Aboriginal Job Board’s Post

New #Indigenous #career Alert: Strategic Communications Advisor Find this #job and more on Canada's strongest #Aboriginal Job Board https://lnkd.in/gi3HUVsK JOB PURPOSE Engage specific audiences by creating and implementing relevant strategic communication plans and digital media campaigns related to regulatory programs, projects leadership and corporate issues. Provides strategic counsel to CNO leaders on sensitive and/or high-risk issues. KEY RESPONSIBILITIES This is a multi-incumbent and the following key responsibilities may not apply to all incumbents in all positions. • Develops and leads the execution of strategic communication plans for CNO’s regulatory programs, functions or projects, for CNO’s leaders, and for corporate issues or topics. Identifies and gains support for key messages, timelines and accountabilities and adjusts as needed; identifies appropriate measures and conducts assessment for Plan’s success. Develops and leads the execution of digital media campaigns, leverages appropriate platforms to maximize reach to desired audiences. Evaluates impact of digital campaigns and adjusts as needed. • Leads the development of clear and engaging content to be used for multiple platforms including web, digital publications, multimedia products, social media and print. • Contributes to the organization’s response to high-risk and/or ad hoc issues including change management, crisis communications and media issues. As needed, acts as back up to support media relations function. • Provides leadership and expertise in clear language principles and strategic communication approaches. REQUIRED QUALIFICATIONS Education and Experience • Completion of a baccalaureate degree in journalism, communications or public relations or equivalent combination of a college diploma and relevant experience. • Seven plus years of progressive senior experience in corporate strategic communications. • Experience in leveraging digital and web strategies, print and web technologies, and in building understanding and engagement in the strategic communications approach. Organizational Competencies Consistently demonstrate CNO’s Staff Core Competencies: • Innovation – Curiously cultivate new ideas with a desire to learn and a collective focus on the best outcome. • Integrity – Conduct every interaction with fairness, honesty, and mutual respect. • Collaboration – Work with the right people at the right time to make the best-informed decision. • Well-being – Care for the physical, mental, spiritual, and emotional needs of ourselves and others. Job Competencies, Knowledge, Skills • Strategic Communication – uses in-depth knowledge of strategic communications framework and process to develop and implement strategic communication plans, including creating measures to evaluate the outcome; superior oral and written communication skills to c

I celebrate twenty years in communications and PR this year. I still remember when I first began my journey, back home in Bombay, as a young agency Account Executive, struggling to pitch stories and follow up on press releases. It was all overwhelming at first. We used fax machines for mass distribution of material, and I have also hand delivered some of them - through the sveltering heat and torrential rains, in non-air conditioned taxis and trains ! We called them the “media rounds”. I met some fabulous journalists around then, who were kind and generous with their time, often over a cutting chai. Some were very rude and detested the sight of a PR person. But we remained persistent, as did so many of us in the industry, we had learnt to develop a thick skin. Some of those journos switched over to comms roles later, and finally understood what it meant to be in our shoes. The joy of cracking a front page story in The Economic Times, and later The Financial Times for our clients, was a thing that kept us going then. And bumping into fellow colleagues at the Times of India building reception, made us all feel like we are all in the same boat. Trying to stay afloat. We used to show up early to office to read around 20 news papers a day, English and Hindi as well as Marathi for me. That’s how we kept abreast and made notes of the bylines and editorial styling of these papers. It helped us pitch our stories better. Print continued to grow in India and the numbers increased as we progressed. So much has changed since, we now have tools for tracking news coverage, writing press releases, pitch notes and content, some even to develop databases of journalists for easier mass distribution of content. But what remains unchanged is the fact that our business is heavily reliant on - media relations. As young PR professionals do not think that you can outsource this through your media relations expert in the team. Become one yourself ! Make the effort to track the latest on your client’s business, invest your energy in connecting with the beat journalist, often over a non-agenda meeting, you’ll be surprised how much you’ll learn in the bargain. Those conversations will be different and those relationships if cultivated right, will be invaluable. Journalists are looking for exclusive stories, you need to be always prepared with notes that help them with that. Talk to your clients, delve deeper into their businesses, find your story so you can pitch it to the journalist. Be prepared to be rejected too. Not everything you think is juicy will be accepted, but that’ll be a lesson too. Repeat this till you get it right. I’ve always believed that this business is not for the faint hearted. On most days it’s thankless and very much behind the scenes. My mum still doesn’t understand why it’s not my byline that appears in the papers, but would I trade it for anything else!? Hell No ! #lifeofaPRpro #PR #MediaRelations #Comms

