Creatives, PR and Media – Where are the Gulf’s Faces to Watch?

There’s many young faces to watch in the Gulf’s creative, public relations and media industries, but if you’re looking for Gulf nationals on the agency side you’ll be sorely disappointed. The industry must find ways to solve this issue of diversity and inclusion.

I’ve enjoyed reading about the future of the region’s marcomms sector over the past couple of weeks in Campaign Middle East. The publication has listed the ‘ones to watch’ in the creative, public relations and media sectors. The people featured are an impressive bunch, and just reading about their abilities, potential and experiences at such a young age (they’re all 30 or under) is inspiring.

I was struck, however, by one detail. I didn’t see anyone I recognized as a Gulf national. There was so much talent from countries such as Egypt and Lebanon, but no one from Saudi or the UAE.

For anyone based over here, it’s probably not a surprise that there’s not enough diversity and inclusion in the marcomms industry/function, especially on the Agency side (this listing was Agency-focused). While there are Gulf nationals working agency-side, especially in Bahrain and Saudi, there’s certainly not enough.

How Can We Attract More Nationals?

The marcomms industry isn’t alone in struggling to attract enough young national talent – only one percent of the Emirati labor force is employed in the private sector, compared to 60 percent in government. But the landscape across the Gulf has shifted in a number of countries. Governments in Bahrain, Oman and Saudi Arabia are heavily promoting the idea of nationals applying to the private sector. More nationals are also eager to try new fields, particularly in the creative space. Here’s my suggestions on what each party must do to change perceptions and encourage diversity and inclusion.

The Industry and National Misconceptions

Let’s begin with the agencies and private sector firms who hire (the client side). We’ve got to break down the misconceptions and stereotypes around nationals, focusing on two key points. First, there’s the issue of work ethic; for far too long, there’s been a view that Gulf nationals don’t want to and won’t work the longer hours that the private sector asks of them (governments traditionally worked from 7 or 8am to early afternoon). Second, there’s compensation; Gulf nationals have often earned more working for the public sector.

I’m not going to be naive and pretend that these issues don’t exist. In Kuwait, Qatar and the UAE there’s a high differential between private and public sector pay for nationals, as well as additional benefits such as longer vacations.

However, we’ve already seen a shift in Bahrain, Oman and Saudi, where it’s common to find a national working in marketing or comms on the client side. To their credit, some agencies such as Gulf Hill and Knowlton have always looked to hire local in these markets (they had a large roster of Saudis some years back, and they’ve also hired a number of Bahrainis). In these markets governments are both telling their nationals to look towards the private sector and reducing the compensation differential.

For many in the private sector, they’ve not even put in the effort to test if the old stereotypes are true. There’s nowhere near enough engagement with universities across the region, not enough internships for nationals, and little in the way of mentoring. These are low-cost activities, which both agencies and clients should be undertaking. At the very least, they need to look for local talent, so they can benefit from insights that only nationals can bring to the table.

Governments and Talent Development

The private sector is only one half of the challenge. The other is governments.  Understandably, the region has long sought to develop its own talent. The number of nationals working in the marcomms function has risen rapidly, at least on the government side. It’s understandable that many nationals, particularly in Qatar and the UAE, would want to work in the public sector – pay in these two countries is, generally speaking, much higher. Plus, there’s a preference for locals, meaning there’s less competition for positions.This has become a double-edged sword. There’s more marketing and communications jobs in government, pay is better, and there’s less competition for these roles. What this has led to is young nationals being advanced into senior roles, often when they’re not yet ready or experienced enough.

If governments are serious about developing local talent, they’ve got to change this approach to public sector hiring and instead focus on long-term development, in partnership with private sector firms. This could include funded internships, either at home or abroad, as well as engagement with industry associations such as the IABC to promote certifications and long-term career mapping (I’ll share more about this soon). What’s clear is that national communicators who have worked only in one sector are missing out on all the potential learnings and development the other can offer, including the ability to work with and learn from other nationalities and culture (diversity and inclusion is also an issue on the government side).

Advice for Young Gulf Nationals

My advice for any young Gulf national is simple. Go and explore the private sector, understand the training and development it can offer you, and ensure you’ve tried every single option before you go into the public sector. If you’re after a challenge and you’re passionate about what you do, the money and position will follow. But if you want to be the very best you can be, and learn from a wider group of people from around the world, then moving into the private sector will be the best thing that you can do.

