Listen

Somme 2_0

A century ago, the bloody battle in northern France silenced the hopes, dreams, fears and nightmares of so many young men. Others were so badly affected by their experiences that they never spoke of them again.

On 1 July 1916, 19,240 British soldiers died; many were recent volunteers. Their voices, along with hundreds of thousands more in the coming months, were lost forever.

It wasn’t until two weeks later that the names of the dead and wounded were reported in British newspapers. People began wearing black armbands as a way of acknowledging their loss.

In August, the War Office showed a public information film, The Battle of the Somme – nearly half the population went to the cinema to see the horrific scenes of the realities of war. It reinforced their resolve – as the propagandists intended.

By early November, simple shrines began appearing spontaneously around the country as people mourned their lost ones; as the list of casualties grew hourly in this brutal war.

The Battle of the Somme lasted from 1 July to 18 November 1916. The number of British soldiers dying across the 141 days averaged 893 per day – a total of 127,751 men. There were 419,654 British casualties, 204,253 French and at least 465,000 German. More than one million dead and wounded. Plus 100,000 horses deployed to support the British army; most of their fates unknown.

But raw facts fail to convey the horror.

You can read the human stories – the Telegraph has provided real time updates today.

You should read accounts of those who are moved by walking the battlefields today.

You will see real footage – stark in black and white across the news and online, shared through social media.

You can follow Tweets reporting detailed war diary entries from this day a hundred years ago.

_87931564_robheard53

You will witness the scale of the loss through the 19,240 shroud-clad figures marking every soldier who died on 1 July 1916 – each carrying an individual’s name.

You should reflect on the poetry written by ordinary men.

You can visit the Somme and stand silent in this bleak but beautiful landscape where the lost lives continue to be remembered. Not just today, but every day.

And you must listen.

Listen to the words of long-dead young men, such as 20 year old Second Lieutenant Jocelyn Buxton, killed on the first day of battle:

https://youtu.be/CPetbQs_k0g

Listen to the memories of the ‘silent generation’ who shared rare recollections, recorded by the BBC in the 1960s:

http://www.bbc.co.uk/iplayer/group/p01tbj6p

Because when history is recorded, it must be remembered through the words of those who were there. When someone is lost, it is their voice that we long to hear again.

We are so busy talking and writing and sharing, that we fail to take the time to listen. Just listen. Properly listen. To those around us. To understand their perspective.

Listening is the only way to understand what others feel, think and experience.

Listening is ephemeral – it is hard to create a lasting trace of voices as they can fade fast in our memories.

Listening lacks the presence of seeing and doing. Yet, we need to be present to do it well.

As you’ve engaged with the visuality of my words, reflect on their sound in your head. My words are not important but the personal space where you listen is.

In their personal space 19,240 young listened to the real horrors of war. 100 years ago today. Before they fell silent.

 


Statistics sources:

http://www.bbc.co.uk/timelines/ztngxsg
http://www.historyextra.com/feature/somme-terrible-learning-curve

Understanding

word-understanding

This is the first in a series of posts with one word titles. According to the Oxford English Dictionary there are over 600,000 English words, with new ones added each year.

Word: A single distinct meaningful element of speech or writing

Any professional communicator needs to be aware of the meaning of the words they choose – and seek to understand the meaning intended in the words chosen by those with whom they communicate.

Comprehension, the ability to understand, is both vitally important, and a never ending process. It should be our basic learning outcome and the focus for continuous professional development.

We study comprehension when learning to read, or mastering another language. We question, what does this word – or digital code – mean? Semantics is at the heart of speaking, listening, reading and writing.

Words are symbols, signifiers, they may be socially constructed, and have specific meaning in a particular time or place. They can be fluid and deliberately twisted. They can heal, or hurt. They are powerful things.

As a professional educator, I’m always asking students: “what do you mean?” and focus down onto individual words to clarify why it was chosen and used in a particular context. It is critical that the person assessing a student’s work understands what they mean.

