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Lesson 72 Just Play It Out

August 4, 2011 by larrylauer

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.

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Lesson 71 Why Retreats Fail

July 29, 2011 by larrylauer

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.”

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Lesson 70 Adapting Integrated Concepts

July 22, 2011 by larrylauer

This week I met with a group of boarding school advancement professionals to discuss integrated marketing. I had been looking forward to it because I have become acutely aware of how these schools are facing some of the same competitive and global forces that are facing universities.  Indeed, we all are a part of the same education industry, and greater connection and collaboration between us no doubt will benefit everyone.

These schools come in many types and sizes–smaller, with few staff and other resources, and larger with more of each. Universities come in many varieties as well.  So my presentation premise was that I could cover virtually the same material I do with universities, and that these independent school professionals would be able to adapt  the basic concepts  to  each of their specific situations.

I presented basic ideas about the importance of a clear brand identity, and the need to clarify competitive advantage. I talked about why specific markets must be targeted using each one’s preferred media.  We then discussed how using multiple tactics simultaneously would “converge” on each market target and cut through mass media clutter.  We explored how group process can be used to get supporters inside and out “on the same message page,” and why leaders at all levels must “walk-the-talk” to inspire word-of-mouth support and establish a positive image.

Reflecting on my premise, as well as on my meeting this week, I must say that I believe more than ever that most any kind of organization will find that an integrated approach to marketing is the most effective  pathway they can choose to long-term, sustained institutional advancement.

Posted in Integrated Marketing, Lessons Learned | 1 Comment »

Lesson 69 Working with Creative People

July 15, 2011 by larrylauer

Circumstances this week caused me to reflect on what I have learned about leading and managing the work of creative professionals. I recalled strong feelings of fear that my peer colleagues might not like what my staff just produced, and would think less of me. Or, important trustees, or donors, or community leaders, might react badly to what they saw, and that my professional judgment would come under question.  Getting comfortable with executive level marketing and communication pressures takes time.

I learned the hard way that creative people cannot be micro-managed.  To do this turns off their creativity, and renders them unproductive.  Likewise, if they work without guidelines, the result will be no results at all.  So, what should you do?

First, you should establish a creative team-building process up front that clarifies general expectations and guidelines. Second, you must accept the challenge of constantly educating your colleagues and target audiences about how your profession achieves long-term results. 

You can give editors and writers a set of branding themes that you want reinforced in feature stories over time.  You can also ask them to give you a heads-up on anything controversial so you can collaborate in advance on “approaches” to the story.  In this way, you build a relationship based on respect.   Then, you should not feel a strong need to edit the editor’s or writer’s work.  Glitches will occur, but even those that seem major will have minor long-term effect.

You should give artists plenty of information about each piece’s communication objective, as well as known expectations of intended audiences. This should be done long before they ever sit down at the computer.  Good designers can then come up with good ideas to consider.  If they start to design too soon, their work inevitably will be off the mark, and not effective.     

You should identify what communication materials exist primarily to promote only positive stories and people. These are referred to as “vanity” publications.  And you should also identify those that require journalistic integrity in order to establish broad audience credibility… usually this list includes the university magazine. It’s important for these audiences to understand that they might not always like what the writer reports, but credibility only comes with a measure of editorial independence.

It is not easy to manage creative professionals. It is not the same as managing a group of office workers. It requires leading by making expectations and guidelines clear in advance, by supporting and explaining the work of creative writers and artists, and by educating colleagues and important audiences on why you go about your work the way you do.

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Lesson 68 Threats to the Core Business

July 8, 2011 by larrylauer

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.

Posted in International, Lessons Learned, Planning | Leave a Comment »

Lesson 67 The Self-Fulfilling Prophecy

July 1, 2011 by larrylauer

I found myself once again this week  in a conversation about my work being either about  “spinning” or “covering up.”  The assumption is that we in marketing and communication either are promoting unreal ideals, or covering up some awful truth. This gets really tiring after a while. And what makes it even worse is that I usually respond with a not very diplomatic, or persuasive, “Come on…you must know truth is my business!”   Not persuasive, I say, because this snide remark always only produces a sarcastic chuckle.

When I reflect on the times I have dealt with sensitive issues or crises my recollection is that my aim always was to determine the essential facts, identify what we were going to do, and then communicate all this as clearly and as soon as possible.  But, if it was a hot issue, or a serious crisis, aggressive reporters would often look for what seemed like needless details, or side stories, or go for privacy invading interviews, all with the purpose of keeping the story hot, selling more papers, or attracting more viewers. What’s more, I also often found myself saying,  “All we want is to get the facts of the story told clearly, including what we intend to do, and then move on.”  To me, truth really is my business, but today’s 24-7, high-speed news actually makes it extremely difficult to accomplish.

In the cases where I am in the role of advancing brand identity or institutional programs, I also know that only truth has credibility. Stretching it too far will be counter-productive.  But here I must admit that we face the dilemma of  “the self-fulfilling prophecy.”  We know in marketing that if we can use language to insprire, but clearly stay within the boundaries of truth, that people in institutions will stretch to achieve even more. That is using the power of strategic communication to help move organizations forward.  

But, those who stretch the truth too far give us all a bad name. Therefore, we need to become better critics of our profession, or the public will never understand the greater good that we do… and we will always have the title, “Spin Doctor,” inserted after our name.

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Lesson 66 Writing and Designing for Innovation

June 25, 2011 by larrylauer

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. 

 

Posted in Branding, Integrated Marketing, Leadership, Lessons Learned, Planning | Leave a Comment »

Lesson 65 “Looking” Innovative

June 18, 2011 by larrylauer

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!”

Posted in Integrated Marketing, International, Lessons Learned, Planning | Leave a Comment »

Lesson 64 Global Competition

June 10, 2011 by larrylauer

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.

Posted in International, Lessons Learned, Planning | Leave a Comment »

Lesson 63 How We “Look”

June 2, 2011 by larrylauer

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.

Posted in Leadership, Lessons Learned, Public Affairs | Leave a Comment »

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