Archive for the ‘fail’ Category

"Excited" "new" "Canadians"

It seems like just a year or so ago that Netflix found itself in the New York Times apologizing for hiring actors to pretend to be excited about the company entering the Canadian market. And didn’t the US Federal Emergency Management agency have to apologize for pretending that its own employees were journalists, when it faked a news conference? Oh yeah, they did!

But hey, those guys are amateurs. They are certainly not “Canada’s home for hard news and straight talk”, a network that is “unwavering in their commitment to uncover the real stories impacting the lives of everyday working people and their families“.

So when Sun News wants to cover a citizenship ceremony, what ends up happening? The minister’s office sends down the orders to put together a ceremony at the Sun studios (not where Elvis and Jerry Lee hung out, sadly), and when they have trouble putting together enough warm bodies to make the ceremony look legit… the ceremony gets faked, with public servants posing as new Canadians. Here’s the video, in all its cringeworthy glory. Keep in mind as you watch it, that six of these people are not “new Canadians.” They are federal employees.

I’m guessing the two small people on the end aren’t the public servants. They appear to be children, although in this topsy-turvy world who can tell? Here’s the story as reported in the Globe and Mail, obtained through Access to Information requests by the Canadian Press.

The story’s money quote:

When a bureaucrat sent Sun News a list of possible citizenship ceremonies to cover in Ontario, a network employee suggested another scenario. “Let’s do it. We can fake the Oath,” reads an email from a sunmedia.ca email address, the name blacked out of the document.

I suppose I should draw the lessons, although I can’t imagine I have to:

• Journalists shouldn’t create pseudo events or cover them as real events.
• Public servants should have more integrity.
• Hard news and straight talk don’t mix well with “Fake the Oath.”

Let’s all be a bit better than this.

UPDATE:

The political appointee Candice Malcom appeared on Sun News today to apologize for the event. Sun News host Pat Bolland claimed that they knew nothing of the fakery. For what it’s worth, I never would have suggested the strategy followed in the wake of this muffup. Here’s the video:

UPDATE 2: Sun News Network’s David Akin weighs in with his take on the event.

I was watching my local newscast the other night when I watched a story about a local — and legendary — butcher shop.

Aubrey’s Meats is over 100 years old, and located in the Byward Market, one of Ottawa’s oldest areas. This may be one of its problems, actually. The Market, as it’s known to us Ottawans, is usually packed with a combination of tourists in search of the right tchotchke to take home to a coworker or maiden aunt and young revelers heading to The Heart and Crown or the Chateau Lafayette to get their drink on. If I’m gonna buy some steaks or a nice roast for the grill I’m not going to head to the Market.

But I digress. Aubrey’s Meats, according to its own “About” page, found itself in a serious bit of difficulty recently. The death of its owner and his declining health meant employees were running the shop. And not too well.

…in December 2010, Catherine Davis, the store’s bookkeeper, was made ad-hoc manager of Aubrey’s. When she took over, certain employees had run our store, between rent to the city and money owed to the suppliers, into a debt in excess of $300,000. Though it didn’t appear so, Aubrey’s was a sinking ship that some might not have tried to save. Out of a respect for Brian and his work, and an undying faith in this store’s potential, Catherine set about to keep Aubrey’s afloat.

So they were in trouble. Like some on a sinking ship, they grasped at anything that looked like it might help them float. And what they grabbed were Groupon and Kahoot.

They embarked on a number of different offers. One offered $200 in value for $89. They sold over 1000 of those. They offered others at $55 for $175 worth of meat. They sold thousands of those.

HANDLE WITH CARE

The hammer started to fall for the people running Aubrey’s when they realized that they couldn’t fulfil all the orders placed. So they limited it to redeeming $50 worth of meat at a time. Now they’ve suspended all redemptions until May 1.

