Posts Tagged ‘measurement’

Measuring Influence ‘Might’ Use Relationship Metrics

Monday, February 28th, 2011

 

Creative Commons, by Brian Hillegas

I’ve been thinking again. Last time, I tossed out the idea that measuring influence might be gleaned from Grunig and Hon’s work on measuring relationships.  Usually, you need to get people to fill out a questionnaire to determine the quality of the relationship, but maybe looking at the public evidence is enough.  Here are three of the six elements, with comment following about the potential for adapting to qualitative influence measurement:

Control Mutuality — The degree to which parties agree on who has the rightful power to influence one another. Although some imbalance is natural, stable relationships require that organizations and publics each have some control over the other.

Think about that in context of online influence – being “Facebook friends” might imply a mutual influence, but being friends with an organization if one’s not a customer or other stakeholder wouldn’t seem to greet the same implication.

Still, the idea that an organization would change its behavior as a consequence of interaction with its stakeholders is the essence of Grunig’s Excellence Theory (two-way, symmetrical communication.) Retweeting on Twitter, and a content analysis of the @reply sequence (actual conversations) might lead to an index by topic – it could demonstrate the extent of control mutuality as a surrogate for mutual influence. The question is whether there’s enough in the stream to properly analyze.

Trust – One party’s level of confidence in and willingness to open oneself to the other party. There are three dimensions to trust: integrity: the belief that an organization is fair and just … dependability: the belief that an organization will do what it says it will do … and, competence: the belief that an organization has the ability to do what it says it will do.

This, too, could be accomplished by content analysis, substituting individual for organization. Establishing the extent of trust could also indicate the opportunity for influential behavior, which could be apparent from the stream. We’d need to define the language trusted people use, but that doesn’t seem much different from a normal content analysis.

Satisfaction — The extent to which each party feels favorably toward the other because positive expectations about the relationship are reinforced. A satisfying relationship is one in which the benefits outweigh the costs.

This one’s tough – the nature of the relationship plays in to the analysis of satisfaction. Celebrities may make general comment about loving their fans, but is that a sincere platform for mutual satisfaction? Also, if the expectations are very low (as in celebrity culture, where the connection is, um, tenuous in reality but provides a simulation of a close relationship), does that negate the influence string?  My putative 14 year-old son may get his hair in a Beiber, demand I buy Beiber music and Beiber-esq purple garments, but is that influence or a phase? Or merely effective marketing?

Next post: the remaining three elements.

Share

Could Measures for Relationships Work for Influence?

Thursday, February 24th, 2011

What IS the formula for calculating influence?

This isn’t a stab at Klout. After reading a number of recent blog posts on influence, and participating in several of the associated discussions, I’m just weary of the chase.

My gut tells me that measuring influence is situational and specific.  You simply cannot look at tweet streams, numbers of followers, frequency of @ replies or retweets, number of Facebook friends, etc., and draw conclusions about someone’s influence, and there’s research that supports that idea.

Trey Pennington, Justin Goldsborough, Shonali Burke and Mark W. Schaefer are in the fray (and I’ve commented in a couple of cases), and I wrote my own post on the topic.  It’s been an interesting conversation split between the “Klout is useless” – “Klout is making a good attempt” and my fringe element rantings that we need better research to figure out how to measure influence.

The deal is that there are few independently researched efforts to investigate the claims of well-intentioned entrepreneurs.  There’s inevitably a black box that contains the algorithms and secret formulas, and no one wants to subject their potential cash cow to measurement that might render it an Edsel.

James Grunig and Linda Hon wrote a seminal paper about measuring relationships that might hold a key to figuring out how to measure influence.  To determine strength of relationships, they write, focus on six components: Control Mutuality, Trust, Satisfaction, Commitment, Exchange Relationship and Communal Relationship.  Coming up next week, a look at each element and how they may or may not apply to measuring influence.

BTW, I found out recently that my Technorati Authority score is 406. My Klout score is 46.  I have no idea what that means.  But I want to better understand influence, so I’m going to run this down for a while.

Share

Measuring Influence: 4 Learnings

Wednesday, February 2nd, 2011

Measurement isn't just bells and whistles

Measurement for its own sake is a waste of everyone’s time and money. It’s got to be in service of a strategy.