This doesn’t mean a communicator has to dumb down, although simple words can communicate with great clarity. At other times, understanding particular words can be difficult, even though they are the right choice in the context. Putting in the effort to comprehend such words is essential if we are to be able to explain our thinking and arguments. I’m not talking about being pretentious or obfuscating, but simply recognising that there are less common words that have a place in the lexicon.

Understanding may require intellect, thinking and judgement. It may also occur intuitively – without much thought, when we rely on emotions, or familiarity and immediately empathise and understand.

In their paper: The role of comprehension processes in communication and persuasion (subscription or academic login required), Wyer, Jr. and Shrum focus on cognitive processes rather than literal meaning of a communication.

They consider how verbal statements (written or spoken words) can spontaneously create a mental picture, but linguistic coding of pictures requires time. That is, words can trigger immediate visualisation, but we need longer to process what we see before translating this into words. In addition, both recall of a narrative and emotional reactions are affected by the mental imagery generated by particular word choice.

Words have power in stimulating visualisation, although that means we tend to rely on heuristics (mental shortcuts) in forming understanding. In contrast, when faced with an image, we may not be able to find the words to express our understanding immediately.

We may understand that a picture paints a thousand words – but perhaps also need to consider that a thousand words (or even just one) can paint a very powerful image.


Image adapted from original via: http://dryicons.com

Kairos and the right time for public relations

kairos-1It is 3333 days since I wrote my first Greenbanana blog post on 21 September 2006. In terms of chronological time around 80,000 hours, 4.8 million minutes and over 288 million seconds have passed.

In numerical terms, this is my 1,000th post – meaning on average, I’ve written one every three calendar days. Although the pattern is less rigid than that – in recent years I’ve crafted one per month, meaning at the start, blogging was more of a daily habit.

I have no idea how much time I’ve spent blogging, but I’d suggest each blog takes an hour (or so) to think about, research, write, edit and finally hit publish. At least 1,000 hours, 42 full days or 6 weeks in 9 years.

Each post has a mean average of 288 views. The most popular post was called PR problems for Santa at Lapland New Forest on 3 December 2008.

The time spent on this blog can be measured and accounted for. Tick tock time as the hands move around the dial, or figures click over noisily or noiselessly in digital time.

In ancient Greece there were two words for time – chronos and kairos.

Chronos gives us chronology – the science of arranging events in their order of occurrence. Our lives are lived in chronological sequence. When we research history (such as for the International History of Public Relations Conference), chronology allows us to locate people and historical events and make connections about what happened when and what else was occurring at the same time.

Public relations work relies on chronometry – the measurement of time, or time-keeping – particularly in PR agencies which calculate the cost of their endeavours for fee charging. Neil Hackworth argues in the new book #FuturePRoof (available as a free pdf) that time is what is sold in PR to clients.

But are the hours spent ‘doing’ public relations what they are worth? Is a mathematical equation all that is important in costing the value of our labours?

Extrapolating across our working lives, time is how we spend our careers. We have a set number of years to dedicate to our life’s work. Only so many job moves we can make in that time. Using the traditional metaphor, how quickly can we climb the career ladder?

In my PhD research into career strategies in public relations, I have used a timeline method in my interviews (drawing on a method developed by Hanne Kirstine Adriansen). This reflects the centrality of time in career studies.

Wilensky’s 1961 definition doesn’t mention time, but it is integral to his statement that career is:

A succession of related jobs, arranged in a hierarchy of prestige, through which persons move in an ordered (more-or-less predictable) sequence.

Gunz and Mayrhofer propose a Social Chronology Theory building on three perspectives:

  • spatial (the social space where our careers happen)
  • ontic (that’s us – as the focal person or career actor)
  • temporal (time to make career transitions across spatial career boundaries as well as changes experienced by the career actor who learns, gets older, gains experience, over time).

