Interview with Blair Kaplan Venables
Photo Courtesy Of Anastasia Chomlack

Social media and PR expert Blair Kaplan Venables discusses the importance of both social media and resilience.

Tell us about your personal and professional journey:
It’s quite the ride. In 2008, at age twenty-three, I left my corporate job at Lululemon and started a public relations company, applying my knowledge to the digital space. At the time, social media marketing wasn’t a profession, so I quickly became a thought leader in this new medium and brought some global brands along with me.

My personal story is a little heavy. My dad was a brilliant gemologist but developed a serious drug addiction, and when I was seven, he left us. Thankfully, we reconciled in my twenties and developed a beautiful relationship. But at the end of 2018, we learned that he was terminally ill. I talked about it to anyone who would listen, and people responded. So in March 2019, I founded the Global Resilience Project and started gathering stories of resilience from around the world, which turned into a best-selling book three years later.

During that time, my resilience was tested even further. Not long after my dad’s diagnosis, my grandfather died—and on the way home from his funeral, my husband and I got into a car accident, which resulted in me suffering a brain injury. A few months later, my husband had a heart attack and needed quadruple-bypass surgery. Then, within the next two years, I miscarried and my father-in-law and mother both suddenly died; about a year later, so did my dad.

I could have quit—but I kept going. I learned that my superpower is helping people tell their stories, both through social media and through the Global Resilience Project.

Are public relations and social media now inextricable?
When social media first emerged, people constantly asked me what it was. I always said I did “social media PR” because of my background, but it was really social media marketing. Today, a lot of social media is public relations, a tool much like an article in Forbes or an ad on a billboard or the radio. It’s a place to manage perceptions and edutain, where you can let people in and build trust.

What should business leaders do to win the competitive social media game?
Step one is defining what success looks like to you: What is winning? That answer is different for every business. For example, when I was driven by money, I was unhappy. I realized that we’re not meant to be on this earth just to work; I wanted to make a difference with what I did. So making tons of money isn’t my number one goal anymore—impact is. I’m obviously aware of my sales targets, but when your impact goal drives your decisions, money will follow. I encourage my clients to think the same way.

Similarly, there’s more to social media than just posting and sales. It’s also about allowing people to know you so they want to follow you.

Can businesses fail simply by not doing this?
Yes. A lot of times on social media, you just see the tip of the iceberg—the professionally curated image or video. That’s great, but people want the real story: to know about all the blood, sweat, and tears that go into everything you built. If you have a hundred people on your team, let each one be spotlighted. Show the world those who make your business what it is.

How can a company ensure the best return on social media?
Set measurables like KPIs. If the needle isn’t moving, you need to change. Also, it’s important at the point of transaction to ask, “How did you hear about us?” or “Do you follow us on social media?” There must be an ongoing conversation with your community about how things are resonating and if they are engaging with your content.

Then there are the algorithms. I suggest forgetting them and posting what you want, when you want, and how you want. After all, what you’re doing might be working well . . . until suddenly the algorithm changes. So you’re doing the exact same thing, yet it’s no longer “working.” Instead, you should focus on adapting to the rapidly changing needs of your followers—what works for them today is probably not going to work in a couple of days.

Finally, as a leader, you need to see everything that’s possible or you’ll miss out. Some people at the top of an organization may still think in old ways, such as “No TikTok for us.” How adaptable is that?

In your experience, what can impact an entrepreneur’s resilience (and hence performance) the most?
For everything you do in life, you need to show up as you, whether it’s as a business owner, a parent, or a friend. But you can’t pour from an empty cup. When I started out, I worked fourteen hours a day, seven days a week. That’s not healthy. I learned that if I’m not taking care of myself, I can’t take care of my clients. I make that a point of emphasis when I talk to businesses.

Where do you want to be in the next five to ten years?
I see myself traveling the world speaking to groups of children, adults, business owners, and organizations about how to be more resilient; my goal is to empower eighty-eight million people to do so by August 2025. My story is also going to be featured on Apple TV and potentially Amazon Prime, which will help me reach even more people.

Ultimately, I want people, especially entrepreneurs, to know that it’s OK to not be OK. Admitting that is not a weakness; in fact, it’s brave to be vulnerable. Entrepreneurs choose a path less traveled, and it can be a lonely journey. But there are lots of us out there battling the same battles, and others can lift you up along the way.

For more info, visit blairkaplan.ca

TAKE ACTION:
Review your company’s social media methods to make sure they are resonating with your customers.