Greentarget

Greentarget

by

For decades, PFAS (per-and polyfluoroalkyl substances) have been used in everything from non-stick pans to firefighting foam. The so-called “forever chemicals” make things durable because they are resistant to efforts to break down their atomic structure – but that fact also makes disposing of the chemicals extremely challenging. In recent years, PFAS’ durability ran headlong into a growing awareness of their potential dangers as early (and still developing) research suggests that PFAS may link to certain cancers, liver and kidney issues, and other health problems.

Lathrop GPM, an Am Law 200 law firm, has an industry-leading environmental and tort practice with a focus on PFAS. The firm first dipped its toes into PFAS work around 2009 and spent the following years studying this emerging contaminant and figuring out what to do with it. By 2019, with a decade of experience under their belt and insight that this was going to be a growing area of demand, they dug into a marketing and business development plan.  As predicted, public and regulatory pressure around PFAS began to increase in 2020 and companies whose products included PFAS faced liability issues going back years, if not decades, and needed guidance on how to navigate the evolving landscape. Lathrop GPM’s team of lawyers had the knowledge and experience to provide that guidance – and reached out to Greentarget for a strategy to stand out as a voice of authority amid a crowded landscape and while much of the world’s attention was fixed on COVID-19.

Solution

Greentarget first identified individual PFAS topics that were in line with Lathrop GPM’s knowledge base that might fuel a thought leadership campaign. Then, to be sure that the firm’s point-of-view aligned with its audience’s most critical concerns and expectations, Greentarget turned to tools that measure search engine activity to identify terms that PFAS-related users were searching for.

Greentarget sought out terms with high relevance, robust monthly search volume, and little if any relevant legal content in top search results. Greentarget was able to pinpoint white space that Lathrop GPM could own by publishing novel, relevant, and useful perspectives. Together, Lathrop GPM and Greentarget decided on the topics of “PFAS in groundwater,” “PFAS in food,” “PFAS Action Plan” and later added “PFAS in cosmetics,” among others, as the focuses offering the best opportunities to assert Lathrop GPM’s authority.

Several calls with Lathrop GPM’s thought leaders and Greentarget were held to discuss the SEO-informed topics with the goal of creating articles stemming from the above terms and showcased Lathrop GPM’s knowledge and practical guidance.

Results

The campaign earned more than 42 media results, for 9 million impressions. That included bylines in Food Safety Magazine, Bloomberg Law, Mergers and Acquisitions, Industry Today, HAPPI, Food Industry Executive, Law360, FDCC Insights and DRI’s For the Defense, and Lathrop GPM lawyers being quoted in 16 articles in such publications as Law360, Bloomberg Law, Water World, Agripulse, Food Safety & Quality, Environmental Health News and Cosmetic Design.

Additionally, Bloomberg Law now regularly turns to Lathrop GPM as legal authorities on PFAS. The campaign also led to several new business inquiries as well as outreach from current clients and a prominent environmental lobbyist — who said Lathrop GPM was analyzing the issue in mostly uncovered ways.

by

Challenge

Ignite, a Chicago based non-profit, has been dedicated to supporting homeless youth for 45 years. But they continue to run up against a significant problem that inhibits their ability to deliver services: specifically, how the Department of Housing and Urban Development (HUD) defines homelessness.

HUD currently defines homelessness by assessing the number of people on the streets and shelters within one night. But homeless youth generally fly under the radar, often by staying on people’s couches: of the 1 in 10 young adults between 18 to 25 who encounter homelessness in a year, half only do so through couch surfing. As such, HUD doesn’t count these youth as homeless, making it much harder for community organizations like Ignite (who rely on the department’s funds) to help them. This problem is only getting worse, especially with COVID-19 having exacerbated housing instability across the US. 

Legislation exists to change HUD’s definition, but it had stalled in Congress. That’s why, in the fall of 2021, Greentarget jumped on board to help Ignite draw attention to this legislation and the growing problem of youth homelessness.

Solution

The Greentarget team began by engaging Ignite’s Executive and Program & Leadership team members to understand precisely where the HUD issue stood, why it was more important than ever we address it now, and how the Ignite team’s experiences could establish them as authorities on this topic.

From there, we conducted extensive research into the issues at hand and the current media landscape, and interviewed two homeless youth who were using Ignite’s services – knowing that to really illuminate this story, we had to back up our claims with data and place firsthand experiences front and center.

This gave us the foundation to shape media pitches and develop an op-ed geared towards target audiences on Capitol Hill and in Chicago.

