Maxim Behar : PR Is My Entire Life!

26.03.2020

An interview of Maxim Behar for the series "The important thing for you" with Niki Kanchev

Niki Kanchev: Max, Hello!

Maxim Behar: Hi, Nicky!

Niki Kanchev: You recently published your book, "The Global PR Revolution." What will we find in it?

Maxim Behar: First of all, the book gives information about what is happening in the world right now not only in the field of PR, but in general regarding public communications. I am the person who wrote it, so I can’t give a clear opinion because, as they say, "I'm inside the forest," and I can not look at the trees from the outside. The very process of writing lasted a year, and then another year had to pass before the US publishers entirely edited it. I believe that through the book, I was able to look at many exciting and present-day issues and topics related to public communications. However, I can't hide my surprise after the "World PR Revolution" has been a two-week bestseller at www.amazon.com. Maybe that shows that there is interesting information in it. The opinions of 100 people leading PR experts from all around the world, as well as 65 countries that share their views on how the Public Relations business is evolving in the world, influenced a lot the writing process of that book. Many stories, including my ones from Bulgaria, tell a lot about our country. This is a book published in America by a huge publisher, and it is essential for Bulgaria, as it is vital for you, me, and many other people - everyone to tell a little bit about our beautiful country. So, step by step, we will solve the big puzzle, and people worldwide will see that Bulgaria is a great country.

Niki Kanchev: What exactly is PR for you? Let’s remind our broad audience that you are a journalist.

Maxim Behar: Yes, once a journalist – a lifetime journalist. Twenty-five years ago, I started a new public relations business, which was almost unknown in Bulgaria. That was the logical continuation of what I did while being a journalist. I created content and tried to make it interesting and understandable. So, it seems that we managed to make a good company, which already has a quarter of a century on the market and is among the leading companies in the industry.

Most importantly, Nicky, I enjoyed and still enjoy my work. Every morning when I drive my car to the office, I think about different things: how I will wish my secretary a nice day, how I will congratulate my colleagues, where I will go first, and which project I should do today. That has been a fact for nearly ten thousand days—pretty much time—and it still makes me bursting with joy. For me, PR is my life.

Niki Kanchev: That’s great. But are you a good manager and a good boss? Do you usually make the right decisions?

Maxim Behar: I have no idea. I am writing a book about modern management, which a prominent Bulgarian publisher asked for. I describe different occasions and events there. Sometimes, I think I'm good, and sometimes, I don't think I'm so good.

Niki Kanchev: Have you ever fired someone because of something? Do you give a second chance?

Maxim Behar: No, I have never fired anyone, ever! That’s not my way; I'm giving up to 10 chances. This doesn’t mean I am being soft; on the contrary, it is a glimpse into the future – a vision for at least 2, 3, 4, or 5 years forward. No one has ever been born educated, and I have said it to my colleagues many times, especially those new to the company. I can make from an amateur - a professional for 5-6 months, but I can’t make the lazy one - hardworking. I can’t change the schemer into a team worker. These are qualities that every person possesses, and I cannot change them. However, if one wants to learn, he can learn from us. I've trained hundreds, maybe thousands of different people. I am 15-16, from the youngest to the other age categories. Many are on the market right now, and they write to me very often. Almost every week, I get long messages on social media, mainly on Linkedin. Those messages describe moments and situations that we have experienced together. In that sense, I think I'm a good manager. Of course, like everything in life, there are some pros and cons. In my opinion, what makes a leader is not how much he/she earns but whether he/she has a significant market position. A leader is great when he creates good working teams from which other people also become leaders. This is what makes a good manager a great leader.

Niki Kanchev: I had the pleasure of attending the 25th anniversary of M3 Communications Group Inc., your company. I saw that your children - both your real children and the team, stayed until 23:00 – 00:00 o’clock. That says a lot. If you were a pro forma boss, they would have left at 21:00 – 22:00. That means you're successful. Many people work or want to work in large companies. Can you give three tips to the employees who want to be part of significant, influential companies?