Likewise, we need you. We need the industry to be more diverse and inclusive (this equally applies to the public sector, where there aren’t enough expats working today), we need your insights and knowledge, and we need your understanding of the local culture, behavioral psychology, and awareness of how the Gulf’s local communities are changing. Today, we don’t have enough of this on the agency or client side. And it’s our loss. This scenario needs to change.

If you want to talk more, message me. I’m always giving my time to universities, to talk about the profession and help you understand your options. I’m happy to answer any question you may have, and point you in the right direction.

Breaking Taboos – the issue of Sexual Discrimination in the Middle East’s Marcomms Industry

The #MeToo movement has rarely been discussed in the Middle East. It’s time we start talking seriously about sexual harassment in the region, especially in the marcomms industry (image source: http://www.alaraby.co.uk)

For all the impact that the online social movement #MeToo has brought to much of the world, there’s been little public talk of the challenges that women in the Middle East face when it comes to sexual discrimination. That changed this month, when ArabAd’s Iain Akerman published a piece detailing a recent case of allegations of sexual harassment at one global agency in the UAE.

The article is a must-read for all of us who work in marketing and communications (I was dismayed by a point of view shared by Ricarda Ruecker, vice-president of leadership and organisation development at MCN, that women could be to blame for any harassment they suffer due to their dress or behavior).

I want to applaud Iain and ArabAd for taking on this issue. The allegations are well known in Dubai, but they haven’t been published till now due to the nature of local defamation laws and the understandable reluctance of those women involved to talk about their ordeal publicly. Iain and ArabAd have taken a risk in publishing this piece.

Sadly, there’s so little straight talk on what women here have to deal with in the workplace. There’s lots of PR from certain quarters about the importance placed on women’s rights in certain parts of the region. And yet, I can’t help but ask one question; how does all the talk translate into action? Are companies asked, for example, to published pay scales for their male and female staff, as is now the case in Europe. The answer is no. Do we have enough female management in the industry? My answer would be not enough. And do women in the industry feel that they’re protected from harassment? I don’t feel that they do.

Small steps are being made when it comes to gender parity in the region’s marketing and communications industry. A group that I’m part of, the Advertising Business Group, is pushing to tackle gender stereotypes in the region’s advertising space. But it’s obvious that we need to do more. I’d argue that industry associations should play a larger role in talking about the issue and affording support to female members and organizations on both listening to their concerns in the case of the former, and helping put in place zero-tolerance policies for all types of harassment.

Ultimately, each and every one of us should not only pledge to fight discrimination and harassment, but we should also support anyone who feels that they have been wronged. Nothing justifies discrimination and harassment, and it’s time we started talking more about the issue openly and honestly.

VMA Insights: CEOs and what they’re looking for in today’s chief communications officer

VMA picture

I’ve been doing some late night reading of a rather interesting piece of research. Commissioned by the recruitment firm, the VMA Group, the study reached out to business leaders across Europe to ask a simple question: What do CEOs expect of today’s chief communications officer?

The research looked at a number of key areas, and I’ll outline the key findings below.

  • The Value of Communications
  1. Although the value of communications as a central business operation is implicitly accepted by CEOs, many communications directors still need to make a more convincing ROI case for the impact of their own work.
  2. CEOs are still uncertain that the company’s social media activity is driven by either a strategic purpose or a clear sense of the desired returns.
  3. Reputations are more fragile than ever. CEOs frequently see this as the key value point provided by the communications director.

“We see a corporate communications director as the builder of the brand value proposition, the custodian of the corporate reputation – not in a reactive way but proactively. In order to sell our products and services, increasingly we first have to sell the company. Whether it’s government giving you incentives, or it is customers buying because they trust you. Unless you’ve got a meaningful brand proposition you can’t get off first base.

