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Author: Aspectus Group

Why scale-ups shouldn’t aim for national media coverage


By Sofie Skouras, deputy head of technology PR practice at Aspectus

This piece was originally appeared in Sifted

“Our main goal is to be in The Sunday Times”

“I don’t care about tier two and three publications”

“We want to be in TechCrunch”

For many clients, that is what PR success looks like. They should think again.

It’s true, these titles have strong journalists, a large audience, hard-hitting stories, and plenty of influence; it’s no wonder founders want to see their businesses profiled in them. For me too, there’s nothing quite like landing a national piece of coverage for a client – that feeling never gets old, no matter how many times you’ve done it.

But often it’s the far less sexy trade titles which can have the biggest impact on a business, which in the end is what really matters.

The power of trade publications

Don’t be a media snob: It’s short-sighted to purely focus on national coverage, disregarding anything else. Here’s why:

Reason one: more targeted, more leads

Some entrepreneurs forget the value that many trade publications offer.

There are many publications which specifically target a profession, vertical or group. For instance, Information Age (targeting CIOs, CTOS and IT teams), HR Magazine (targeting HR Directors, HR Managers and Recruiters) or Infosecurity Magazine (targeting CISOs and security professionals).

These titles are particularly useful for a company that is selling to other businesses or a specific profession.

For instance, lots of certified professional groups also publish publications which go out to all members, such as HR organisation CIPD’s People Management; ICAEW Chartered Accountants’ magazine, Economia; and the Members of the Institution of Mechanical Engineers’ Professional Engineering.

I’ve got lots of examples of trade coverage leading to big wins. For instance, a client in the telecoms space had a byline in a construction title that resulted in a multi-million-pound deal. Or a report we launched for a client in the HR technology space, which got national and trade coverage – but it was one HR trade title, in particular, which resulted in 70% of leads, not the nationals.

Another client in the energy space had a bylined article in a utility publication, which resulted in an inbound lead from a major water utility (that probably would have been close to an 8-figure deal).

Reason two: build credibility for the long term

As many marketers and entrepreneurs know, building brand credibility with your audience and media takes time and effort, especially if you’re a new entrant in the market or haven’t invested in marketing previously.

This means unless you’re offering something genuinely ground-breaking – like the first flying car – it’s unlikely a top-tier journalist will know who you are and therefore might not be interested in speaking to you. However, trade titles are a great place in building your credibility (and Google ranking).

Indeed, research by Condé Nast and Tapestry reveals 79% of consumers make brand decisions pre-search – highlighting the importance of brand storytelling over a long period. As Kevin Thompson, joint managing director at Tapestry stated: “It’s imperative that marketers don’t forget the most important part of advertising, telling and supporting the brand story right at the start of the journey – or before the journey even begins.”

Reason three: more opportunities

Getting a national journalist or top tier publication interested in covering your company will take time, as opportunities are few and hard to come by (depending on what sector you operate in). However, a trade journalist who covers your specific niche could be very interested in hearing about your company and issues you’re solving, on an ongoing basis.

By broadening your focus beyond just top tier, you’re also opening up more opportunities for bylined articles, case study stories, podcast interviews and more.

My advice

Entrepreneurs should begin with understanding who your audience is (age, sex, location, what keeps them up at night and what they are interested in) and where your audience is browsing (whether that’s Instagram, medical journals, comparison sites, trade publications or Sky News).

Instead of thinking about where you want to appear, think of your audience. Then create a media plan from there, researching what sort of stories the outlet be interested in or what sort of content you need to create.

Want to find out how PR and marketing can drive tangible business results for your business? Book in an informal chat with me here.

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Tim’s top five interview gaffes of 2020


By Tim Focas, Head of Capital Markets and media training at Aspectus

2020 – the year nobody will ever forget. As the number of COVID cases soared, so too did the interview gaffes. With the pandemic leading to more miscalculations than the government’s test and trace system, selecting a ‘worst of’ list has been tougher than ever.

After much deliberation over the holiday season, here is my take on the biggest spokesperson blunders over the past year and the media training lessons that can be learnt from some pitiful performances.

5: Don’t smile on camera if you’re talking about job cuts

A facial expression really can paint a thousand words – particularly on a live TV interview. Someone obviously did not tell Warren East, the CEO of Rolls-Royce, who in his ultimate wisdom decided to respond to a question about plans to cut over 3,000 UK jobs with a smirk. No laughing matter for those about to lose their jobs. Also note the painstakingly awkward body language as he stumbles his way through the answer.