But enough about chronos and the march of the hands of time. I’m more interested in kairos. The ancient greeks used this word to signify a more qualitative approach to time. This refers to the right or opportune time. It is surprising that kairos seems to have had little attention in the career literature.

The rhythm of our careers do not beat simply in a metronomic fashion. My research indicates that our experience of time in various positions is not the sum of the weeks, months and years spent. Recollecting the development of our careers, we focus on moments, the right time, opportunistic timing.

In our practice, public relations success isn’t necessarily about how long you spend planning and executing a programme or campaign. Our best work may occur in an instant when circumstances come together and the time is right.

The challenge is to spot the right time for a career move, to know when and how to craft a situation for our work to be most effective, or to take advantage of the propitious moment for our words and deeds.

March writes (in Classical Rhetoric and Modern Public Relations) that the right point of time can “both contract and expand” that we have to be ready and prepared to seize the moment.

In the hectic modern world, we all seem to struggle to find, or make, time. Our lives are spent rushing or taken up by the trivial. Everything seems urgent even when unimportant (to cite Covey’s ‘first things first’ time management grid).

Yet we have the same 24 hours a day that we’ve always had – chronos keeps us on track. But it is in the time of kairos that we are lacking. Where we are urged to be mindful, take the time to count our blessings, reflect and live in the moment.

Many people believe there has never been a better time to work in public relations. We probably can’t say if this is true, because it depends on our personal perspective. In considering kairos we are reminded to look for the right time, the critical moments, the decisive point at which we should act.

Is it time to step away from the Grunig & Hunt four models of public relations?

pot plantsIf you’ve ever read a public relations textbook, you’ll be familiar with the Grunig & Hunt four models of public relations. Those who’ve studied a PR qualification will have written essays on the construct, even squidging it into papers where it wasn’t necessary because it has to be included, right?

No – there’s more to the scholarship of public relations than this framework originally published in 1984. Grunig’s own work has moved on through the Model of Excellence studies, conceptualisation of generic principles and specific applications for public relations, and more recently into consideration of two ‘competing theories’ of the symbolic, interpreted paradigm and the strategic management, behavioural paradigm. This work has all been related to the ‘age of digitalisation‘ by Grunig in 2009 (including a great ‘infographic’ originated by David Phillips).

Clearly there’s more to Grunig than the four model framework of two one-way models of communication (press agentry, public information) and two two-way models (asymmetric and symmetric). A fraction of the attention it is given has been devoted to Grunig’s Situational theory of publics, which in my view is a more interesting concept echoing the work of Dewey and Blumer.

But educators, students and even seasoned PR practitioners such as Stephen Waddington (who wrote his CIPR Chartered Practitioner paper on Grunig and digital communications) hone in on the 30+ year old framework.

Indeed, as we have our biggest ever intake for the CIPR qualifications at PR Academy starting this Saturday, the framework will undoubtedly be introduced to dozens more practitioners as students.

Of course it’s had its critics – and there’s a Pavlovian response in presenting these whenever the two-way symmetrical model is mentioned. But rather than liberating PR scholarship from the four models, the critiques appear to have anchored the framework further into the text books as a dominant paradigm. In education, we teach the four models to students who have never heard of them, and then we offer up critiques. But their central position remains the hub around which students’ understanding of PR theory remains.

PARADIGM: In science and epistemology (the theory of knowledge), a paradigm /ˈpærədaɪm/ is a distinct set of concepts or thought patterns, including theories, research methods, postulates, and standards for what constitutes legitimate contributions to a field. Source: Wikipedia

The Grunig & Hunt construct needs to be put in its place within a rich body of work that existed before, and has developed after, the four models were presented in 1984. That place is not as the fulcrum around which to lever open a theoretical underpinning of public relations practice. Rather than being positioned as the ‘best’ way of examining or explaining public relations, it is just one of many options within our academic and practitioner toolkit.

