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AI has evolved enough now that one-shotting entire deliverables is tempting, and many people online claim to be doing just that. In this episode, Chip and Gini discuss why that’s a bad idea, and how you can train your AI tool to give you less slop-like content. Chip is fed up with receiving one too many pieces of material with no human thought applied to them, not in preparation, not in editing, not even in the decision to hit send. His take on the broader one-shotting trend is that when the result is actually good, it’s rarely a true one-shot. The person usually spent months feeding their AI tool context first, the same way a good off-the-cuff article draws on years of accumulated expertise. Gini suggests treating AI like a capable intern. You wouldn’t send an intern’s first draft straight to a client, so don’t do that with AI either. She describes going back and forth with her tools so much that Claude once asked her to batch her edits instead of making them one at a time. Chip pushes back on the intern comparison, arguing that with enough context and consistent feedback, AI has moved closer to a capable mid-level colleague. That feedback loop is also the focus of Gini’s internal training program, Slack sessions where the team is currently learning to push back, reject, and refine AI output instead of just accepting it. However, don’t make the mistake of thinking that because it needs your guidance, AI isn’t worth using. Being the human in the loop doesn’t make you the savior of your business. Owners who rely solely on humans without using AI are making as grave of a mistake as people who think they can replace themselves entirely with AI. [read the transcript] The post ALP 316: Agency owners need to manage AI like employees appeared first on FIR Podcast Network.

A Press-Gazette investigation found that dozens of experts quoted in the mainstream media don’t actually exist, and PR agencies are unwittingly sharing them with the press. This poses a credibility issue for the agencies and the media. It requires a layer of verification unlike anything we’ve faced before. Also in this episode, crisis communication has long been housed in the PR or communications department. Should it be a governance responsibility of the C-suite? That’s the case made in a new report from the Chartered Institute of Public Relations and the Institute of Directors. In his Tech Report, Dan York covers an initiative to close the AI language gap, including video moves by YouTube and Bluesky, smart glasses, and enhancements to Threads’ podcast toolkit. Links from this episode: Chartered Institute of Public Relations and Institute of Directors publish Crisis Communication Handbook for Boards Executive Reputation: Priced, Prized and Easily Lost Kate Winick: This Is a Bad Brand Clapback Converse Ad Sparks Controversy Over Racist Imagery Virtual Reality: The Widely Quoted Media Experts Who Are Not What They Seem Qwoted Bans AI-Generated Expert Profiles as PR Spam Floods Reporters’ Inboxes Prominent Art Therapist Quoted by Vice, Forbes and Others Is AI-Generated The Rise of Fake AI Experts: A Wake-Up Call for the Community The Rise of the Fake Expert: How to Remain Authentic in an Inbox of Fakes Links from Dan York’s Tech Report: Closing AI’s Language Gap: Why the Internet Society Is Joining a Global Commitment Bluesky Now Lets You Upload 10-Minute-Long Videos What’s New at Made on YouTube 2026? New YouTube Live Tools for Fan Funding, Dubbing and More Everything Announced at Meta Connect 2026 Snap Launches $2,195 Specs Smart Glasses Threads Expands Podcast Toolkit for Creators and Listeners The next monthly, long-form episode of FIR is tentatively scheduled to drop on Monday, October 26. We host a Communicators Zoom Chat most Thursdays at 1 p.m. ET. To obtain the credentials needed to participate, contact Shel or Neville directly, request them in our Facebook group, or email [email protected]. Special thanks to Jay Moonah for the opening and closing music. You can find the stories from which Shel’s FIR content is selected at Shel’s Link Blog. You can catch up with both co-hosts on Neville’s blog and Shel’s blog. Disclaimer: The opinions expressed in this podcast are Shel’s and Neville’s and do not reflect the views of their employers and/or clients. Raw Transcript: Shel Holtz: Hi, everybody, and welcome to episode 529 of For Immediate Release. I’m Shel Holtz in