Isentia Conversations with Rachel Clements from the Centre for Corporate Health
Over the past few weeks, we’ve been talking to experts about the best ways of working and communicating through a time of unprecedented change.
In this episode, we talk to Rachel Clements, the Director of Psychological Services at the Centre for Corporate Health. Rachel shares some practical tips on how organisations can mitigate psychosocial risks in a time of heightened anxiety – and some advice on maintaining your own mental fitness. Isentia’s Insights Director, Ngaire Crawford also shares some of the trends across social and traditional media.
What mainstream media is saying, with Ngaire Crawford
3:30 – Over the past week, data from mainstream media suggests we’re starting to get a bit restless. Across Australia and New Zealand we’re talking about:
Business and Economic Impact
When will life be normal again?
Google searches have largely been about restriction levels and what people are and aren’t allowed to do. People are starting to unpack misinformation and search about interesting theories such as 5G towers causing coronavirus.
5:08 – On social media, people continue to reach out and be creative with memes, but there is still an undercurrent of stress and uncertainty.
5.28 – People are starting to shift their mentality from ‘what i need to care about right now’ to ‘ what i need to start caring about in the future’.
People have specifically been worried about:
⇒ Bills/rent/mortgages – specific items that need to be paid.
⇒ Superannuation – the increasing worry is reflective of the long term view – when will this be over?
⇒ Mental Health – still a concern for people
⇒ Job losses – more so about individual bill payments and reduced personal income as opposed to job losses or business strategies.
6:28 – Having context is incredibly important. As communicators, everyone wants to provide genuine and authentic information. It’s important to:
⇒ Understand who you’re communicating to and what they’re feeling.
⇒ Listen. Add additional sources into your information bubble. Look at what’s trending on Google, Twitter, Instagram and TikTok. Look at specific hashtags to get an understanding of what people are talking about and are interested in.
⇒ Seek feedback from audiences, but be aware that patience is starting to wane.
⇒ Keep curious, consider your own media consumption habits and who you are supporting and why.
⇒ Continue to watch what drives emotional responses online such as cancel culture and conspiracy theories, which are usually indicative of wider audience feelings and outrage.
⇒ Audiences and businesses are starting to get antsy about normality and what the future looks like – they want to know what will the new normal look like?
Rachel Clements addresses the psychosocial risks during COVID-19
9:08 – Rachel tells us there are many psychosocial risks impacting people around the world in relation to COVID-19. In particular, people are experiencing an emotional journey and a wellbeing journey. She says you need to understand what’s happening emotionally with people, so you can tailor communication according to the stage that they’re in.
10:00 – To understand the psychosocial risks for COVID-19, a framework has been developed that outlines its 3 stages.
Stage 1 – we were (and some of us still are) operating in flight or fight, operating in panic, fear and anxiety and not taking in much information. We were just trying to survive.
We were adjusting to working from home, adjusting to new technology and having to do pivots within our business. There was a need to look at the media and be drawn into the fear contaigum.
People in this stage don’t take in much information, so we have to be careful with how tailored messages were communicated.
There are many people still in this stage, but there is a shift of people moving into stage 2.
11:15 – Stage 2 – is thought to be more psychologically challenging than stage 1. This is because there is a realisation social isolation and social distancing is our reality and its duration is unknown. Things are unpredictable and this can be mentally tough for people.
11:47 – At the moment, there’s an increase in disengagement, an increase in dissatisfaction, anger, irritability, frustration and languishing – which is akin to depression. If people are sitting in the stage of languishing, they are suddenly feeling unmotivated and not satisfied, a languishing mindset can start to take a toll on their mental wellbeing.
People are starting to transition into ‘i’m tired’, ‘i’m sick of this’ and begin to break the rules or behave in a way that is opposite to what they are asked to do.
12:22 – Stage 3 – People start to adjust to the new normal and have a bit of optimism for the future. People begin to become creative again and feel a sense of hope.