You might say that the foregoing statement is a canard; no one is beating down our doors asking us to just measure something, anything.  But there remain a feisty few, particularly on the social media side of the equation, who keep offering up horsepuckey in the guise of gold bullion.

Witness “4 Ways to Measure Social Media…,” a well-intentioned piece from last summer on Social Media Examiner. Author Nichole Kelly subheads the article with “exposure,” “engagement,” “influence” and “lead generation” — the “4 ways.”  Kelly’s on firm ground about exposure, pointing out the difficulty of a) getting good data and b) ensuring you’re counting only once, though equating reach to awareness is a colossal mistake.  Engagement,  too, is solid (if output-based), covering @replies, DMs, links clicked, comments and subscriptions. Good stuff.

Influence is listed third and lead generation fourth, showing exposure, engagement and influence as the top of the funnel leading to conversion.

The section on influence is underdone, and erroneously says tone (positive, negative, neutral) IS influence.  In fact, according to Yahoo!’s Duncan Watts, Winter Mason, and Jake Hofman, and the University of Michgan’s Etyan Bakshy, influence can’t be credibly determined from content analysis. Read all about it.

I heard Watts speak on this topic during the snowy last week of January at a meeting of the Institute for PR Commission on research, measurement and evaluation, of which I’m a member. Influence is a huge question, and Watts, et.al.’s work made me recall the somewhat hoary idea that understanding your specific audience (whether final audience or intermediary) is a lot more important than trying to calculate the exact number of impressions represented by friends of friends and retweet followers.

I pick on influence because it’s the biggest question in social media.  In fact, it’s been a big question in communication in general since the days of Lazarsfeld, Berelson and Gaudet and the two-step flow. Who are the “opinion leaders” and how do we calculate their effectiveness?

Here are four questions that hold promise when considering how to measure influence:

  1. Does the opinion leader “play” in the right sandbox for our intended audience/stakeholder?  Chris Brogan and Brian Solis have lots of followers, tribes that hang on their every tweet. Are their tribes our tribes?  They’ve got awesome scale by sheer numbers, but it’s anyone’s guess how involved they are or whether their followers in turn reach people we care about. We could get Brogan or Solis to talk about our service, product, leader or whatever, but to what end if their followers aren’t the right fit for us?
  2. Can we create a solid chain of links from the opinion leader’s actions to our desired actions?  If we’re working on building corporate reputation, retweets, Facebook “likes” and blog comments should have a relationship to opinions voiced by our final target audience. Simply passing along a leader’s statement (tweet, post, comment, etc.) shouldn’t be construed as adoption! Here’s where content analysis shows promise, especially in blogs and perhaps during Twitter chats. The opinion leader’s output should have some effect if he/she is truly influencing others. Note that this is a qualitative effort and suffers from lack of scale.
  3. Are we mistaking popularity for influence?  Celebrities routinely land atop the Twitter rankings, and there are brands on Facebook with upteen hundreds of thousands of “friends.” But having a lot of friends/followers just makes you popular. See #2 above.  We’ve long wondered about how to judge the effectiveness of influence in conventional relationships, but I don’t think many of us think the most popular student in high school was necessarily the most influential.
  4. Are we inappropriately drawing general conclusions from narrow findings?  Influence is personal and specific.  We make assumptions about readers of newspapers, TV viewers, etc., and have a body of research to back those assumptions up.  In social media, the appearance of influence may be mere output, or outtake at best. Outcomes outside of e-commerce are tough to come by, though clear objectives can solve this problem quickly.

The best measurement starts with research up front, which informs our strategy and objective-setting, followed by more research to determine effectiveness and progress toward objectives.  It’s not just tactical measurement designed to cover our butts or justify our budgets, especially when it’s trying to measure influence.

Share

Measurement Musing: Questions…No Answers…

Monday, December 20th, 2010

Public Relations measurement is so essential, yet so poorly understood. I’m sure it’s my bad that after gaining one client upon launching my business that focused on measurement, I haven’t had a second.  I’ve done some strategy work, some writing, and now am working on a  long-term project for a client that once again, has no measurement component to it.

I do wonder whether I’m just not the right person to help organizations measure — there are other, longer standing, better educated folks out there. Maybe it’s my destiny to stick in the internal communications space, rather than the measurement angle.  Of course, I try never to make life decisions any time from December through February — the seasonal affective disorder reaches its nadir (or zenith) as the winter solstice arrives and lingers through the cold, gray months.