When delivering bad news on a TV interview, body language and tone of voice is of paramount importance. A more sombre and self-depreciating tone is required, as is ensuring you are not distracted by anything else in the room when responding to questions over Zoom or Skype.

Watch the video here

4: Health secretary spellbound by Burley

Has anyone had a rougher ride from the media in 2020 than Matt Hancock?  In an interview that was supposed to be on the handling of the coronavirus, Sky’s Kay Burley threw in a few curve balls following the UK governments selection of former Aussie PM Tony Abbott as a trade adviser. Renowned for misogynistic and homophobic views, the appointment of Abbott provided ideal cannon fodder for Burley.

The phrase ‘rabbit caught in the headlights’ immediately springs to mind when Hancock says “well, he is also an expert in trade” in response to Burley’s question about whether or not he was comfortable with Abbott’s colourful views. Not only was Handcock’s attempt to bridge away from the issue poor, but he seemed naïve to the idea that Abbott would come up. This despite the fact that trade minister Liz Truss was bombarded with questions about the Abbott just a few days earlier. One would have expected Hancock and his advisers to have been better prepared for Burley’s bombardment.

Watch the video here

3: Stuttering Sturgeon

Nicola Sturgeon – the shining light of how to handle a global health pandemic right? Well, not if this interview with the BBC’s Andrew Marr is anything to go by. Despite Sturgeon’s relentlessly positive rhetoric, Marr uncovered ONS data showing that Scotland had the third worst record in deaths from COVID-19 of any country in Europe from the first wave

Sturgeon’s calm and concise responses may look like she is handling the line of questioning well, but her failure to be on top of the detail leaves her responses lacking substance. Once again, a lack of preparation is in evidence. This time, a failure to be on top of the latest death rate statistics.

Nicola Sturgeon car crash interview on Andrew Marr – 29th November 2020 (youtube.com)

2: Its Hancock hammer time again!

Over a million job losses coupled with a post-pandemic public sector pay freeze is hardly the ideal backdrop for MPs getting a salary hike. When asked by Piers Morgan on Good Morning Britain whether or not MPs should reject a wage increase Hancock responded referring to how ministers rejected pay increases post the financial crash. True, and not an unrelated point to make, but a more direct response would have worked better. Along the lines of “I see no reason, depending on the independent committee’s assessment, why a repeat of the decision that was made post the financial crisis can’t be made.” Instead, not for the first time this year, Hancock appeared flummoxed by the direct nature of Morgan’s line of questioning.

Piers Clashes With Matt Hancock Over Whether He’ll Take a Pay Rise During the COVID Pandemic | GMB (youtube.com)

1: Trump toppled

He had to fend off some stiff competition, but the top spot has to go to the Donald for this rare sit-down interview with the presumably now “fake news” political reporter Jonathan Swan. Trump, unsurprisingly, was claiming that the US had a lower number of coronavirus deaths than any other country. The trouble is that Swan was challenging the President on deaths as a proportion of the population, as opposed to cases. Undeterred by this important fact, Trump responds with “you can’t do that, you have to go by the cases.”

As the not so soon to be outgoing President has shown, the same basic rules of media engagement simply do not apply to him. However, his lack of understanding of the argument really exposes him here. Never try and challenge the reporter with confidence if you are not 100% sure about the response.

Donald Trump clashes with HBO reporter over Covid-19 death numbers (youtube.com)

To find out more about our media training offering click here now.

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Why the ghost of a storytelling past is at the heart of BBC investment banking thriller


By Amelia Fillis

Anyone else been binging Industry on iPlayer this month? The series follows a set of socially diverse graduates learning to navigate their way through the intense world of investment banking. With graduate applications reaching a staggering 19,000 total at Goldman Sachs this year, it is not difficult to believe the ruthless competition and intimidating superiors portrayed in the show.

Moving away from the extreme and often historically negative portrayal on film, it is refreshing to see the media finally expose the sector in a more realistic light. Perhaps this is down to the fact that the show’s writers, Konrad Kay (@konradmkay) and Mickey Down (@mnadown) both started as investment banking graduates.

