Chris Lynch: “Nearly half of journalists said they can’t carry out their job without social media”

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Cision CMO Chris Lynch discusses the important key findings in the US from the annual 2017 Global Social Journalism Study. The UK 2017 Social Journalism Study country report can also be downloaded for free. 

The global study, which surveyed journalists in the US, Canada, UK and elsewhere in EMEA on their social media habits, preferences and views was recently published in separate country reports by Cision and conducted in partnership with Canterbury Christ Church University.

In this video, Lynch talks about the US findings and what they might mean.

What can journalists and communicators do about ‘fake news’?

Our survey (in the US) found that more than half of journalists found that fake news is becoming a serious problem in their profession. And you can definitely understand why. They’re chasing down a lot of stories, there’s a lot of pressure to be first and meanwhile, you have all these new entities that are cropping up that are really just looking to drive web traffic based on anything that they think is interesting.

There are studies that are showing that sometimes people don’t even read the entire story, they just read the headline, so that’s something to really look after and really police. And I think it’s worth the extra time from communicators and journalists to follow up after that content is published in social channels.

How do journalists use social to do their job?

Nearly half of journalists said that they can’t carry out their job without social media. The thing that’s really changed with social media and the journalism community is its created a mechanism by which people can talk back.

Journalists need to look at it as a huge opportunity. Now you can actually go out onto social media, if you use social listening tools intelligently you can mine for certain topics that people are talking about, and that are trending, and then weave that into your story.

So, you can actually represent more of the public interest in your stories versus, you know, only focusing on your sources and people who work at the institutions that you cover.

How often do journalists engage on social media?

Almost half of journalists also said that they engage daily on social media, and that’s a statistic that I think is just going to keep going up.

If you look at most great journalism today, some of it follows the same formula it always did. You go out and you talk to different sources, you find the right information, you find the facts and you present those facts.

One of the things that can often be lost is the context with which regular people feel about those stories, and having social media as a means to engage directly with consumers is a really powerful thing for a lot of journalists.

Do journalists trust PR pros?

Probably no surprise, our survey found that more than half of journalists have trust issues with the PR professionals and the communications professionals that they work with. I think communicators and PRs need to remember that in most cases journalists don’t have a personal vendetta against their organisations, and a lot of cases they’re just trying to do their job, and they’re just trying to get the information that makes that content fair and interesting.

People should read this survey (here is the UK report)  because I think it gets at a few different relationships that are happening in the market that are very interesting. One opportunity for communicators to be viewed as more strategic in their organisations is to have an opinion about what type of messaging, and what type of content is going to resonate.

And if they follow a lot of the social journalism that’s happening, and a lot of the consumer response to those stories, they can actually factor that into a lot of the messaging creation that they assist with inside of their organisation.

Download the UK 2017 Social Journalism Study here:

Incorrect information? Clear the form.

Cision is also hosting a webinar looking at how journalists are using social media to create and promote their work and what this means for the ways PRs can communicate and pitch to them.

Becky Lucas, insight and strategy editor at GQ, will share her thoughts on how the media magazine brand and its team are working on social media and Kristine Pole, senior lecturer marketing, Business School, Canterbury Christ Church University, and Philip Smith, head of content marketing and comms, EMEA, at Cision will present insights and findings from the UK’s 2017 Social Journalism Study.

Jocelyn Grant, Farrer Kane

Farrer Kane hires B2B specialist Jocelyn Grant

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Farrer Kane has appointed Jocelyn Grant as senior account manager. The agency will rely on her B2B comms and journalism expertise after a summer expansion of its client numbers.

Grant has advised a range of multinational companies in the construction, technology, logistics, energy and retail sectors, as well as having several years’ experience in B2B journalism.

She joins from SE10, where she helped clients to manage internal and external comms campaigns, corporate comms, copywriting, social media, media relations, strategy planning and development, media relations and stakeholder engagement.

Beth Farrer, Farrer Kane director, said: “We are delighted to welcome Jocelyn to the team. Content development sits at the heart of much of what we do and with both agency and journalistic experience, Jocelyn will be of significant benefit to many of our clients.”

Grant added: “I’m really pleased to be joining Farrer Kane. It’s an agency that applies the kind of creativity normally associated with the consumer sector with the professionalism required for B2B clients.”