I introduced measurement to my PR Tactics class at Kent State this fall — just a brief tablespoonful — I’m hoping that they remember it as they enter the profession. One thing’s for sure — they certainly had better measurement components in their final projects! Whoo-hoo!

This spring, I’m teaching a course in PR Metrics — so perhaps this is how I can drive measurement into our profession: give it to the kids who’ll replace the dinosaurs in a few years…

Speaking of which, I’ll be sourcing case studies in measurement — and entertaining guest speakers (either in person or by Skype) — so if you can help me out, let me know!

More questions:

Why do so many companies still see news media and social media as mutually exclusive instead of related?

When thinking about measuring social media, why we want to categorize it in the same way we do news media?

Why do we think reaching the most people is better than reaching the right ones?

Why do we want to define influence as only occurring through social media, and why do we so narrowly define it IN social media?

How come we can’t come up with a better means of determining appropriate scope and scale?

Why do people think the only marker of PR intelligence and value relates to external communication?

Why do companies fail to measure employee communication outcomes? Matter of fact, why do we still count clips?

Why am I thinking these hairy thoughts ?

Are these rhetorical questions? (No…)

BTW, don’t miss the Twitter chat, #MeasurePR with @Shonali Burke, Tuesday at 12 noon.

Share

Oy, such Tsuris!

Wednesday, November 24th, 2010

I like running Communication AMMO, especially now that there’s actual REVENUE in the business. Thanks, David R.! In my Media Management course, we have to create a business, and I’ve created a Frankenstein monster. The thing is, it might be a good idea. So now I’m paranoid – should I actually make the business real, sacrifice untold thousands to try and build it, or just accept whatever grade I get and continue my march to academia? I already HAVE a business that’s (mostly) sucking cash amid hope for the future. I’m no serial entrepreneur. Feh!

Share

From Solitary to Social… Becoming a New Communicator

Tuesday, October 19th, 2010

By Heather Marks

Heather Marks, Avery DennisonOver the last few years, a common theme has emerged when talking about the future of the communications profession: a shift from creating communication to enabling it.

That doesn’t mean that what I’ve spent years learning and practicing is worthless. To me, it implies that I now need to take everything I know and learn how to apply it differently.

Eeek!

Over the years, I’ve noticed that many employee communicators would rather wrestle with words on paper than engage in live conversation, much less negotiate with clients who think they already know what they want. Probably the toughest thing I’ve ever had to do is force myself to confidently push back and convince a client to stop long enough to consider taking a different approach.

That’s why I’m so passionate about measurement. If you can measure it, you can sell it to senior management! [Hear,hear! Ed.]

Add in the challenge of convincing a client that it’s time for them to learn something new to become a better leader and communicator… now that’s hard. And for me, the advent of employee social networking requires looking at everything I do from different perspective and developing completely new skills. It’s already time to move from enabling to… connecting.

Here’s what I mean. At Avery Dennison, we’ve rolled out a complete suite of social networking tools for employees as an add-on to our traditional intranet portal. Suddenly, employees are in control of the content –not me, nor our executives. Sure, we can still push messages out, but now those communications are in competition with the energy, creativity, hands-on expertise and passionate exchange of ideas that is occurring among employees, without our help. This meant we needed to change how we thought about, planned and did communications.

Our response

First, we relaxed our internal “corporate” voice to be more conversational and engaging. Frankly, that’s something that needed to happen anyway, and it has made employees stop and actually pay more attention to corporate messages.

Second, rather than expecting our executives to suddenly become expert social networkers – or even be experts ourselves – we’re mining the rich content employees are developing to highlight stories that best serve the company’s vision, objectives, values and leadership principles. We’re not eliminating corporate news stories or leadership messages, we’re just giving MORE space and attention to what employees at every level are saying – encouraging, elevating and celebrating the good work that’s already happening.

People move in the direction of the things they talk about. So, why not find the good “talk” that’s happening and get people talking about it even more?

This has fundamentally changed the work I do and how I do it. I write less than ever before – and I’m actually OK with it! For me, corporate employee communications is no longer about getting direction from business leaders and then sitting down alone to develop strategies and formal written communications. It’s about being curious about what other people are doing and saying, shaping a consistent and meaningful voice out of the communication noise – wherever it is generated — connecting ideas and people, and collaborating.

