Feeds:
Posts
Comments

Archive for the ‘Planning’ Category

Lesson 74 How to Change Minds

Posted in Integrated Marketing, Lessons Learned, Planning, Strategic Communication on August 20, 2011| Leave a Comment »

Lesson 73 is that people generally hear what they want to hear, and that contrary arguments actually reinforce already held beliefs. So when setting out to change how people are thinking, what should professional communicators do?

First, know that it will take time, and will often not  be successful. This is why grassroots politics centers around using those who are already on your side to work with those who are already undecided. Minds rarely change, and when they do it’s at the end of a long process. Most of us have come to our opinions as a result of our interactive experiences at work, with friends, with family, and over time.  We tend to think like those with whom we have been interacting on a regular basis. And today we even tend to make media choices that reinforce what we already believe. Thinking differently almost always requires a substantially changed message environment for a sustained period of time.

But if you are still determined to make the effort to persuade, you must begin by raising provocative questions. The more questions I have to confront the more likely I will become confused.  And when I am confused, I will become extremely uncomfortable.  Psychologists call this state “cognitive dissonance.”   In that state, I become psychologically compelled to reconstruct my belief system. It’s the only way I can regain my sense of well-being.

It will take a deluge of new influences to orchestrate this state of cognitive dissonance. It best happens when new thinking people appear in my immediate environment, and new message points assault me from a new set of media sources.  But even then, not all minds will change. Making the effort,  however, is a legitimate form of strategic communication and honest persuasion. 

This process, admittedly, is a form of brainwashing.  But brainwashing as we sometimes find it in militaries and concentration camps is different. It is accompanied by brutal techniques to wear down resistance by producing physical and mental exhaustion. Changes in thinking produced like this almost always disappear later on.

The type of brainwashing we find in politics today is different, but some of it can also be questionable. Many of the consistently repeated message points are untrue or misleading.  And when misleading messages bombard people repeatedly and consistently, are repeated by influencers in the immediate community, and are accompanied with confusion producing questions, the messages can begin to sound true. This is dangerous and irresponsible.

Our responsibility as professional communicators is to use our mind changing processes and tools cautiously, responsibly and honestly. Then, we must make additional efforts to help educate the public about the new realities of the 24/7 polarized world.

Read Full Post »

Lesson 72 Just Play It Out

Posted in Lessons Learned, Planning on August 4, 2011| Leave a Comment »

Requests to help plan careers, or evaluate job offers, always give me pause. These situations all have both rational and emotional elements, and often produce periods of total confusion.  A feeling of panic can set in, along with fears of either making a mistake, or missing a great opportunity.

I am reminded of advice I received years ago when trying to decide what I wanted to do with my life:  “Determine where you want to be in five years, young man, and lay out clear steps on how to get there. If you don’t know where you are going, you are not likely to get there.”  I must say now, this approach never worked for me!

My best opportunities were the ones for which I never planned. My advice now is to start down a path that compels your curiosity, and brings you immediate joy and personal satisfaction. Make sure it utilizes and maximizes your inherent best talents.  Work as hard at it as you can, and keep watching for unplanned opportunities. Everything good that happened to me came completely unplanned!

I learned over the years that the only way to make a good job decision is to “play out” the entire process, and resist any strong inclination to make a quick decision. Walk carefully through all the interviews, experience the setting and people you might be joining, take plenty of time to formulate questions, and get thorough answers.

Is your primary motivation to get away from a bad situation, or to find a great opportunity?  Even the best opportunities are never perfect, and so you must carefully identify the new problems you may inherit. Examine the “organizational culture.”  Will you be comfortable applying your talents here? Can you count on having the resources and staff you will need?  What about current morale?   Can you see a clear institutional vision?  How secure is top leadership?  Opportunities for further advancement? Or, is this a stepping stone?  And is this a location where your family will thrive?

I have participated in several search processes where I thought initially I would be accepting an offer.  Then, after meeting people, experiencing the setting, and resisting early commitment, I woke up at home one morning knowing I would not move. I would just be trading problems, and so why do that?

