Minnesota’s top public relations, government lobbying, and advocacy firm stays in the news by providing excellent media and communications services for Minnesota enterprises.


Team Goff adds a new player

عن له We are excited to announce http://skylarkstudios.co.uk/?pomulyyko=%D8%A7%D9%84%D8%AE%D9%8A%D8%A7%D8%B1%D8%A7%D8%AA-%D8%A7%D9%84%D8%AB%D9%86%D8%A7%D8%A6%D9%8A%D8%A9-%D8%AE%D8%A7%D9%84%D9%8A%D8%A9-%D8%A7%D9%84%D9%81%D9%88%D8%B1%D9%83%D8%B3-%D8%A5%D8%B4%D8%A7%D8%B1%D8%A7%D8%AA&a05=d2 Kate Braun as the newest member of our team. Prior to joining Goff Public, Kate served as director of operations for Congressman Tom Emmer (MN-06) and worked in communications for Bethel University, the Minnesota House of Representatives, and in the financial sector. Kate completed her undergrad at DePaul University in Chicago, before going on to attain an MBA from Bethel University.

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50 years and counting

Congratulations to our client, the Iron Ore Alliance, a joint labor – management effort between U. S. Steel and the United Steelworkers, on 50 years of iron pellet production at Minntac and Keetac in Minnesota. At these facilities, iron-bearing rock called taconite becomes iron ore pellets for use in the steelmaking process. Minntac loaded its first train with taconite pellets in October 1967. Today, both facilities have a combined production capability of 22 million tons of pellets annually.


Rip up your PR Textbook: How to get real – and be effective – in a crisis

By: Jennifer Hellman, Goff Public

In today’s Twitter-influenced world, where business leaders and elected officials – even POTUS – seem more accessible than ever before, overly rehearsed messages from talking heads are not well-received by the public. It’s time to banish boilerplate crisis response phrases like, “we take this very seriously,” and deliver messages during a crisis that are truly meaningful to key audiences.

Communicating in times of crisis is difficult. I’ve worked with many talented PR professionals who are rock stars at proactive communications and media relations, but find themselves at a loss when a crisis hits. That’s because crisis communications requires a shift in thinking. Unless a company experiences crises on a regular basis, chances are its public relations team hasn’t been in crisis mode for a while – if ever.

Combine that lack of experience with a world that is constantly changing. Having a top executive decked out in an expensive suit, reading formal, prepared remarks on camera no longer cuts it. Today we see leaders regularly delivering messages in real-time on social media. They share their opinions, communicate in their own words, and let us see who they are as human beings. We have become accustomed to this authenticity, and we expect it.




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