What went wrong here? I think it should be obvious. The cash crunch they found themselves in made them decide to try this for an immediate cash infusion (even though they only get a portion of the revenue — according to the butcher who is the spokesperson for Aubrey’s right now, each $55 coupon resulted in $24 in revenue to Aubrey’s). But they didn’t look even one step down the road to figure out what to do if they SUCCEEDED with the offers. I feel for Aubrey’s employees. It sounds like they’re in a tight spot. But they’ve done themselves no favours by pursuing this strategy.

The companies which marketed their deals? I’d wager that they’re in no way suffering the way Aubrey’s is.

This isn’t a new story. Others, including my buddy Anne Weiskopf, have written about some of the challenges of managing daily deal sites for small businesses. Don’t just dive in. Think about the risks AND the potential benefits. If you’re new to doing that sort of thing, get advice. And if you’re considering a daily coupon site, you need to not only ask what will happen if your offer goes nowhere, you need to  think VERY carefully about what the implications of SUCCESS will be. Dying of popularity is not any better than dying of neglect. 

___

UPDATE, January 23: Three of the four companies which issued coupons for Aubrey’s meats are refunding those coupons, according to CBC Ottawa. Those are: Team Buy, DealFind and Groupon. CBC is reporting that Ottawa-based company Kahoot told its customers:

“We have been made aware of these unfortunate circumstances regarding Aubrey’s. Unfortunately we are unable to refund vouchers outside of seven days after purchase. If interested in a refund, we suggest going directly to Aubrey’s as they are now liable for their commitment to honour all vouchers sold.”

I wonder if Kahoot has thought about the several thousand people who bought through them rather than another of the coupon sites, and how likely they are to return to Kahoot to purchase.

UPDATE, JANUARY 24: I’ve asked Kahoot a couple of questions:

1. Can you provide the statement sent to customers who purchased Kahoot deals for Aubrey’s?
2. Is Kahoot concerned that its decision to not refund coupons will cost it brand loyalty when compared to the decisions of Teambuy, DealFind and Groupon to refund the coupons?

I’m hoping for a reply more substantive than this one from them:

Get enough public relations professionals together, and you’ll inevitably hear the conversation. The one I’m thinking of starts around war stories, then moves to why the corner office folks (or the C-suite, if you’re more modern than I am) don’t listen to us, don’t take us seriously.

You know why? Because we cheapen ourselves. We do things that we shouldn’t, and we suffer the consequences.

Case. In. Point.

In California, water is a big deal. The water 18 million people in southern California use to drink, wash, and take care of their sewage arrives in their houses via a 240-mile pipeline all the way from the Colorado River. So I’d figure that the topic of water there is discussed a bit more than it is here in my city of Ottawa, where a mighty river brings all the water we need to our figurative doorstep.

The Los Angeles Times ran a story yesterday about one of the authorities which manage the water supply for 2 million folks living south of LA, the Central Basin Municipal Water District.  The CBMWD apparently signed a $12,000/month contract with a consulting firm to write and place stories about them on a news site called “News Hawks Review.”  The documents around this were obtained by the Times:

Central Basin News Site Agreements

The selling point? That this would be indexed by Google News as a news outlet. Well, that door’s slammed shut — as of this morning, Google News has de-indexed News Hawks Review. In discussions with the LA Times, Coghlan claimed to have no editorial role with the News Hawks site. However, he was a frequent contributor to the site and was listed as a “reporter” with an affiliated “newshx.com” e-mail address.

Before I start opining, a caveat. I attempted yesterday to contact News Hawks Review, Coghlan (the company seems to not have a web site, which is curious for someone working in social media), and the CBMWD for comment and to ensure that the LA Times coverage was not inaccurate. None of those people responded to phone calls or emails. So if I’m extrapolating from incorrect information, be aware that I tried to verify the facts as reported.

There are two issues here, to my mind. The first is that what was done is, in my opinion, unethical. This was an attempt to create a simulacrum of news coverage without disclosing the financial interests.