It shouldn’t be placed at the beginning of a student’s journey into the academia, nor be the only thing that is remembered at the end of a course to apply to the day job. It fits somewhere in the middle – but not the centre – of a substantive range of theories, models and ideas that stretch way outside the boundaries of public relations texts.

My call to step away from the models isn’t because they lack relevance, it is that other concepts offer greater, or at least, further potential for interesting and fruitful exploration of the links between PR academia and practice (a topic that is the focus of a CIPR Facebook ‘Community of Practice ‘group – https://www.facebook.com/groups/1536282756627129/).

To return to my favourite rhizomatic metaphor, the four models sit like a neat row of little pot plants where we need to get our hands dirty in the wider public relations field, which offers many interconnected and varied roots, flowers, fruits and weeds worthy of our attention.

Public Relations is a tradition of practice

brains

I’m very interested in how we think about and study public relations – and how this conceptual understanding connects to what we do in practice.

I believe in questioning the accepted wisdom, arguments, actions and assumptions that are inherent in public relations practice (and theory) using reflective and critical thinking.

Only by being mindful of what underpins our theorising and behaviours can we know what works well, what needs improving and what we should stop doing.

In academia, such an approach reflects a tradition of interrogating ideas and theories, research and opinion – even, or perhaps that should be especially, our own.

In sport, science, medicine, engineering and many fields, this idea of seeking to understand ‘why’ rather than just ‘how’ informs practice.

This does not necessarily mean that we have to dive deeply into theory, although we should at least know that public relations has a substantial body of knowledge to draw upon. Many studies are intended to be highly practical, but equally valid is academic work that helps to stretch understanding – and critical examination – in different directions.

Psychiatrist, Professor Steve Peters illustrates the linkage when discussing his Chimp Paradox model, which has been credited with contributing towards the success of British cycling.

A model is not pure scientific fact or a hypothesis. It is just a simple representation to aid understanding and help us to use the science. It may also help us to make sense of how we have been in the past, how we are now, and how we can manage ourselves better in the future.

The public relations tradition of practice however, has tended to be skeptical of theory, academia and scholarship, deeming it to be irrelevant impractical, out-dated and too intellectual.

Indeed, many practitioners prefer to draw more on their own experience, and that of others, alongside narrative examples of practice, rather than analytical and objectively-researched case studies, theories or even more representational models.

Consequently, ‘laws’ of public relations practice are commonly derived from, and advocated on, personal beliefs or single examples; with little consideration of the specific or situational aspects pertinent to the social, organisational or temporal context of the particular case.

This means the tradition of practice is a story-telling one, built around the ‘truths’ of particular examples. This tends to mean relying on recollections and the fallibility, or selective interpretation, of memories. Or presentation of examples to illustrate particular ‘lessons’, much as we seen in mythology or parables.

Scratch the surface of ‘rules’ of crisis management and you’ll find these are predicated on the tale of the Tylenol tampering case from the 1980s. Over several decades, this example has been crafted into an exemplar narrative of how crisis situations should – indeed, some argue, how it must – be handled. This ignores the nuanced reality of that case, let alone differences in circumstance for other  crises that may well necessitate alternate preparation or response.

I am bemused that the PR tradition of practice commonly promotes prescriptive rules of engagement or operational norms, yet routinely rejects study of theory.

If you are arguing in favour of a ‘best practice’ approach, you should be prepared to work out hypotheses or propositions that can be assessed to confirm the validity – or otherwise – of the recommended courses of action.

That’s essentially what a theory does in going beyond describing what practice is (or should be in the view of certain people) to include ideas and theses that help to explain the practice, and make predictions for future action based on evidence and/or logical deductions or inferences.

Theory should not be viewed as absolute and fixed, but is open to challenge, development and change.

Further, theory can be developed around situational variables, offering more nuanced insight into practice. Indeed, as a qualitative researcher, I support interpretive and other research approaches that enable in-depth examination of subjective experience. However, this is still a robust process not simply anecdotal reportage.