Will GenAI take over our jobs in Public Relations, Public Affairs, Strategic Communications, and Government Relations? Yesterday, Alyona Seth asked me how GenAI might impact roles in PR, Strategic Communications, Public Affairs, and Government Relations after she read my post on the difference between these highly specialised but overlapping streams of communications. It’s a great question—one that’s been on many minds lately. So here’s what I think. Our industry has always embraced technology, from the early days of email campaigns to advanced media tracking. GenAI is the next step in that evolution, and it certainly offers a boost in productivity. Need a press release drafted, sentiment analysed, or a policy document summarised? GenAI can handle it in minutes. Tasks that used to take up hours of our day are now streamlined. In PR, AI can suggest content optimised for engagement. In Strategic Communications, it can refine campaigns through audience behaviour analysis. In Government Relations, it can analyse mountains of policy papers and provide critical insights instantly. But there’s a significant catch when it comes to what AI can’t do. GenAI might be great at handling the mechanics, but what about writing content that carries a genuine point of view? Can it truly feel for you, or understand the nuance behind a carefully crafted narrative? In PR and Comms, it’s not just about putting words on a page—it’s about writing with insight, empathy, and a deep understanding of your audience. AI can generate text, but can it present a point of view that resonates on an emotional level? Not quite. The truth is, GenAI lacks the emotional quotient (EQ) and relationship quotient (RQ) that form the backbone of our work. It can’t understand the complexity of human relationships or the subtleties of timing when delivering a message. AI doesn’t feel the weight of a story or pick up on the unspoken dynamics in a boardroom. This is where we, as experts, come in. Will GenAI take over our jobs? Perhaps if we stick to old ways of doing things and don’t rise up to embracing its usage to optimise our work. But will it genuinely replace everything we do? No, because GenAI can’t feel. It can’t build trust or read the room, and it certainly can’t bring the human intuition that’s critical to navigating relationships, writing with conviction, or crafting narratives that truly resonate. So, while GenAI will change how we work and make us more efficient, it won’t replace the human element that makes our work in PR, Comms, Public Affairs, and Government Relations so impactful. The future is about leveraging GenAI to enhance our capabilities, not to replace them. In the end, technology will always need the human touch—because machines can’t replace the ability to feel. #GenAI #PublicRelations #StrategicCommunications #PublicAffairs #GovernmentRelations #AIInPR #AIAndComms #EQ #RQ #FutureOfWork #CommunicationsStrategy

