If you can’t write well in either English or Arabic, then why are you here?” That question was asked frequently of her staff by one tough but astute Dubai PR agency boss who has since moved on. It encapsulates in one sentence the problems and opportunities that exist in the UAE PR agency market.

Having been a client of UAE PR agencies for the past eight years, I am well aware of the poor standard of English writing on offer. Friends in the media confirm that the quality of press releases and other materials they receive is not generally very high. I have been party to enough heated discussions about the quality of Arabic writing from agencies, freelancers and translators to know that the quality of Arabic writing in agencies isn’t that great either.

Truly excellent writing isn’t that easy to come by in the rest of the world, of course. I’ve run agencies in London, New York and Hong Kong and it never ceased to amaze me how many people could carve out a career in PR without being about to write a well-structured, coherent news release.

It’s a particular problem in the UAE, however, for several reasons.  Chief among them is that many – perhaps most – agency employees are not native English speakers and therefore are writing in English as a second language.  Secondly, there are fewer PR managers on the client side with a classical PR or media background and who come instead from the marketing stream, where the line between editorial and marketing promotion comes pre-blurred. Thirdly, Arabic is such a diverse language with so many different dialects that finding agreement on the correct word or phrase can be more challenging than it might seem at first.

My goal for MCS Action in the UAE is that we build a reputation for delivering the best writing (in both Arabic and English) and the best media relations service in the country. Yes, we offer all the other professional services of a full-service PR firm – strategic counsel, crisis management, internal communications, media training, events and so on. But the truth of the matter is that what most clients here want, most of the time, is excellence in writing and excellence in media relations.

Remember the Florida election disaster in the 2000 US presidential campaign, in which there seemed to be some serious counting errors that affected Al Gore in particular? One American comedian summed it up well when he said: “You know that big idea about building a missile shield in space that would shoot down incoming missiles and protect us from nuclear attack? Hey, before we do something really ambitious like that, why don’t we just invent a great big counting machine…!”

So before the PR agency community in the UAE tries to advise clients about positioning, messaging, digital media strategy or crisis management, how about they start with the basics and start producing decent copy. We already have the best English writer in the country on board and have just strengthened our Arabic team with a top-flight Arabic writer and editor, so we’re doing our bit.

Dr Steve Peters has a theory and he calls it the Chimp Paradox. As advisor to the British Cycling Team, as well as many other sports stars and senior business people, Peters has proved himself and his techniques in many areas of life.  The Chimp Paradox looks at the way in which self-doubt and irrational, impulsive behaviour can have a negative impact on our personal and professional lives.
Peters argues there are three elements to the psychological mind. He labels these the chimp, the human and the computer. The chimp is the area of the mind that is driven by feeling, impressions, emotional thinking and gut instincts. The chimp quickly jumps to opinions and thinks in black and white terms. It can be paranoid and its behaviour can be catastrophic, irrational and emotive. Its primary motivator is survival and it goes back to a very primitive and essential part of our human development.
The human part of the mind, on the other hand, is rational, evidence-based, thinks in shades of grey and operates a balanced judgement. It is driven by self-fulfilment i.e. having a real, greater purpose in life rather than the moment-to -moment survival instinct of the chimp.
The chimp has an ability to hijack us and take over our reactions to situations rendering us irrational, emotional and out of control in a way which we regret afterwards. You cannot bypass the chimp part of your nature, nor can you control it with willpower. You need to acknowledge it and have what Peters calls a “management plan” to release powerful emotions, work through them and eventually “box the chimp” i.e. put it in a place where it cannot cause destruction or damage.
Running alongside these two aspects of our nature is the computer. An empty hard drive at birth, the computer is the repository of all our experience; a reference source which both the chimp and the human look to for guidance when reacting to situations. The computer is only as good as the information it contains. The computer has all our stored beliefs, some of which are positive, some negative, some deeply hard-wired and tough to change and some easier to reprogramme. Our personalities are formed, Peters argues, by a combination of the chimp, the human and the computer.
Together they form who we are and how we behave.

Engaging with customers, collecting feedback and discovering current and potential customers needs, would just be some on the list of reasons why companies should include social media as part of their marketing plan.  This plan usually depends on the company profile, the products or services it offers and the target audience.

Although Facebook (FB) is one of the most commonly used social media channels that companies use, questions like: “Is it a must to have a FB page or just a trend”, or “What do other brands post?” and “What do customers want to see on a FB page”, are still commonly asked.

A December 2011 study by A.T. Kearney (a global management consulting firm) examined the FB conversations for the top 50 brands. The study found out that the majority of these brands IGNORE fan comments on FB!!  94% use the FB page as a one-way communications channel and never give the customer the chance to initiate a conversation.