My experience, therefore, suggests that it’s best to choose a career path based on getting to use personal talents, and on what brings happiness on a daily basis. Along the way, look for exciting and unplanned opportunities to crop up.  Play out the search process each time, resisting making early decisions. Be patient, and what to do will gradually become clear.

Read Full Post »

Lesson 71 Why Retreats Fail

Posted in Lessons Learned, Planning on July 29, 2011| Leave a Comment »

This week I had the pleasure of attending a really productive retreat.  It made me think about all the others I attended over the years that seemed to be a total waste of time. I found myself reflecting on what made them so ineffective.

First, the agenda was “off the mark.”  It usually was the product of an individual’s thoughts about what would be both enlightening and fun.  The result was an “ice-breaker” activity” followed by each person giving a report of divisional activities.  At the end of the day, it all just felt unproductive. No one’s “top-of-the-mind” concerns were adequately addressed. 

When attendees are asked ahead of time for their big concerns, the list usually contains a combination of current urgent issues and longer range worries.  And when a retreat is designed to address the most important of these, it will be headed to a grand and most productive conclusion…even without the ice-breaker exercise.

Second, a retreat can go off track when essential people are not there.  All too often the discussion will take off in a direction that really requires the participation of absent experts.  Many times the talk proceeds, nonetheless. When all is said and done, however, nothing gets decided… or even worse, decisions are made that must be changed later. It’s critical, then, to examine the agenda ahead of time and make sure essential players are there…even if it’s just for the time their issue is discussed.

Third, a retreat can be a waste of time when the attendees do not feel free to be open or honest, or when they are mostly competing for attention or resources.  This is a problem that is not easily resolved. It usually is the result of how groups have interacted with each other in the past. I have been a part of executive groups where this kind of culture was cultivated by a CEO who enjoyed watching his direct reports try to out-shine each other. While this management style might appear to be effective at first, it really results in a dysfunctional team when it comes to effective institutional problem-solving and planning.

Fourth, a personal fear of truly open communication can paralyze many participants.  This emotion derives from a strong desire to avoid conflict or hostility, or from not wanting to end up looking uninformed, or even stupid.  The truth is that open communication clarifies issues, uncovers creative solutions, and identifies barriers to progress that can now be openly addressed.

All four of these reasons why retreats fail should  be addressed at the outset as a part of a general orientation to the day.  First, explain that the agenda came from surveying the concerns of participants.  Then, make sure everyone knows that the essential experts are there, or will be there to discuss specific issues.  And, finally, make sure everyone understands that all participants  are expected to speak their minds openly, and are promised immunity from all retribution later on.   On this matter: “What happens at the retreat, stays at the retreat.”

Read Full Post »

Lesson 68 Threats to the Core Business

Posted in International, Lessons Learned, Planning on July 8, 2011| Leave a Comment »

I recently returned from a visit to the University of Queensland in Australia convinced that internationalization will be the next big issue in higher education marketing. So it was a bit surprising to me to see some recent U.S. market research indicating that it was not a topic of major concern to presidents and other institutional leaders. Understandably, issues such as budgeting, finance, fund-raising, best practices, and public policy, were mentioned… and strategic planning was the topic most often named. But internationalization was missing from the list.

So it seems strategic planning, not internationalization, will be the hot topic of the near future. University leaders will be focused on how to reposition institutions in light of reduced government funding, the need to raise fees, and a whole new focus on private philanthropy. In other words, their primary concern will be dealing with immediate economic threats to their core business, and marketing professional will have to respond.

Effective marketing leadership requires connecting with our presidents and academic colleagues  by responding to their most urgently perceived needs.  But then, we must also take them from where they are to an understanding of the other factors that must be considered to stay competitive. And here I have no doubt that  understanding the competitive consequences of internationalization will be one of those extremely significant factors.

Institutions all over the world are rethinking their strategic plans, not just in the U.S.  And it is clear that their plans include finding students, money, and building reputation in new places, including the United States.  International competition, therefore, will be a must consideration in every institution’s strategic planning process, and this is especially relevant today when institutions’ traditional financial bases are threatened.