Long Island promoted by Rooster

Rooster wins brief to promote Long Island

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Discover Long Island has appointed Rooster PR as its first retained PR agency in the UK to promote the US East Coast destination to British travellers.

Rooster has been tasked with maximising awareness of the destination around the International Travel Market trade show in November, as well as running a proactive PR campaign throughout 2018.

Discover Long Island made the appointment as it recently announced an international marketing collaboration with New York City & Company to promote the wider New York area. The campaign will promote Long Island as “New York City’s Beachfront Backyard”.

Kristen Jarnagin, president and CEO of Discover Long Island, said: “We were impressed by Rooster’s extensive experience in promoting destinations and tourism organisations worldwide.

“As we seek to attract a greater number of international visitors, we’re looking forward to driving deeper awareness of Long Island, and its close proximity to New York City, through Rooster’s connections with the UK travel and lifestyle media.”

James Brooke, managing director at Rooster, added: “We’re excited to be working with Kristen and her team to promote all that Long Island has to offer UK travellers and communicate the fact that Long Island should be an integral component of any New York stay.”

Tom Macklin, Esquire

Meet the Journalist: Esquire’s Tom Macklin

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Tom Macklin, Esquire’s associate editor and entertainment director, talks about the magazine brand’s close relationship with PRs, its discerning readership and the upcoming Esquire Townhouse event.

Tom Macklin, Esquire

Tom Macklin

The Esquire Townhouse is returning to London’s Carlton Terrace on 12-15 October. What is it? How does the event embody the Esquire brand?

We are bringing the brand to life via four days of cerebral talks, lively panel debates, master classes and supper clubs – but in an intimate and upmarket environment.

Esquire’s food editor and the man behind Polpo, Russell Norman, is hosting a Venetian supper club. Editor-in-chief Alex Bilmes is talking to Man Booker Prize winning novelist Alan Hollinghurst about the books that shaped his life. Russell Brand, a former cover star and interviewee in our October issue, is giving a TED-style talk on addiction. And, as Esquire’s wellbeing editor, I’ve curated a fitness experience for readers at the weekend.

The event fuses a high-profile, red carpet event with an immersive multi-platform consumer experience. We have purposely selected a venue that has the aesthetic and appeal of a private members club (think Marks Club or Soho House) and allows the consumer to have a bespoke experience based on their interests.

The ground floor is set up for guests to relax, work or entertain. We have a lounge bar. Dior is headline sponsoring the event, and will host a pop-up “fragrance discovery” experience. We have a Ruffians barbershop, Leon coffee shop, shoe shining station, Lexus “sound lab” and much more.

We have capped audience numbers at 60, and 100 for headline events, to make them feel special and give readers a private audience with these inspiring individuals. Expect all events to be infused with Esquire’s signature wit, intellect and muscular journalism.

This year’s event features appearances from Paul Smith, Cillian Murphy, Charlie Brooker, Robert Webb and more. What do these people have in common? How does Esquire choose the celebrities it partners with?

They are visionaries in their respective fields – men who have a celebrated body of work and who continue to engage us with their projects. They excite admiration in the reader, are charismatic and we want to learn from them and be entertained by them.

For example, Esquire was the first magazine to cover Peaky Blinders when it premiered in 2013, for which we worked with Steven Knight on a set piece. Based on its cult following and engagement on esquire.co.uk, I knew that having Cillian and Steven in conversation ahead of season four would appeal. In fact, it was our first event to sell out!

The same thought process applies to the talent that we work with in print and online: individuals who have authenticity, who are making smart decisions and engaging us with their work.

Esquire established itself as a refined men’s periodical with contributions from Ernest Hemmingway, F. Scott Fitzgerald and more. But how has the publication evolved since it was founded in 1933?

We continue to evolve as consumer trends change, but are equally conscious about maintaining Esquire’s DNA: long-form, intelligent and provocative features with the most sought-after writers accompanied by cutting edge design.

Throughout its existence, Esquire has never been afraid to document and deconstruct the social issues and change of the times. In the 60s and 70s these were in the form of George Lois’ iconic covers of Muhammad Ali, Andy Warhol and Sonny Liston.