It’s important to understand the different stages in order to communicate. The success of your communication is based on the stage of a person’s emotional journey and their readiness to take in information.
13:10 – There are some psychosocial risk factors currently seen in our workplace environments:
⇒ Pre-existing mental health conditions. Those who were already in an anxious or depressive state, who’ve been forced into social isolation and self distancing, puts them at risk of exacerbation. Drugs and alcohol are being used as a coping mechanism to deal with the increased fear and anxiety people are feeling.
⇒ Pre-existing circumstances within our lives such as relationship break-ups, issues with children, financial stressors, don’t stop and people’s capacity and ability to deal with these external stressors have eroded.
⇒ Family dynamics – although our situations have changed, our expectations have not. There are increased feelings of failure, guilt and burn-out as we try to keep up with family life and work life. The inability to change our mindset and expectations to our current circumstance are leading to excessive stress.
⇒ Family and domestic violence – there are increased levels of hostility and an increase in domestic violence during social isolation.
17:19 – Employment risks have also increased, some of these include:
⇒ Financial pressure caused by the economic downturn. People are concerned about their job security and their financial position.
⇒ Workload challenges. People are trying to balance their personal life, professional life and their associated workloads.
⇒ Loss of direction from social isolation. It can also make people feel demotivated and we need to ensure our teams are kept motivated to prevent languishing and dissatisfaction.
18:45 – During these times, people are struggling with their wellbeing. Trends are already being noticed, these include:
⇒ Heightened levels of anxiety
⇒ Exacerbation of pre-existing mental health conditions
⇒ Presentation of new mental health conditions
⇒ Increase in social withdrawal
⇒ Increase in drug and alcohol use as a coping mechanism
⇒ Increase in incidences of intolerance, aggression and conflict. Humans don’t like to be contained and this is why there is an increase in these behaviours.
⇒ Increase in incidences of domestic violence
⇒ Increase levels of suicidality
21:05 – Wellbeing needs to be on the radar and there has never been a better time for organisations to communicate and discuss strategies to prevent people’s wellbeing diminishing. These include:
⇒ Equip HR and leaders to lead remotely and equip all employees to work remotely
⇒ Identify unique workplace psychosocial stressors – is someone in the team going through a stressful time personally? Is a family member unwell or is someone experiencing a mental health issue?
⇒ Maintain connectivity – seeing someone’s eyes can be beneficial for feeling connected
⇒ Maintain a balance between work and other commitments whilst working remotely
⇒ Develop and maintain a ‘new business as usual’ – find new routines and effective ways to work. People respond well to routine.
⇒ Supportive and visible leadership
⇒ Recognise early warning signs of poor mental health
⇒ Manage anxiety and maintain resilience
⇒ Have R U OK? Conversations
⇒ Promote employment assistance programs and virtual onsite support
If you would like to view other Webinar Isentia Conversations: Communicating through Change:
Louise is an experienced content marketing professional who translates Isentia’s marketing strategy into impactful and effective marketing campaigns across multiple channels. As the Lead Gen Marketing Specialist for Isentia, Louise enjoys creating informative and engaging content for media and communications professionals.
This month, we chat to Shirish Kulkarni, Director of Monnow Media about effective storytelling. He shares his research about why the way we tell stories needs to change to make news more engaging, inclusive and informative.
Isentia’s Insights Director, Ngaire Crawford also shares some of the trends we’re seeing across social and traditional media, and how we’re seeing the notion of ‘effective’ storytelling change for our clients.
Ngaire Crawford talks about the storytelling trends across social and traditional media
3:41 - Mainstream media is talking about:
Back to end-to-end COVID coverage with a regular cadence of updates
Anti-maskers are in the spotlight and the phrase “Bunnings Karen” has returned over 6000 media items
A slight increase in global coverage related to second waves of the virus.
Considerable reduction in racial inequality discussions
Across New Zealand where COVID isn’t quite the main focus, there is a lot of coverage about elections and electioneering.
5:12 - Across social media, there is a lot of division:
Between openly calling out misinformation, and perpetuating misinformation.