On the other hand different kinds of posts, such as dedicated and mainly personal posts, were the most successful in generating two way communications with the brand. The study found that 69% of the comments were in response to personal non-promotional brand contents while promotional posts only generated 11%.

The result of this study leads me to some very interesting questions. For instance why top brands and market leaders don’t use FB properly and why do they ignore the comments of fans? Does that mean that they don’t see the benefits of such social media channels?

I think top brands don’t really ignore FB comments but will only take note of them if the volume is high enough. Imagine the number of comments Coke Cola must get every day. There is no way they will respond to every single, individual, comment, but on the other hand if 100 people (which is a high volume) said something like “New Coke Cola tastes terrible” then I am absolutely sure they would respond!

In public relations, we believe that FB is another marketing channel that companies can use. It is a one-way communications tool if brands want it for just awareness and promotional purposes and it is absolutely effective because of the huge number of subscribers, its the global reach …and so on. Strategically the best use of FB is by treating it as a two way communication medium which will engage and collect information and so give any brand an extra competitive edge. But this will only happen if the brand decides to and allocates the right resources to make it happen.

Every day we are bombarded with news, information, tabloid sensations, advertisements and reports from a host of sources. But how much should we believe and what sources can we really trust?

As you can see from the following table, which is based on research conducted by Globescan in 2009, it is national television and national newspapers that appear to be the most trustworthy and valid sources of information. Of course since the research was commissioned by the UK’s national TV channel, the BBC, the results might not be too much of a surprise!

Generally, the most trusted information and news sources are those, which have a long tradition and are already well established in society in terms of reputation, history and institutional reform.  An interesting source in the above table is the “friends, family and colleagues” channel for information, which proves that authenticity is also an essential attribute to verify the quality of the source. In contrast, the current most rapidly growing media are online sources as they provide a whole spectrum of information in the shortest amount of time. However, in line with the table above, since their legitimacy and accuracy are often questioned there is a strong need to establish more credible online sources. Due to the enormous dimension of articles and data available online it is challenging to determine when the information on news websites and internet blogs is certified and reliable, especially when much of the websites have a rather short history and no established reputation.

Although the table indicates that blogs are the least trusted sources, you don’t have to worry as in our case the Action blog is definitely based only on the most authentic, confirmed, interesting, and cool fun facts.

Noticing body language is vital to the success of meetings whether they be with clients or colleagues.
Here are a few pointers to what body language means:
Nose rubbing, eye rubbing or hand over the mouth – this indicates that the person is uncertain about what is being said.
Ear rubbing – this means the person has heard enough.
Neck scratch with index finger – indicates doubt or uncertainty.
Neck rub – this indicates boredom.
Arms folded – this indicates that the person wants to cut him or herself off from the situation.
Hands clenched on the table or raised up with elbows on the table – this indicates that the person is feeling hostile or frustrated.
Feet crossed ankles together – indicates that the person is feeling defensive or is holding back a negative feeling such as anger, frustration or fear.
Hands behind head, arms above shoulders and elbows pointed out – this indicates that the person is feeling very comfortable on this subject area. It may also indicate arrogance.

In this week when we celebrate our 40th anniversary, I look back to 1971 when I set up Action PR. At that time the world was a very different place; no internet, no mobile phones and certainly no iPad! Times were challenging but exciting and my vision was to build a business that was to become the first full service public relations consultancy in the emerging markets.  Now those same emerging markets are not only the focus of global attention but also drive the global economy. As the company grew we found that, while we offered our clients effective communications combined with strong local knowledge, we also had to help educate local media and other influencers to understand the value of what we were doing. At first and in some countries this was quite a struggle, especially with highly regulated, even censored, local media. Now digital communications and social media have cut through these obstacles taking us into a new world of openness and change. There are still challenges to be faced, some of a very different kind to those we faced 40 years ago. But the difference now is that the Action team of professionals in over 40 countries have never been more effective, more professional or more committed. We should be proud of what we have achieved over the last 40 years, proud of our long standing client relationships and proud that we work with some of the world’s leading brands and organisations.  I salute all the Action team whether you are working in the heat of the Middle East, the cosmopolitan cities of Eastern Europe or the heady political world of Brussels. Here’s to the next 40 years of Action!

Companies are built in the image of their leaders. It is as true of Virgin’s cheeky Richard Branson-inspired persona, as of a Royal Bank of Scotland (RBS) that, under Sir Fred Goodwin, believed it could do no wrong.

Determining how to make the most of your leader’s qualities is an important task for internal communicators. In difficult times, leaders have to set the company’s agenda, raise and maintain morale and chart a path forward – all at once.