A strategic communications director understands that and understands that’s their role, and it really ought to have as much value on the balance sheet as other assets of the business because any strategic move will create stress points in the brand proposition that need to be managed.” David Lockwood, CEO, Laird PLC

  • Strategy: Is Communications Trusted
  1. Communications directors are frequently involved in strategy creation; almost always at least with some input.
  2. The Majority of CEOs actively involve the communications director when there is a demonstrably ‘communications-centric’ issue.
  3. Three core strategic viewpoints that communications directors bring to the discussion: how to translate the strategy into content and channels; and the reputational rewards and risks of strategic decisions.
  4. CEOs from multinationals see communications’ input more broadly and progressively – as a vital strategic voice in all business decisions, especially from the perspective of reputation and brand.

“I think it’s obvious that a communications professional needs to be closely linked to the strategy because what they work on – formulating the communications and regulatory environment – is of strategic importance. So communications and public affairs needs not just to be ‘part’ of the company strategy but actually linked to the strategy – wired into the board and well resourced. If it’s an afterthought you might as well save yourself the money and not do it.” Wim Mijs, CEO, European Banking Federation

  • All Change – The New Communications Culture
  1. The digital revolution has brought arguably even more significant changes to the approach and culture of communications than to the core skills of the job.
  2. The ‘message control’ model is over. Key challenge: communications professionals must somehow now find a new way to create alignment among audiences without ever dictating to them.
  3. Authenticity and transparency are the essential tonal cues today – otherwise your communications will be dismissed out of hand.
  4. Audiences expect evidence of a new type of business model – socially responsible, publicly responsive, democratically inclusive.

“We’ve noticed a big and increasing demand for transparency. Our consumers and stakeholders at Arla want to know where their food is coming from. They want transparency in the supply chain. And I would say that the balance between a ‘communications’ approach to stakeholder engagement and a ‘marketing’ approach is shifting in favor of communications. In my business, that’s manifested by an increasing preference for having very honest, authentic, transparent conversations, and moving away from grand claims, mass advertising and so on.” Tomas Pietrangeli, MD, Arla Foods

  • The Challenge of Filtering in an Age of Noise
  1. Discernment and filtering have become core skills – the ability to select from a vast and noisy information flow what is of actual value to the business.
  2. Communications professionals need to rise above the manias and mass panics the online world can create, providing a cool head in a crisis.
  3. A key, proactive part of filtering is to anticipate major disruptive events coming down the pipeline and to have a plan of action for how to deal with them.

“I don’t think anyone’s figured out quite how corporate communications works in a world where social media is on the scene before you are. Trying to control the message is really tough in that environment, of course. But it’s the speed with which other people out there react – with real-time messaging before you’ve even had a chance to get your messages out and establish the facts.” Mark Tanzer, CEO, ABTA

  • The Need for True Leadership
  1. Core technical skills are still important; they must now be supplemented by more core business skills.
  2. CEOs want more than support, counsel or executive ‘translation’ services. Businesses now need true leadership from communications directors.
  3. Proactive endeavour is the critical element – delivering new business growth, rooting out commercial opportunities, driving change internally.

“I find that communications people should be closer to the business. They should be able to understand the company figures properly – to understand the business, but also where it’s heading and what issues it’s going to face. In general, if communications people have sufficient insights in the business, I truly believe they are able to generate more value.” Paul de Krom, CEO, TNO

  • The Future: A Profession in Revolutionary Change

There’s no key findings here (I’ve highlighted the capabilities required by CEOs today in the image at the beginning of the article). However, I do want to pull up one last quote, as it’s particularly apt to the Middle East, where we have an issue with speaking truth to power and instead focusing on political maneuvering inside the organization.

Before that, I’d like to say thank you to the VMA Group for this thought-provoking report, especially the International Association of Business Communicators EMENA board member Willem de Ruijter, for handing the report out to IABC EMENA and pushing this onto the agenda.

“The communications director works in the same room in the building as the secretary of the board – in fact we are all now on one floor, we do not have separate rooms anymore. S/he has full access to everything, no restrictions. S/he is actively involved and is asked to stimulate and to give feedback. Her/his message should be frank when required… and provocative too. S/he needs to be able to tell a senior leader who has worked at KPMG for 25 years that he or she does not possess the correct KPMG vision. That takes a certain character.” Albert Röell, CEO, KPMG NL

For your own copy of the report please reach out to the VMA Group via this link.

 

 

Disrupting the Function of IC – Global best practices for today’s internal communications from @IC_Kollectif

Disrupting the function of IC

This ebook will help communicators understand the how, what and why of internal communications and what it means for their own work.