Concord, California. Neville Hobson: And I’m Neville Hobson in Somerset in the UK. Shel Holtz: Neville, it is wonderful to be back together with you again. Neville Hobson: It’s been a bit of a strange few weeks because of some health issues I’m working through. They’ve affected my availability to record our midweek shows. I was particularly keen to make sure we could record the topics we’re discussing today. Hopefully, by the time our next monthly episode comes around, I’ll be close to normal again. Shel Holtz: My fingers are certainly crossed. To accommodate all of this, we’re recording a shortened version of our monthly episode: two topics plus Dan York’s report. We’ll also have a quick recap of the two episodes since our last monthly show. Neville Hobson: Episode 527 was a particularly interesting long-form show with six topics. Our lead story was about a senior manager who discovered that AI was rejecting job applications within seconds of their arrival. One reason was that applicants had graduated from college before 2010, even though the instruction was to surface candidates who displayed “youthful energy.” What’s worse, the talent acquisition manager saw no liability issue because AI had made the decision. If I recall correctly, she said, “We’re okay. We have no liability because the AI made the decision.” If it weren’t so serious, it would be hilarious. We also discussed an expert witness who used ChatGPT to prepare a report for a legal case. The prompts he used—not just the AI’s output—were uncovered during discovery and entered into evidence. You have to check these things. Then, in episode 528, we talked about fandom. We explored the differences among fans, audiences, and communities. A fan’s identity can become tied to a team, artist, product, or other object of passion. It’s no surprise that marketers want their brands to inspire that kind of excitement, but not everything has the potential to develop a fan base. We received a couple of comments about that episode. Shel Holtz: Brian Kilgore in Toronto wrote, “Good show. In my life, I’ve worn Roy Rogers, Gene Autry, and Hopalong Cassidy clothes, an MG T-shirt, and a sweatshirt I designed using ASCII code as the hook for CNCP telecommunications. One cap that I’ve lost says ‘Nikon Most Excellent.’” Brian has been a fan of quite a few things. We also received an audio comment from our tech reporter, Dan York. Dan York: Hey, Shel and Neville. I had a comment on episode 528. I found myself cringing when I heard marketers talking about how to grow a fandom. You have fans, and marketers should find where those fans are and engage with them. They shouldn’t be trying to build a fandom. You were right that fandom can be part of someone’s identity. My neighbors across the street are big Mazda Miata owners. They each have one, and they go on rallies and tours with other owners. It’s a community and a group, but being Miata owners is also part of who they are. To its credit, the local Mazda dealership supports that community. There’s a lot of fandom on Reddit, too. I own a Hyundai Santa Cruz, a little vehicle that’s rather like an SUV with a truck bed on the back. Its subreddit has people sharing photos, asking questions, and talking about what they’re doing with their vehicles. Some are passionate about these little trucks. I’ve seen that with other vehicles as well. Marketers and communicators, please don’t talk about trying to create a fandom. Find the fans where they are. Shel Holtz: Thanks, Dan. I couldn’t agree more. If there’s a fan base around something you make or represent, by all means, see how you can support it and become more visible to it. Trying to build a fan base around something that doesn’t naturally inspire one can feel artificial. I hadn’t thought to look for those communities on Reddit. I have a Ford Mustang Mach-E, and as soon as we’re done recording, I’m going to look for a Mach-E subreddit. I have to believe there is one. I appreciate the comment. I also want to mention Circle of Fellows. Episode 133, part two of our conversation on AI and the leadership moment for the communication profession, should be available by the time you hear this. Adrian Cropley returned, and we were joined by Mary Hills, Cyrus Mavalwala, and Robin McCasland. Our next episode is Thursday, October 29, at 6 p.m. Eastern. That hour accommodates Zora Artis, who will be joining us for a discussion of connection and leadership. Three other