We continue to work with themes that provoke debate, but in a multi-platform way – which includes such events as The Esquire Townhouse.

In 2016 we produced a “feminism” issue – the first of its kind in our market. It was a collection of “cerebral essays”, think pieces and interviews co-edited by UN goodwill ambassador Emma Watson and Esquire’s editor-in-chief Alex Bilmes. We didn’t want to preach feminism to our audience, but instead engage them with a series of witty and interesting commissions featuring Tom Hanks, Caitlin Moran and Aziz Anzari – which ran in print, online and throughout the Esquire network globally.

The way we speak to the reader has evolved as we are no longer just a print medium. Esquire.co.uk now reaches over 1.5 million people a month, which requires a different execution. But our integrity and voice remain. As it turns out Esquire’s feminism issue was our most successful of 2016 and Caitlin Moran’s essay (12 things about being a woman that women don’t tell you – you should read it, it’s hilarious) became our most read online article of all time. So I hope we’re still doing something right!

How would you describe the typical Esquire reader?

He is 30-45 years old, urbane and engaged in the arts. He’s a “big thinker” and likes to be challenged and provoked by his engagements. He also likes the facts – no fake news!

What are your responsibilities at Esquire? And how does your role fit into the broader team?

I work across four titles – Esquire, Harper’s Bazaar, Town & Country and The Big Black Book – and for each title my role encompasses print, digital, events and press. It’s a dynamic role which means I get to work with a broad spectrum of people and as consumer trends evolve, so does my job.

A fundamental responsibility is to implement an annual talent and entertainment strategy for covers and inside features, which involves presenting a plan of who we should shoot, for what project and how to execute it across all of our platforms to give us a point of difference in the market.

Then, there are events – strategizing The Esquire Townhouse with Hearst Live and co-curating the programme of events with my colleague Will Hersey, the execution, the wider roll-out and the organisation of the launch party.

Also, strategizing and securing talent for the Harper’s Bazaar Women of the Year awards and the Bazaar Summit – a new initative launching in November.

I am also the health and wellbeing editor at Esquire and write a monthly page, The Macklin Regime, and stories for esquire.co.uk. I place cover press each month for Bazaar and Esquire. I am lucky to be part of such a talented team and, without wanting to sound like a loser, we’re all genuinely great friends. There’s a good vibe in our office.

Of all the pieces you’ve worked on since you joined Esquire, which are you most proud of and why?

That’s a hard question! Alex Bilmes and I came up with a list of our ultimate cover stars when I first joined Esquire in 2011 and I’ve managed to cross a lot of these off.

Kate Moss is one that stands out. It took a lot of perseverance to secure her for the September 2013 cover and getting Craig McDean to shoot it was a particular highlight as he’d never shot for us before.

More recently, Julia Roberts for Harper’s Bazaar’s November cover felt like a moment, given it is her first British cover in 15 years. These things are often a militant operation and you feel as though you’re ageing in dog years at the time. But when the stars align you definitely feel a great sense of achievement.

What’s your relationship with PRs like?

We have close relationships with PRs that help develop stories with us and the best features come out of having unparalleled and exclusive access – whether that be to celebrities, a product or experience.

Quality features are the ones that connect with the consumer and have legs outside of the brand. Ed Caesar’s excellent long-form profile on George Osborne in our September issue provoked debate and was trending on Twitter for some time.

Following allegations of doping, Chris Froome chose to speak to Esquire and embarked on a series of physiological tests which we published in a report. Subsequently, this became widely discussed within the national sports pages.

I worked with Tom Hardy on unprecedented access when he took our writer and photographer under his wing in Calgary for a number of days, while filming The Revenant. It was an intimate portrait of one of the most exciting actors of his generation. The cover feature, for Mad Max, ran as multiple covers within the Esquire network. It generated a plethora of column inches and that was reflected by a spike in circulation.

How should PRs get in touch if they want to pitch an idea?

If PRs don’t have an existing relationship and want to pitch an idea they should familiarise themselves with the magazine and put forward relevant content that speaks to our audience, or suggest a story angle. A blanket and very wordy release can sometimes get lost in our inboxes.

Oh, and make sure it is going to the right person. That might sound obvious, but my inbox is cluttered on a daily basis with emails about reality stars and maternity clothing (yes, really).