Not everyone is excited about or comfortable with the changes happening in our profession, and there is still plenty of room for those who prefer writing to socializing and connecting. But, I’m more interested in outcomes than output, and I’m excited to see how all of this plays out.

What about you?

Heather Marks is Director, Communications Technology, Corporate Communications, for Avery Dennison Corporation, the producer of consumer products, pressure-sensitive adhesives and materials.

Follow her on Twitter @HeatherLMarks, where she talks food (as the co-owner of Heather’s Heat and Flavor, the spice/sauce/salsa stores in Lyndhurst and Hudson, Ohio.)

Share

Web Tools Expanding (Slowly) into Internal Communication

Thursday, September 9th, 2010

A small but eager group of professional communicators met 7 September to explore the current state of Web tools in internal communication and found a slow, but steady increase in their use.  Twitter-based #ICChat totaled more than 200 tweets in a fast-paced, hour-long online discussion from 2-3 p.m. North American Eastern Time.

The most basic tools — e-mail and intranets and RSS — are expectedly common, but social tools — blogging, varieties of microblogging (such as Twitter) and shared document management are seen as near-term priorities.

@irosen: Q1: There is an increased demand on “basics” found on the internet such as RSS feeds, microblogging and embedded media #icchat

@Wedge: Slowly reducing our reliance on emailing Word documents around; moving to intranet web pages and shared space on intranet for docs #icchat

Microblogging, including Yammer, offers the potential for collaboration and instant access, according to the company website. The tool could lower data processing costs by redirecting communication away from e-mail, particularly for the short, direct sort of questions-and-answers an employee might need on the spur of the moment. I made the same argument for RSS and other tools

@CommAMMO: One angle @csledzik is to quantify amt of email traffic – if you banned Word doc attch’s in fav of Google docs/Sharep methods #icchat

@CommAMMO: @wheati @irosen Less email through the wall means lower data proc costs – RSS is seemless, no? #icchat

But reducing direct cost wasn’t a prime driver in one person’s opinion:

@wheati: @CommAMMO @irosen @Wedge Weren’t concerned with data cost. Interested in ease, security of doc access. And “one stop” shop for info. #icchat

Trying to reduce e-mail — for the sake of employees’ productivity — is a critical factor, in my opinion. Aggregating nonessential (but still important) material is a decidedly old-school response, though social tools offer an advantage beyond financial impact.

@jpchurch: We’re about to launch a complete intranet re-do, and introduce more targeted info & collaborative tools. Still far too many emails. #icchat

@jgombita: Q1 If staff, clients R spread out (geog’phy), working with wiki (or Google docs) is effective and inexpensive #icchat

@csledzik: So theres 2 objtvs: 1) reducing data proc. $ & incr’g knowledge sharing. Soft goal is key, but not the driver. #icchat

There currently is no organization I know of which has gotten knowledge management particularly right — though many have made progress: Ernst & Young’s Center for Business Knowledge predates the Web, using Lotus Notes databases to gather info from employees and make it available. Kind of early crowdsourcing

Microsoft’s Sharepoint suite — with its Wiki-Blogging-Discussions, etc. — came up a fair amount as a means of supporting knowledge sharing, with one participant looking for guidance on initial deployment.

@tnerko: Most excited about #SharePoint for wiki features as most in my company on a 3 year rotation and knowledge leaves often #icchat

The embrace of web tools within the workplace (particularly social media) is a referendum in organizational trust, transparency, according to one participant:

@csledzik: .@CommAMMO I see mgmt thatNot comf. w/ trust or transparency. Don’t understand benefits of sharing inter/externally. #icchat

The latter part of that tweet is pretty close to the truth: Internal communication, generally, isn’t as highly regarded in the workplace as is media relations. We shouldn’t be surprised that internal audiences are subject to fantasies of tight control — one senior leader told me that internal communication was, “a warm-fuzzy for employees” who don’t really care about the business.  It was some years ago, so I’m hopeful that opinions have moderated. But the advent of social media has shaken business leaders to their very boots in fear of loss of control. Control, by the way, that they haven’t had in 50 years, at least.

@wheati: A concern is also about company reputation. Exes want to control and package it, but SM is about neither. #icchat

@jgombita @pointsoftrue that’s why the key is guidelines #icchat

Indeed, guidelines are critical. The trick is to convince leaders that their employees can be trusted to follow them. This is a huge issue in regulated industries, such as securities firms, banks, medical.

