Greentarget

Professional Services

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New research by communications firm Greentarget examines fakes news’ effect and origins, prescribes action for preserving the integrity and value of journalism.

Chicago, October 27, 2020 – A polarized media environment and cries of “fake news” – often from the highest levels of government – that greet publication of even the most rigorous reporting have eroded journalists’ hope for their profession’s future, according to a new study released today by strategic communications firm Greentarget.

The outcome of the November election won’t change that outlook, the journalists who took the survey say – but at the same time, they firmly believe journalists themselves are in the best position to fight the threat of fake news.

Fake News 2020, a research project conducted in July, August and September 2020, queried more than 100 journalists, half of whom have worked in the profession for more than 20 years. The report addresses the origins and definition of fake news, as well as potential remedies for its creation and dissemination. And it shows that despite President Donald Trump’s relentless attacks on the press, journalists don’t expect broader improvement if Joe Biden wins next month’s presidential election.

“These survey results are significant because they gauge the sentiment of a broad swath of professional journalists at a crucial moment in history,” said John E. Corey, founding partner of Greentarget. “We work with some of the most talented and experienced  journalists in the world on a daily basis – and even we were taken aback by the level of pessimism and the lack of clarity around how to address and ultimately correct the growing prevalence of mis- and disinformation.”

“That was part of the reason why we went beyond simply reporting these results and conclude our report with actionable guidance that everyone in the news ecosystem –journalism schools and think tanks, public relations practitioners and newsrooms – can and should embrace. We did this because we understand the critical role journalism plays in the healthy functioning of democracy and the free market.”

Fake News 2020’s Top Findings

  • Fake News Has Hurt Journalism: 80 percent of respondents strongly believe fake news has negatively impacted their profession, and 14 percent say they somewhat believe that it has. Further, the journalists surveyed say fake news fosters multiple prejudices and distorts the public’s understanding of current events.
  • Don’t Expect It to Get Better Under Biden: One in four respondents say Trump has had a significantly negative impact on journalism. But just 46 percent feel optimistic about journalism’s future under a new president, and 43 percent say they are indifferent on the question. The survey, conducted when it was clear that Biden would oppose Trump in November, clearly indicates that after years of attacks on journalists’ credibility and a steady erosion in trust, a sense of fatalism has settled in.
  • Journalists Still Want to Fight the Good Fight: Despite their pessimism, journalists surveyed believe they (reporters, editors and news councils or journalism organizations) are best positioned to vet fake news and identify misleading information. Only 12 percent think the government should call out fake news. Relatedly, only about four in 10 support or strongly support using the law to curb fake news.
  • Fake News Remains Difficult to Define: Part of the problem is that fake news can mean different things to different people – even journalists. About a third of our respondents say fake news is disinformation (false information knowingly spread with the intent to deceive), while another third say it is misinformation (false or misleading information spread by those who believe it to be true). Twenty-two percent equate fake news with propaganda.

 How to Combat the Fake News Epidemic

The report concludes by laying out a series of actions PR professionals can take to fight fake news. The measures include supporting reporters and editors, stressing ethics and transparency, putting the audience first and broadly advocating against fake news.

Greentarget pledges to follow these steps and encourages other PR practitioners to do the same.

“Long before fake news was part of the common vernacular, the principles of journalism – and the role they play in contributing to smarter, richer and more balanced conversations – have been fundamental to our business,” said Lisa Seidenberg, Greentarget’s vice president for media relations. “We know how important journalism is in our work to help organizations establish unique positions of authority, and we encourage all PR professionals and influential voices in the news ecosystem to support rigorous, responsible journalism. The success of our work depends on the steady flow of reliable information and stemming the tide of fake news is good for our industry and, more broadly, our society.”

A full version of Fake News 2020 is available here. For more information, contact Lisa Seidenberg at lseidenberg@greentarget.com or (312) 252-4108.

About Greentarget

Greentarget is a strategic public relations firm that helps leading law firms, accounting firms, management consulting, real estate and financial services organizations create unique positions of authority through skillful participation in the conversations that matter most to their key stakeholders. With 60 professionals in Chicago, New York, Los Angeles, San Francisco and London, Greentarget combines earned media, research and market intelligence, content and publishing, digital strategy and amplification, and special situations counsel to help clients grow market share, attract leading talent and achieve a higher purpose. For more information, visit www.greentarget.com.

