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Archive for the ‘Leadership’ Category

Everyone understands the importance of body language.  We know that how we look (facial expression, gestures, dress, etc.) when we make a statement either reinforces the message, cancels its credibility, or sends a completely different secondary message. This is true for institutions, and for individuals.

This week the Texas Legislature failed to pass the bill authorizing the state budget before the close of the regular session. The culprit was a Senator’s filibuster protesting dramatic cuts in public education.  The governor immediately called a special session, which brings into play a whole different set of voting rules.  Members can now start over on a new bill, or pass the entire current bill by a simple majority.  They can also revisit and change elements of the bill that were blocked during the regular session by the minority.

The ultimate consequence is that a bill which cuts a whopping $4 Billion from public education, putting thousands of teachers and others out of work, is now likely to pass.

I understand that many think this super drastic action is necessary in these hard economic times. Others feel just as sincerely that the economy can be rebuilt with a more balanced approach. My “communication” concern here is that many of the victors this week in Texas “looked” so self-satisfied about winning.

The legislature by majority vote is now likely to bring enormous pain to countless Texas families. And instead of demonstrating compassion and empathy about the eventual consequences, they focused on looking happy about the victory.

At both the state and federal levels, it is worrisome to think about what body language might be telling us about so many of our current political leaders.

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This week I had the pleasure of spending some time with a group of private college and university presidents. Items on our agenda included current trends in news media relations, increasing government regulations, and the marketing and communication implications of the dramatic changes coming in our industry.

“Talking points,” described last week in Lesson 55, guided our conversation about market changes. I explained my observations about the changing role of governments, and that I feared that many of the current cutbacks in financial support will become permanent. We talked about how tuition increases in the public sector will change competitive dynamics, and how more and more reliance will be put on private fund-raising at both private and public institutions. On top of all that, we discussed how our industry is now facing increased competition for money, students, and reputation from institutions in Canada, the UK, Europe, India, China, Singapore, Australia and more.

For me, all this added up to the basic question: What kind of leader will we  need to pilot us through all of these “sea-changes?”

What interested me most at this meeting was that some of the smaller private university presidents were already demonstrating a new level of thinking about the future.  Many already had some depth of experience in conducting programs and developing partnerships in other countries, and at least one president was open to exploring partnerships with for-profit universities!

What’s more, these “new breed” presidents did not sound like traditional intellectuals or scholars. Rather, they were thinking about imaginative ways to bring distinction to their institutions, and how they would deal with increasing public concerns about college costs and the globalization of economies. In other words, this week it became even more clear to me that the future of higher education will be characterized by the emergence of a creative-thinking, marketing-oriented, new kind of educational entrepreneur.

As I reflected on all this, I realized that we were also only talking about becoming much more sophisticated at implementing basic marketing ideas. We were not talking about avant-garde thinking, rather we were simply underscoring a renewed importance of practicing basic integrated approaches to marketing. We were putting even more emphasis on defining differentiated strengths, and getting everyone “on-the-same-page” with respect to telling the story. The presidents stressed the practicality of the liberal arts in a career-education oriented world. And we amplified the even greater importance of selecting appropriate target markets in the US and abroad, as well as the strong need to master the use of multi-platform, interactive, communication tools. 

Staying successful in this dramatically changing, ever more international, market, is indeed within the reach of even the smallest private college or organization. The key will be having enlightened, marketing-oriented, leadership, with the necessary advancement talent and counsel close at  hand.

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I just returned from spending an entire day with the trustees of a prestigious liberal arts university. In the recent past, several of those trustees had suggested that they change the institution’s name because they felt the name was geographically limiting. It was preventing it to be seen, they thought, as a leading “national” institution.  But after getting the results of research they commissioned, and much heated debate, they determined the best course of action was to keep the current name and allocate additional funds for marketing. The university then contacted me.

Frankly, my day there was the best day I spent in a long time.  The advancement committee was energized and ready to get on with discussing how the university they loved could step-up and step-out with new and significant recognition.  We talked all afternoon about brand clarification, and market segmentation, and new media, and research, and planning, and more. The passion in the room was contagious, and I could tell it was about to become a whole new day for this already high-quality institution. That evening, at a very inspirational dinner, the entire board became infected with this let’s “get-on-with-it” energy. 