The too-fast conversation wrapped up talking about how these web tools — in particular intranets — are measured.

@Wedge: To Q4: behaviour change. Impact, rather than ‘hits’ (although ‘hits’ are a baseline to indicate use / usefulness. #icchat #intranet

@wheati: Loosely…% of front line adopting RSS was one measure. #icchat

@CommAMMO: @wheati Tying the stats back to outcomes, even just simple correls is helpful – language of C-suite. #icchat

@tnerko: Word of mouth and feedback links for now, looking forward to commenting in sharepoint and will run focus groups as well #icchat

Next #ICChat is 21 September, 2-3 pm Eastern (North America), and we’re open to suggestions as to topic and potential guests. Hope to see you then.

What would you add to this? How can we make #ICChat better? Use the comments, or send me an email.

Sean Williams can help you: Consulting, Strategic Planning, Measurement, Training, Writing/Editing.

CommAMMO: One angle @csledzik is to quantify amt of email traffic – if you banned Word doc attch’s in fav of Google docs/Sharep methods #icchat
6:16 pm CommAMMO: @wheati @irosen Less email through the wall means lower data proc costs – RSS is seemless, no? #icchat
Share

5 Reasons Why HR & PR Don’t Get Along

Wednesday, August 11th, 2010

Ask any corporate communicator who they want to report to and they’ll say, “the CEO!”  Now ask who they’d NEVER want to report to. They’ll say, “HR.”  why is that?

Our corporate cousins in Human Resources have many of the same issues that we do. They want to be seen as strategic resources, not mere tactical cogs in the wheel. They struggle to be taken seriously outside of their functional silos.  They fight for budget and resources with some difficulty, because they “don’t drive sales,” or “don’t understand the business.”  By these lights, we should be strong partners — the shared pain of the back-office services would seem to be a logical impetus for a good relationship.

My own experience demonstrates that possibility. Goodyear’s (now retired) Kathy Geier was a trusted member of then-CEO Bob Keegan’s cabinet.  She reached out to me often on all kinds of matters, and recruited me onto a task force on business process optimization. Many of her team sought me out (and I, them), and we forged a strong, positive relationship. KeyCorp’s Diane Coble and Jeff Darner (since moved on) and I enjoyed similar mutual respect and partnering. Even my brief tenure at National City Corporation included positive experiences working with HR.

But in other organizations, jealousy, turf wars, even outright stiff-necked opposition are the order of the day. Why?

Here are 5 reasons why HR and PR don’t get along.  Next week, 5 ways YOU can build a good relationship with them.

1. HR thinks they’re smarter than PR. There’s a stronger academic body of knowledge in HR, a business school connection missing from most all PR programs, which reside in Journalism.  They think their college experience was more demanding and quantitative than ours.

2. HR is hungry for budget and control.  They want more than just the functional duties of compensation, personnel, etc.This is key to their strategic aspirations; the “support services” model often puts an HR person in charge of all the support functions, elevating them to higher pay and bonus as a result of larger budgets and spans of control.

3. HR often believes that only information critical to the employee should be communicated to them — and that means comp/benefits, business conduct and training opportunities should be top of the fold in the employee newsletter and front-and-center on the intranet. They believe that they know more about communication than we do (and sometimes they’re right, but that’s another post).

4.  HR provides training in many fields, so it believes it knows better how to train managers to be communicators than we do.

5. HR likes checklists. Communicating something is an output to be checked off, not a process with a closed loop. They prefer push to pull, wanting to declare that a communication has been sent and therefore is complete. This is especially fraught when discussing how to measure the effectiveness of communication activity.

Just a reminder — these aren’t hard and fast rules, they’re examples. Your results may vary.  In fact, share your thinking here!  Do these resonate with you? Am I full of it?

Share

Internal Communications at its Best

Tuesday, July 6th, 2010

The UK’s Liam FitzPatrick wrote a post decrying the tendency of internal comms people complaining about manager communication incompetence.  FitzPatrick says: “I believe we get the internal clients we deserve.  If senior managers are used to a diet of crap communications support, that is all they’ll ever understand.”

He’s right, and he’s wrong.

The challenge always is whether to keep fighting or just give managers what they want.  FitzPatrick relates a story about a senior manager who wants “intelligence” about what employees are saying and thinking from her internal comms support.  There are a lot of things a skilled internal communicator can do to gather that intelligence, but much of the budgetary process is more output-focused than outcome-focused (echoing the same tendency elsewhere in corporate communications.)