Fellows will join us as well. You’ll find details on the FIR Podcast Network website. Neville Hobson: Let’s talk about crisis communication—or, more precisely, governance. When we talk about crisis communication, many of us picture what happens once a crisis is underway: the holding statement, the spokesperson, media response, frantic internal calls, whether the CEO should go public, and how quickly the organization says something. But a new handbook from the Chartered Institute of Public Relations’ Crisis Communications Network, published with the UK’s Institute of Directors, argues that this way of thinking starts far too late. The handbook, Crisis Communication for Boards: A Handbook for Good Governance, argues that crisis communication belongs within governance, risk management, and organizational resilience. By the time a crisis breaks, many factors that determine how well an organization responds have already been decided. Has the board understood the risks? Has it treated reputation as a strategic risk? Are escalation routes in place? Can uncomfortable information move quickly from the front line to senior management and the board? Have stakeholder relationships been built before they’re urgently needed? Has anyone rehearsed making decisions quickly under scrutiny with incomplete or conflicting information? The handbook’s point is that crisis management begins long before a crisis hits, and boards should own it as part of their responsibility for organizational resilience. Communication runs through crisis management because it shapes how events are understood, how decisions are interpreted, and whether trust is maintained or lost. One line early in the handbook captures the argument: “You cannot communicate your way out of a crisis that you behaved your way into.” That shifts the communicator’s role. If communications is brought in only after management has made its decisions, when the organization is already under pressure, the communicator starts at a disadvantage. Senior communicators should be involved earlier to help boards understand how decisions may be perceived, where stakeholder concerns are emerging, which assumptions may be wrong, and where the organization’s behavior may be creating reputational risk. That means treating communications as an intelligence function as well as a messaging function. The handbook emphasizes horizon scanning, stakeholder relationships, and the flow of information throughout the organization. Emerging risks increasingly cross legal, regulatory, HR, operations, technology, and communications boundaries. Communicators can help boards understand what’s happening and what it may mean for trust, legitimacy, and reputation. The handbook is blunt about the consequences of getting this wrong. Poor or delayed communication can itself become a reputational risk. Minor incidents can escalate, information can become tra

Last month, a panel of IABC Fellows shared their observations on the results of a recent AI-focused survey conducted by the Global Alliance for Public Relations and Communication Management (Global Alliance). This month, a fresh panel (with Adrian Cropley returning) will pick up the conversation where the August panel left off, exploring various aspects of the role communication professionals will play as AI continues to evolve, along with the challenges and opportunities it presents to organizations of all kinds. Joining Adrian and moderator Shel Holtz are Mary Hills, Robin McCasland, and Cyrus Mavalwala. Catch Part 1 of the discussion. About the Panel Adrian Cropley is the founder and director of the Centre for Strategic Communication Excellence, a global training and development organization. For over thirty years, Adrian has worked with clients worldwide, including Fortune 500 companies, on major change communication initiatives, internal communication reviews and strategies, professional development programs, and executive leadership and coaching. He is a non-executive director on several boards and advises some of the top CEOs and executives globally. Adrian is a past global chair of the International Association of Business Communicators (IABC), where he implemented the IABC Career Road Map, kick-started a global ISO certification for the profession, and developed the IABC Academy. Adrian pioneered the Melcrum Internal Communication Black Belt program in Asia Pacific and is a sought-after facilitator, speaker, and thought