The writing strikes a delicate balance of keeping the viewer engaged through classic love triangles and conflict, while drip-feeding enticing market nuances that shoot down longstanding City stereotypes. It is impossible not to Google jargon phrases such as “half a yard” while watching. It means half a million by the way. I would equally defy anyone to find a better example of a drama that meets the traditional Beeb storytelling principles of inform, educate, and entertain. Originally created by the BBC’s first ever DG John Reith back in the 1920s, Industry is a timely reminder to comms professionals that while the channels we communicate client stories through have changed, the basic principles of what makes a compelling story are the same.

Whether it’s comparing the battles between superheroes to the conflicts between a treasurer and a chief risk officer, or using the release of the latest Star Wars film to talk about MiFID, Reithian values are at the heart of our clients’ stories in the Capital Markets practice. Attaching a compelling hook to an esoteric market issue instantly more relatable to the wider audience. This is not dissimilar to what the writers of Industry have done for those less acquainted with investment banks. So aside from recommending a great binge-worthy series, Industry is proof that Reithian values in modern-day storytelling are very much alive and well. Roll on season two!

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Why HR tech companies should consider newsjacking as part of their PR plan


By Ellie Clark, technology PR account executive at Aspectus

It’s been a tumultuous year for the world of work. And that’s an understatement. From millions turning to a remote set-up during the pandemic, employees put on furlough and most unfortunately, huge redundancies across the country. All of this against a backdrop of rising mental ill-health, examples of poor company culture and the ever-present gender pay gap.

As such, there’s never been a more important time to provide businesses with actionable advice from senior leaders and employment experts – which is what many journalists are calling out for.

We’ve been speaking to journalists on the hunt for quick reactive insight to include in their features on the latest government announcements as well as advice from those in the sector to provide for their audiences.

I’d strongly encourage any firms working in this space, such as HR technology firms, to assess your PR plan and ensure newsjacking is a core tactic of it.

So, what is newsjacking?

Newsjacking is the process of reacting to a breaking news story with expert commentary on the issue. For instance, you could have shared reactive commentary to the latest announcement of furlough being extended to March.

The key to a successful newsjack is acting quickly. You need to regularly monitor the news, act quickly when it comes to drafting something (and getting it approved by stakeholders if it’s attributed to you) and most of all, be sensitive during this tough time so you strike the right balance. No one wants to look like an ambulance chaser and shoehorning your business into tricky conversations which aren’t quite right won’t pay off, it’s important to consider newsjacking carefully so as not to appear insensitive.

For example, this year, the chancellor released a number of economic measures to support businesses during the COVID-19 crisis. This ever-changing legislation can feel somewhat overwhelming and complicated, so we worked with client Breathe to break down what the measures mean for small businesses and self-employed people in simple terms, reflecting on the immediate impact of the changes. By working with them to draft reactive commentary, we secured national and HR trade coverage as a result.

This tactic has landed Breathe 13 pieces of coverage from newsjacking alone in recent months.

So how can HR tech companies get involved? And what should they look out for?

Opportunity for HR businesses 

HR stories, whether they’re about legislation imposed by the government or examples of poor company culture in businesses, fundamentally impact people. And this is what interests journalists. The human element of the story is what they’ll be looking out for and if you can provide this, you’re likely to get their attention. Expert voices on matters of employment law, company culture, redundancies and gender pay gap issues add colour to the story, making it tangible and applicable to people in the real world.

Managing remote workforces is another example of where HR tech businesses can get involved in the media. Without a central filing cabinet in the office to hold important paperwork and employee admin, HR software has become a key part of our working lives. For journalists writing on the topic of digitalisation, there is a huge demand to hear from HR leaders on how they’ve adapted services to cope with the remote working landscape. Going paperless is a key topic the media always has an appetite for, a recent example of coverage we secured on this topic is here.

It’s important to strike the right balance when newsjacking. At the moment the media is inundated with stories about mass redundancies and unemployment; as the coronavirus situation continues to develop, we’re likely to see much more of this.

It’s critical to approach these issues sensitively, making sure that any communication exercises compassion and is well informed. Offering helpful advice to businesses who are facing cuts will be welcome, fear-mongering and capitalising on the opportunity won’t be.

Get ahead of the agenda

Immersing yourself into the news agenda, keeping a close eye on developments across key HR topics and generating pithy reactions and analysis to share with the media will enable your business to become a part of the conversation. Setting up Google alerts for keywords or partnering with an agency immersed in the news agenda, is a good place to start to ensure that you’ve got your finger on the pulse.