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In the lead up to one of the most anticipated elections in generations, Greentarget surveyed more than 100 journalists to learn more about the growing problem of fake news. The resulting report addresses fake news’ origin and causes, its worst and most chilling effects and how journalists think it’s affecting their profession and the public at large.

“I [work hard] trying to be as accurate and fair as possible,” one of the journalists told us, “and someone wants to wave their hand, dismissing something because they choose not to believe it.”

It’s clear that part of the problem is the murkiness of the term itself. Still, fake news is something journalists believe they and their colleagues are best positioned to fight — and that they don’t strongly support government action. It also shows that journalists don’t believe that the problem of fake news will improve based on the outcome of the 2020 presidential election – and that fake news has been a growing problem for several years.

In concluding this first-of-its-kind report, Greentarget offers suggestions on how PR professionals can help journalism – given its value in establishing true positions of authority and to both a free market and a functioning society.

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Advising business leaders in 2020 means helping them see through the fog of a pandemic, run their businesses from afar and keep themselves safe, not to mention sane. For the marketers who support advisors, it’s critical to stay abreast of those leaders’ fears and challenges, the shifting and often distorted market dynamics they’re facing, the opportunities they’re discerning, and even their personal travails.

Enter voice of the client (VoC) research, a tool for helping professional service firms get multi-faceted understandings of clients’ needs, expectations and most importantly, their pain points.

Built through client interviews, focus groups or surveys, VoC research arms marketers with a wealth of insights. It delivers individual insights that fuel business development, organic growth and client retention. And it produces broader qualitative data the firm can use to identify market challenges and opportunities.

The pain points unearthed in VoC research also fuel stronger thought-leadership research. After discussing their own business and professional challenges, interviewees generally get more candid and insightful on industry topics and trends. The resulting insights add depth, credibility and authority to a firm’s thought leadership – and turning it into a valuable business development tool.

Voice of the Client Research: Interview Best Practices

Research into client pain points aims to first understand what keeps the client up at night and where they seek guidance. The interview findings inform how the firm serves its client’s business, but the priorities and opinions of each individual interviewee matter too. Topics, for example, could be:

  • Attitudes about where their business was, where it is now, and where it’s going
  • Constraints that prevent them from accomplishing more, personally and organizationally
  • What better outcomes would look like from both personal and organizational perspectives
  • Assessment of the most pressing and emerging business and legal risks and opportunities

For example, when a law-firm client wanted to evaluate the ways it assigned and delegated work, we conducted interviews with clients that produced blunt insights on where the firm’s approach diverged from its clients’ business objectives. The firm responded by reconfiguring the project management process and tailoring roles and responsibilities according to project scope.

While pain points are the primary focus of the interviews, the conversations often lead to insights on where the advisor or firm have fallen short. The conversations can evolve into discussions of the subtleties that advisors can’t see from the outside – how a particular business’s needs are different than others in its industry, for example.

Clients may not be expecting those discussions. But business leaders always appreciate transparency and candor. And while the conversations occasionally get awkward, pushing through the awkward moments breaks down communication barriers. Knowing their outside advisors care enough to ask makes clients eager to open up.

Picking the right interviewer

It’s important to think about who’s asking the questions. Putting interviews in the hands of a trained researcher always pays dividends; aptitude in eliciting candor, probing for fresh insights and analyzing the interview content will ensure nobody’s time feels wasted. And interviewees tend to be more candid with a third party.

At the same time, the firm has to be a collaborator – connecting the interviewee with the interviewer, introducing the project and process through an initial email or phone call. The advisor or firm rep should also thoroughly brief the interviewer on any pertinent issues. For the interviewee to feel at ease, the interviewer should understand the relationship history and any hot button issues.

The right approach for your clients – and for you

There are several options for undertaking this type of research. Selecting one approach versus another depends upon the topics and objectives at hand:

  • One-on-one, in-depth interviews often make the most sense for pain points research. There are situations where clients will dish frank insights if they feel they’re engaged in conversation with an audience of one and that person is a trained moderator who they can trust to report the conversation accurately – and with the right discretion.
  • Focus groups, online or in-person, can reveal challenges and serve as forums for testing potential solutions. In some cases, it’s preferable to have a group of peers weigh in on business pain points in an iterative discussion, particularly if a firm wants to get a sense for differing priorities among executives in different roles. The CFO and CMO may be thinking about the same problem with very different levels of urgency, for example. 