I asked PRSA for a comment about this, and here’s what Prof. Deborah Silverman, the chair of their Ethics Board, told me by email:

“This practice is contrary to the Public Relations Society of America’s Code of Ethics, which espouses honesty and accuracy in communication, the free flow of information, and disclosure of information. The Central Basin Municipal Water District’s use of a communications firm to create “news” disguised as media coverage is a serious breach of ethical standards, and the district is operating in a manner that does little to aid the public’s decision-making process.” I’m sad to say that I also e-mailed my professional association, the International Association of Business Communicators, and nobody responded.

Did CBMWD know their communications person or people were engaged in unethical behaviour? Did they endorse it? I don’t know.

Second, this is a ridiculously ineffective use of thousands of dollars. What is the measure of success here? What opinion was changed by these innocuous stories? A youtube video accompanying the story has a whopping 101 views:

Meanwhile the documents posted by the LA Times show the communications folks for CBMWD referring to this as a “unique and innovative utilization of an internet news service to distribute actual news.”

If we as PR professionals can do no better than to use the tools at our disposal in unethical and deceptive and ineffective ways, then why SHOULD the C-suite listen to us? And if the boss thinks this is what we do, why would he or she think of us as anything other than unethical shills?

UPDATE: Thanks to the PRbuilder blog, I discovered two things. First, Ragan’s PR Daily covered this issue, and second, that the LA PRSA chapter has sent a letter to the Times calling this an “egregious breach.” I don’t think the letter’s been published in the Times yet, but the Ragan story has it.

Food giant ConAgra and its PR firm Ketchum found itself in a reheated soup recently, when an event for bloggers in which food bloggers were fed frozen dinners as a “secret surprise” went wrong. At least some of the bloggers took offense, and a retreat was hastily beaten.

The story is an interesting one, as written by Andrew Adam Newman in the New York Times. But I was most interested in the quotes by PRSA ethics expert Deborah A. Silverman.

Here’s what Newman’s story closed with:

The promotion was “unfortunate” and “struck me as being not quite where they should be in terms of honesty,” said Deborah A. Silverman, who heads the Board of Ethics and Professional Standards at the Public Relations Society of America.

In an e-mail message, Ms. Silverman added, “Ketchum has an excellent reputation for high ethical standards,” but “the social media realm (including bloggers) is new territory for public relations practitioners, and I view this as a valuable learning opportunity.”

Does PR need a social-media Lewis and Clark?

I have some issues with this. First, Ketchum’s “excellent reputation” has at least one gigantic hole in it in the shape of Armstrong Williams.  I wrote about the Armstrong Williams scandal when it happened in 2005. It stank then and it stinks now.

They’ve also been sharply criticized for their use of Video News Releases (VNRs) — criticism serious enough to cause PRSA to issue a bulletin about their ethical usage.

Second, the idea that social media and blogger relations are “new territory for public relations practitioners” is hokum and hooey.

A quick Google on blogger relations found articles from Lee Odden in 2006 and John Cass in 2007 on doing blogger relations right. Neville Hobson wrote an article for IABC’s Communication World magazine in May 2006 about blogger relations (I’m not a PRSA member, so don’t have access to their resources as I do IABC’s). I pointed to some guidelines from Cory Doctorow in 2008 on this blog.

I asked Deborah Silverman, who is a PR prof at Buffalo State in New York,  if she wanted to expand on her view, and she did. Here’s her response:

“The social media realm, including bloggers, is relatively new territory for public relations practitioners, as evidenced by the large crowds who attend social media workshops. Social media have been around for only about five years. Although many practitioners may be familiar with social media, there are numerous new ethical issues that are arising; one of those is where bloggers fall within the consumer-advocate-journalist continuum. So I do believe that this situation was a learning experience for all of us. Above all, it reiterates the ethical tenet in PR that disclosure of motivations, intentions and/or sponsorship is paramount.”