Many other disciplines build practice on a tradition of theorising, studying an existing body of knowledge and gaining qualifications.

Public relations continues to advocate construction around learning ‘on the job’ (i.e. passing on the way things have been done previously) or attending ‘how to’ training courses.

Increasingly it seems that Twitter, Facebook, infographics or LinkedIn discussions are viewed as the best way to gain insight into the tradition of public relations practice. I’m all for social learning methods, but there’s more to improving competence than online surfing.

Likewise, guidelines can be useful, but instead of being presented as a single lodestar or exemplars, they can open up directions that may be fruitful to examine.

Public relations is not simply an occupation where we can be trained to do our jobs. Rather we are encouraged to be thoughtful and creative. A broad theoretical underpinning is a liberating platform from which to develop an evidenced-based set of informed solutions and/or conceive original options.

What is missing in public relations seems to be a culture of  reflective practice. This approach is increasingly common in many professions, particularly  education and healthcare.

From this perspective, theorising is seen as part of a dynamic process that is alive to the changing world of practice, and reflective, critical and analytical thought. It is open for debate and discussion within the community of practice as well as the scholarly literature and the spaces between the two.

This ‘middleness’ space between academia and practice is inhabited by models that are systematic representations to help us to understand the world, explore concepts and clarify complexity – although they risk being oversimplification of reality.

For example, here is a simple model to illustrate a conceptual framework of how PR is, and should be, practised:

PR practice

Of course all the elements of PR practice cannot be readily placed into one of these four categories, and it is undoubtedly a matter of debate what should go where. But that’s the point. The model offers a technique to facilitate discussion and reflection on the tradition of practice.

Viewed as a reflective tool, we can consider traditional, contemporary, emerging and potential practices and viewpoints and map these onto the model.

Critical and reflective thinking allows consensus, differences of opinion and situational considerations to be considered. Research can also be undertaken to assess the typology, and accept, adapt or reject it on the basis of evidence.

Applying such conceptual frameworks and critical thinking encourages practitioners to:

  • Shape the research they employ in investigating a situation or informing a campaign
  • Analyse possible causes or limitations in tackling problems
  • Challenge habitus (ingrained practices and dispositions)
  • Understand the context of their work, and others’ frames of reference
  • Develop an evidence based practice
  • Identify a range of approaches to address issues
  • Contribute strategically to decision-making and planning processes
  • Structure credible arguments for practical recommendations

As an example, an analysis of media discussion earlier this year around mitochondrial donation (commonly termed the ‘three-parent baby’ issue) suggests a number of ways of thinking about the topic:

scientific, medical, healthcare, procedural, ethical, religious, economic, political, legal, socio-cultural, humanitarian, historical, personal, rhetorical and so on.

Each of these individually, and through comparison and synthesis, suggest conceptual frameworks that can be evaluated and considered in researching the narrative and arguments being made by others, helping us to establish an informed position, and recommend a response. Or they may suggest a gap or new way of looking at the issue.

The concept of ‘tradition of practice’ is one that I came across within the anthropology and healthcare literature. To my knowledge, it hasn’t been applied to public relations, but I am interested in exploring it further. In these fields, a large body of theoretical knowledge has been accumulated, but it is acknowledged that learning does not take place exclusively in the classroom.

Systematic and critical examination of the way things are done, using a variety of conceptual frameworks and theoretical perspectives, can both encourage and challenge a more improvisational, intelligent practice.

The idea is to better connect how we think about, and how we practice, public relations. The goal is to pass on a tradition of practice that is enhanced by virtue of combining the strengths of reflective, critical insight, with real-world experimentation and application.

A brainiac guide to digital and social media trends

brainiac-guide

Keeping up to date on digital and social media trends is a challenge given how fast the online environment develops and changes. One minute we may feel confident in using various technologies – the next, we hear about something new, and aren’t sure how, or indeed, whether, we should be using this in our professional or personal communications.