Between those ‘doing the right thing’ and those who are not. This is more about calling out individuals rather than organisations.
6:12 - On Google Trends, people across Australia and New Zealand are looking for search terms:
Kerry Nash (Bunnings Karen)
A lot of TV shows and celebrity content (Kanye West etc)
7:06 - In terms of storytelling, it’s important to understand the context in which you are communicating. The things to consider:
Impact of video - divisiveness can breed “recipients” or “evidence” based culture. Video is the easiest way for messages to spread quickly and for media to lift the story. Consider this from a risk perspective (media and customer service training) as well as your content - it might not the time for beautifully produced videos just yet.
Echo chambers -heightened emotional states can mean that audiences seek out information that confirms information they want to believe. Keep an eye on misformation that’s relevant to you and your organisation.
Media as a moral high-ground: Anti-maskers, “fake news” etc can cause a really visceral reaction from the public, and from news media. Unfortunately, this misunderstands the context of those arguments.
9:37 - The narratives to watch at the moment:
Rules fatigue: People are getting tired of being told what to do, it’s a natural reaction (psychological reactance) but it’s something to be really mindful of when communicating right now. There is a heightened emotional state, especially for those who are entering a second lockdown.
Shirish Kulkarni talks effective storytelling
10:26 - Over the past year I’ve conducted research on how we can better tell news stories, and my findings can be applied across the communications industry. We are all storytellers in one way or another.
11:00 - We’re hardwired for stories, at an anthropological and neuroscientific level, stories help orientate us within the world. They are a virtual reality simulator helping us practice for real life.
11:53 - Typically, news stories do the opposite of traditional storytelling (i.e have a beginning and an end to the story). Instead, we (journalists) use the inverted pyramid structure where the top line is the conclusion and then filters down to the least interesting or least important information.
12:39 - The concept of the inverted pyramid structure dates back to the days of the telegraph, the original newswire. It was expensive, unreliable and it made sense to put the most important information at the beginning, just in case you lost the end of it. Although we don’t use the technology of the telegraph anymore, we still use the habits formed by that technology which continue to define journalism and communications.
13:03 - We conducted research with 1300 participants and the results showed users prefer stories that work in a straightforward and linear structure, much like traditional stories. More information was picked up as it fits with how we are hard-wired to navigate the world.
13:28 - Journalists are failing because they are ignoring what users need from the news. In an attempt to reverse that, I came up with six key principles that should be at the forefront of our minds when telling our stories.
Content - is it useful or relevant and does it help us understand the world better?
Context - are we providing enough context? News largely focuses on breaking or moving news but that's often to the detriment of context, analysis and understanding.
Users have agency - they are not just passive victims of the news, they can be part of creating solutions and want the opportunity to choose how to engage with the news.
Tone - we need to consider the tone we are using. We tend to fall back on journalist language which is old fashioned and formulae.
Diversity and inclusion - are crucial when storytelling. It’s about telling different stories, ones that reflect the richness of our societies. This is very important.
Inverted pyramid - is this the best structure to tell a narrative? What are the alternatives? What we are doing isn't working so we’ve got nothing to lose by trying something different.
17:24 - Based on these principles, I created a number of prototypes and tested them with users. When compared with a BBC news article, users overwhelmingly preferred our prototype. They picked up more information in less time and found it easier to navigate. This proves there is a better way of telling stories, we just need to be prepared to think differently and put users at the centre of our thinking.
18:40 - How do you think the media coverage of COVID-19 applies to your research?
Media has a crucial role. The only justification to have journalism is to provide reliable and useful information. There’s a big thing about news being about entertainment and there’s a focus on the drama of news rather than the information of news. What do we need to know? We are users as well as the audience and this should be taken into consideration when wanting to drive engagement.
23:46 - Do you have any tips for making the linear narrative structure more effective especially through face to face presentations rather than emails?