For far too long, we communicators haven’t done enough to communicate what we do and why we do it. We haven’t put the day job to use when talking about our own value.

With the help of groups such as IC Kollectif, this is changing. The IC Kollectif’s founder Lise Michaud launched an initiative to bring together communications from across the globe, to talk about different aspects of internal communications to help others understand what we do, how we do it, and why.

The result of Lise’s efforts in persuading thirty communicators is an ebook. Named Disrupting the function of IC – A Global Perspective, the ebook is free and covers a wide range of topics, including Changes and Challenges in Internal Communication, the Skills and Knowledge of Internal Communication Professionals, the Impact of Technology on The Profession, the Leadership Role of IC Professionals, Employee Advocacy, the Convergence and Integration of Communication Disciplines, Collaboration Between Internal Communication and Other Disciplines  and the Future of the Profession.

I want to draw on the inspirational foreword to the book. Written by Anne Gregory, who has devoted her professional life to promoting the communications profession, the foreword sums up why internal communications matters, now more than ever.

Not only is [organizational life] getting less predictable and the issues that have to be grappled with more slippery, but organisational form is changing too. Companies like Uber and AirBnB are totally different from traditional companies and their disruptive influence means that more traditional, established companies are having to respond in radical ways. Governments, too have to re-engineer the way they are interacting with citizens and this requires huge internal change programmes in the public sector. People want a level of constancy when all around is changing. This is driving a huge focus on organisations reexamining their purpose and values in ways that provide meaning for people who are not only coping with huge organisational change, but who are experiencing all the lack of certainty and turbulence that is present in the world. Organisations are a point of stability for many and at the heart of this is IC. For all these reasons internal communications has come of age, and not before time.

That this volume is available free is testament to the commitment of these authors of IC Kollectif to share their work and thinking widely for the benefit of the global internal communication community. For this, our professional community is deeply grateful.

I’d like to reiterate Anne’s thanks for the work which has gone into this seminal piece of literature. If you’d like to know more about IC Kollectif and download the book, please visit the website (you can click here), sign up and get reading.

A Guide to Media Relations in Ramadan (and Eid)

Firstly, Ramadan Kareem! I know I’m late (it’s the workload), but I wanted to share a guide on how to deal with the media in Ramadan. For those who don’t know, Ramadan is the holiest month of the calendar for Muslims globally. This annual observance of spirituality is regarded as one of the five pillars of Islam, and Muslims fast from dawn till dusk. This also means a shift in work schedules for many, with those fasting working shorter hours.

So, what does it mean for PR in Muslim countries or regions such as the Gulf? Here’s my guide to media relations in Ramadan below.

A season for greetings

It’s usual to receive two sets of greetings during Ramadan. The first is at the beginning of Ramadan, where people wish one another a happy or beautiful Ramadan (we usually say Ramadan Kareem). The second message is shared at the end of Ramadan, for Eid, the festival which marks the end of the month.

The Middle East is a society built on relationships, and it’s no surprise that many PR professionals send out such greetings to media to build their relationship with those in the media. A decade back, I used to receive greetings the old-fashioned way, in paper format. Today, I’m much more likely to receive an electronic version, either shared by email or via instant messenger.

Here’s two sample Ramadan message designs for you.

The start of Ramadan is marked by a crescent moon, and this image is commonly used for Ramadan greetings

Besides the crescent moon, there’s many different images associated with Ramadan. Another common image is the mosque, the place of worship for Muslims.

The Iftar or Suhoor Gathering

It’s also common to invite media to an Iftar, the meal which breaks the fast at sunset. The Iftar and Suhoor, which follows the Iftar later in the evening, are occasions to engage with others. PR agencies and clients will often invite a group of media to dine with them.

What’s great about a media Iftar is the opportunity to meet with and talk to journalists in a relaxed atmosphere, without the need to discuss work. The Iftar and suhoor gatherings are a great opportunity to build relations with key media contacts for an hour or two.

There’s other occasions during Ramadan, which are unique to certain parts of the region. In Bahrain, Kuwait and Qatar, many firms celebrate with their employees or media during a Ghabga, which is a gathering between Iftar and Suhoor. Whatever they’re called in their respective regions, make sure you know these events and how you can use them for media relations.