Fundamental questions are being asked about how we work, where we work and the future of the work right now — so there’s no time like the present.

If you are interested in finding out more about how newsjacking can result in regular press coverage for your HR tech firm, get in touch: ellie.clark@aspectusgroup.com

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Top edtech trends for 2021


By Stacey Cockram technology PR senior account executive 

Covid-19 has been a defining moment for the edtech industry. In recent months, edtech has been crucial: schools have relied on digital tools to set students work, and parents have used it to ease the pressures of home-schooling. With the country now in a state of flux, it’s not going anywhere.

Growth in the sector has been immense but all of January’s 2020 edtech predictions went out the window when the world went into lockdown. So it’s time to re-evaluate. If you’re an edtech company yourself, or you’re just excited about the future of learning, here are the five current trends and issues in educational technology you need to know about.

1. Distance learning

Distance learning is when students and teachers are not in the same location. It will come as no surprise therefore, that it’s prime position on our top edtech trends 2021 list. Distance learning technology is not particularly new – indeed, I was teaching English using MyTutor in 2016 – but lockdown is the first time it’s been undertaken at such a scale.

There are two types of distance learning. Asynchronous, where assignments are completed in the student’s own time and submitted online. And synchronous, where lessons are in real time. The latter has proven particularly popular during the pandemic, but it’s not always been smooth sailing – think students causing havoc through bots on gaming tools, and video calls being interrupted by Zoombombers!

With this in mind, privacy and security for distance learning tools have been a trend in itself. You can read more about this and teaching from home in the thought leadership article we secured for our client Malwarebytes (link here).

2. Data driven insights

The National Education Union argues teaching has “unhealthy levels of accountability, high-stakes testing and stress”. Technology to help educators be more efficient has been a long time coming and the pandemic has been a catalyst for seeing this materialise.

For example, apps allowing teachers to give quizzes and generate results immediately, effectively monitor and evaluate progress have become increasingly popular. Automated technology like machine learning and artificial intelligence also allow for personalisation of individuals’ learning needs as data can show where students need support; vital without face to face indicators of people struggling.

3. On the go learning

Today’s generation are digital natives. By seven years old, over 50% of children in the UK have a mobile phone. Students going to school and Gen Z’s going to work expect to have technology readily available. Once again, Covid-19 has taken this to the next level.

2020 has seen education becoming increasingly mobile. My younger sister now has an ‘education’ folder on her iPhone where she keeps Google Classroom, Sheets and Docs. Mobile technology provides instant gratification and changes how and where people can consume information.

4. Accessibility to education

Technology has the capability to improve access to education in many different ways. Consider the issue of textbooks – digital versions that can be accessed online 24/7 and are cheaper to buy mean disadvantaged students don’t miss out on materials. What’s more, technology can provide a tailored learning experience, which is revolutionary for those with physical or learning disabilities.

Despite this, the fact remains digital tools are financially out of reach for many. In June it was reported a third of pupils were not engaging with work and that limited or no access to technology was a problem for around a quarter. If edtech is to truly change lives, this is an issue that needs to be addressed now and throughout 2021.

5. Upskilling

This year we helped Breathe develop their annual culture economy report which explored how organisations should nurture their company culture through Covid-19. One thing we found was teams were facing an information overload with people trying to get to grips with managing an array of platforms and their notifications. This got me thinking about another edtech trend away from the classroom – upskilling the workforce.

Continuous learning is important for safeguarding jobs for in future, especially with the job market now looking so bleak. The World Economic Forum has predicted that by 2022 over half of employees will require significant reskilling or upskilling— and that was before the pandemic. Edtech tools such as online short courses ensure businesses maintain a skilled workforce and individuals are equipped with the tools to progress their career.

At Aspectus, we specialise in edtech PR and marketing. Check out some of the key coverage we recently achieved for Handshake, the graduate recruitment platform: The Sun, FE news, onrec and more.

If you’re an edtech firm looking for PR and marketing support, get in touch with stacey.cockram@aspectusgroup.com. Stacey is a Senior Account Executive for the tech team, with an Education degree from Durham University.