    Working on behalf of a financial institution, Greentarget moderated an online discussion between attorneys, claims administrators and the judiciary regarding pain points in class action settlements. Each group provided a different level of awareness about our client’s capabilities (and letting them interact with each other enhanced the discussion). Our findings gave the client a road map for determining which of their services and audiences – clients and prospects – deserved greater focus and attention.
  • Online surveys can also foster pain point conversations. Greentarget sees stronger data sets overall – with more decisive opinions – when we kick off a survey with a series of thoughtful questions around how respondents are feeling and where they are most desperate for guidance. In a recent survey about business operations in Latin America, we uncovered a business challenge that had not been directly addressed in messaging by any of the respondent’s outside counsel. It was easy for our law firm client to address the issue – but they didn’t know about it until we asked the right questions in the right setting.

Turning interviewees into advocates

Finally, engaging clients in one-on-one or small-group interviews, even surveys, can generate advocacy. There are a couple of important considerations for professional service providers here – and they should be considered in advance, lest an interviewee feel his or her insights were wasted or commoditized.

First, the firm should have a clear follow-up plan. Keeping in touch with the interviewees through individual outreach, even with just a summary of the interview content, can prove important in generating their long-term advocacy. Second, in cases where VoC research is part of a thought leadership initiative, the firm should have a clearly defined role for interviewees in the resulting article or report. In some cases, it may have an opportunity to quote them as experts.

Steve Jobs once urged companies to get as close as possible to customers, “So close that you can tell them what they need before they realize it themselves.” Getting to that level of intimacy takes more than treating clients to the occasional dinner – especially in the social-distancing era.

Asking the right questions, in the right moments, knowing how to process the answers and acting on the results helps a firm stay a step ahead of its clients’ needs.

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In the age of information overload, connecting with an audience requires knowing exactly what they want – and how to give it to them.

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The idea was straightforward but big: Identify the norms that govern the ways we work and the spaces we work in to better understand how those norms shape workplace wellness. The goal was to help corporate America reduce employee burnout, attract talent and build healthier organizations.

To accomplish this, Greentarget and two partners planned to convene a roundtable of experts from an array of industries through the new Immediate Frontier initiative. On February 4, we announced that the roundtable would happen in late April.

In between, of course, the world changed on us.

Without the ability to bring a group of experts together and amid the chaos of the abrupt work-from-home transition, we seriously considered spiking the project. But then we realized that finding solutions around work, wellness and space had just become more important than ever.

We just needed a new approach – so we created one. We call it qualitative, consultative research.

And that approach is fueling Work, Wellness & Space, the inaugural research offering by Immediate Frontier. The project, which is a partnership between  GreenHouse::Innovation and Greentarget in special collaboration with Learn Adapt Build (LAB)/Amsterdam, launches today.

How We Got to the New Approach

If our task became more important in March, it also became more difficult. Decision-makers around the globe didn’t just face an economic disruption in the wake of COVID-19, they also faced momentous questions about how work would continue in the months and years ahead.

We could have pivoted to a traditional quantitative survey, but we knew (even from brief conversations with decision-makers in March) that direct conversations would be the best way to thoroughly explore attitudes and opinions. We considered a video roundtable, but finding a mutually agreeable time when many participants were dealing with critical business issues seemed tone-deaf and unlikely to work.

Instead, we set about a series of one-on-one qualitative interviews with experts in commercial real estate, architecture, medicine, design and several other fields. But from the earliest moments of our earliest conversations, we saw that these weren’t just interviews. They were consultative discussions.

How the New Approach Works

A good analogy is traditional beat reporting, in which a reporter, after months or years covering similar topics, develops knowledge bordering on expertise, enabling her to ask better questions and write more fully developed, insightful stories. Over the course of two months, our team began that journey through a combination of seeking out top experts, asking informed questions and knowing our stuff better every day.

We pulled this off through close collaboration with our Content & Editorial Strategy team, which has a strong background in journalism, and our Research & Market Intelligence team, which has years of experience in qualitative research. The new approach also benefitted from the willingness of our research participants to hop on Zoom within a few days’ notice.