leader. He has been a keynote speaker and workshop leader on strategic and change communication at international conferences in Canada, the U.S., Europe, the Middle East, Malaysia, Singapore, China, India, Hong Kong, Thailand, New Zealand, and Australia. He has received numerous awards, including IABC Gold Quill Awards for communication excellence, and his Agency received Boutique Agency of the Year 6 years running. Adrian is the Chair of the Industry Advisory Committee for the RMIT School of Media and Communication and a Fellow of the IABC and RSA. In 2017, he was awarded the Medal of Order of Australia for his contribution to the field of communication. Mary Hills, ABC, IABC Fellow, Six Sigma, FCSCE serves as MBA Faculty in Benedictine University’s Goodwin College of Business, teaching brand and marketing management. Her work in marketing, finance and organizational structure and management naturally brings an interdisciplinary perspective to her students. Mary’s professional career includes work at large, publicly traded corporations in the financial sector and at closely held, middle-market companies.  Her work includes time at Federal Reserve Bank of Chicago, Whiteco Advertising, NiSource, Northern Trust, Unilever, and Zebra Technologies. As a member of strategic management teams, her work includes research, risk analysis, and strategic planning for product launches, market expansion, and change and crisis management Mary’s AI work began in 2012 supporting a start-up’s AI product development at Purdue Technology Center and Research Park of NWI. Most recently, she completed AI Usage and Guidelines in Marketing Research for MBA students in her brand and marketing class. Robin McCasland, IABC Fellow, SCMP, is Senior Director of Corporate Communications for Health Care Service Corporation (HCSC). She leads her department’s CommTech initiative, using AI and emerging technologies to deliver productivity gains and build differentiated communication capabilities that shape business decisions and outcomes. Robin also leads the internal communications team and the employee listening program, demonstrating to senior leaders how employee and executive communication add value to the business’s bottom line. Previously, Robin excelled in leadership roles in communication for Texas Instruments, Dell, Tenet Healthcare, and Burlington Northern Santa Fe. Robin is a past IABC chairman and has served in numerous association leadership roles for more than 30 years. She was honored in 2023 and 2021 by Ragan Communications/PR Daily as one of the Top Women Leaders in Communication. She’s also received IABC Southern Region and IABC Dallas Communicator of the Year honors. Robin is a frequent presenter at communication and HR conferences. She is a graduate of The University of Texas at Austin and a Leadership Texas alumnus. Robin resides in Dallas. Cyrus Mavalwala, ABC, MC, IABC Fellow, is a sought-after communication strategist who leads a team of trusted advisors that executives rely on to capture, own, and sustain mindshare with the people that matter most. After senior roles at global PR agencies, Cyrus founded Advantis Communications in 2002. Advantis’ proprietary frameworks operationalize AI, elevate social media, and integrate video to advance thought leadership and earn relevance, influence, and trust. These frameworks have been cited in news media, industry, and academia. Cyrus helps communication teams apply AI responsibly to improve workflows, increase effectiveness, and amplify impact. Through Act Like an Agency™, Cyrus leads ALA faculty to elevate communication teams from tacticians to trusted advisors. An operating system for the modern communication function, Act Like an Agency enables in-house teams to operate with the confidence, discipline, and influence of strategic business partners. A co-creator of the Digital Strategy and Communications Management Certificate at the University of Toronto, Cyrus brings his strategic perspective and practical frameworks to classrooms, boardrooms, and stages across North America. Cyrus brings deep governance experience through his service with IABC at the local, regional, and international levels. He has judged industry awards and received more than 30 honors for communication excellence across local, national, and international programs. The post Circle of Fellows #133: AI and the Communication Leadership Moment, Part 2 appeared first on FIR Podcast Network.