Results

“Your time and energy make these life-changing programs possible and mean that we can help more young people achieve personal and economic independence and reach their full potential.” – Stephanie Piccirilli, President & CEO, Ignite.

by

The ground-breaking nomination of Ketanji Brown Jackson to the U.S. Supreme Court means professional services firms have a lot to consider when it comes to their PR strategy. The key question is whether – and how – to weigh in publicly on an appointment that could have far-reaching business and social implications.

As her Senate confirmation hearings begin this week, Jackson stands on the threshold of one of the most consequential jobs in the country, ruling on issues that are critical to U.S. business, governance and civic life. If confirmed, she would be the first Black woman on the court as well as the first justice to have worked representing poor criminal defendants.

Her nomination comes as the public is increasingly looking to business leaders for guidance and opinions at important moments of civic discourse. Offering a point of view at such times shouldn’t be done without care. But organizations that consider the matter strategically have an opportunity — and in some cases, a responsibility — to express true positions of authority at a key juncture in U.S. history.

Jackson’s nomination isn’t the only high-profile personnel move that might tempt professional service organizations to speak up. We asked Greentarget’s senior leaders about the advice they offer clients who come to us for guidance in these moments, and it starts with a few questions.

Is There a Direct Connection?

The first couple queries are fairly open-and-shut and pertain to the direct connection to the person being nominated or appointee.

Does the nominee/appointee have a personal connection to your organization?

An organization that has such a connection almost certainly has the authority to say something. That might not be the case if, say, a 67-year-old is appointed to a significant position 40 years after working at a law firm as an associate. But if the connection is stronger, putting out a short congratulatory statement that acknowledges the connection is probably a smart play, assuming things didn’t end on bad terms.

Making such a statement is a point of credentialing for an organization, even if it’s not one that will likely generate tons of headlines. Of course, there’s the inverse to this question …

Does your organization have an obvious conflict when it comes to commenting?

This is probably another question without much gray area. The decision to say something publicly might be a simple “no” because there’s a direct conflict – in the case of Jackson, a law firm might be set to argue before the Supreme Court in the next term. That might not automatically rule out saying something, but it could limit what can be safely said. And a milquetoast point-of-view might not be worth the time it takes to work it up.

What if There’s No Direct Connection?

Depending on the answers to the first two questions, some organizations may simply shrug and move on. But there are other important questions to consider before doing so.

Does the position relate directly to a major focus or emphasis of your organization?

Say your organization does a lot of work in securities or finance. It’s likely that your team includes someone – probably multiple someones – with strong perspectives when a new SEC chairman is named. Or, perhaps your organization has expertise on workplace issues. The appointment of a new secretary of labor will probably elicit a reaction or two from members of your team.

Still, making public comments in such moments isn’t a given. It’s important to actually have something to say about the person being nominated – and that what you’re saying is insightful enough for the reward to outweigh any potential risk.

So how do I know if what we have to say is insightful enough?

For either of the above examples, your organization’s subject matter experts might have thoughts on how the new SEC chair or labor secretary might perform, how policy or enforcement might change and, ideally, practical guidance on how companies should adapt. Importantly, subject matter expertise doesn’t have to be confined to the focuses of practice groups within your organization.

In the case of Jackson’s nomination, Littler utilized an existing podcast on inclusion, equity and diversity to post an interview between Cindy-Ann Thomas, the co-chair of the firm’s EEO & Diversity Practice Group, and Bernice Bouie Donald, a federal judge for the U.S. Court of Appeals for the 6th Circuit. Thomas and Donald, both of whom are Black women, discussed the importance of diversity on the Supreme Court, strategies for female jurists of color in managing biases and advice from Donald for other female attorneys of color, among other topics.

Walking the Walk and Talking the Talk

The life and professional experiences of Thomas and Donald meant they had gravitas to comment on Jackson’s nomination. But Littler as an organization also could authentically and effectively weigh in because the firm has addressed similar issues for five years on the podcast (in addition to a variety of other channels). These factors tie directly to the next question on our list.

Is your organization able to speak to that point effectively and authentically, particularly in historic moments?

This was a question that came up a lot over the past couple years as organizations decided whether and how to contribute to the conversation in the wake of George Floyd’s murder and a broader racial reckoning. As my colleague, Steve DiMattia, smartly noted last year, it’s important that public comments in these moments aren’t just words:

The authenticity and credibility of any statement issued to address a fraught moment will not be judged against the values that you claim to profess but by the values you demonstrate through your actions. Values reveal themselves in observable behavior. And an organization that claims to stand for diversity and inclusion, but which has done nothing to advance diversity and inclusion, needs to think carefully about how it participates in the conversation about diversity and inclusion or risk alienating its audience.