Do you want to be a good public relations? I want to share some essential skills in public relations based on my experience in this field. To excel in public relations, you must possess a diverse range of skills. Here are FIVE public relations SKILLS you must know: 1. Communication skills If you want to be a good PR, this skill is a definite must-have. In addition to being proficient with oral communication skills, you need also to have the ability to write clearly, concisely, and persuasively for different types of media. Also, you need to be able to create engaging narratives for diverse audiences, as well as customize messages and tone to suit different audiences and platforms. 2. Media Relations Skill This one, for my personally, is also crucial for a good PR. As a PR you have to know how to build and maintain positive relationships with external parties such as journalists, editors, bloggers, influencers, and other media professionals. Moreover, you should know how to pitch stories, respond to media inquiries, organize interviews, and handle crisis situations. 3. Sensitivities of Different Cultures Indeed, you cannot select and avoid where are your clients from. Therefore, you must understand and appreciate the different cultures including their symbols and customs. Furthermore, you should be able to adjust messages to different audiences, including international ones, and communicate effectively with clients from diverse backgrounds. 4. Language Skills Related to the previous skill, language skills are essential for a PR. You need to know several languages, especially good at English as it's valuable for PRs. Multilingual skills are necessary because your clients may come from different countries with various language backgrounds. 5. Problem-Solving Skills Last but not least, problem-solving skills. As a PR, you may often have to face some urgent problems, especially when you get an urgent or uncertain timeline. Therefore, you need to have the ability to manage your time effectively. Those skills would certainly level up your skills as a public relations. Hopefully, this post is beneficial for you. Upgrade your skills and get more experience! Source: Valentina's personal experience References: https://lnkd.in/geujvWH4 https://lnkd.in/gYaGX2j5 Terima kasih banyak atas bimbingannya dan mohon izin untuk tag bu Anna Y. 🙏

Five Things Everyone Should Know About Public Relations (PR) I have always dreamt of writing this piece, thanks to author Robert Wynne and Forbes for this piece. Throughout my 20+ years in PR, there have been brow raising moments on the understanding of PR. Here are some I had encountered: 1. "You are learning public" - a fellow university student asked me this, while I was a dreamy eyed PR student. Maybe it was merely a language barrier. 2. Also in my early days, friends commenting that HR was a good career choice, despite them having my business card and listen to what I did at work. 3. When I was recruiting for PR staff, it was common to hear from job applicants during interviews say that they choose PR because they like to/want to meet people. 4. More recently, aspiring PR personnel have said, I am good at social media and I think I can be an influencer one day. 5. During my uni days, when I was a part time receptionist at an international oil & gas company, I found the cheat sheet 'If you don't know how to deal with the call or whom to transfer it to, transfer the call to the PR department, they always know what to do' Sure there is more and I am glad (relieved even) that the awareness on PR has grown over the years. Here is what this article on Forbes cover: 1. What is PR (not HR)? 2. PR vs advertising? 3. What is news? 4. Can social media replace traditional media? 5. Can PR be measured? Forbes #prforpr #prexplained #prandcommunicationsexpert

It’s been an interesting week in comms and PR. The recent Decoder episode (podcast) with Intuit’s CEO, Sasan Goodrazi, is a case study in strategic communications missteps. For context: Goodarzi faced pointed questions around TurboTax’s tax lobbying efforts, leading to a visibly tense exchange. Later, likely at the CEO’s request, Intuit’s Chief Communications Officer (CCO) demanded that The Verge delete these portions. Unsurprisingly, The Verge refused, sticking to its editorial integrity—a standard expectation in the US, where freedom of the press is robust. Now here’s what you need to know: Podcasts are unfiltered and often unforgiving, exposing a lack of preparation. Here, we saw Goodarzi’s frustration, as the journalist pressed with tough questions—a situation that should have been anticipated. Handling high-stakes interviews demands diplomacy and a nuanced approach, not just talking points. Here’s the kicker: it’s likely that after that visibly uncomfortable interview, the CEO insisted the CCO “take care of it,” and the CCO simply followed orders. As seasoned communicators, we know that blindly following such directives, especially unreasonable ones, can damage both our company’s reputation and our careers. Our role isn’t simply to deliver messages; it’s to read the room, understand the media landscape, and push back diplomatically on demands that are unjustifiable or likely to escalate issues. Having said that, it is also important that we must step in to correct inaccurate facts and misinformation that may damage our company’s reputation. But in this case the situation was different. I’ve watched the video a few times now and here are my notes for any comms professional: -> Thorough preparation is essential: Equip spokespeople with an understanding of the outlet’s style, the journalist’s stance, and potential contentious points. Do a mock interview to prep. -> Set realistic expectations: Outlets like The Verge are known for their hardline and transparency, especially in markets like the US, where editorial independence is sacrosanct. -> Manage up with tact: Sometimes, the best advice is to let difficult questions stand. Strategic communications means guiding leaders to understand that credibility often comes from facing tough conversations head-on. When you do it right, you emerge as the Hero! Ultimately, our responsibility as PR professionals and senior comms advisors is to protect and enhance reputation—not just by delivering messages but by knowing when to advise against actions that could damage credibility. PS: I also love Allison Carter’s simple and well articulated take on this whole issue. #intuit #prissue #crisiscomms #strategiccomms #cco #strategiccommunications #lessonsinPR #podcast #pr #editorialfreedom