Maxim Behar: First, they must be sincere and loyal. That is the basis of everything for both employees and managers. If someone goes to a company and is not welcomed or respected how it’s supposed to be, it is better not to stay there. Of course, each one should consider its place in the company. It seems to me that there should be perfect parity in the relationship between the manager and the employee. I hate the word employer, and I think it is not important who owns the company but manages it. A good parity is important because the employee has to take a step as well as the manager, meeting somewhere in the middle. Now, in 2020 I like to take control of my company horizontally - to be one of the many, not the person standing at the top. Of course, I am responsible as a manager and the man who makes the decisions. However, when it comes to doing projects, we are all equal. I have a fascinating case related to that. 3-4 years ago, an ex-employee called me. A lovely girl. Back then, she worked in one of the big women's magazines, maybe even still working, and she said:

   "Boss, I know that the M3 team has many women. Now, we are looking for the Woman of the Year and must create a rating. Can you present one of your employees to us? "

 I replied:

-"Villy!"

There was silence for about 30 seconds:

-"Villy, who, the cleaning lady?" 

-"Of course, the cleaning lady." That's my woman of the year. She's been working on our team for 20 years. She does her job wonderfully and, most of all is a very good woman."

Now she is retired, but she comes to all of our celebrations, and we maintain a great relationship. After all, Villy became a woman of the year. A lot of other women and girls have been part of M3, but I didn't hesitate for a second. It doesn't matter if you're a manager, a secretary, an assistant, or a cleaning lady. The important thing is how you do your job and what attitude you have towards your life and your colleagues.

Niki Kanchev: How many salaries do you have to provide?

Maxim Behar:  At that moment, 40-50 people were working in our company, but before the crisis of 2009, there were many more.

Niki Kanchev: This is a huge responsibility.

Maxim Behar: That’s right, but even one salary is a huge responsibility. It all depends on how you consider it.

Niki Kanchev: You were among the first to realize Facebook's many dimensions. It is not just for chatting, relationships, or love. It is mainly a social phenomenon, and you even wrote a book about it. What are the differences between traditionally making PR and using social media?

Maxim Behar: There are a lot of differences. If we go back to my book, "The World PR Revolution," it will become clear that a significant part of this revolution is changing media ownership. In traditional media – Internet, TV, or newspaper – there are journalists, publishers, and editors-in-chief who manage this media. Viewed objectively, the user of this media – the reader or the viewer has no direct access to it. Social media is a pretty different case - you and your team all have media in our hands. We manage them, and that makes us significant editors of these media. No matter how much you underestimate Facebook, Linkedin, Instagram, or any other account or profile, some people have over 1 million followers, even in Bulgaria. Televisions do not have such an audience, not to mention newspapers. Social media has changed our lives, I'm sure - for the better. They allowed each one to express itself and influence if we have something to say. Nowadays, a taxi driver in his garage using a second-hand laptop, if it is intelligent and has something to say, can be much more popular than any politician in Bulgaria. I am saying that with some uncertainty, politics are an excellent example of comparison.

Niki Kanchev: If a person is original and has some catchy information to share, it will be interesting for the audience.

Maxim Behar: Definitely. The other huge difference is in our popularity. Just 10-15 years ago, who were the popular people? Politicians, people from the show business, and sportsmen. Now, everyone who has media in their hands has something to say and shares it in an interesting way, and they can influence and be much more popular than anyone else.

Niki Kanchev: Have you ever returned a client or company, and why?

Maxim Behar: Many times. We refuse for two reasons: 1st when we don’t feel chemistry with our customers. For me, this is of most importance. When we talk to a client and see what he wants and how he wants to achieve it, we know if we are playing on the same team. Of course, some did not like us because we thought that, let's say, we were part of the grey market. We have never been and will never be part of that business. We also refuse when the customer asks for things that can’t be achieved. I will tell you about such a situation:

Many years ago, our office was in a small building; you also visited that place. One day, I was sitting at my desk, doing work as usual. Suddenly, the door opens with a kick, and a man wearing a black T-shirt and jacket enters. He sat down, holding a plastic bag in his hand, and said:

       - "Are you Behar, the famous one?"

       "I am Maxim Behar, yes," I answered while working.

       - "I was told that your price is 5000 dollars."