Here are the six most common leadership styles. So which one is your boss?

Barack Obama

Key personality traits: The classic rock-star CEO sets the big picture, moving people towards a shared vision. Superb public speaker with an abiding fondness of the limelight.

Internal comms advice: Visionaries work well when they have a day or weekend to explain their vision and allow the interchange of ideas. Webcasts also provide the perfect vehicle for visionaries to reach beyond national boundaries. Regular communication in the form of picture-led newspaper-style updates is also a great way for them to reach employees.

Angela Merkel

Key personality traits: The type of leader who also wants to be your friend. A collaborative figure who focuses on emotional needs and is most likely to say ‘how are you?’.

Internal comms advice: These are often very effective senior managers, but they need to find a way to show steel. Accordingly, getting back to the shop floor can work well with this leader’s collaborative qualities, while also demonstrating that they are not afraid of rolling up their sleeves. Regular ‘health check’ team meetings to discuss company progress are an opportunity to share constructive feedback in a group setting, which the affiliative leader will find more comfortable. Feedback from external sources, such as customer satisfaction surveys, will address any reluctance from the leader to communicate anything other than positive points.

Dr Who

Key personality traits: Holds long conversations that often reach beyond the work place. Good at helping staffers find strengths and weaknesses and tying these to career aspirations.

Internal comms advice: This style is useful in intimate sessions and small groups,

It is important, therefore, that day-to-day comms requirements do not become the focus. Specify a senior manager who can handle these, leaving the leader to focus on the bigger picture, and the one-to-one coaching at which they excel.

Lord Sebastian Coe

Key personality traits: Listening, often at the expense of immediate action. ‘What do you think?’ is the obvious catchphrase for this leader, who likes to show the way without pushing people through it.

Internal comms advice: A democratic leader likes to involve people and provide opportunity for feedback, in which case, workshops, online forums or a blog allow them to manage downwards to the team. It is vital that the democratic leader is able to communicate decisiveness. Create a forum on an intranet – this will enable a democratic culture to thrive.

Margaret Thatcher

Key personality traits: Most likely to say ‘copy me’, a back-breaking workhorse who leads by example and never shirks a challenge. Expects employees to automatically get the picture.

Internal comms advice: They need help in consideration, listening to people’s problems, caring for those less able and managing egos. Therefore, focus on building a more inclusive approach, and advise this leader to take some time to understand team needs. This can be addressed by implementing a recognition programme that celebrates team wins at all levels of the organisation.

Montgomery Burns

Key personality traits: Typical catchphrase is ‘do this’. An old-school taskmaster who brings playground dynamics to the boardroom. Refuses to consider an alternative message.

Internal comms advice: The key to successful comms as a commanding leader is in ensuring you always communicate the why as well as the what. Expecting employees to jump when you ask them to is more likely to result in people digging their heels in. Commanding leaders can breed distrust, and a sense that internal opinions do not matter. People therefore need a channel to communicate that gives them their voice safely and without fear of intimidation. Look at newsletters, blogs, surveys and feedback forms. Also, work on the non-verbal comms aspects, all that frowning, posturing and glaring can speak volumes and rapidly disenchant a workforce.

I’m sure most of you have heard of the recent instance of JC Penney’s new line-up of T-shirts, which landed the brand on the RidicuList (http://edition.cnn.com/video/?/video/bestoftv/2011/09/01/ac-ridiculist-jcpenney.cnn). The story is worth attention as it tackles three important elements that a big brand, such as JC Penney should have given better consideration:

1.   Brand image

2.   Corporate social responsibility

3.   And at a later stage: issue/crisis management

We’ve seen that JC Penney seems to have ignored all three elements and while we are still watching to see how they will clear things up, we can learn lessons about how big brands should “care more”. They need to care more not only about the society in which they do business, but also about doing  business in a smarter way to ensure that they don’t make any more mistakes.

It’s not all about the attractive new designs. When launching a new line of T-shirts for the ‘back to school’ season, a designer should think how this would attract customers and improve their brand image. More carefully considered text on the T-shirts could have made them bestsellers in clever ways. T-shirt text along the lines of…,  “I might not be the best in Maths but Einstein wasn’t either” or “I never scream, I’m patient and good looking…everyone tells me that I should be a teacher”, might have helped.   

The ‘back to school’ season is one of the times of the year when it should be easy for a retailer to show their commitment to society, but JC Penney managed to achieve the exact opposite.