3 (Basic) competencies for Corporate Comms. Perhaps, Sir Francis Bacon had Corporate Communications Professionals in mind when he made the famous statement: “Reading maketh a full man, conference a ready man and writing an exact man!” Anyone who is serious about pursuing a career in corporate communications must be a good speaker, a good writer and a good debater. It goes without saying he or she must be a good thinker! I personally feel offended when corporate communications or PR professionals speak or write poorly. It’s even worse when they cannot engage in public speaking much less in interviews, discourses, debates, etc Speaking: Orators are born. Orators are made. So, if you are born a gifted speaker, all you need to do is hone the skill, read more broadly to expand your knowledge, speak more frequently to increase your confidence and build your credibility (being knowledgeable and reputable so people can trust your expertise). They say practice makes perfect, but in reality there’s no perfection in public speaking. You must continue to sharpen the saw-by practicing, studying, rehearsing. Writing: If you can speak well, then you can write well. Most of the time, that is. . Again, remember that practice makes perfect, as they say. Like speaking, you need to hone your writing skill by practicing the art of writing, which gets better as you write. As a storyteller, your copies must be easy to comprehend, packed with facts and truly entertaining. Just as you practice to attract and retain attention in public speaking, you must also practice how to attract and retain readers, by your style, diction and attitude. You should be the best writer in your organization! There’s no way you will survive for long, if the CEO hires a speech writer or drafts his speeches himself. Conference: One of the more challenging aspects of a communication or PR professional is defending his/her organization. As a representative of your organization, you could be invited to public forums or seminars and workshops where arguments are fielded around your organization or industry. It could be a radio or TV or social media debate. It could be a difficult interview by an adversarial journalist or during a crisis. You should always be prepared and ready with the right information, attitude and temperament to debate. In closing, I have seen some posts that run on and on with no basic punctuations. Some so called PR practitioners have never written any piece that got published in a newspaper, magazine or journal. Even their social media posts are few and far between and often fraught with punctuation and grammatical errors. Imagine a PR person shying away from public speaking-and even openly admitting she or he doesn’t like being put on the spotlight! These folks fall short of what a respectable Public Relations or Corporate Communications professional should be like.

Whether you're in Analyst Relations (AR) or Public Relations (PR), one of the most persistent challenges is managing people’s expectations. These expectations often stem from a misunderstanding of how media, analysts, and industry relations work. The requests can sometimes feel overwhelming and frustrating, particularly when people don't fully understand the complexities of these industries. 1. "Can we get featured in a particular publication?" This is one of the most frequent asks. Securing a feature often depends on timing, relationships, the quality of the story, and how well it aligns with the publication’s editorial calendar. 2. "Can they get us a speaker slot at that event?" Many senior leaders assume that PR or AR professionals can easily secure speaking opportunities at high-profile industry events. In reality, speaker slots are highly competitive, and getting one often requires a compelling pitch, a solid track record, and, sometimes, sponsorship. 3. "Can we tweak the headline?" It’s common for executives to want to change headlines to make them flashier or more aligned with internal messaging. However, media outlets and journalists have their own editorial standards and styles. 4. "Can they include our product description in the story?" Another request AR and PR pros often get is to have specific product descriptions included in articles. While this might work in some cases, media outlets are typically hesitant to publish overly promotional content. 5. "Can they position us as industry leaders?" Positioning a company as an industry leader is the ultimate goal for many AR pros. However, this doesn’t happen overnight. It requires consistent relationship-building with analysts. 6. "Can they create a report on this specific area we're focusing on?" Analyst firms are valuable partners in shaping market perceptions. While you can influence their understanding of your business, expecting them to write a report solely centered around your niche may be asking too much. 7. "Can they recommend us to a few end-users?" While analysts have valuable relationships with end-users and industry leaders, it's not their role to pass on leads or directly recommend companies for business. Relying on analysts as a direct sales channel is unrealistic and outside the scope of their responsibilities. 8. "We know them well—can they pass on some leads to us?" In AR, personal connections matter, but even a close relationship with an analyst doesn’t mean they will break professional protocol. Asking someone to pass on leads or offer preferential treatment risks damaging the trust and credibility you’ve built with them. It's essential to respect their role and understand the boundaries of professional relationships. Success in AR and PR isn’t about instant results; it’s about building relationships, credibility, and a long-term strategy that delivers value to both the brand and the external stakeholders. #analystrelations, #ar #publicrelations, #pr

