overall look here, and I think the minefield for communicators, and you talked about that a bit, is, is getting to know which to do when with what and where. And that requires amongst other things, , a deep understanding of your audience. It would, it would appear to me. I mean, you mentioned Chevy is using country songs, so first thing that came to mind was driving my Chevy to the levee. I mean, everyone knows that, , phrase outta that, , outta that song Madon, even though that’s a rock and [01:25:00] roll song. Yeah, Neville Hobson: well, no, I dunno about that. But Madonna’s version was the best better than Don McLean’s in my book, who was heresy to my friends. But in any case, . That’s in ingrained, but it’s very interesting having this analysis. It’s something you don’t think about. I, I think, and maybe that’s part of an issue, it also talks about, and I’ve heard this mentioned elsewhere plenty of times, that you no longer own the nickname of your brand and in some cases even your brand, particularly when you get into areas where your brand name has become homogenized. So that’s generic. Xerox being one, I suppose. Hoover another one. Shel Holtz: Kleen Hoovering. Neville Hobson: Yeah, exactly. So, yeah, bandaid. Exactly. Another one like that. , so these are all things to consider , and maybe we’re in a, a time now where these now become more important than they ever would’ve done in the past, possibly because of skepticism, , mistrust, whatever it might be by your audience to your behavior [01:26:00] or to things that suddenly emerge that people, people that, , that are memes across the internet are criticisms that grow and then vanish. So you need to understand these dynamics, which is where clearly monitoring and, and, and analysis is important, but it’s a minefield to navigate without doubt. And knowing the right approach is well. That’s a kind of salary raised territory if you get it right. , not about reduction if you get it wrong, but you need to get it right. Shel Holtz: Well, that’s the kind of expertise you need to demonstrate to show management that you, , bring value. And AI can’t do the work that you do. There go. I have seen McDonald’s commercials where they refer to themselves as Mickey D’s, and after reading this research, I’m wondering how wise that that is. Neville Hobson: I suspect those American brand names never made it outside the us. I’d not heard of that about McDonald’s, , before, I must admit. But it is, , it’s, I’m gonna think about this some more now and I’m sure I’ll come up with some, , examples from here. , that, uh, either didn’t work or did, [01:27:00] I’ll have to have a think about that. But there’s, it’s a good, it’s a good topic. And it’s our last Shel Holtz: topic that will bring this episode of four immediate release to a close. Our next monthly episode is scheduled to drop on Monday, April 28th. We will record that on Saturday the 26th, and I hope I get to read some of your comments in that episode. You can leave your comments as most people do these days to our LinkedIn posts announcing. Episodes, , that’s one venue. You can always send us an email to fi comments@gmail.com. , we check that, , once a month before the episode to see if we have any comments. I, somebody emailed me directly through FIR comments and it was like a month old and I was, oh my God, why didn’t we send this to my email address? I only check this once a month. , you can attach up to a three minute audio file, , if you are so inclined, and we will play that and react to it. You can leave a [01:28:00] comment on the show notes at fir comments@gmail.com. You can record a comment directly from our website@firpodcastnetwork.com. , and, , we also announced these episodes across other social channels. We check those for comments. . Facebook , and Blue Sky and Threads. , so leave us a comment. , we would love to have you be part of the show and to engage with you. And, , we also appreciate your ratings and reviews wherever you get your podcasts. And that will be a 30 for this episode of four immediate release. The post FIR #456: Does AI Put Communication Expertise At Risk? appeared first on FIR Podcast Network.