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Why financial institutions should be engaging a different count this week


Pollsters’ have not been the only ones with their heads in the sums over the past few days, anyone else spotted that it is the first ever Number Confidence Week in UK? Hats off to the likes of Santander, KPMG, and even our own client TP ICAP for their involvement. But do initiatives like this deserve more widespread support from the financial community? And why should hard-nosed financial institutions rally behind a wider national push to improve numeracy skills?

Research from the iOpener Institute shows that the sector is losing its grip over graduates with millennials far less driven by money than previous generations. Surely a sound way to reengage future talent is to get involved in campaigns like this. Speaking from personal experience, it is particularly difficult to get excited about finance if you cannot apply it to the real-world. Promoted correctly, there is no reason why a campaign to simplify maths should fail to entice young people to take a keener interest. As for the financial institutions, their backing will subsequently attract a potential wider pool of future recruits.

Furthermore, social platforms, such as Twitter or LinkedIn, can be used to expand the outreach of campaigns to promote recruitment, since larger institutions tend to have a global footprint. Better yet, these companies could even fund their own similar initiatives, enhancing their brand and achieving the long-term goal of attracting the best talent into the financial sector. It is for these reasons that the value of Number Confidence Week, and similar campaigns alike, should not be underestimated.

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Aspectus creates new role to add firepower to its strategic services and rigour to its client service

Aspectus Group has appointed Ellie Jackson to the newly created role of Head of Client Service and Strategy. The role will see her take responsibility for Aspectus’ client service on a global basis, devising and delivering initiatives to ensure our level of service remains at the very top of the industry. Through the other aspect of the role, she will take the lead on Aspectus’ Brand, Insights and Strategy services, developing and expanding Aspectus’ services in this area.

Ellie commented: “I’m thrilled to be taking on this role because it allows me to focus on two things about which I’m extremely passionate about. In both areas, we’re starting from a position of real strength – they are areas in which Aspectus has an incredibly strong track record. Our sustained growth over the last five years means we are now in a position to bring a laser-like focus to both, ensure that excellent ideas are replicated across the agency, and deliver work that really propels clients forward.”

Aspectus CEO, Alastair Turner, added: “Ellie has played a major part in Aspectus’ growth since she joined us back in 2008, building up the energy, financial services and capital markets client bases, as well as helping to establish our presence in New York. Throughout that time, her ability to home in on things that positively transform the client experience has always stood out, alongside her perceptiveness around client strategy. I’m delighted that we’ve been able to create this agency-wide role to harness this for the benefit of all of our clients.”

To discuss Aspectus’ services, please contact Ellie.

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Your next job doesn’t have to be in cyber


By: Dan George, creative director

The last few months have been tough for everybody. But Britain’s creatives have extra cause to feel aggrieved. Venues remain closed, funding has been far from forthcoming and just last week the chancellor responded to concerns about the health of the sector by advising people to retrain – indicating that, as far as this government is concerned, creativity is not a priority.

Indeed, a government-backed ad circulating in mid-October caused uproar by appearing to advise those with an interest in music, dance or the arts to get a job “in cyber”, whatever that means. In response, Twitter was overrun with people taking the government’s online career matching tool, an odd number of whom finding themselves nudged towards careers as boxers or football referees – quite esoteric choices in industries that may not be able to accommodate quite such a flood of new entrants.

But before making the leap, and abandoning their passions entirely, creatives should be made aware that theatres, concert halls and galleries aren’t the only places where they can showcase their talents. The UK is a global hub of commercial, considered creativity. It’s home to a vibrant advertising, marketing and PR agency scene that offers a wonderful platform for people to express themselves, while making a valuable contribution to our economy.

Can we have a round of applause for whoever made this edit pic.twitter.com/zFUnILzwD7

— Jme (@JmeBBK) October 13, 2020

Agencies like ours offer creatives an opportunity to do what they’re good at, whether it’s writing, directing, design or something else entirely, and use it as they think creatively to solve a company’s critical business challenges.

This may not always mean complete creative freedom – instead, it requires a flexible mindset. The question we ask ourselves is “how do we express this client’s truth in a way that not only reaches as many people as possible, but inspires the audience to think and behave differently?” Once we land on a solution, we go out and create content – in whatever form we think will work best.

It’s a fun process and there are few more fulfilling feelings than seeing your work really impact an audience – making a difference to your client’s business and the lives of its employees.