 I didn't know exactly what I was supposed to answer and asked: 

       - "What's that all about?" 

He put the bag on the table and pulled from it some amount of money:

       - "Here’s 5000 bucks. I want an interview to be published on the front page of newspaper X next Friday.

Meanwhile, I see two guards standing outside the door, four more in front of the building, and a few cars waiting for that man. I realized that there was no way I could say no to him and kick him out. 

That's why I said: 

       "It is possible, but we have to do brainstorming (a technique for generating creative ideas), which will take around 6 hours." 

He looked at me and said:

        - "What is this?"

        - "Well, just brainstorming, then we will prepare a strategy. It will take some time, about 1-2 weeks. Then, we will make another appointment with my team. "

Suddenly, he got up and replied:

       - "I was told you were a specialist. Nonsenses, that’s not true, and you're not an expert! "

He took his bag and left. That's how I refused this guy.

Niki Kanchev: Do you change your clients' opinions, or is it pointless?

Maxim Behar: Very often, even permanently. We are experts, and clients need expert advice if they come to our company. To this day, even today I always tell the customers: "If you have an opinion, what do you need me for? Why are you coming to us? You want to give your money when you know how it works?" I often give an example of being a dentist. When you go to the dentist, tell him what to do. If you know what to do, go in front of the mirror and fix your teeth by yourself. You go to the dentist because you put the decisions about your health in his hands. I believe that we are professionals and have proven that we are doing our jobs perfectly. We've done about 5700 projects. I stopped counting them when they were around 5200-5300. Every one of these projects has gone through my brain, my eyes, through the decisions I've made. I believe that we have enough experience to have the confidence to know what is best for our customers. I haven't had a case where I advised a client, defended my opinion, and was wrong.

Niki Kanchev: Will you share with us some practical advice you have given to the companies you are consulting?

Maxim Behar: The importance of reacting immediately should not be underestimated at any price. That is one of the most essential things I can share. Crisis management is a serious field. Ten years ago, it was straightforward. You wake up in the morning and open the newspaper; there, you see that someone has written something wrong for a company or a person who is your client. You call the boss and say that there's a problem. You go to his/her place, have coffee together, or have lunch. Then you come up with a press release and possibly invite journalists to a press conference. The fact is that you have 10-12 hours to solve the case. Now we don't even have 10 minutes. We must be ready to respond immediately; we must have a combination of quick reactions and super broad knowledge to be in that business. Often, people who cause a crisis or have a wrong opinion about our clients are correct. Then we immediately advise our clients to say: "Okay, that's right, we were wrong. Of course, we will compensate you." But if they are not right, we advise reacting honestly and honorably, with the responsibility that comes when being moral because nothing can remain hidden anymore. Very often we have customers who tell us: "Let it go, it will pass." What it means "will pass", how it will pass..? Probably it will, but it will remain the memory that such a case has happened, that we have not responded to it and we haven’t come up with a professional reaction. That’s why the fastest and most accurate reaction is of great significance. Understanding our business, public relations, what we do, and the importance of how we manage social media is also a distinction, and we work very hard so that our customers know it.

Niki Kanchev: Maxim, what's important to you?

Maxim Behar: Happiness. We must be happy at work, with our families, with the people around us, and with those with whom we share our most precious time. If a person is not happy, they can’t do anything. It cannot be helpful to itself, the people around it, and society. Of course, what you leave behind is essential. I'll repeat my words: A great leader is the one who creates new leaders. When I see so many of my colleagues with whom I work making independent and professional decisions, considering that some have been working for 15 years, it gives me great pleasure and makes me professionally happy. There's nothing more important than happiness.

Niki Kanchev: Is there one of your students who has surpassed you?

Maxim Behar: Sure. First of all, thank you for being part of the presentation of my book at Greenwich's bookstore. Several people who used to be my colleagues attended that event. I also shared my opinion on who’s a natural, great leader with them. While signing their books, I said: "That’s about you" because I have colleagues who used to have not-so-attractive positions, and now many of them are very well represented in large companies and are even managers. I am very proud of that fact.

Niki Kanchev: Thank you very much for this interview!

Maxim Behar: I am thankful. Be safe!

Full video you can find here.