A good brief is central to selecting the right agency and ultimately achieving results. While some potential partners might look great on paper, without clearly vocalising the organisational aims and expectations from the partnership, expectations can quickly misalign. It acts as the foundation for everything that follows and defines what the agency will deliver, and how well it will understand the business it represents. In markets like recruitment, for example, where reputation and perception matter more than most, a clear and effective mandate can make the difference between a partnership that thrives and one that fails. We know that many marketers across a range of industries struggle with the question of how to brief a PR agency, which is why we have highlighted some actionable tips that can make all the difference.
Many marketing teams, even the experienced ones, rush this stage in the urge to get conversations started, a partner selected and then to see the coverage flood in. This means the probably well-intentioned brief ends up being a collection of bullet points, with the irony being that PR thrives on context and information, because it’s built on nuanced stories and insight. That’s not to say marketers need to write War and Peace, but when a brief lacks that depth, it delays any meaningful conversations from starting, and the valuable information that every organisation and its staff hold from being extracted.
In contrast, the best PR briefs have been developed by someone who, at some stage, has put themselves in the agency’s shoes and thought about what information they would like in order to build a compelling proposal.
This always starts with defining the desired end goals and incorporates a real clarity of purpose and sense of direction. Whether it’s building out an employer brand, generating more incoming leads, shifting potentially negative perceptions or launching a new brand, having a clear idea of the ideal outcomes will help shape the brief and subsequently all further activity.
However, it needs to go deeper than ‘raising awareness,’ which might sound like an objective, but is too vague to be actionable. If that is the goal, dive into what kind of awareness, and amongst which groups, and why. A company looking to raise its profile with tech start-ups, for example, will need a far different strategy and approach than one looking to promote itself as an attractive construction employer. The more detail provided, the more creative and ‘full’ the brief.
A useful mechanism for developing this is to consider outcomes over outputs, and rather than seeking ten pieces of coverage, go deeper and clarify what that coverage should then achieve. When that’s defined clearly, the agency can develop a plan to hit those targets and deliver effectively.
In terms of specific information, and in addition to the desired goals of the partnership, a great place to start is by outlining any agreed messaging and brand information that is already in place, including – crucially – what not to say. These potential sensitivities and topics that might be off-limits or where the business might need to tread carefully can prevent unnecessary rewrites or developing plans that don’t resonate or actively put off internal stakeholders.
Good briefs also provide a sense of the culture and personality of the business and cover growth ambitions, market shifts and leadership priorities as these seemingly subtle details inform everything from tone of voice in communications to the selected media targets.
Potential spokespeople are another essential element to include, as PR is most effective when there is a human face to a corporate brand. The mandate could include who can talk to the press, who can contribute to thought leadership pieces, and who is available for commentary, and whether they will require any additional training, or if they are ready to go.
Timing is, of course, key, and an effective brief or RFP will incorporate upcoming milestones, industry events, report launches and hiring peaks. Sharing these early in the process will help the potential partner to shape an aligned calendar of opportunities and build momentum ahead of them, rather than reacting after.
There is also the question of candidness and perspective. Budgets, timelines, approvals and tricky stakeholders are all practical realities and rather than burying them and waiting for them to be uncovered down the line, it’s more effective to be upfront. When potential blockers are shared openly, they help the development of a realistic proposal that avoids disappointment later or that puts forward undeliverable plans.
Equally, recognising that PR can only do so much, and including information on the wider organisational ecosystem, and how other departmental activities support agencies, can support better integration and, again, more effective planning. If the marketing team is running a separate campaign at the same time the agency is developing a competing campaign, it will only impact the efficacy of both. Put simply, being clear at the start avoids pain later on; this is potentially the most important element of a good agency brief.
Striking the balance is key – a detailed but concise mandate with enough room to apply creative thinking will allow the development of more fleshed-out plans, whereas too much rigidity can stifle ideas. The sweet spot is developing a clear articulation of what success looks like, coupled with trust in the agency to determine how best to achieve it.
The benefits of this are significant, and a clear, well-thought-out brief will only lead to sharper messaging, stronger media relationships and content that genuinely supports organisational goals. It saves time, reduces friction and ensures that everyone is pulling in the same direction. But when it’s done badly and both sides of the relationship are unsure what’s expected of them, the results are just as clear; campaigns drift, messaging is inconsistent, opportunities are missed, and approvals drag on. This leads to the relationship breaking down over time, and neither party benefits. This means that while the brief may seem like a box-ticking exercise and something to move quickly on, doing it right will provide the bedrock for future success.
Is your organisation looking to brief its next PR partner? If so, get in touch with our team today.