Employee engagement is often treated as a goal — or worse, as a standalone annual survey score that needs to be nudged upward to placate the CEO. But engagement is not an end in itself. It is a condition that makes employees more likely to flag problems, share knowledge, question bad instructions, help colleagues, and contribute discretionary effort. Measuring it can be valuable, but only if an organization asks the right questions, receives honest answers, and acts on what it learns. In this episode of “On The Same Page,” Shel Holtz and Mark Dollins examine what employee engagement really means, the limitations of standardized surveys, and why disengagement is a leading indicator while turnover is a lagging one. They also explore the role communicators can play — without assuming responsibility for factors they cannot control — and why equipping managers to listen, provide feedback, and translate organizational messages for their teams may be one of Communication’s most effective contributions. Links from this episode: The Big Shift — A Pivot from “Engaged” to “Effective” Employee Engagement Is Not Dead. It Has A Messaging Problem Employee Engagement is Toast. What’s Next? Raw Transcript: Mark Dollins: Hey, Shel, how are you doing? Shel Holtz: I am doing great. I’m heading out on vacation tomorrow, and I’m ready for it. Mark Dollins: I’m right behind you next week, so it’s good that we were able to connect. Something interesting happened in my family that got me thinking about a topic we could cover today. I have a family member who is seriously thinking about getting engaged, and my wife and I are coming up on 40 years since we got engaged. So, let’s talk about engagement, right? But you and I have a very different orientation to engagement in the world of employee communication, and I thought we could talk about that. I’m going to start with something fundamental that a lot of people struggle with: defining it. There’s a big-picture version of engagement, but for employee communicators, what we need to consider can be very specific to an organization or even to a person within that organization. What is your 30,000-foot view? Shel Holtz: I have heard so many definitions of engagement. I’ve heard that engagement is what enables employees to bring their whole selves to work. I’ve also heard pushback on that: Who would want to bring their whole self to work? There are parts of yourself you don’t necessarily want people to see at work. I’ve also heard that engagement means bringing discretionary effort to the job—going above and beyond. Of all the definitions I’ve heard, one I like is the analogy to a car. If the transmission is engaged, the car is moving. If the transmission is disengaged, it’s idling. How do you want your organization to be moving? You want it going forward, not standing still. Before we jump into this discussion in more detail, I want to invite everybody watching or listening to share your comments with us. You can do that in the show notes, where there’s a field for comments, or wherever we post updates announcing a new episode. We would love to discuss your comments in an upcoming episode. Mark Dollins: That’s how we learn, too, right, Shel? We enjoy talking, but we also enjoy learning from others, so please share your comments. Moving on to the broader topic of engagement, I think about some of the studies that have been done. Gallup, obviously, spends a lot of time focusing on the details of employee engagement. This year, it released a report saying that about 20% of the global workforce was engaged at work last year. In 2022, its comparison point, the figure was 23%. So it’s starting to fall again toward almost COVID-level territory. Gallup is quite confident in its reporting and says the margin of error is less than 0.1%. The report makes some interesting points about the value of paying attention to engagement. It says engaged people are 69% less likely to burn out at work, half as likely to be job hunting and 69% more likely to be “thriving” in life, even beyond work. Gallup takes a very holistic approach. As you noted earlier, Shel, it measures many factors in determining what it means to be engaged: whether employees know what’s expected of them, whether they have the right materials and equipment, whether they are allowed to do what they do best and whether they receive recognition. The list goes on and on. As you think about this big-picture world of capital-E Engagement, what are you finding with your clients and in your own organization? Shel Holtz: We conduct an engagement survey every year. We don’t use one of the canned engagement surveys; we have a bespoke survey. After we get the results, we can easily reconfigure the data, batch questions into categories and see where we stand on broader areas that matter to the organization’s leadership. More importantly, we can identify opportunities to improve and come back to employees to say, “These are the things we’re going to change as a result.” We can also narrow the results down. There may be a very low score in one part of the organization and a much better score elsewhere. That enables us to take action locally and work with the leaders of those groups to make improvements that will lift the rest of the organization. Mark Dollins: You’re raising a critical point about how employee communicators should think about engagement: Understand what’s important to your organization. Just as there are different definitions of engagement, what management and executives value will differ from one organization to another. In my experience working with many organizations, an organizational-health or pulse survey typically has a finite set of perhaps eight to 10 questions that someone—usually the chief