Maria Miller, authenticity and the PR pitch

The resignation of Maria Miller, the former Culture Secretary who ‘stepped down’ over an expenses row a few days ago, just goes to show that saying sorry isn’t always enough.

While there are bigger issues in play regarding the structures and processes of policing MPs’ behaviour, there was much made of the ‘inadequate’ nature of Maria Miller’s apology to the House of Commons.

For many, her ‘32 second apology’ (as it’s pointedly dubbed in multiple news references) appeared hollow and insincere. The brevity of the apology – which was along the lines of ‘I’ve been asked to say this, so here I am’ – on the back of allegations that her attitude to the investigation had been unhelpful, left a poor impression. Did we believe that Ms Miller was sorry? Did her actions match her words?

Authenticity – as individuals, as business leaders, as brands and as organisations – is essential if we expect to be trusted by others.

What makes a voice authentic? I think it’s where our words and our behaviour are evidently in tune. It’s how we live our values in action, as individuals and as companies.

Authenticity matters for many reasons, not least because we all make emotional judgements about others; call it ‘gut feel’ or intuition, but it’s almost impossible to remove it from the way we make decisions.

Which brings me to PR pitches. I attended Adrian Wheeler’s thought provoking PRCA workshop the other day on ‘Pitching to Win Business’, and we discussed the subject of ‘chemistry’. Research among clients has shown that chemistry is in the top three most important factors when selecting an agency, alongside track record and creativity.

Adrian points out that this is hardly surprising, when you consider that personal relationships are essential to successful business relationships, although most procurement and pitch processes endeavour to be based on rational criteria and evidence.

He suggests that an explanation for this apparent conflict between the cold, hard, analytical process of choosing one agency over another, versus the ‘touchy feely’ sentiment of ‘I just like them’, may be found in Daniel Kahneman’s ‘Thinking, Fast and Slow’. Kahneman describes two distinct ‘systems’ of how we think. System One is what we consider instinct, it’s subconscious, whereas System Two relates to our conscious thought process.

Kahneman’s research shows that nearly all our decisions are made quickly using System One, and we then use System Two to rationalise a decision we’ve already made, without being aware that this is what’s happening.

So, if it’s an emotional response that guides our thinking, then it follows that personal rapport, chemistry and authenticity are crucial; whether facing the Commons or a client pitch. Personally, I’ll stick to pitching.

Sarah Bryars

Chief Executive

Redesigning creativity

I’ve always thought that creativity lies in the eyes of the beholder. We instil or find creativity in places others may not; each of us stimulated by different images, sounds and actions. Given this subjective view though, is it really fair to criticise something or someone for not being creative enough? Looking at it from a PR perspective, there are ways we can improve our creative output, purely by thinking about the process a little differently.

The pressures of a PR professional’s daily routine and workload seem to be growing, with clients expecting more for their money, quicker and to an even higher standard. But in order to be creative, you need the time, so we find ourselves in a catch 22.

Last week, Bethan and I went along to the Creativity Clinic held by the Chartered Institute of Public Relations (CIPR) South West at EDF Energy, Barnwood. The workshop was hosted by PR guru and Fellow of the CIPR, Andy Green, who discussed the incremental nature of creativity in our industry and shared techniques on how to develop this fine art.

Andy explained that creativity is like a muscle that needs to be flexed. Using a slinky to metaphorically demonstrate his point, he explained our creativity can expand, change direction, be flexible and grow. It’s not rigid or restricted, nor is it as simple as black and white; our thinking needs to be managed appropriately, challenged and encouraged to help bring about innovative ideas.

Now, this might all seem a bit far fetched; you have around 10 features and seven news releases to write, social media accounts to monitor and that evaluation document that you’ve been putting off, all to be done in the next 24 hours. So when are you going to find the time to stop and think?

Once you have worked out how much time you are wasting not being creative, you can free up some time to allow you to think about things a bit more! Why reinvent the wheel when you can just change the context of a story, for example? As Andy said, it’s not just about being creative, it’s also about being ‘uncreative’; becoming more efficient in your day-to-day work.

In order to start this journey of greater creativity, Andy asked the audience to think of a problem at work and turn it into a question. The next stage is to challenge and interrogate your question, making sure it is as specific as possible, as your answers will then be too. Then ask yourself, what assumptions are being made? There is no out of the box thinking, asking questions will only make the box, and your ideas, bigger and better.

It’s clear that now more than ever, PR professionals need to break down the barriers to creativity by streamlining processes, become cleverer with their time and, of course, taking the time to stop and think.

Kalli Soteriou
Account Executive