The Media Working Hours

Many companies reduce their working hours for those fasting (some reduce the hours for all employees). I asked three media people, one in a newspaper, the second from TV, and a third from a magazine, about how Ramadan changes their operations. Their responses are below:

  1. The Newspaper Editor: Working hours do change, and they don’t. My organization reduces hours like everyone else, but reporters must still find stories to fill our pages. The paper still has to come out. We try to reduce the workload but we still have to provide coverage. We’re less demanding on how many stories they file, but since there are fewer press conferences and events, reporters really have to go the extra mile to find people to talk to. Page counts come down slightly on slower news days, but that usually just means fewer international stories for the editors to source. But deadlines don’t change, reporters must still file stories, and the presses still need to be fed. And in the unlikely event that something big breaks… it doesn’t matter if Iftar is in 15 minutes. We want that story. Now, before competition gets it.
  2. The TV Editor: There aren’t many operational changes. Working hours are reduced for those in admin and management positions. For the editorial and operations teams, the hours are the same as outside of Ramadan. The biggest change is that we shift shows around, so the morning show is moved even earlier. Other program timings may change too.
  3. The Magazine Editor: There’s really no change to how we work in Ramadan.

Ramadan Themes

The other major change during Ramadan is a shift in coverage. Top of the list are issues related to Ramadan, such as charity, spirituality and other related issues. A simple example of a charity initiative is shown below.. The Dubai-based Virgin Megastore launched an initiative called Pay it Forward, in collaboration with delivery service Fetchr, to support the Dubai Foundation for Women & Children, which provides protection and support services to victims of domestic violence, child abuse and human trafficking.

Unsurprising, there’s less discussion about certain subjects (think alcohol, conspicuous consumption on luxury goods, and other issues which contradict the spirituality of the month). Many have come up a cropper on this issue, such as the below which was put out by a hotel in Dubai.

Atelier was criticized on social media for its gold-themed Iftar (and for the advert also mentioning alcohol)

Make the most of the holy month

Ramadan is a great time for engaging with media, and building relations. I hope that you’ll enjoy this time of year as much as I do, both for the spirituality of the occasion as well as the opportunity to see media friends.

How Psychology Promotes Organizational Change – A Guide by Hilary Scarlett

Organizational change impact on our brains

According to Hilary Scarlett, organizational change can often be a stressful experience for most employees, whose performance declines as a result.

I’ve said it before and I’ll say it again – communicators aren’t spending enough time getting their heads around psychology and how it can help us better engage with our audiences (what’s the point in understanding the how of our jobs, if we don’t get the why).

The above reason is why I was thrilled to see a keynote presentation on neuroscience by Hilary Scarlett at IABC’s Eurocomm event recently. Hilary is an expert in the area of cognitive neuroscience; she’s written extensively on how the discipline can and should be used by communicators and management teams, especially during times of change.

I’d like to share key takeaways from Hilary’s presentation, as well as from her book, Neuroscience for Organizational Change (thank you for the gift Jasna!), here, in the hope that these insights will help you manage organizational change.

  • We’re not Designed for Change

Our brains haven’t evolved at the same pace as our workplaces. As Hilary explained, our brains aren’t designed for 21st century corporate life. Rather, the brain’s goal is survival. We do this by avoiding threats and seeking rewards. However, of the two responses the threat response is much stronger, which explains why there’s so much resistance to change. Our brains are constantly looking to predict what will happen.

'Not everyone is able to cope with change.'

Cavemen in the office? Our brains haven’t developed at the same pace as our workplaces (image source: cartoonstock.com)

But there is neuroplasticity; our brains can restructure, change and learn throughout our life, if we choose to continue developing ourselves (lifelong learning).

  • We Don’t Like Change

This is a logical extension to how our brains work. We want predictability, which helps with survival. For many of us, organizational change is the exact opposite of predictability, and we see it as a threat. When we see a threat, we switch to a ‘fight or flight’ mentality and think less rationally. We become more hostile in the workplace.

Fight Or Flight

When we feel threatened, we switch to a fight or flight mode. This is especially true during times of change (image source: psychlopedia.wikispaces.com).