The key for any of us is research (he said self-servingly — my practice includes research services, just sayin;.)

The research doesn’t even have to be quantitative, though tying qualitative assessment to intranet traffic, for example, can shed a lot of light on the effectiveness of our internal comms activities. We don’t have to do formal surveys, which can be very expensive and time consuming, if all we’re looking for is a snapshot to share for planning and strategy.

At Goodyear, we used an intranet poll to get just that sort of intelligence — it was a great window into what at least some employees were thinking, and it gave us a source of content, too.

But, there is no replacement for more formal measurement — even with qualification of our poll results, we still got management questions about the reach of opinion, which is a valid criticism. The old ROPE method (Research, Objective, Programming, Evaluation) still holds truth.

Meanwhile, read FitzPatrick’s piece. It’s worth reading (and commenting — no comments on his blog, so I wrote this post!)

Share

Another IABC International Conference…

Wednesday, June 16th, 2010

I recognize that if I’m not a speaker at the big IABC soiree, I’m probably not the target audience for it. I’m not surprised, therefore, that my first blush reaction to the Toronto gathering wasn’t particularly positive.  My goal for attending this year was to meet some new people and make contact with some who I haven’t seen in a while. I hope to eventually get some business from it, but really just need to expand the network.

The programming and format are nearly identical to my first International, in 1995, also in Toronto. That one was a revelation — I was just 4 years or so into the profession, and everything was new.  Every session offered fascinating insights or enhanced skills.  I met scores of people and hung out with many, enjoying my first trip to Toronto and my first extended business trip in several years.

In 1997, L.A. was a different experience. Many of the speakers were the same as two years earlier, and in 2002 at Chicago, there were just a few sessions that really caught my eye. So I took a vacation from the big show until this year.

Things that impressed me:

Erin Dick from Pratt & Whitney — a social media case study that wasn’t from a Silicon Valley firm… Her use of blogs, Twitter, YouTube and Flickr to help support P&W’s client (the U.S.Government) on the selection of an engine for the Joint Strike Force fighter was off the charts — brilliant. And it had a fairly strong measurement component. I decided to Tweet the session instead of trying to take notes. The benefit was that I had a great summary, though my thumbs threatened to lock up from BlackBerry-itis…

William Amurgis from American Electric Power — Looking for use of social media in internal communications? Amurgis delivered. AEP’s blogs, discussion boards, employee-uploaded photos, etc., set a high standard of participation. The company’s intranet philosophy? Enhance employee productivity, reinforce corporate messages and provide a place to meet for all employees. Everything has to pass through that frame, or it doesn’t happen. And, rather than buy software solutions, AEP makes their own. Amurgis has a designer and a developer on his staff.

The UnConference — OK, it was a bit different than other UnConferences (usually low-or-no-cost, open to anyone; you had to buy the day (at least) for the IABC Conference to get in, and it wasn’t cheap) — but the method of operation was different and fun. There was no pre-set program, just a list of ideas posted on the TorontoTalks website (that a few people did discuss first), and three 5-minute “keynotes” — very informally delivered.  The three-hour session on Sunday afternoon was comprised of four 25-minute blocks of time with six possible topics (being held at six tables). We wrote on sticky notes our question or suggested topic, then stuck it on a flip chart in an empty time slot. The writer could lead the discussion, or someone else could.  I talked measurement (what a shock!) with seven other folks and it was fascinating. We didn’t solve the ROI question in full, nor did we get into other facets of communication, but it still was valuable and fun.

The thing is, the (nice) venue, formal structure and overwhelming size of the show made it hard to connect with people. Even the formal networking session (the big one held on the floor of the exhibit show) was just an hour long — not near enough time to connect. (I also didn’t attend Monday’s sessions — none particularly grabbed me. That might have inhibited my networking activities, so shame on me!)

The cost was pretty high for a new entrepreneur, not only in travel but in the conference fee. I’ll be considering very carefully before jumping on again soon. But, if I wind up as a speaker…

{FYI, I’m speaking in November at IABC’s Research and Measurement Conference in Seattle, as well as at the PRSA National conference in DC in October.  I’m also willing to come to chapter lunches, etc., and can make a deal for my PRSA/IABC fellow members!}

Share