7 Questions with Burt Lauten – Pittsburgh Steelers Director of Communications

7 Questions with Burt Lauten, Pittsburgh Steelers Director of Communications

1.) Give us a sense of what a “normal” work day is like for you.

A: Every day is different in the NFL, whether it is in-season or what some like to call the offseason (hint: there is no offseason). Typically a day in-season starts in the morning touching base with Coach Tomlin on what the day may look like and then making sure our owner has a feel of what media are coming to the building and what the buzz of the day is. We have mandatory media sessions throughout the day and we also have several responsibilities whether it is a home week or a road game week. No day is the same, yet once you get into Training Camp, the weeks turn into one Groundhog Day after another. You get your plan together and adjust as needed, but a typical day you are “on” from the time you wake up until the time you go to bed. I enjoy that aspect, even though it can be long days.

2.) You’ve worked extensively to generate positive conversations around the Pittsburgh Steelers. What are some tips for building media relationships, particularly outside of traditional outlets?

A: Building relationships with both local and national media is a must in the NFL. The Steelers have had a long-time relationship with the local Pittsburgh media, dating to our found Art Rooney Sr., known as “The Chief.” His son, Ambassador Dan Rooney, carried on that legacy of building trust and relationships with the media and Dan’s son, Art Rooney II – our owner and team president – has continued those relationships as well. We pride ourselves in working with the media, from our ownership to Head Coach to our General Manager. We know they have a job to do and even though we may not always agree, it is much easier to handle when relationships are built.

It is a new era for media with many different online sites and outlets, so though we cannot necessarily provide the same access as some of the traditional outlets, we make sure to accommodate as much as possible through channels such as a posting audio and transcripts on our team’s website. That enables some of the non-traditional outlets to still gain access to the team, while also limiting the amount of media attending any given open locker room session. It is a challenge, but in this day in age, the media landscape continues to evolve and we need to adapt as well.

3.) You’ve been working for the Steelers for almost 15 years now. How have you seen the role of media change in how the team is perceived and how has your day-to-day changed as the media landscape changes as well?

A: I think no matter what organization or company you work for, the main thing that has changed the landscape of how things are perceived is the use of social media. When I started in 2005, social media was not a platform that was used and 13 years later, we now primarily announce all of our news and transactions via social media. It goes back to adapting and changing with the times. People – both fans and media – want information five minutes ago. Sometimes you are able to provide it instantly. Other times, you take the approach to wait and get your message out in the right way, at the right time – even if it means waiting patiently.

4.) The NFL and the Pittsburgh Steelers are high profile in sports and culture, and therefore need to be ready for any risks and crises. What are some elements of crisis management that you consider the most important?

A: You are never going to be fully prepared for any sort of crisis management, but that doesn’t mean you can’t be ready to use what you have learned and been taught to adjust to whichever situation arises. At the core of crisis management, you always want to make sure the right people in the organization – in this case the owner/president, GM and Head Coach – are aware of all of the information you have and how you plan to handle it. My philosophy is to try and never have anyone at the top of the organization blind-sided with information. I also think that having contacts with the local law enforcement, hospitals, etc. is also very important, depending on the situation. You want to be able to call on third-parties to help and assist in whatever way they can, so it is imperative to build those relationships ahead time, rather than when the crisis occurs.

5.) PR for an giant entity like the Steelers brings challenges during the season and the off-season. How do you keep corporate partners happy during these times and how do you work to make sure positive messages continue about the team during the off season?

A: We are very open to our partners, not only using Sales and Marketing department but also our Team President when appropriate. Our corporate partners regularly receive newsletter updates as well, but in any sort of challenges we deal directly with each partner, all of which we feel we have a great relationship with so it makes it easier.

6.) You’ve stressed positive social messages for the NFL and for the Steelers, including supporting youth sports with the NFL Foundation. How does a sport leverage positive social work in the midst of all other coverage happening with NFL teams and players?

A: We are very active in supporting youth football around the Pittsburgh area. We host the district championships at the high school level each year at Heinz Field, and we offer grants and support throughout the year on all levels of youth football. Our owners played youth football and know the importance of it, and we strive to make sure our presence at youth and high school football games and practices are constant. We want the players and the coaches know we support their efforts, and we want them to understand the Steelers want to teach the young kids the right ways to play the great game of football.

7.) You make time to discuss and support other programs and causes besides the NFL. What’s your key to work/life balance?

A: There is no doubt work is a challenge, but when you truly love what you do, it makes it easier. I have been in the sports world for nearly 20 years so it is pretty much engrained in my everyday life. However, now that my daughter is getting to an age where she is involved in many activities, it is my mindset that I try to make the best use of my time both in and out of the office. There are many nights on my phone catching up on things, but that is a key to being successful in this job by balancing work and family.

Interview questions prepared by Julianne Spencer, MBA Candidate: University of Oregon – Charles H. Lundquist College of Business