If this sounds like something you’d be up for, then we’d love to hear from you. We’re always on the lookout for talented creatives, able to lend a unique new perspective to our work. Either way, rest assured – your next job doesn’t have to be in cyber. It could be with us. Contact us today to find out more or check out our career opportunities.

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Bad news done badly ft. Shell and Arsenal FC


By: Chris Bowman

What do Shell and Arsenal football club have in common?

For one thing, they both face the wrath of an extinction rebellion. In Shell’s case, the network of committed climate change and social justice activists; In Arsenal’s case, the fans and players incandescent about the unceremonious axing of beloved mascot, Gunnersaurus.

But the parallels don’t end there – and Gunnersaurus is more relevant than you might think. They have both recently made remarkably similar comms missteps when announcing job cuts. What lessons can we tenuously draw from them?

Arsenal extinctions

Arsenal first (not in the table, regretfully). On 5th August, the club announced plans to make 55 non-playing staff redundant due to the coronavirus pandemic’s impact on revenues. This proved controversial, with the head coach and most of the playing staff having agreed to take a 12.5% wage cut in April. They were persuaded to do so, if players are to be believed, in large part because they were under the impression that it would safeguard the jobs of their non-playing colleagues and were unhappy to find this wasn’t the case. To rub salt in the wound,  the very next week Arsenal announced the signing of free transfer Willian, whose weekly wage alone is surely well north of £120,000 per week.

Fans and commentators were rightly incensed. A lot of PR efforts had been expended painting Arsenal as a family club and these actions seemed to contradict that. It was galling to be told that the club couldn’t afford the wages of the 55 non-playing staff – which have estimated to average £35,000 per year, only to then immediately be told the club could in fact sign an ageing player who earns nearly four times that figure every week.

However, in and among the ire there was also a decent degree of understanding across the fanbase that these are “unprecedented times” and that the pandemic represented an enormous hit to revenues at a club that always tried to only spend what it earns.

Whatever was left of that goodwill evaporated though, when sources in the club revealed that many of the job cuts were actually part of wider restructure on how the club was run and handled recruitment. The suggestion was that this had always been the model technical director Edu wanted to implement, and that COVID-19 merely gave him a convenient excuse to swing the axe.

And then, of course, came the fateful day shortly after where beloved mascot of over 25 years, Gunnersaurus, also faced a cost-cutting extinction event.

So, which was it? Were the job cuts a sad but necessary consequence of the pandemic? Or were they casualties of a long-sought restructure, necessary for the club’s future?

Shelling out

On the face of it, the international oil and gas supermajor Shell could hardly be more different to a Premier League Football Club – especially as Arsenal are one of the few top teams not running on petrodollars (cough, Man City, cough, Chelsea). However, there were some striking parallels with how it announced 9,000 global job cuts in September.

Like Arsenal, the company seemed to put out mixed messages on whether the cuts were driven by the virus, or by pre-existing organisational strategy.

Chief executive Ben van Beurden said: “It is very painful to know that you will end up saying goodbye to quite a few good people. […]But we are doing this because we have to, because it is the right thing to do for the future of the company,” before going on to discuss the firm’s pivot to a net-zero energy business and how that meant the firm would have to change the products it sold. Reading between the lines, it’s hard to miss the inference that job cuts in oil and gas were always going to be on the table.

So we can ask again:  which is it? Were the job cuts a sad but necessary consequence of the pandemic? Or were they casualties of a long-sought restructure, necessary for the energy company’s future?

Muddied waters

There is no easy or right way to announce job cuts. They entail families losing their livelihoods, lives upended and considerable hardship. However, at a time when no one is going to respond positively to the message, the best thing a company can do to protect its reputation is to communicate with honesty and integrity.

People can understand that the economic fallout of the pandemic can lead to job cuts. They can also understand that organisations sometimes make ruthless strategic pivots in how they operate – even if they don’t like either explanation. But by switching between the two explanations, or messily mixing up the two, the brand risks losing credibility. From the audience’s perspective, two half-truths add up to one whole lie – and no one likes being lied to.

No doubt both Arsenal and Shell have found themselves having to make unenviable decisions of late, and it’s easy to criticise from the sidelines and with hindsight. But it’s always best to deliver bad news straight: with integrity, clarity and honesty. Anything else is a disservice to the audience and an insult to their intelligence. Salt in the wound indeed.

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