Read Full Post »

Lesson 66 Writing and Designing for Innovation

Posted in Branding, Integrated Marketing, Leadership, Lessons Learned, Planning on June 25, 2011| Leave a Comment »

An innovative “look” begins with an inspired vision that is anchored in actual institutional strengths, connected to current market needs and trends, and consistently articulated by all levels of leadership.  That accomplished, imaginative writing style and design play essential supportive roles.

Writing these days must be crisp, concise and adapted to the characteristics of each new technology.  Recent research, commissioned by an association I work with, revealed that even university presidents rarely read lengthy position papers and monographs.  The reality of the way busy people spend time, and the requirements of new media, suggest that crisp bites of information are preferred, and in most cases they are more effective. Thus, writing style must fit the medium, as well as the media behaviors, of each audience.

An impression of innovation is also better achieved when the writer and designer are able to work together. When a designer can hear and see the message develop before they ever go to work, the design is always much more effective. All too often the artist begins with minimal instruction, and then works in a vacuum with disappointing results.  The design may be award-winning, but communication effectiveness is not.

To be effective, the entire process must be guided by a set of minimal standards that guarantee carrying forward the general design “look” of the organization (brand identity), and the design look of  the appropriate program or division (sub-brand identity). Then, talented commercial artists are able to reinforce the brand and sub-brand, while at the same time support the purpose and content of the communication. 

Make no mistake, however, achieving this will require the proper interactive  process between writer and designer. Even those using outside free-lance writers and designers can achieve this result if branding standards and work procedures are defined first. Then, those hired outside can be required to sign on as if they were working inside. 

Organizations large and small are able to achieve an innovative “look” when they have articulate visionary leadership, clear brand standards, and use interactive creative processes. 

 

Read Full Post »

Lesson 65 “Looking” Innovative

Posted in Integrated Marketing, International, Lessons Learned, Planning on June 18, 2011| Leave a Comment »

Last week I had the privilege of leading a series of marketing discussions at the University of Queensland, a progressive public institution of more than 40,000 students in Brisbane, Australia.

I met with the  president’s executive team, as well as administrators and faculty from all corners of the campus. Many bright and talented advancement professionals and educators were in my groups, and I was reminded once again how very large  institutions can go about establishing an innovative reputation, and “look.” It was still one more example of how institutions in all parts of the world are quickly developing their marketing expertise. In fact, I am now finding that many are moving ahead of U.S. institutions in their innovative thinking.

So, just what does it mean when your institution does not “look innovative” enough to be competitive in a changing market?

It can mean that your program offerings are not seen as up to date. Or, it can mean that those leaders who speak on behalf of your institution are not positioning it as a change leader in an industry that is becoming more and more international. It can also mean that your use of  technology in marketing, or in the classroom, does not demonstrate how communication tactics are changing.  Or, it can mean that a clear brand identity is not reinforced by consistent design elements that are selected for both academic substance and gaining attention.  In other words, the design of your marketing materials might be too inconsistent, or even too trendy to be credible.

The president of  the University of Queensland has a vision of global leadership which he articulates around three  basic themes: learning, discovery and engagement. Further, he  “activates” his simple vision by bringing more than 100 key administrators and faculty together as an expanded “executive team.”  These internal and external opinion leaders are charged to become “word-of-mouth” advocates for developing what he calls, “an institutional culture of advancement.”  This means that he positions the field of advancement more centrally, and that through this team everyone in the institution is asked to accept advancing the institution, and telling its’ story in every way possible, as a central part of their job. In my mind, this is the highest form of “integrated” marketing, and it is a basic formula for achieving an innovative “look.” 

Once you have the right branding message for your leadership, the right communication technology, and the right basic design standards reinforcing that brand message, you will have the right competitive elements in place. Then, you will know you have achieved  an  innovative “look” when your key constituents are saying: “Those people are going places, and I want to be a part of it!”