As I reflected on all this, I remembered the number of times I facilitated the very same kind of meeting with other institutions, but this level of spark and passion was just not there.  Yes, these people would learn something, and some new things might eventually be tried, but it was abundantly clear that after I was gone very little would actually change.  There certainly was no institutional transformation in the wind!  The timing was not right.

It, therefore, became crystal clear to me this week that when the moment for change is right, change will happen with great passion.  But when the time is not right, very little real change will happen at all.  Discussions about needed change, or a crisis, or a serious institutional problem, must take place before I arrive.  Then, the meeting dynamic becomes totally different.  Participants don’t just sit there waiting for me to tell them what to do. They know what they need, and they draw it out of me. The experience for everyone becomes exciting, and being there at the right time is what makes this difference.

I had a similar experience recently with a major association.  In this case, I was  talking with a senior executive in his office about some education issues when the conversation shifted to the organization’s marketing program.  Knowing this was my field,  the executive started asking me questions.  He told me that what they needed was a total culture change, and that he was not the only one who thought so.  I talked with others and could see that this organization really was ready to change.  So by the time my visit was complete, I had agreed to do a marketing and communication staff seminar, as well as a comprehensive marketing audit!  The organization was ready to change, and I just happened to be there at the right time.  Had it been a few years earlier,  change would not have been possible.

My university won the rose bowl this year. Shortly afterwards, a  colleague mentioned that this win had taken the marketing pressure off of us for a while.  My instant response was:  “That is not true!”  The win opened a window, but now we will need to go through that window and tell the rest of our story. Events had created an emotionally charged moment in time, which also created the right time to motivate and orchestrate moving the institution ahead. 

Timing indeed makes the difference. When recent events and conversations have established a readiness to change, the timing is perfect for an expert to help produce  new and powerful marketing and communication initiatives.  This is when a whole new day becomes possible for institutions.

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Too often we send out position statements without explaining their context.  This is particularly important for political statements, especially if they are to have genuine credibility and legitimate social value.  

This week I have been especially mindful that virtually all the “solutions” I have been hearing about for solving our budget deficits lack any reference to meaningful context, especially to lessons of past societies.  Without including needed perspective, strategic communication is alarmingly incomplete.  

I observed in previous posts that today’s political communication often amounts to only one-sided propaganda.  Positions on issues are put forth over and over again with the assumption that repeating them often enough will make them true. But when context is missing, and needed, political viewpoints are  just not useful. 

For professional strategic communicators, I have argued that we always have the responsibility to make sure our political messages  are seen in as accurate a context as possible.  Only then will our audiences understand the essential historical and social factors that surround the situation, and can see how they have been taken into account when formulating our position.  Such a position, then, is worthy of serious consideration, and it is socially useful because we have established its’ credibility.

Much-needed context is missing in most of today’s political discourse. The result is dangerous polarization. A few respond to these extremes,  but too many just drop out.  And it is entirely possible that these dropouts will become the vast majority.

I asked my historian cousin to describe his “lessons learned” from studying similar situations over the course of time.  Just what are the consequences of this kind of extreme rhetoric, I asked?  His response was that when extreme political rhetoric (i.e. propaganda), based mostly on ideology, ends with the wealthy allowing the middle class to decline, and the poor to be ignored, the society will inevitably decline. In fact, this is how entire civilizations fall.  

We certainly are not hearing this kind of broader “historical context” addressed in today’s debates over how to manage deficits over time.  I believe, however,  that only  by seeing political positions in the context of established historical realities like this, will our arguments have  real credibility.  Otherwise, we are only simple-minded propagandists, and our society is certain to decline.

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The American Council on Education’s (ACE) annual meeting was held in Washington this week, and as you would expect, many of the speakers addressed the huge issues facing higher education, and the dilemmas we face in trying to address them.