The Need(?) to Say Something in the Digital Age

Here’s one more piece to the puzzle: Not only do we live in an era when news can make it around the world in minutes, we live in one in which technology makes it easier than ever to hold organizations’ feet to the fire.

Take what happened during International Women’s Day earlier this month. A slew of organizations posted what were fairly banal comments meant to celebrate the day – and were then quickly skewered by a bot that replied to the original posts with pay gap data about the organizations. The organizations, many of which quickly deleted their original tweets, learned the hard way that it’s never been more important to think through points-of-view before going public with them.

But that shouldn’t keep companies from commenting at all. As my colleagues Pam Munoz and Howell J. Malham Jr., noted last year, “It’s not an option for companies and their leaders to avoid entering into the fray of complex social challenges anymore.”

It could be argued that companies can enter the fray without entering it at every possible moment – and in the case of Jackson’s nomination, the moment might simply not be right based on the criteria outlined above. Indeed, organizations should pick their spots, because an empty/by-the-numbers move will be at best a non-factor.

But smart and incisive commentary, delivered thoughtfully and at the right time, is likely worth the risk, and it can make for a smarter conversation.

by

Smith’s arrival comes after more than two decades in journalism, including 10 years at The Wall Street Journal

Greentarget, a leading public relations firm focused on helping professional services firms establish positions of authority, announced the addition of award-winning journalist Jennifer Smith as Director of Content & Editorial Strategy. Smith, who spent more than a decade as a reporter covering a variety of topics at The Wall Street Journal, will lead Greentarget’s content team, which serves some of the world’s largest professional services organizations.

“Jennifer’s experience at such a prestigious publication will advance our embrace of journalistic principles. Her natural curiosity and creative energy make her a strong cultural fit and will further our mission to create unique positions of authority for our clients,” said Aaron Schoenherr, founding partner of Greentarget. “With content needs evolving so quickly – especially given ever-shorter attention spans and new information-consumption habits stemming from the pandemic – we think Jennifer is the perfect person to lead our content team in the years ahead.”

Smith, who will be based in Greentarget’s New York office, joined the Journal in 2011 and spent three years covering the legal profession, where she broke news on the biggest law firm dissolution in U.S. history. She then spent two years as a culture reporter before moving in 2016 to cover logistics and supply chain – an area that has taken on critical importance amid the ongoing pandemic.  

“I got to know Greentarget during my time covering the legal profession at the Journal and was impressed by the organization’s consistent professionalism, diligence and respect for journalistic principles,” Smith said. “While it wasn’t an easy decision to step away from journalism, I’m excited to approach the work from a different direction and join an organization with such a clear focus on creating compelling content that puts audience needs front and center.”

Before joining the Journal, Smith was a reporter at Newsday on Long Island, where she covered environmental issues and other topics. She also served as an adjunct professor at the CUNY Graduate School of Journalism.

“Our content capabilities continue to be in high demand as the written word in particular carries significant weight among the sophisticated audiences our clients are trying to reach and influence,” said John Corey, president and founding partner of Greentarget. “Jen’s arrival is a tremendous step forward for Greentarget as we strive to preserve the principles of journalism in our approach to content while embracing what we know to be the fundamental attributes of compelling points of view – novelty, urgency, relevance and utility.”

Greentarget’s Content & Editorial service line has grown steadily in recent years to become an increasingly important part of the company’s offerings for a client base that largely competes on the basis of expertise and point of view. The team has an array of capabilities, including content strategy development, primary research reporting, op-ed campaigns, bylined articles, podcasts, audio storytelling and digital magazines.

Smith earned her M.S. in Journalism from Columbia University’s Graduate School of Journalism and her B.A. from the University of California, Santa Cruz. She lives in Brooklyn with her husband.

by

Challenge

In July 2020, just 7 percent of educators said they were prepared to address the social and emotional needs of students during COVID-19.

The Nora Project, a nonprofit devoted to providing high-quality social and emotional learning (SEL) and disability inclusion programming to schools, was there to help. But by the time they became a pro bono client of Greentarget in early 2021, the organization was struggling to get overwhelmed and overworked teachers to sign up for their vital programs.

Solution

Through discovery calls with TNP staff/partners and research of the current media landscape, the GT team developed a series of media angles that spotlighted why TNP’s programs were unique and hooked them to relevant news stories, including:

  • the imminent return to classrooms in fall 2021, and the SEL needs of students and teachers upon return;
  • the heightened importance of quality SEL programs (vs. standardized ones) in this moment of high anxiety and disruption;
  • how SEL and disability inclusion programs can lead to broader social justice awareness and education;
  • how easy TNP makes it for teachers to deliver this programming; and
  • the unique resources and capabilities TNP provides (free summer training camp, on-demand coaching, intraweb, etc.)