Helping communications practitioners improve their digital communications and social media self-efficacy – essentially how confident someone feels to enact behaviours online – is one of my goals as course leader for the PR Academy Social Media and Digital Communications Certificate.

So, six months ago, I produced my thoughts on six social media and digital communications trends for 2015 – drawing on the core areas that we cover in the course.

As we take a student-focused approach through our online learning portal, and accompanying workshop day – we are able to accommodate such trends into to the six core areas that we cover. This enables students to add the latest knowledge to their existing understanding (at whatever level that may be), and apply a reflective approach in assessing and applying what they feel will improve their competencies and improve the impact and effectiveness of their organisational communications.

Ahead of the next course starting in September, I have taking a half-year look at what’s going on in the current online climate and again used the six core areas as a framework, to produce A Braniac Guide to Digital and Social Media Trends:

1. Smart Personalisation of trusted, shared news

Online behaviour and social network recommendations are increasingly personalising the reach of stories offering new opportunities, and also threats, for professional communicators in getting their news out. As one example, the redesigned Pulse news reader shares professionally-relevant “news bites” that are driven by trusted contacts, and users’ LinkedIn behaviour such as reactions in saving or removing stories. Understanding how individuals interact with such personalised news digests, highlights barriers in trying to change attitudes, opinions and behaviours, but provides great opportunities to increase communication traction within trusted networks.

2. Trendiness & 4Ts – techniques, tools, technologies, terminologies

Social shopping tools are undermining some of the biggest online brands with photo-led, friends-focused, independent mobile marketplaces offering fun alternatives to the monolithic ebay and Amazon. Backed by technology incubators, venture capital and crowd-sourced funding, relatively recent start-ups such as Depop, Wavey Garms, Polyvore, Chictopia and Vinted are growing quickly as the places to learn about new products, ideas and trends, get advice and trade with like-minded others, and enjoy user generated editorial and banter. They also enable professional communicators to reach and research subcultures of online users, and their new influencers.

3. Netnographic multi-dimensional profile research

We’ve all heard of ‘big data’ with huge volumes of quantiative data generated every second online. But netnography, ethnography on the internet, is revealing some unexpected trends by offering rich qualitative insight into online discussions. For example, researchers have identified a lively and growing group of older adults discussing sexuality issues. With pension-age transgender Caitlyn Jenner, breaking the Twitter record to reach 1m fans in 4 hours, here’s proof that being a digital natural is more about mindset than age. Applying a netnographic approach in a profiling playbook enables a more developed understanding of those we are looking to communicate with online.

4. Attributing value from strategic planning

Let’s talk about attribution, the search to identify the exact value that each element of your digital communications – or indeed any supporting offline activity – is having. You may know something is working – but finding out exactly what is the most effective, or where the biggest return for budget spend can be found is proving increasingly difficult owing to trans-media and device-swapping behaviours. Two planning aspects are essential: setting up Key Performance Indicators (KPIs) and investing the time and resources in analytics (much of which can be accessed for free). Big budget brands are praising ‘people-based” technology such as Facebook’s Atlas mobile ad platform. But it’s not just about tech, as attribution needs communicators to break down silos, identify touch-points when outcomes can be credited and ensure an overall ‘lifetime value’ (LTV) metric is included in the strategic plan.

5. Content leadership depends on trust

To Pay or Not to Pay is the big content creation debate emerging so far in 2015. As marketing and advertising experts continue to power their work through WOM (word of mouth) communications, so PR practitioners are securing budgets to integrate social network advertising in their activities. But, it’s not so much about blurring PESO (paid, earned, shared and owned) media as ideas that work – both for the communicators and those who engage with them. The key word is TRUST – with the UK Competitions and Market Authority opening an investigation into manipulation of online reviews and endorsement, brands falling foul of Google’s rules over seeking to game its SEO, and Google itself under fresh investigation by the European commission for favouring its own vertical search products. Can anyone trust what they find online? It’s getting tougher – especially as ‘sponsored content’ challenges traditional editorial independence and integrity. Building and maintaining trust is essential both when generating content, and when evaluating the best channels through which to share it.