What really worked for us was using a "narrative accordion". We had 5 questions, and the answers could be expanded and read based on the user's interest. It didn't matter whether the question was at the beginning or end as it was up to the interest of the user. Simplify what you’re saying, and question whether it’s useful to your users.
28:15 - What have you learned about younger generations and their behaviours?
People have an incorrect characterisation of young people and get their needs completely wrong. There is a perception you can’t make a video longer than two minutes for the younger generation because they have a short attention span and are unable to comprehend what is being said. This generation is the most emotionally and culturally intelligent generation we have ever had. Young people aren’t put off by complexity or depth, they are craving it. Don’t underestimate them.
If you would like toview other Webinar Isentia Conversations: Communicating through Change:
string(61) "Isentia Conversations with Shirish Kulkarni from Monnow Media"
string(212) "We chat to Shirish Kulkarni, Director of Monnow Media about effective storytelling. He shares his research about why the way we tell stories needs to change to make news more engaging, inclusive and informative. "
string(19) "2020-07-29 22:58:53"
string(19) "2020-07-29 22:58:53"
Isentia Conversations with Shirish Kulkarni from Monnow Media
We chat to Shirish Kulkarni, Director of Monnow Media about effective storytelling. He shares his research about why the way we tell stories needs to change to make news more engaging, inclusive and informative.
From multi-national corporations to local government bodies, a media release is the bread and butter of any organisation.
It's the primary vehicle for delivering to the myriad journalists scanning both the digital and paper world for tidbits of information they can sculpt into newsworthy articles.
A media release that stands out from the crowd is much more likely to gain traction and, if you have accurate media tracking tools in place, can reveal a lot about your target demographic and its awareness of your brand. Of course nailing the perfect media release is no easy feat, but that doesn't mean it's impossible.
While a good writer will gradually hone their skills over years of practising their craft, there are a few things you can do to instantly improve the quality - and open rates - of your releases. Boost your chances of exposure and consequent brand recognition by avoiding these seven deadly sins of media release writing:
1. Lust - your uncontrolled desire for wordy headlines
Conciseness is the hallmark of any good media release writer, and this extends to your headlines, too. While your headline should convey an idea of what the media release contains, making it too long turns audiences off and discourages them from reading on. Copyblogger reported that 80 per cent of people may read a headline, but only 20 per cent will read the rest.
Keep your headlines, short, snappy and creative. Incorporating meaty or surprising statistics into the headline will improve your press releases' chances of getting opened, as it immediately indicates what the rest of the text will be about.
2. Gluttony - your appetite for lengthy intros knows no limits
Journalists are busy people and don't have time to spend dissecting lengthy discussions on the latest and greatest developments at your organisation, regardless of how well it's written. A reader should be able to get the gist of your media release within the first paragraph or two at most.
Media monitoring analytics may be able to reveal successful patterns in your media release structures, allowing you to cut the filler, condense your writing and get to the crux of the issue as quickly as possible. Time is of the essence and convoluted media releases are unlikely to ever see the light of the day.
3. Greed - you overindulge in promotional phrasing
Media releases are a balancing act between news and promotion, though many PR managers are guilty of leaning too heavily towards the latter. A media release is not an opportunity to sell a product or service and the language you use should reflect this.
Steer well away from salesy sentencing and avoid hyping up your organisation too much. Instead, present the facts in an objective and impartial manner, discuss the role your organisation played in the topic at hand, and let readers form their own opinion.
4. Sloth - you recycle information and use it in your media releases
Media releases feature a distinct style of language and structure and each one you write should be treated as an opportunity to teach consumers about your organisation. Even with deadlines looming over you, avoid copying text from internal documents and including it in your media releases.
Similar to how you would tailor a resume to get a specific job, media releases should be crafted to target a specific magazine, newspaper or website. Write each one from scratch and create unique content that will really hit the mark with your chosen demographic.
5. Wrath - you use excessive exclamation marks
Exclamation marks, most commonly associated with anger (wrath) or loudness, are one of the most ill-used punctuation marks in media releases. You may be excited about developments within your organisation, but using exclamation marks (or worse, multiple exclamation marks) to highlight your point makes the media release look spammy, overly promotional and untrustworthy.