First, it’s unfortunate that Silverman chose not to respond to the concerns over Ketchum. Second, I disagree with her on a number of points. First, the fact that social media training attracts crowds doesn’t necessarily mean it’s new. People still go to speechwriting workshops and speeches aren’t new; people learn to write news releases and the news release is more than a century old. And while this may be a “learning experience” for Silverman, ConAgra, and Ketchum, I think a lot of social media practitioners only learned a new way to screw up blogger outreach.

One could be charitable and say that it’s too soon to REALLY know how to do this. But it’s not true. There’s no reason to not know how to do this well, and to do it.

May have more about these issues soon.

UPPERDATE: Tonia Ries at the RealTime Report has more thoughts and references related to this story, as does the always readable Jen Zingsheim at Media Bullseye.

Rob Ford tells the media their questions. Then answers them. (Image from CBC)

Rob Ford is the mayor of Canada’s largest city. The dedicated Flacklife reader may note that I’ve covered Mayor Ford a couple of times here. The most notable post was the one in which I included audio of his interview (to use the term loosely) with CBC Radio’s national show “As It Happens” — an pre-booked interview which was 210 seconds of intense awkwardness.

That was October. This is August. And Rob Ford has worked hard on his media relations skills.

Today, he met with the Premier of Ontario, and afterward, met the Toronto media for a scrum. But this was a scrum with a difference. Listen and learn:

[audio:http://www.translucid.ca/site/wp-content/uploads/2011/08/robford1.mp3|titles=robford]

This is taking the Donald Rumsfeld school of media relations to an entirely new plateau. News conferences are far more pleasant when in two minutes you can tell the gathered reporeters what they would be asking, answer those questions, and leave.

I don’t know whether to rejoice at the innovation or… jump off a bridge.

Audio from the National Post’s Youtube channel.

I shouldn’t need to write this post. But somehow, I think I do.

On July 18, in Gatineau, the city across the river from my city of Ottawa, someone recorded this:

So not surprisingly, this bus driver was quickly up for discipline.

It’s the job of the driver’s union to represent him. So, Local 591 of the Amalgamated Transit Union (French site) did so, with both his employer, and with the media.

The CBC story about the ATU response says:

“Felix Gendron, president of the Amalgamated Transit Union in Gatineau, said the driver’s privacy rights were violated after a passenger shot video of him and posted it on YouTube…’I think that the person who makes the video, if they don’t like the way the driver’s doing that they should go tell the driver. Not go put that on TV,’ said Gendron…Gendron said the union asked STO to ban passengers from being able to record drivers.” 

Here’s the part that I can’t believe I’m writing:

1. If you’re a bus driver responsible for the lives of dozens of riders and other motorists around you, don’t fill out paperwork while driving or steer the bus with your knees. 
2. If you get caught doing something that stupid, accept the fact that you were caught doing something that stupid. Focus on serving your customers (by not endangering their lives) rather than shoot the messenger. The person with the camera wasn’t the one in the wrong. 

A KWTV picture of a flyer for the lost computer

My head is still spinning a little bit in the wake of reading about University of Oklahoma researchers Ralf Janknecht and Shin Sook.

Having spent more than a few years in campus communications, part of me has been thinking about what is happening at the University’s communications shop this afternoon, in the wake of the revelation that a car breakin that occurred while the researchers (who are also a couple) were eating has left them without years’ worth of research data on prostate cancer.

The data were stored on a MacBook not unlike the one I’m typing this on. According to the researchers, there are no backups of the data.

Obviously, this is a tragic turn of events. While I don’t think the media hype on the story is necessary — CURE FOR CANCER LOST — who’s to say that the data in question isn’t valuable? Certainly not me. The tragedy here is that the data need never have been lost. I’m a single person office, and I have two separate backup systems going. When I’ve worked in institutional or corporate settings, servers were backing up data each night.

The failure of the researchers to do either personal backups or to have housed the data on a university network where it would be subject to backup is a stunning piece of bad judgement. It was also, for what it’s worth and according to my reading of university policy, a contravention of the IT policy in place at OU. Given that the university’s IP policy states that all discoveries are property of the university, they’ve also acted rather cavalierly with university property.