After the T-shirt story had broken and had everyone talking about it, a company spokesperson told ABC news, “We’re reaching out to our customers who are unhappy to apologize and to let them know that the T-shirt is no longer available”.  This was a very weak response as the story was all over the web and nothing significant was done to counter the negative coverage which had been created.

A big brand with more than one thousand stores should have been more careful and aimed to avoid such negative coverage.

As an example of a better way to maintain brand image, Jacky’s Electronics, an Action UAE client and  a UAE retailer with 9 stores in the country, worked hard during the summer to be involved in Dubai Care’s charity campaign – ‘Girls’ Education Campaign 2011’. The charity aims to increase awareness and funds to enable girls in poorer countries to be educated, thus improving their lives and empowering them to play effective roles in society.

When times get tough the tough get going…..but companies cannot afford to lose their best people even during difficult times. Keeping staff well informed and committed is even more important in these economically rocky days.

Sun Tzu, the Chinese general and author of the respected book of battlefield strategy – ‘The Art of War’ – had much to say about communicating with troops. If people matter, then company leaders should think long and hard about his words.

Sun Tzu called for clear communications for armies to function smoothly and avoid threats.

“If the army is confused and suspicious, neighbouring rulers will take advantage of this and cause trouble. This is simply bringing anarchy into the army and flinging victory away”

Like much of ‘The Art of War’ the message for business is clear. Misinformation and rumours spread like the diseases they sometimes become. In good times and especially challenging times, it’s easy for suspicion and speculation to impact the morale and lower the productivity of people. As Sun Tzu warns it will lead to loss.     

The business world can sometimes seem like a battlefield and looking after people is essential. Employees will not feel valued if they aren’t being communicated with effectively and meaningfully. Lack of communication leads to rumour, speculation and gossip.

Sun Tzu knew that an organisation that understood the strategy, was united and had a strong fighting spirit had the advantage.

“Pay attention to the soldier’s well being and do not fatigue them. Try to keep them in high spirits and conserve their energy”

How many business leaders truly appreciate this point? How many understand that effective communication with their people will give them a real advantage in both good and especially bad times?

In fact some more up to date evidence reinforces the wise words of Sun Tzu. Research by leading professional services company Towers Watson is revealing.  It shows that effective internal communication leads to higher people retention rates, greater staff commitment and a market valuation often 20% higher than companies with poor internal communication.

Japan’s tragedy, the next real global crisis after the BP Horizon oil spill, is on everyone’s mind at the moment. It’s all over the news and your friends and family are probably googling “Chernobyl” and “thyroid gland cancer in neighboring countries” obsessively.

From a PR perspective, BP’s ex-CEO Tony Hayward’s response to the oil spill was analyzed over and over again with mixed commentary but the consensus that emerged was that his performance was abysmal. The Japan tragedy will be the next big case study in terms of crisis communications but will most likely yield completely different conclusions particularly relating to the way the Japanese authorities, or to be more specific Cabinet Secretary Yukio Edano, used social media tools to calm public fears and remedy media speculation.

As expected, the category seven crisis at the Fukushima power plant was catapulted online almost instantly and within a few days generated 64% of blog links and 32% of Twitter news links, according to a research conducted by the Pew Research Center’s Project for Excellence in Journalism. Public criticism in the Japanese society both against the government and against Tepco, the operator of the plant, started to rise.  Anti-nuclear protests in Japan’s streets gathered a respectable number of people but made more noise on Flickr (insert picture: http://www.flickr.com/photos/sandocap/5606363080/) and were followed live on Ustream (Yasumi Iwakami – http://iwakamiyasumi.com/) by those who could not join. Kazuyoshi Saito’ song entitled “It was a lie all along” directed against government and big Japanese power companies generated probably more than 1 million views all around (http://www.youtube.com/watch?v=b01yohRgfyc&feature=related) and much heated debate online.

So how did the government react to the rising anger and public fears?  One man seems to have gotten it right. Cabinet Secretary Edano’s live press conferences became an object of praise on Twitter where he was hashtagged #edano_nero (sleep edano) by twitterers concerned about his health.  He was also the subject of many blogposts including “Tireless Edano Earns Twitter Respect in the Wall Street Journal” (http://blogs.wsj.com/japanrealtime/2011/03/14/tireless-edano-earns-twitter-respect/).  According to Japanese PR expert Takashi Kurosawa’s blogpost “10 things we can learn from Cabinet Secretary Edano from the perspective of crisis management PR”, the man was exemplary in that he was clear, honest, articulate, not afraid to tackle difficult questions or to be seen as a leading spokesman.

Invaluable lessons for the PR industry can be learned here. Edano’s and Haywarth’s approaches will make for a textbook comparative case study for generations of PR and communications experts to come.