Limit your use of this punctuation mark. Unless someone in your media release feels particularly strongly about a certain subject, it's unlikely that you'll need one whatsoever.
6. Envy - you try to copy other press releases
It can be frustrating to see another media release gain serious traction in your market, especially when you feel as though yours are just as well crafted. However, do not begin mimicking the media releases of other organisations in hopes of achieving similar success.
Be confident in your skills to create a winning media release and feel free to experiment with structures that are a little bit different. As noted in the slothful sin, a media release should be unique in style and content, and copying another's will not reap sustainable results in the long run.
7. Pride - you write about events that are not newsworthy
You're proud of your company and you want the world to know about every little development that takes place behind its doors - we understand. However, remember that media releases essentially help journalists report on the news. If it's not timely, local, new, extreme, unusual or high-impact, you may need to reconsider how newsworthy your media release really is.
string(44) "The 7 Deadly Sins Of Writing A Media Release"
string(121) "From multi-national corporations to local government bodies, a media release is the bread and butter of any organisation."
string(19) "2019-06-24 23:33:40"
string(19) "2019-06-24 23:33:40"
The 7 Deadly Sins Of Writing A Media Release
From multi-national corporations to local government bodies, a media release is the bread and butter of any organisation.
Insights promote action and change with stakeholders
Research, measurement and evaluation needs to promote action with relevant stakeholders including the general public. It’s easy to fall into a trap of measuring something because you think you should or because someone has asked for a few charts on a communication team's activity. But your stakeholder engagement strategy is missing an opportunity to create long term impact with key audiences.
Stakeholders (internal and external) are an effective resource for driving change and shifting narratives. Stakeholders are a crucial avenue for advocacy of communications activity but are usually not provided with the necessary information. They need motivation to change their behaviour and support your objectives.
A project that champions this is the Media and Gender research the Isentia insights team produced with Sport New Zealand. This research examines how women are portrayed across sports news in New Zealand and shines a light on where there is work to do. The research itself is engaging and builds rich insight into an area often not looked at on this scale. The most success lies in how research helped motivate and support behaviour change within the primary stakeholder - the media.
Move stakeholders with data-led evidence
Editor of The LockerRoom, Suzanne McFadden, said this study encourages national representation of women in sport,
“A surge in women's sport in NZ media, but a fall in female bylines, highlight the latest Sport NZ study - which also shows where LockerRoom leads the pack.”
Jennie Wylie, Netball New Zealand’s Chief Executive said to Radio New Zealand, that media coverage plays a vital role in female participation in sports,
"What we do know is the cost of our young people not participating in sport, and the gap for young women and girls in that participation, it plays out in terms of media coverage, so if you can't see it, you can't be it."
Sport New Zealand was able to build a stakeholder engagement strategy using data and research that goes beyond numbers. It encourages those at the source of reporting to strive to improve.
Here are some tips on how to rethink your approach to research and evaluation, so your organisation can do the same:
4 considerations for your stakeholder engagement strategy
1. Don’t only focus on your own activity
It’s easy to fall into the measurement trap of focusing on your own activity and neglect your audience and sector. It’s important to understand if your communication is successful, but you're missing key opportunities (and threats) that you can only see if your research lens is wider.
2. The value of pre-research
Research performs at its best when used to determine where you should be going instead of only where you’ve been. Bring research into your planning early and give insight into what your audiences already experience as well as their responses and their preferences, so you can tailor your organisation’s activity based on evidence.
3. Use your evidence to generate conversations
Engage all your stakeholders in the research process and as early as possible to increase their investment in the results, regardless if it means changing their own behaviour. The more measurement and research is collaborative and unites stakeholders within a common purpose, the more effectively it will spur change.
4. Measure more than once
Changing audiences and information requires your organisation’s research lens to focus on what's relevant to your objectives and audiences.