I addressed this dilemma previously in Lesson 46, but I am driven again this week to talk about the senseless contradictions inherent these days in most of our political messaging:

Some give rousing speeches to motivate teachers to higher achievement,  and then turn around and make them hostile. 

Many make statements about reducing costs and restoring local responsibility, but then impose national standards and stiffer regulations…all of which, of course, increase costs!

Much rhetoric is about creating new jobs, but then these same folks propose immediate and draconian cuts…putting  people out of jobs by the thousands.

These “political communicators” operate on the premise that repeating the same extreme view over and over again will eventually make it effective.  But this is not true communication.  It is propaganda, pure and simple. 

The consequence of propaganda is that some will buy it, and others just stop participating . We end up with a polarized world, and no solutions.

Genuine political communication is about better understanding and  promoting  the greater good. It seeks to move audiences toward genuine solutions. It favors practical approaches and simple messages that improve social climate and enable democratic progress, one step at a time.

Propaganda, then, aims only to win big for a few. Communication, however,  expands understanding, accounts for differences, and offers reasonable solutions.

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After hearing about proposed deep budget cuts in Austin last week, I went to Washington to get briefed on the deficit-cutting consequences ahead of us there! It seems everyone is reform-minded, and everyone has an extreme idea. This all sounds depressing to an integrated marketing professional. 

Most of these reformer’s ideas are based on pure ideology, and not practical problem-solving. Many propose cutting the size of government, favor giving control back to local communities and institutions, but then go on to propose a one-size fits all solution based on a set of imposed national standards. 

All this can sound very contradictory. They want less regulation in some areas (i.e. big business, banking, Wall street, etc.), but then call for more regulation of something else (i.e public schools, higher education, etc.).

The Department of Education is a good example. For K through 12, and higher education, their idea is to set uniform national standards on matters of curriculum, contact hours with teachers, accreditation, information disclosure, and much more. What is missed here, however, is that diversity of systems and institutions is the strength and competitive advantage of American education, and that imposing these standards from Washington will unleash forces that will make every institution alike.

Here is where professionals in integrated marketing and strategic communication have a contribution to make.  Public schools and universities must analyze their specific circumstances and the exact needs of their marketplace, and then use task forces and action teams to find and mobilize the best administrative, teaching, and community talent to find solutions. These people are the only ones positioned to design creative and effective curriculum, teaching methodologies, quality standards, and communication strategies that will meet the needs of their specific students and families.

The best role for a national authority in education is to provide financing for creative experimentation and leadership development. It can also require local strategic action planning, results evaluation, and that all of this be totally transparent to the public. But, above all, it must also encourage institutional diversity in curriculum and methodology.

The fact is that each student has both special talents and performance limitations. One national standard of performance will never meet that need.  Developing individual potential is what education is all about, and yes, integrated marketing analysis can help find much-needed practical solutions.

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Weather permitting, this week I will attend the second meeting of the American Council on Education’s (ACE) Blue Ribbon Panel on Global Engagement. 

Nineteen heads of universities from around the world will gather again in Washington to discuss the complicated implications of the internationalization of higher education. I must confess, I have been thinking about this issue nonstop.

I have previously discussed how I believe in the months ahead we are going to witness rapid change in our industry. The longer I study the situation, the more clearly I see it. We definitely will feel dramatic shifts in our industry from the content and organization of the subject matter we teach, to where that teaching will take place, to the migration patterns of students and faculty, to how new technology will bring a virtual dimension to the total international experience, to where and how our graduates will find careers, to how new media will change the way this worldwide story is told, to how our institutions are marketed, and more.

I have argued in earlier writings that as a consequence of the changing role of governments and sources of funding around the world, the field of university advancement will have new prominence in administrations everywhere. I now believe that the cutting edge expertise held by most modern advancement practitioners will be called upon to influence not just how institutional marketing and fundraising are accomplished, but to help shape the entire “look” of a whole new kind of global university.

