Even the ultra-cool sometimes just don’t get it.

It’s been six months since the 7.0 earthquake struck Haiti, killing more than 230,000 people and leaving 1.5 million homeless. There are still few jobs to be had and no permanent shelter. Only two percent of promised reconstruction aid has been released. And according to a report issued this week by the US Center for Strategic and International Studies, only nine percent of pledges by governments (about $50 million) has actually been delivered.

Sean Penn has been a vocal activist for Haiti since the quake, remaining in the country with his daughter to help over the past six months. He brought up an interesting point yesterday in speaking with Harry Smith of CBS News’ Early Show: "I think that the media has played an enormous part in the failures that are still going on today and the recovery here and the relief operations."

Smith then said: "People would be curious why you went in the first place. And then, why you stayed. What's the best answer for that?" Penn answered: "...if they're wondering that, then that would be an indictment of the American and the international press that came here in the immediate aftermath of this devastating earthquake."

Penn elaborated: "The United States sent its military, that did an extraordinary job in immediate relief....And then when they went on with other deployments, when the amputations en masse stopped, the media left."

I ran a Factiva search to prove or disprove Penn’s theory. If you’re not familiar with Factiva, it’s an advanced search tool from Dow Jones that enables you to analyze media coverage. Factiva’s database includes more than 28,000+ leading media sources from 157 countries in 23 languages, including regional and industry publications, Web and blog content.

Using Google, I found the two most popular (and relevant) search topics:

1.       Haiti earthquake

2.       Haiti news

Using these key words, Factiva revealed the following levels of media coverage over the six-month period: 

While Factiva isn’t a be-all-end-all and doesn’t include every publication or blog in the world, it’s comprehensive.

This data suggests Sean Penn may be onto something.

An important component of the project is that it uses BP’s corporate logo as a marker, to orient the computer-generated 3D graphics. Basically turning their own logo against them. This repurposing of corporate icons will offer future artists and activists a powerful means of expression which will be easily accessible to the masses and at the same time will be safe and nondestructive.

For decades, the same titles were used for public relations and communications professionals in companies, agencies and organizations. These included Director, Marketing Communications; Manager, Public Relations; Account Executive; Vice President, Corporate Communications; Director, Community Relations; Publicist; Director, Government Relations; Account Director.

Consider, for example, some of the current PR & communications job openings:

1. Some communications and PR titles are moving away from general functional descriptions (“communications,” “community relations,” etc.), shifting toward a more emotive position (innovation; evangelist, strategist, responsibility).
2. New titles are embracing online community and consistent two-way communication (engagement, social media, cyclical communications).
3. They mirror major societal changes (green marketing; web; wellness).
4. Some of the new titles are trending big picture (positioning; global partner, competitive intelligence).
5. Authentic, compelling & engaging content creation is central to branding success (the emergence of the Chief Content Officer).

Wednesday I experienced a cool one-two punch: Enterprise 2.0 & Vinnie Mirchandani.

If you’re not familiar with Vinnie Mirchandani, he’s a former Gartner analyst, active blogger and author of “The New Polymath.”

Vinnie said the characteristics of E2.0 organizations are these:

He believes “polymathing” (if I can turn it into a verb) is the key to innovation because it encourages curiosity and “an openness to accept ideas from left field.” It also triggers the “building of widely-rounded enterprises” that are more adept at discovering new markets and technologies. Polymath thinking is helping our world tackle and resolve the “grand challenges” of our day.

Vinnie believes the world of E2.0 is creating a need for more “black swan” public relations as crises reveal themselves instantly and spread more virally than ever before. “Look no further than BP and Toyota,” he said, “it could happen to any of you.”

For communications professionals, branding gurus and PR experts, there are five takeaways:

5.  Good communications starts internally, not externally. Engage and empower your employees first – start there. Adopting new enterprise 2.0 technologies will help. 

4.  The functions of communications/branding/PR no longer reside within the confines of a “department.” These walls are breaking down and should keep breaking down.

3.  Communications 2.0 must be holistic, embracing the entire organization and all stakeholders. Communication experts can strategize, monitor and help shape, but “non-communication experts” will positively contribute to brand enhancement when properly engaged.  

2.  Transparency remains a vital idea, not a cliché. Top-down autocracy is dead. Two-way communication triggers curiosity and fresh ideas.

1.  Public relations is in an ideal position to catalyze this historic change. Remember what Vinnie said: the world of enterprise 2.0 is defined by organizations that are “people-centric,” “globally well-connected,” “advocates for transparency” and “media/PR savvy.” That’s us, right? 

The Dalai Lama visited the Today Show yesterday, his first visit to an American morning news show. It was surreal.

The spiritual leader of the Tibetan people contrasted the 20^th century with the 21^st, saying there will be “much change in the human experience,” and there will be much “more compassion” during this century. He discussed how positive action, vision and motivation will continue to manifest itself and why the right attitude can reduce man-made problems.

Consider: 

With so much talk about social media (especially in the PR/communications/branding industry), you might think every company is excited about it and actively participating.
Well, that’s still not the case.

According to the 2009 Business.com B2B social media benchmark study:
• Only 22% of B2C companies use social media to produce webinars or podcasts
• Only 36% of B2B companies use it for recruiting
• Only 55% of B2C companies host blogs
• Only 50% of B2B companies upload content to social networks
• Only 49% of B2C companies are using Twitter

While many not-for-profits, consumer-facing and B2B companies are all over social media, many remain laggards, hesitant to take the dip.

Why the fear, uncertainty and trepidation (or lack of belief in social media)? 

Here are the 5 most often heard misconceptions some CEO’s still have about social media: 

5. “It’s too time consuming” – Many companies are hesitant because they know it takes time – and talent – to do it right. Social media isn’t a start-stop thing; consistency is the key to ROI, proof and returns. The companies who hold this view typically don’t have the infrastructure to Tweet, blog, comment, refine and search. While it’s not a good idea to start writing a blog and then stop (leaving black holes for weeks or months), it may be – arguably – even worse to never begin at all because measurable opportunity is lost. The more companies experiment with social media and learn from it, the more corporate confidence will grow.

4. “It’s still early days” - YouTube just celebrated its 5 year anniversary. LinkedIn has been in widespread use since 2005. Blogs have been mainstream since 2004 and over 5 million are being created monthly. Despite this ample evidence, many companies have the misconception that social media is still emerging. They’re waiting for more … evidence. 

3. “Where’s the proof?” – Some executives of small- to mid-size companies look around their immediate ecosystem and draw wrong conclusions. Employees aren’t using social media for the business, but it’s because management isn’t advocating it. Traditional marketing campaigns may appear to be producing meaningful-enough results, but that’s because the superior measurement data generated by social media isn’t being generated. The CEO also isn’t feeling the heat from any … competitors.

2. “My competitors aren’t doing it” – Some companies compete in markets where nearly all the players parody each other. Differentiation is non-existent. Price is the only edge. Everyone sounds the same; they all co-opt each other’s messaging. Companies lead with feature-laden product discussions. There’s no brand personality. Everyone’s stuck, afraid to make a move in a new direction, worried about risking a misperception from … customers. 

1. “My customers don’t use it” – This is the most common refrain of all from CEO’s. “My customers aren’t on Facebook. They don’t buy products after watching YouTube videos. They don’t read blogs. So why should we use social media?” While this may be the reality, today, the truth is it’s another Catch-22: customers aren’t using social media because the companies they deal with aren’t using it. Social media is transformational: once companies start using it, their customers get engaged.  Individual voices come alive within a previously personality-free corporation and create brand personalities that yield competitive edge. You have to build the bridges first, then people cross over, communities get built and results follow.