Talk to the experts about how Isentia insights can refocus your stakeholder engagement strategy
Ultimately, research should help drive conversations, and in those conversations is where you can create change. It doesn’t always work the first time, so be persistent - it’s worth it!
Contact us to discuss how we can create a tailored measurement programme that supports your goals.
string(53) "A targeted stakeholder engagement strategy in 4 steps"
string(131) "To have an impactful stakeholder engagement strategy you must use the right data-led insights to drive interest in your objectives."
string(19) "2022-09-26 02:46:04"
string(19) "2022-09-26 02:46:04"
A targeted stakeholder engagement strategy in 4 steps
To have an impactful stakeholder engagement strategy you must use the right data-led insights to drive interest in your objectives.
The state of the electric vehicle industry in Malaysia
Malaysia's automotive industry is one of the more environmentally-friendly industries. Various parties, such as the government and local automotive industry players, have continuously sought to promote electric vehicles (EVs).
The subject of electric vehicles (EV) is growing among the Malaysian public in the social media sphere due to continuous efforts to promote EVs by various parties such as the government, local automotive industry players as well as companies directly involved in several aspects of EV (charging facilities/networks etc.)
Using data from Pulsar, Isentia analysed the conversations surrounding the topic of EV amongst Malaysia's social media users.
In this word bank powered by Isentia’s vast datasets, some of the most common keywords used by Malaysians when discussing EVs, apart from the topic itself, are 'drive', 'chargers', and 'battery'. EV is also associated with ‘future’ and ‘expensive’.
Across the country, social media users agreed that Malaysia is lagging behind neighbouring nations (such as Indonesia and Thailand) in EV facilities and vehicle development. They also agree that EVs are only accessible to rich people in the country because of a lack of affordable options and that the Malaysian government and other players should do more to promote electric vehicles as a practical form of transportation.
What are the audience segments that have been talking about electric cars online?
Malaysian social media users who are more interested in electric vehicles are most interested in watching movies and TV. The three main audience segments include the Conservatives, Technology Enthusiasts, and Innovation Seekers. They are predominantly male audiences aged between 18 and 24.
They also have high media affinity with Malaysia's prominent media outlets, such as Astro Awani, Bernama, and technology-focused outlets, such as Amanz and Digital News Asia.
Conservatives follow social media accounts of mainstream news outlets and the government (ministers, ministries, agencies etc.) They believe government policies would benefit their daily lives, such as EV-related ones.
Technology enthusiasts seek out exciting posts on new technologies and actively participate in discussions surrounding them. They are advocates of technologies that would make the environment that they live in better, as well as efficient technologies.
Innovation seekers are actively sharing news and involved in conversations about innovations that enhance the development of industries relying on the newest technology. They tend to evolve their lifestyles accordingly and embrace innovations available at their disposal.
Several points between April and July 2022 peaked due to active discussions among Malaysians on EV:
Launch of Automotive High-Tech Valley on 14 April - The launch would assist in positioning Malaysia as a hub for EV manufacturers and component suppliers to the ASEAN market.
Foxconn announced plans to build a facility in Malaysia on 19 May - Taiwanese company Foxconn plans to build a chip production facility in Malaysia with Malaysia's Dagang NeXchange Berhad to fulfil the demand for EV semiconductors.
Criticism of parking at charging facilities on 10 June - There was criticism towards road users in Malaysia who parked their vehicles at EV charging facilities.
Samsung develops plant in Malaysia on 21 June - Samsung SDI Energy Malaysia Sdn Bhd announced that they are developing a RM7 billion plant in Negeri Sembilan to pioneer the EV battery cell industry in the country.
First Range Extended EV developed in Malaysia on 21 July - Mimos Berhad has developed the first Range Extended Electric Vehicle (RE-EV) in Malaysia with the cooperation of Motosikal dan Enjin Nasional Sdn Bhd (Modenas) and Universiti Malaysia Perlis (UniMAP).
Get in touch with Isentia today to learn more about what consumers are saying about your brand.