A new day always requires new visionary leadership. So I now foresee the coming of a whole new breed of international advancement and educational entrepreneur. Here are just two of the questions that have been dominating my thinking:

1. Where will we find, or how will we develop, this new breed of leader for advancement and institutions… one that has international experience, resource development expertise, new media savvy, and the relentless drive and courage necessary to pioneer the way?

2. How can we build intelligent innovation and creativity into the ongoing challenge of advancing and leading institutions?  Creativity is now an area of academic study. Techniques for developing it in managers are being pioneered in many cutting edge industries. As we did a few years ago with integrated marketing, how can we adapt what these other entrepreneurs are learning to the visioning and planning of an internationalized academy?

The week ahead promises to enrich my thinking about these issues, I know. But, to draw conclusions too soon from ACE’s Blue Ribbon Panel will be premature. For that, we all will have to await its’ final report later in the academic year.

In the meantime, I will be sharing my evolving thoughts with you.  Fasten  your seatbelts, we are taking off! I can’t think of a more exciting time to be a part of higher education.

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I spent the last week in Adelaide, South Australia, participating in a conference of advancement professionals from Australia, New Zealand and many other countries around the world. It’s a long, long way to travel and I was reluctant to go.

Very quickly, however, I was reminded that nothing replaces “being there,” even in this internet-dominated world.

Participation with other cultures quickly reveals that while the specifics of problem-solving can be quite different in different places, the big issues everywhere are very much the same.

Even on the international stage, movers and shakers become so by moving and shaking in person! Many of them were present at this conference, and engaged participation was their apparent key to influence and effectiveness. Having fresh ideas was their most important qualification.  Collecting them, and then adapting them through local collaboration, was their chosen path to prominent international influence.

It therefore also became clear that trying to look like an expert on other places and cultures is actually unnecessary, and perhaps even unwise. It became obvious that all effective communication is fundamentally local, and acknowleding that you know this, and knowing how to get that help when you need it, is really the key to earning widespread professional respect. The simplicity and significance of lessons like this are learned only by being there.

In the final analysis, if you want to know and be known internationally (or even locally for that matter), either as an individual or as an organization, you must first show up!

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Events this week caused me to reflect on the many crises I have been involved with handling over the years. I was amused to remember how some close colleagues would observe how “cool” I remained under fire!

The fact is, I was always terrified!

But it was pure fear that caused me to study crisis communication and management when there was no crisis. I decided to write about it, and to work it into my teaching as a way of making sure I learned the material. This allowed me to develop a step-by-step guide for handling whatever might come my way. True, each crisis is unique. But it is also true that the steps for handling them will remain very much the same.

This lesson also holds true for most other aspects of our work… including developing brand clarity, writing important proposals, giving major presentations, and even designing group process for integrated planning.

Bottom line: Always do your homework.  Your never can over-prepare. Then when the drama begins, you just follow your step-by-step plan. Magically, you will look like you know what you’re doing, and that will make you effective even when deep inside you are terrified!

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This week, I happend to see the wonderful PBS three-part documentary about the career of Secretary of State, George Schultz. Besides serving as a professor at MIT, dean of the University of Chicago Business School, and Secretary of Labor, Treasury and State, historians are likely to report that Mr. Schultz was the most effective statesman of our time.

When asked about lessons learned, George Schultz flatly stated: “It all begins with ideas. Without them you get lost.”

True, he was a Republican because he believed in limited government and free markets. But he also believed that once in government the aim is not partisian success, but rather to simply find the best ideas that will help solve complicated problems. 

As I struggled to understand how to transform institutions, I found myself pleading with my colleagues to back away from immediately jumping into tactics and try to see what we do first as “a way of thinking.”  Over time I came to see my work as an “adventure in ideas,” and a personal search for the best ones.  

It’s the best ideas that shape the big picture and inform the selection of  the most effective tactics.  In fact, for me that is what justifies the description “professional.” 

It’s not difficult to think up new “stuff” to do. Anyone can do that. How many times has someone come to you with a tactic they want you to implement, but that you know will just not work?  What makes us professionals is the experience and analytical tools that we bring to the selection of the best set of tactics for each situation and market segment.

Indeed, it all begins with ideas.  Without them, you get lost!

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