6. Risk, issues and crisis management – standing up to online moral outrage

Organisations of all shapes and sizes are being forced to face up to growing waves of moral outrage through social media and communicate with value driven, robust responses rather than knee-jerk, sacrificial strategies. The apparent brutal treatment of the eminent scientist, Sir Tim Hunt by UCL and the Royal Society following a twitter storm over his poorly considered ‘joke’ has led to calls for organisations to kick back against cyber-bullying and online shaming and stand by their principles rather than cave to the baying mob.

Most of these trends reflect that developments in digital and social media communications are building on existing practices, but require continual review and adaptation of these to stay ahead, and apply a pragmatic and informed understanding that is appropriate to the particular organisation and situation it faces.

Click here for further details of the September 2012 PR Academy Social Media and Digital Communications Certificate which is now enrolling.  The course involves an intensive, immersive study period, where learning is derived from tutor-supported activities, independent research, social learning techniques and an individually developed portfolio assignment. It combines emerging and established knowledge with a focus on developing insight into strategic, and effective, social media and digital communications, that complements and integrates with existing organisational communications plans.

Delete and trash needs to be good public relations

Delete-and-trash

Have you ever stopped to count the number of enewsletters or other emails you get from organisations? Or consider their value as PR communications?

Have you ever checked the process of how they are sent – and why – within your organisation? Are they part of your PR communications audit – and do you evaluate the public relationship value that they are delivering (or aren’t)?

Even more importantly, have you ever tried to stop receiving these? Or checked the steps required by your organisation to end an email relationship?

Let me tell you, engaging with the humble ‘unsubscribe’ link is a public relations education.

Most of these emails are not really an indication of a fully formed relationship – I’m not talking about communication from organisations where I am a paid member or where I may know people or care about organisations in some shape or form.

But they aren’t unsolicited either. The majority originate from having registered on a site to download a paper or something else that has been of value, or when you’ve bought something and had to supply an email, or otherwise had a contact, not matter how fleeting or superficial.

Whether we label this as ‘relationship marketing’ or some other contemporary term, the truth is that the approach can quickly become annoying. It clogs up email boxes and rarely offers anything that would be likely to make me take action. But over time, I’ve allowed the emails to keep coming and responded with a 99.9999999% ‘delete and trash’ approach.

But these past few weeks, I’ve felt like I’ve had enough of the daily updates, the weekly summaries, the special offers, the Father’s Day promotions (ignoring the fact my dad died several years ago now), the latest news and all the rest of the malarky.

So I started unsubscribing – or trying to do so. I’m careful to only click on bonafide links so my action has been directed to credible organisations. However, they seem to do their best to prevent me from deleting and trashing our contact on a more formal basis.

Rather than recognising our ‘relationship’ is nothing more than the equivalent of having struck up a conversation with an employee in passing, they are reluctant to let me go.

Like Columbo’s ‘One more thing’ – they just keep coming back.

Are you sure you want to delete these emails, they ask? Just indicate on this multipart form why you want to end things? We’ll do our best but it could take up to a month to stop bugging you. We can collate to a monthly round-up instead, they wheedle… Or they acknowledge your request, but just keep sending them. How many times will I have to unsubscribe before they get the message I wonder?

As Englebert Humperdinck has been crooning ever since 1967, please release me, let me go.

My plea to all public relations practitioners is to check what happens when your organisation sets up a mailing list – whether that is going from a sales team, the marketing function, outsourced or your own PR activities. Surely it isn’t good public relations to never bother to find out if you are being irritating, or whether your missives are valued in any way.

Most importantly, if someone is trying to say goodbye, allow them to formally delete and trash. No hoops to leap through, no bells or whistles to ring or parp, just part on good, professional terms.