Here’s my Friday marching orders to all you communicators out there:

• Take this unfortunate incident as an opportunity to open up a discussion with your IT department and research office.
• Develop a plan to promote the responsible use of backups.
• Educate your researchers as to why this is important.
• Work with your IT department to make it easy and fast.

Even if there’s a 1 in 10,000 chance that the data lost contained a cure for prostate cancer — if it’s never recovered there’s a 0 in 1 chance that it will do us any good.

UPDATE, January 18: Somebody pointed me to another similar case in Louisiana. In this one, a Tulane University employee took a laptop home to work on tax forms over the Christmas break. The laptop was left in a locked car while the employee was out of town. The car was broken into and the laptop — with “W-2 information, names, Social Security numbers, address and salary for every employee, including student and part-time employees and anyone who will receive a 2010 W-2″ for 10,000+ people on it in unencrypted form — is now in the wind. Access to the laptop is password protected, apparently, and the university is offering a year of credit monitoring to all those affected . Still, another example of how data security is crucial.

A Toronto company named EasyDNS has become a potent case study of two things: crisis communications and the limitations of journalism in the Internet age.

EasyDNS provides domain name servers for clients all over the place and is also a domain registrar. Until early December, there wasn’t much reason for an average person to know much about them.

But that was before a misunderstanding catapulted them into the middle of the largest news story of 2010. Someone, somewhere, confused EasyDNS in Toronto with EveryDNS in New Hampshire. EveryDNS had terminated its servicing of Wikileaks. This ticked off the supporters of Wikileaks, and when someone mistakenly identified EasyDNS as the villain, things went wrong.

Valleywag was the first major site to make the mistake, posting “Wikileaks loses its domain” on December 3rd. Within two hours of finding the Valleywag post, EasyDNS has gotten the post corrected and put up  a blog post of their own explaining the situation. After that, the Financial Times(registration required) the  New York Times “The Lede” blog, the Associated Press, and The Guardian all — independently — ran stories perpetuating the idea that a company who until now had no dealings with Wikileaks had struck the organization a blow.

Mark Jeftovic, EasyDNS CEO (Globe and Mail)

And in the meantime, EasyDNS’s team, led by CEO Mark Jeftovic (left), who seems a savvy and smart guy, were eliciting corrections and trying to keep their site and blog up to provide correct information. Aaaaannd… they were approached by Wikileaks to be one of several companies providing DNS services. By December 6, EasyDNS was providing service to Wikileaks.

You can read the full timeline in quite some detail in Timeline of an Epic Fail, the company’s blog post trying to compile all of this information. I’m more interested in teasing out some of the implications.

First: you are always at risk. I’m sure that if Mark Jeftovic at EasyDNS had someone tell him in November that his company would be misidentified as a “villain” in the biggest story of 2010, he’d have chuckled (or “chunkled”, as he writes in his timeline). But he was. One of my rules for crisis communication and response is that even things that are HIGHLY unlikely sometimes happen.

Second: as an organization, you need to be flexible enough to devote ALL your resources to resolving organizational crisis. At one workplace a few years ago, my team and I were running flat-out on a crisis that threatened customer service standards, financial damage, and public embarrassment. A few office doors away, I don’t think the response would have been “Crisis? Is this a crisis?” You need to have your whole organization be aware that a crisis state exists (not necessarily an EMERGENCY) and that action has to be quick, decisive and significant.

Second-and-a-half: Just because you’re totally focused on the crisis, don’t forget you have other business. EasyDNS was sending out e-mails to its customers as well as updating its own blog, as well as keeping feedback channels open on e-mail, twitter, and phone. They seem to have done a good job of keeping their existing customers informed and addressing their concerns.