Which event are you most looking forward to at this year’s Esquire Townhouse?

I’m a big Black Mirror fan. So, Charlie and Annabel’s event, Alan Hollinghurst, Christoph Waltz and Russell Brand’s talk.

Tangerine strengthens leadership team

Tangerine expands leadership team

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Tangerine has bolstered its senior team by promoting senior consultants Lisa Hale and Laura Weightman to associate director and head of social comms, respectively.

The 15-year-old consultancy has also welcomed account directors Emma Sivakumaran and Jen Hallam to its leadership team.

Its 12-strong leadership is responsible for Tangerine’s day-to-day operations, including growth, supporting clients and developing the agency’s team.

Sandy Lindsay, Tangerine’s founder and chair, said: “The leadership team ensures we keep pushing ourselves and our clients forward in line with our ‘bolder, braver, better’ philosophy.”

She added: “Some members of the leadership team have been with us nearly a decade and have seen the consultancy change and morph several times over the years and these new additions to the team will work alongside these longstanding members to support each other and the agency.”

  • Pictured: (left to right) Jen Hallam, Emma Sivakumaran, Lisa Hale, Laura Weightman
Paul Robertson joins Portland

Portland hires senior SNP aide Paul Robertson

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Portland has appointed Paul Robertson as an account director to strengthen its Scottish public affairs expertise.

Previously, Robertson was the Scottish National Party’s head of research and policy in Westminster and he played a key role in building the party’s operations in London. He also helped to develop the SNP’s manifesto policy platform for this year’s general election.

At the SNP, Robertson was responsible for developing policy, coordinating political strategy on reserved matters, managing relations with major stakeholders and liaising with Scottish government colleagues while in Westminster. Prior to this he worked for the SNP’s social justice spokesperson. He joins Portland in its London office.

Victoria Dean, partner and head of Portland’s Brexit Unit, said: “Paul brings extensive knowledge and insight into Scotland’s regulatory and political environment at a time when Scotland and its multi-dimensional politics influence many of today’s biggest issues facing businesses.”

She added: “We look forward to Paul working with our clients to provide insight and engagement with the Scottish regulatory and political landscape, and to building on our offer to global corporates who appreciate the importance of understanding domestic markets like Scotland.”

Opinion: Reputation management tips to help you sleep at night

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Neil Bayley, director of corporate brands at Good Relations, says reputation management is as important as ever – and outlines two opportunities to help business leaders strengthen the resilience of their brands.

What keeps you awake at night? For most of us, there’s a long list from the mundane to mystical. But right now, business leaders are most worried about reputation, according to the British Standards Institution (BSI).

New research published last month looked at factors contributing to organisational resilience and found reputation protection tops the list of business leader priorities – even ahead of financial performance.

More than 40% of leaders the BSI surveyed believe their organisation is strongly susceptible to reputational risk. But the landscape seems tougher in the UK than some other countries. Here, just 55% rate their reputation as excellent or very good, compared to 75% in the US.

Of course, this isn’t a new. Warren Buffet once famously said: “It takes 20 years to build a reputation and five minutes to ruin it, so if leaders think about that, they may choose to do things differently.”

It’s no surprise leaders are concerned about risk

We live in an age when a post can circumnavigate the globe in seconds and trigger a crisis in corporate confidence. A time when most markets are under rapid digital transformation, so people have ever more freedom to vent with a Tweet or vote with their feet.

Business doesn’t exist in a neatly segmented world any longer. It’s an integral part of culture and very much part of everyday conversations, whether you’re a supermarket with a supply chain issue or an airline dealing with disruptive passengers.

So how can leaders worry less about reputational risk? Well the bad news is the risk landscape isn’t going to get easier. The levels of trust in business are at an all-time low, so they’ll have to work harder to maintain and build trust.

The good news is that technology has opened up our world and brought us closer, so I think this gives them two opportunities to strengthen resilience.

This first is through listening carefully online to how agendas and sentiment are changing, so they can monitor and react in real time.  The second is by finding things audiences really care about and, where leaders are investing in work that creates positive change, being able to share that directly or even get them involved.

Done well, this can build goodwill and trust in proactive ways that protect reputation – and lead to less disturbed sleep.