This all led to something we hadn’t expected, something we think we can replicate. While providing guidance in research reports is something we’ve done for years, we were able to test possible guidance before findings were released by bouncing one expert’s view off others. And by bringing actionable insights from one related field to another – e.g., telling a commercial real estate executive what we heard from a healthcare executive and discussing why and how that mattered – we connected some interesting dots.

The Result

This approach has fueled a research report – the first chapter of which we’ll release today – covering a bevy of work, wellness and space issues. As decision-makers around the world think about what their offices will look like, how workspaces will function and how employees’ wellness can be reimagined, the work we’ve done through qualitative, consultative research has provided an important perspective on what appears to be a generational inflection point. It has also afforded the ability to iterate and advance the conversation as the impact of the pandemic evolves in tandem with the release of our research report chapters.

We believe our findings could help pave a way forward – one that perhaps leads to greater workplace wellness. We’ll release the results each week between now and Labor Day.

We hope our insights spark broader conversations that help decision-makers at a critical time and that improve the interplay between work, wellness and space for years to come.

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It’s the first week of March and on your commute to work you read that new cases of the coronavirus were identified in the United States.

Some days later, you receive an email from your boss that the office is closed and that you’ll be working from home for the foreseeable future.

Working parents wonder what they’re going to do with their children – how am I supposed to be their teacher and lead this conference call? – and millennials, thought to be ‘comfortable in their usage of digital technology,’ cringe at the notion of virtual happy hours.

“At least it’s just temporary,” most of us thought.

Yet fast forward 15 weeks and here we are, many of us still at home, reflecting on how far we’ve come, how our routines have evolved, and whether this will be our new normal. The fact of the matter is that for many of us it will be. In a recent survey conducted for our client, Littler, 50 percent of employers said they were considering requiring more employees to work remotely to reduce physical office costs, and most said they were amenable to accommodating work-from-home requests.

And contrary to what we’d feared in the pandemic’s early days, what many are finding – despite this monumental evolution – is that people at work have remained collaborative, innovative, and creative.

How? At least for us here at Greentarget, we can chalk it up in large part to our core values. Here’s a glimpse at how we’ve applied them to our new work lives.

  • Work Hard. Embracing a work-life balance – when work is literally in your own home – may seem more challenging than ever, but we willfully accept that challenge by remembering that we are fulfilled and energized by embracing serious work on serious issues and achieving results that exceed expectations. As part of Greentarget’s commitment to wellness and in an effort to recharge so we can reengage purposefully, we hold quarterly yoga and mediation sessions for all employees, among a slate of additional wellness initiatives.    
  • Be Authentic. At Greentarget, being authentic means that we listen with empathy, and seek to understand each other, our clients, and the world around us. The need for compassion, particularly for those struggling to balance the needs of their families and work, has never been greater. Offering to dive in or lend a hand when a colleague needs to pull away for a few hours isn’t deemed cumbersome, it’s simply our dedication to one another.         
  • Embrace Curiosity and Drive Creative Thinking. The shift to work-from-home, while it may have been familiar to a handful of organizations, was novel to many. Businesses and individuals alike found themselves searching for new ways to learn, grow and challenge conventions. At Greentarget, we’ve launched a completely virtual internship program, have ditched the conference line and replaced it with video meetings, and held an informative webinar for nonprofits seeking to have their COVID-19 story heard, just to name a few examples.
  • Embrace the Stretch. The last several months have pushed us outside our comfort zones, introducing new routines and habits, but that discomfort has fueled growth. In April, each member of the team submitted a picture of how they have been embracing the stretch during their time in isolation. From learning how to play the keyboard to setting up an indoor 9-hole golf course, it’s safe to say we have a pretty fun and creative group.
  • Grow as Individuals and as a Team. Despite adversity, we can surely say that we’ve come together to ensure we continue to deliver the service and counsel our clients have come to know and expect, and we’ve grown as individuals, as a company and as a partner to our clients as a result. To celebrate, the team has been challenged with individually growing an herb – cilantro, chives, dill, mint, oregano, etc. – provided by Greentarget, which will be used for a cooking or cocktail competition once the shoots start coming in. We also put together ‘The Greentarget Cookbook’ last month, where everyone submitted their favorite recipe – who doesn’t benefit from that?!   

Sure, COVID-19 and the subsequent stay-at-home orders brought confusion and frustration, but it also taught us that even as businesses evolve, corporate values – if they’re a true reflection of your business and your employees – should always ring true, both inside and outside the office.   

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