The Role of Public Relations in Countering Negative News in 2024 Today news travels faster than ever, and as a result, organizations often find themselves at the mercy of negative press. Public Relations (PR) plays a pivotal role in managing these situations and countering negative news effectively. The ability of a PR team to quickly and efficiently manage information can mean the difference between a short-lived news story and a long-term reputation crisis. Strategic communication is not just about promoting good news but also about mitigating the impacts of unfavorable reports. Through a combination of proactive and reactive measures, PR professionals strive to maintain a positive image of their organization in the public eye. This role has become increasingly complex as the digital realm expands the reach and speed of news dissemination. Strategic Planning in PR: Proactivity and Preparedness One of the most crucial aspects of countering negative news is preparedness. PR teams must develop comprehensive crisis communication plans that can be rapidly deployed in the event of negative publicity. These plans include predetermined protocols for various scenarios, key messaging strategies, and identification of spokespersons. By preparing in advance, organizat...

I posted yesterday about the PRCA's Pitch Forward research. It reported that the pitch process in corporate communications and public relations was a zero-sum game and is ultimately broken. The indignation and cries that something must be done were palpable. We’re only shocked by poor standards in corporate communications and public relations, in this case procurement, because we expect that practice should apply the standards of a management profession. It’s a recurring issue expressed day in and day out within practice. Other examples include diversity, equality, qualifications, digital transformation, learning, measurement, and much more. Practice can operate as a management profession but only in exceptional circumstances. The 15-year longitudinal multi-market European Communication Monitor (ECM) research project suggests this is the case in a fifth of organisations. You probably don’t know about the insights generated each year by ECM because corporate communications and public relations practice has a poor relationship with academia. That’s another example of our limited management standards. Public relations degrees in the UK are in decline. Practice doesn’t believe its own body of knowledge is worthy of study. My conclusion after a lifetime in practice, former President of the CIPR, and author and editor of more ten books was that I needed to investigate this issue properly through scientific method. My trigger was the elevation of corporate communications and public relations during the pandemic. Practice supported organisations with the public health emergency, shifts in working patterns and supply chains. I’ve been privileged to have spent the past three years at Leeds Business School as a part-time PhD student investigating the issue. I say privileged, but the blatant contradictions that occur within the industry have frequently knocked me off course. Situating yourself as a researcher and finding your own philosophical perspective is tough in a discipline that has limited respect for knowledge, let alone knowledge creation. My hypotheses is that corporate communications and public relations has huge value to the relationship perspective of management and the organisations it serves. I can evidence this through intangible value, social capital, sales, and the crisis adverted or mitigated. Management frequently applies public relations techniques but doesn’t recognise them as such. Practice itself is held back by the issues I’ve expressed, and it defaults to a communication or media perspective. This is the social media creator and press release maker role. I’m about to start testing these hypotheses through my own fieldwork over the next two years or so. Of course, I could be completely wrong - that’s the researcher’s dilemma - but I think I’m close to a breakthrough.