Reported to: Chief Executive Officer
Goal: build new communication, marketing, and public relations department.
Challenge: transform an aging hospital into a state-of-the-art facility
- CEO turnover
- Employee mistrust in leadership
- Community distrust in healthcare
- Lack of press management and control
- Lack of design standards
- A robust public relations program
- Improved press relations
- Improved employee relations
- Improved community relations
- New logo and brand materials
- New interior and exterior signage
- New website
- Social media launch and consistent high ratings
- Refreshed billboards
- Ad campaigns and smart media buys
I took control of the press. I sent a memo to employees telling them to direct every media request to me. I sent a notice to the press saying the same. I created a protocol for issuing releases: I drafted the release, the CEO had three hours to edit or approve, and I distributed it to the media on time.
I involved employees, physicians, and patients in the rebranding process. New campaigns were launched, billboards were refreshed, and marketing materials were revamped with a logo that everyone loved and accepted as their own. The website was rebuilt and social media accounts were created and approved for publishing.
One of my favorite projects was an employee promotional campaign that started with a photo shoot. I asked them to represent their departments and show up. They loved the results so much, they put posters everywhere.
We knew posters wouldn’t fix everything. Recurring employee roundtables with the Executive Team were established. Initial meetings were tense, but over time trust formed.