The issue of certainty is crucial here. Research shows that we’re more comfortable with knowing bad news, than not knowing anything at all (the don’t say anything to the last minute approach, which seems to be the way many organizations work when it comes to communicating bad news).

We’re also guided by our past experiences, and they shape our current behavior and attitudes.

  • SPACES – A Planning Tool for Supporting Change Management

Hilary provides a wealth of good advice on how to support change management. One which I found especially useful was her own planning tool on supporting change. Named SPACES, you can see the visual framework below.

SPACES planning tool for change

SPACES is a planning tool developed by Hilary Scarlett to help communicators navigate organizational change. The six central elements can either positively or negatively impact on employee reaction during a change in the workplace.

Hilary outlines six key factors that can push people to either see the change as a threat or as a reward. She then outlines the impact that a shift in either direction will have on behavior.

The six elements are:

  1. Self esteem – the feeling of importance relative to others.
  2. Purpose – having a sense of direction, meaning and usefulness.
  3. Autonomy – the perception of having control over events, being able to make choices and having your voice heard.
  4. Certainty – being able to predict what will happen and how to respond.
  5. Equity – the notion of fairness and transparency, especially during times of change.
  6. Social Connection – feeling connected to others, especially as part of a group.
  • The Role of Communicators in Change Management

The good news is that we communicators have a key role in any change project. People want information, and the sooner they get it, the better it is for their level of certainty.

We need to be the people who provide that certainty, through providing information and positioning change in a way that doesn’t infer what we are doing is wrong.

Some of Hilary’s key suggestions are putting in place regular communications timings (which supports our need for consistency and predictability), supporting the organization’s ability to understand employee insights through engagement and dialogue, guiding leadership on messaging and how to deliver this messaging through visuals and narratives, and creating a sense of purpose for everyone to support.

I’m going to end on this note. if you want to know more, then go out and grab a copy of Hilary’s book, Neuroscience for Organizational Change. You can thank me later!

The American Strongman – A Middle East view on Trump’s first 48 hours as President

2016_11_30-trump-arab-dictator_homepage-3-22896132107

President Trump and his team have shown increasing disdain for the media during their first weekend in office. Some commentators have drawn parallels to my own region (image source: Vocativ)

If the first two days were anything to go by, we’re in for four years of presidential reality TV. From the spectacle of the inauguration of the 45th President of the United States to an impromptu press announcement at the White House (there were no questions, so I won’t call it a briefing), and news interviews by White House staffers attacking the media; all of these events have made for compelling viewing.

Looking in from the outside, here in the Middle East, none of these actions should surprise or startle me. I live in a region where the words media and propaganda are often used to mean the same thing in the Arabic language by the region’s population. I’ve also heard many commentators in the region (and in the US) compare what the Trump administration is doing with the media to how regimes such as Iraq’s Saddam Hussein ‘communicated’ (if you want an example, just watch this clip from Saddam’s Minister of Information Muhammed Saeed al-Sahaf during the 2003 Iraq invasion).

While there’s been much laughter at some of the messaging (the phrase “alternative facts” is my vote for the dictionary addition of 2017), I’ve seen a number of worrying signs that the Trump Administration wants to take the media and the public down a path that we’re all too familiar with in the region. Here’s why.

  • Delegitimize the Media

The first step on this road is silencing critics. And those who have been most critical of President Trump are the media. During the weekend when visiting Langley, the CIA’s headquarters, he uttered the line, “The reason you’re my first stop is that, as you know, I have a running war with the media. They are among the most dishonest human beings on Earth.” This was in part due to their coverage of the Presidential Inauguration, and their rebuttal of the claims on the number of attendees.

This isn’t a new statement. President Trump has made the claim numerous times, including in April 2016 when he said, “You know we have a great time considering the subject matter is no good. Right? But when we say—look at all those hats, right?—”Make America Great Again.” When we say that—you know somebody, a reporter—by the way the world’s most dishonest people are back there. Look at all the cameras going. Look at all those cameras. It’s unbelievable. They are dishonest. Most of them. Not all of them. But Most of them.”

And, here he is on camera saying the same thing.