Read Full Post »

Lesson 64 Global Competition

Posted in International, Lessons Learned, Planning on June 10, 2011| Leave a Comment »

It seems it was not too long ago that I was traveling to many parts of the world to teach introductory marketing seminars, and how to adapt those basic ideas to the  academy. It was the new  “hot topic.” Traditional public relations was well established, but strategic and integrated marketing certainly were not. In fact, in most academic institutions, the “M” word was never even spoken!

Now when I go abroad, I am amazed at what I find. In many institutions, marketing is  more sophisticated and better staffed than in some U.S. institutions. Rather than simply making a presentation about marketing, my experience has become more “let’s learn from each other and exchange our best ideas.”  And I must say, this way is much more fun and productive.

In preparing for my recent trip to the University of Queensland in Brisbane, Australia, I reviewed the institution’s new strategic plan. I was impressed by its’ substance and breadth and  how well it is crafted to enable the integration of strategic marketing goals. The plan articulates a clear and comprehensive vision for leadership in global engagement, and  is well structured, concise, and simply presented. Unlike many other plans, this one is designed to be easily used and implemented by every faculty, school, and institute in this university of over 40,000 students.

In addition, I reviewed a background paper about “campaign readiness,” and another on “engagement beyond the century.” Both demonstrated an uncommon understanding of the growing need for aggressive philanthropy in public institutions, for systematic reputation building, for a well differentiated brand identity, and for an ambitious and comprehensive alumni relations program.

Institutions in many parts of the world are advancing quickly before our eyes.  Higher education is now an international industry, with an intense world-wide competition underway for top students, private funding, and prestige. It will certainly be exciting to watch those leading the University of Queensland in the days and months ahead. They are clearly on their way to a very bright future.

Read Full Post »

Lesson 55 The “Sea Change” We Face

Posted in International, Lessons Learned, Planning on April 10, 2011| Leave a Comment »

This past week has involved me in deep discussions about the dramatically changing higher education marketplace.  As I will be engaged in more conversations this coming week, I have made a list of “talking points.” Here is what I have so far:

1. Legislatures all over the United States are cutting back their funding, and many people think this trend is permanent; 2. As a result, public institutions are raising tuition, a situation which will alter the dynamics of the entire market; 3. Private institutions receive public funds for research and financial aid, all of which is also being cut back; 4. The public-private “dual system” of higher education is blurring, with many publics threatening to become private; Some already receive as little as 8% of their support from their states.

While all this is taking place in the U.S., our entire industry is at the same time becoming international… a dynamic that is changing the marketplace even more. So I add these points to my list:

1. Many governments around the world are cutting overall support as well, while others are investing heavily, and selectively; 2. Some of these focus on science and technology superiority; 3 Others focus on great student access and career education, (many think to the detriment of the liberal arts); 4. A few others only support a handful of institutions with a single goal of scoring high in world rankings;  5. World rankings focus almost exclusively on research and publishing, penalizing smaller high quality institutions; 6. For-profit institutions are expanding in the U.S. and abroad, gaining more market share and further changing enrollment dynamics.

All this is bringing university advancement more front and center, and changing the way this profession works.  So I add these talking points as well:

1. Fund raising is becoming a truly international endeavor, with foreign development officers coming more often to the U.S, and vice versa; 2. Student migration is shifting, bringing more student recruiters from other countries to U.S. high schools; 3. Faculty positions are becoming more international in their mobility and travel expectations; 4. Institutions are seeking more international students in order to provide a more global campus experience; 5. Finding global partners, and expanding student international experiences, is becoming a major focus of more and more administrations.

All of these forces are coming upon us simultaneously, producing the “sea change” we are experiencing. These changes are bringing new opportunities for  advancement professionals, but they also bring huge new demands and challenges.  Hopefully addressing these talking points will also provide a guide for our professional development as we prepare ourselves to help lead the way.

Read Full Post »

Lesson 53 Timing Makes a Difference

Posted in Integrated Marketing, Leadership, Lessons Learned, Planning on March 25, 2011| Leave a Comment »

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.

Read Full Post »

Lesson 46 The Reform Dilemma

Posted in Integrated Marketing, Leadership, Planning, Public Affairs on February 5, 2011| Leave a Comment »

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.

Read Full Post »

« Newer Posts - Older Posts »