Third: Be politely persistent with media who get something wrong. It’s shocking and disappointing that EasyDNS were badly served five separate times by media both blog-based and mainstream. It’s certainly made them more cynical about the quality of journalism. Who can blame them? But they did things right. What’s also interesting is that some media noted the error, while others simply corrected it in their online versions.

Fourth: Don’t be shy. EasyDNS was tireless in chasing down rumours and being proactive. Particularly if you’re “in the right” as they were, don’t just hope for things to “blow over”, be quiet, and wait for eyes to pass you over. You’re already part of the story. You might as well be a FULL part of it. I don’t know how “human” the company’s voice was before this, but their tweets, blog posts, and e-mails had a great voice, correcting errors and portraying emotion without coming off like ranters or bullies.

Fifth: recognize that in crisis lies opportunity. Jeftovic was already thinking this way when he wrote his blog post OK, so would we take on Wikileaks at this point? Now is there business benefit to EasyDNS actually doing this? Probably not directly. But my impression of EasyDNS has gone from zero — until yesterday when Jeftovic appeared on CBC Radio’s “Ontario Today” (you can listen to an interview with Jeftovic there) I’d never heard of ‘em — to “this is a company that has its act together and has some principles.” That can’t be bad.

Are there other lessons to be learned from this incident? You tell me. And attention Craig Silverman! There’s likely a whole chapter of “Regret the Error Volume 2″ in this story.

Two Ottawa-related crisis communications stories have caught my eye in the last few days.

First, there’s a long and entirely worthwhile story in the Ottawa Citizen today about how the federal government responded to the magnitude 5.0 earthquake that hit Ottawa last June.

On June 23 at 1:41, life was proceeding in Ottawa as normal. City council was meeting, the New Democratic Party was preparing to make an announcement, people were preparing for the G8 and G20 summits in Toronto and Muskoka that were happening that weekend, etc. Then… this happened.

Buildings across the city were evacuated, and media and the public began to look for information about the earthquake.

But as Tom Spears writes in the Citizen story, precious little information was available from Canadian authorities.

Within minutes of the quake, the Earthquakes Canada web went down, quickly followed by the phone lines for public and media information.

The first government update cited news reports of the magnitude, not its own sources.

Media began to rely on the US Geological Survey, while in some cases complaining about a lack of response from Canadian government sources. People who had actually experienced the earthquake were leaving firsthand reports at the USGS site. Earthquakes Canada has the same functionality… but it was down.

An hour later, a twitterer at the Canadian Broadcasting Corporation said “Pretty sad that the traffic has totally wiped out NRCan’s earthquake site. Emergency preparedness much?”

At 4:25, a media conference call was planned. The call was scheduled for 6:00 pm. The media advisory went out … at 6:24. Only three outlets were on the call. Not surprising.

One academic claims this is a result of a general desire for control from the Prime Minister’s Office and the Privy Council Office.

The department provided a statement to Spears, telling him that improvements have been made in web functionality, and that the failures of systems seen on the 23rd had nothing to do with true emergency communications networks between agencies.

That may well be true. But as a communicator who’s dealt with a few crises and who’s prepared for a bunch that haven’t yet happened, it seems to me that there were some missteps here.

• The surge capability of the Earthquakes Canada site was obviously not there, and its phone system wasn’t sufficiently robust.
• There were far too many approvals necessary to allow seismologists to start informing media
• There weren’t pre-approved templates for crisis media advisories and the like which could have been issued without translations
• There were too many layers of approval and not enough delegation to responsible public servants

Second, the University of Ottawa had an unfortunate incident take place last week. When it was testing its emergency-notification text-messaging system, it sent a notification of a violent intruder to about 3,000 members of the university community. The message read:

“LOCKDOWN in effect! Violent aggressor {in/at XXX location}. Stop all activities. If possible, close and lock the door, and turn off lights. Silence cell phones. Keep away from doors and windows. If it is safe to do so, close blinds. Take cover and remain quiet until authorities instruct otherwise.”