The reasoning is simple. American media is independent of any government ownership, and as such it often takes politicians to task for their words and deeds. By delegitimizing the media and going straight to the public through social media (mainly Twitter), President Trump and his administration won’t face the same level of intrusive questioning. The administration has already threatened to hold the media to account, and President Trump has held one press conference since July 2016, during which he claimed CNN and Buzzfeed were fake news sites. A free media is an essential tool to hold governments to account; muzzle the media, discredit them, and you’ll face fewer questions from a diminishing press sector.

Vocativ has run a piece on this, named Trump And The Media: The Arab Dictator’s Guide. It’s a great read for those of you who follow media-related issues.

  • Change the Narrative

President Trump and his team are masters at switching attention from one issue to answer. In his blog, the London-based PR professional Stephen Waddington has listed a number of tactics used to divert attention from hard policy issues to softer social issues. One of my favorites is dead cats, and to quote from Wadds:

Trump uses Twitter as a tactical weapon, hitting out at opponents, and directly countering attacks.

Tweets are literal, short and direct. He uses capital letters, single words and repetition for effect. There can be no uncertainty in the content or context of a message, and he seldom entertains any further discussion.

It’s an approach is known as the dead cat, created by political strategist Lynton Crosby. His response to losing an argument was to throw an issue, known as a dead cat, on the table.

The appearance of a dead cat, albeit metaphorical, is shocking. It quickly shifts attention, forcing opponents to move on and focus on a new issue.

And then there’s a concept called the Overton Window. Developed by political analyst Joseph Overton, this is a spectrum of views which are deemed acceptable to the public. It also explains how  a theory of how a policy that’s initially considered extreme might over time be normalized through gradual shifts in public opinion.

There’s a similar theory in marketing. Known as the Anchoring Effect, this describes a common human tendency to rely too heavily on the first piece of information offered (the “anchor”) when making decisions. Once the anchor is set, decisions are then made by adjusting around the initial anchor, regardless of the legitimacy of the actual anchor number. For example, a brand will introduce a new, super premium/expensive toothpaste. That new product will shift perception of the whole category, and push consumers to spend more on toothpaste by choosing the second or third most expensive option.

We’re seeing this use of the Overton Window and the Anchoring Effect in US politics today, with politicians introducing extreme ideas to shift the discourse away from the mainstream and towards their own views and beliefs. They’re changing the narrative over the long-term, to make what was once unpalatable an acceptable argument.

These narrative tactics have been used in countless societies, most recently in countries such as Israel, where the public has accepted once right-wing ideas such as the expansion of settlements. It’s clear that President Trump’s team aren’t interested in answering questions on issues such as the Affordable Care Act, but rather they want to change the narrative around “Making America Great Again”, an idea of little substance but great appeal. We’re used to such efforts in the Middle East (Saddam regularly compared himself to great Iraqi heroes from history, as a means to encourage nostalgia and promote similar ideals).

  • Create a Cult of Personality

It’s also clear that President Trump has a thin skin. He’s repeated countless theories and statements about winning the popular vote (the President claims, without any evidence, that he lost the popular vote based on mass voter fraud). And then there’s the debate around the Inauguration attendance. This President takes things personally. He sees himself as a nation strongman who will change US politics for the betterment of its people. And woe betide those who disagree with him.

What’s also remarkable is how his team speak of the President. During the CIA visit at the weekend Vice President Pence introduced the President by informing the audience that he had never met anyone “who is a greater strategic thinker” on matters of national security. The White House Chief of Staff Reince Priebus said on Sunday that, “I’ve never seen anyone work harder or have more energy than this president.”

If you were to listen to the administration’s messaging, you’d think President Trump is a superman, an Übermensch from the pages of Friedrich Nietzsche. The Chicago Tribune’s Steve Chapman points out the folly in their praise, but how many will believe the fawning praise? And where will this lead us to? Will we see the White House building a cult of personality around the President?

 

As a person who straddles both Eastern and Western cultures, I can see the successes and failures of these societies a different clarity. I admire the US for its freedom of speech (which is enshrined in the Constitution) and for its media industry. I’m also a believer in public debate when it comes to governance. Are the past couple of days a sign of things to come in the US? I hope that I’m mistaken, but over this first weekend of the Trump Presidency I have seen parallels between the two regions when it comes to media messaging. And this isn’t what I want to see for the US. I hope I’m wrong.