people officer—has decided matter most and represent what the organization cares about for engagement. Here’s where it gets interesting for employee communicators. We want to help, be accountable and deliver results that help employees feel engaged. But then we sign up for things without understanding what we’re responsible for or whether we can influence them. Many questions, for example, are about what a manager does. I can’t control all time and space for every manager. But if we spend time determining which questions reflect outcomes we can influence, that’s where we should focus. Sometimes we’re behind the eight ball because we don’t have a say in the questions being asked. Some questions are worded so broadly that you could drive a truck through them. Take a question about understanding the company mission. People may interpret that in different ways. Some will think it means the enterprise mission; some, their functional leader’s mission; and others, their team leader’s vision of where the team is going. You end up with a mixture of feedback you can’t meaningfully act on. There are three lessons here. First, understand what the questions are. Second, choose what you’re able to influence. Third, make sure the questions are worded in a way that can produce actionable information. Shel Holtz: I think that’s important. I’m actively involved in developing the questions for our survey every year. Most of them don’t change because we want to conduct longitudinal measurement and see whether we’ve improved or declined from previous years or whether a trend is emerging. But we introduce new questions, and when we identify an issue with the way a question was worded, we fix it for the next survey. I definitely have influence there. It’s not just Communication that uses the survey. It’s a significant input for Human Resources and for leadership in how they lead the organization. Part of the process is parceling out the data to the people who can act on it, even if Communication can’t. Mark Dollins: I love hearing that you have a seat at the table because, in many organizations where I’ve worked or consulted, those questions are sacrosanct. No one touches them, or changing them requires an act of God. That puts a communicator in a difficult position: How can I be accountable for changing an outcome if I have no say in how the question is worded? What did you do to earn that seat at the table and that influence, Shel? Shel Holtz: I’ve been involved with our engagement survey since we first launched it. I had experience with engagement surveys before, and that led to my role. There is an engagement-survey industry, and I think that industry has diminished the perceived value of engagement for many people. A lot of people “study for the test.” It’s engagement-survey time, leadership wants a high engagement score and the boss tells employees how to answer so they won’t get in trouble for contributing to a lower score. That’s not helpful. We need sincere answers. We need people to tell the truth when they respond. Look at Gallup’s Q12 survey, for example. One question that drives me crazy is, “Do you have a best friend at work?” It’s not one of my favorite engagement questions. I understand the rationale and why it’s there, but I don’t think that really drives engagement. Some people want to come to work, do their jobs and go home. They don’t want to go out for a beer after work or do the axe-throwing team-building activity. That doesn’t mean they aren’t engaged. Other things drive engagement besides wanting to party with your colleagues. Mark Dollins: For communicators who aren’t in your position and are trying to navigate the questions being asked and what they’re responsible for, my advice is to keep asking why: Why are we asking this question, and what do we expect to get from it? Digging deeper with those “why” questions can help communicators understand the thinking. If the questions come from the CHRO or someone else in HR, ask, “Help me understand why we’re asking this. Why do you think it’s so important?” Push a little. Healthy discernment—and sometimes healthy debate—will give us better information for making informed communication decisi

If you’re screening candidates on experience or technical skills, you may be making a mistake. In this episode, Chip and Gini make the case that curiosity and problem-solving are the two traits that separate great hires from mediocre ones, and neither one can be taught from scratch. Most agency skills, from writing a press release to running Google Ads to using AI tools, can be picked up on the job. Curiosity and problem-solving are different: people either arrive with some baseline capacity for them, or they don’t. Gini makes it about AI, where ever-evolving tools and audience behavior reward the people who keep asking questions instead of coasting on routine. The two discuss how to actually screen for these traits in a couple hours of interviewing. Gini leaves 15 to 20 minutes at the end for the candidate’s questions and reads a lot into what they ask, or whether they ask anything at all. Chip changes up the order entirely, opening by asking the candidate what questions they have for him before he’s asked anything himself, and he’ll throw a candidate’s own question right back at them to see how they handle being put on the spot. Both dismiss scenario-based questions and interview theater like “what animal would you be” as close to useless. Gini also flags a habit she’s trying to break on her own team, being “Gini-GPT,” where people default to asking her for the fast answer instead of working through problems themselves. [read the transcript] The post ALP 315: The top two traits for new agency hires appeared first on FIR Podcast Network.