Greentarget also leveraged existing TNP materials and partnerships and identified key publication targets spanning local, education, and national top-tier media.

These tactics ultimately manifested in a number of different content and media relations efforts, such as promotion of a series of webinars; thought leadership opportunities for Lauren Schrero Levy, TNP’s Co-Founder and Executive Director; and a byline in connection with an educator who uses TNP in his classroom.

Results

As a result of Greentarget’s efforts, TNP had an “unprecedented number of program inquiries” with schools from across the country reaching out. In addition, following the article in Edutopia, TNP was invited to present at a large industry conference, where they hosted a session on integrating disability studies in the classroom. That presentation generated vast interest and led to numerous resource downloads from TNP’s website and several school sign-ups.

by

2021 was a bountiful year for the legal industry. Surveys by Citi Private Bank / Hildebrandt and Thomson Reuters / Georgetown Law Center all predicted double-digit increases in revenue and profits. The stories about individual firm performance emerging on Law.com bear out the predictions – the revenue and profit-per-equity-partner gains in 20 stories published to date average 15 percent and 26 percent, respectively. Certain firms reported 50 percent-plus increases in PEP, truly astonishing advances. With demand for legal services at historic highs in 2021, the same rising tide is lifting all boats.

In this environment, strong financial performance is unlikely to distinguish a firm in the lateral market. So what will help your firm stand out? Frame your financial message around talent.

Missing in the Am Law financial performance coverage so far is meaningful emphasis on firm culture – as experienced by associates, professional employees and partners – and discussion of hybrid and remote work arrangements. These are the new key metrics, valued now more than ever within firms and by potential recruits.

To make an impression on lateral candidates and key audiences within your firm – two groups who keep a keen eye on Law.com at this time of year – prepare messages for your financial survey interview with the following points in mind:

  • Focus on Talent and Culture – The pandemic-fueled Great Resignation is driving greater attention to the key components of a firm’s culture – i.e., the expectations regarding performance, norms that govern behavior, and actions that display your values. How this cultural grist drives a firm’s approach to such critical issues as diversity, wellness, and work environment is meaningful to potential lateral candidates, now more than ever. Nearly every managing partner featured in Law.com to date claims to preside over a great culture, and that the culture drives the firm’s success. But few have distinguished themselves by describing the specific actions they are taking to strengthen their culture.

One firm stood out for bringing its chief diversity officer, alongside the managing partner, to its Law.com interview. She described how the firm is supplementing its compensation strategy with increased and tangible nonmonetary means to attract and retain talent. Another firm stood out for describing an innovation to address lawyer turnover – something confronting all top firms that has otherwise gone unmentioned by the firm’s peers.

  • Explain Return to Work Expectations – When are your lawyers and professional staff expected to be back at their desks? For how often and for how long? This has been a moving target for most firms. Current and potential employees accustomed to a new fluidity between work and life are closely following signals regarding a firm’s disposition towards remote and hybrid work arrangements. How a law firm responds to its workforce’s new expectations and preferences regarding work environments will impact the firm’s ability to attract and retain talent.

Further, how you plan to use space signals whether 2021’s historic profits will prove an outlier as the firm – and historic expenses – get back to “normal,” or whether a fresh reallocation of office space will permanently free up resources to sustain profits or fuel attractive investments in talent. Some firms have shared their evolved plans for space and hybrid work publicly; linking these plans to financial expectations would attract attention.

  • Discuss Financial Results (With Context) – Revenue and profit remain critically important, of course. Share and celebrate strong results. But take care to contextualize these results as a function of exceptional circumstances. Several firms were quick to point out that strong 2021 numbers affirmed their strategy. But given the historic demand for legal services recorded within every segment of the Am Law 200, everyone can claim a smart strategy whether they have one or not. Offices have been empty, and travel is rare, so expenses are down. And strong profits per equity partner were supported at many firms by a decline in equity partner head count – some of it strategic, some not. So, will 2021 prove to be an outlier or has the firm evolved in ways that will keep expenses down, and profits higher, in perpetuity?

The historic war for talent is continuing in 2022, and that is ratcheting up the pressure firms are under to recruit and retain talent. As Hugh Verrier, Chair of White & Case, put it, “What no one wants in our profession is a world where people are being driven by numbers at the expense of people. That is what is commonly known as an absence of culture.”

Verrier is, of course, right. This is the year to make it known how you are investing in the firm’s culture and managing return-to-office expectations to create an environment where lawyers and staff can succeed and thrive.

Close
Close