A number of classrooms did exactly as the message said, until about 20 minutes later, when an all-clear message was sent. Was this a fail? I’m not sure it was. I think it’s obvious that sending out the templated message was a mistake. But there was little real harm done, and rather than reduce the credibility of the university’s emergency communications, it may have reinforced in the university community that the system will work in the event that something does happen.

To sum up the lessons that I take from this:

• Crises are going to tax all the resources of your organization. Make sure that your crisis plans assume almost total breakdown of systems and will allow you to operate with minimal functionality. One place where I was involved with crisis planning wanted to develop a “dark site” using FTP technology that would require complicated (at least to me) software and seemed to me to be almost impossible to predict would work efficiently in a real crisis. I argued for a WordPress-based site that could be updated from anywhere with Internet connectivity or from a smartphone.
• In large organizations, make sure your communication plans are shared and tested with the other key elements of the organization and that you’ll all know how to react.
• When you’re testing, it’s likely a good idea to tell people about the testing in advance. Saves a moment or two of stress.
• Have someone on your crisis team who can summon the most pessimistic scenarios you can imagine. If you prepare for the absolute worst, you’ll be better able to deal with only the moderately bad. (For some reason, I secretly love doing this type of stuff.)

And the final secret you might be interested in:

I think that while nobody wants to see a crisis or disaster happen, it can often be one of the most exciting times to be a communicator. Crises tax people’s brains and judgment to the maximum. They’re like intense workouts for the brain. And the more prepared you are for the crisis, the better you perform, and the more the experience feels rewarding rather than disheartening.

There was a time when I pointed to the Transportation Security Administration as an example in social media, like this:

Hey, if the TSA can start a blog, what’s stopping other government agencies?

But I have to say that they’re fumbling badly with the introduction of their new Advanced Imaging Technology machines and the “advanced patdown” – also known as the “Don’t touch my junk” patdown.

I don’t need to tell you how much attention all of this is getting and how many gaffes and incidents are getting attention now.From women being asked to remove breast prostheses to children being patted down to an amputee having to run her prosthetic leg through the luggage x-ray machine to a woman doffing her duds and trying to be patted down in lingerie to (and this one hit home for me) a bladder cancer survivor having his urostomy bag broken by the pat-down and having to board his plane with pants soaked with his urine.

And tomorrow seems like it’s going to make things even worse, with “National Opt-Out Day” encouraging US travellers to opt out of the scanners and allow themselves to get groped.

The TSA’s response? In part, this video:

Not Blogger Bob.

Ouch. The lameness burns.

UPDATE: The very smart (and very good on how to work with video) Ike Pigott has taken a run at why the Pistole video doesn’t work in his very worthwhile blog Occam’s Razor. Check it out.

TechCrunch has pointed to the mysterious “Blogger Bob” as having the most unenviable job in social media — that of running the TSA’s social media presence. He’s at the former “Evolution of Security” blog and he’s running the one official TSA Blog Team twitter account. And man, he takes a lot of heat.

But the problem with TSA isn’t their social media activity. It’s that their social media activity isn’t matching up with their real-world actions. Blogger Bob is trying to do his best in the time-honored Dell model, but it doesn’t feel like TSA is doing what Dell did to re-engineer their business and to better meet their customers’ expectations and demands.

If I use TSA as an example in a future, it is going to be more along the lines of:

Don’t start down this road unless you’re willing to actually CHANGE based on what you hear. Just saying you’re listening only gets you so far.

So to Blogger Bob, I wish a happy and stress-free American Thanksgiving. To all those travelling, I hope your trips are free of horror stories.

To the TSA, I hope that you’re soon better able to balance the need for security with basic human rights.

And finally, if that video by TSA administrator John Pistole has left you with a bad taste in your mouth, here’s something that’s about airport security, but also a bit more entertaining: webisodes from the Gruppo Rubato production of “Airport Security”, starring buds Kris Joseph and Nancy Kenny, among others.