Management, public relations

Organizational Vision – You Can’t See Your Way Without It

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Vision - 25 Questions for Organizational Vision

How can you ever get to where you want to be if you don’t know where you’re going?

I’ve known leaders who were absolute…well, visionaries.  Ones whose insight and perceptions were so far forward, it was as if they operated in a different time stream. They could inspire, charm and cajole people to do things that seemed impossible.  When the focus is right and the resources available, vision works a bit like magic. A strategic vision makes sure your organization is where it needs to be when it needs to be there. Unfortunately, all visions are not created equal and a poor vision or the absence of a vision can have a negative effect on you and your organization.

When Vision Goes Wrong 

  • Too Far Forward: When a vision is set too far forward connecting the dots between the long-term objectives and the day to day work of employees becomes challenging if not impossible. This type of vision operates in much the same way as a bad fit does.  It creates pressure on staff to meet objectives that cannot be achieved because they are either poorly prepared, under-resourced or do not understand what they are trying to achieve. In these instances, staff will often revert back to old behaviour or activities. This not only undermines the vision but can undermine the external relationships of the organization. For an association, this can mean that members turn to alternative resources to meet their immediate needs. For businesses, when a vision is too far forward customers may seek services elsewhere or hold back to see what early adopters think of the new products or services.
  • Out of Alignment: When the vision is out of alignment with an organization it means that the work of the organization does not synch up with the activities required to meet the vision. The result is multiple priorities will begin to compete for attention. Staff can feel conflicted or feel pressure from being under-resourced.  The consequence is that they become disengaged or demoralized. There can also be financial consequences as managers struggle to find the resources to meet immediate requirements while also trying to keep pace with the demands of the vision. In an association, it can create frustration with members as services they need disappear or become under-resourced in lieu of services they don’t understand or are not prepared to use.
  • No Vision At All: Having no vision at all is also destructive to an organization.  When there is no clear vision in place employees tend to default to doing the same things they have always done.  This strangles innovation and can result in a slow erosion of organizational relevance. In an association, it can mean a growing gulf between the organization and its members. In a product or service business, it can result in a disconnect between customers and the company.  You can’t have good customer service if you’re disconnected from your customers evolving needs.

How to Develop A Vision

So while having a vision is critical to achieving your goals, not all visions are the right fit. To ensure that your vision aligns with your organization, start by

Start by reflecting on what you want and what you are trying to achieve. Imagine what your world would look like if things were exactly as you wanted if you had no limitations.   Ask questions. Start by identifying your big picture vision by asking big questions.

25 Organizational Vision Questions

  1. What are your big long-term goals? What would be different if your vision became reality?
  2. How do you plan on achieving your goals or how do you plan on being successful?
  3. What do you need (capabilities and skills) to keep your competitive edge?
  4. What time frame are you covering with your vision? Note that if you go too far into the future your vision is likely to fail.  Given the current pace of change in technology 10 years is a long time. If your vision is unresponsive to emerging ideas or demands, it will become more of a hindrance than a help.
  5. What have you accomplished to date? What have your big wins been?
  6. What innovations have you developed?
  7. What problem or challenge are you trying to address?
  8. Who benefits from your products or services? What is your target audience’s demographics?
  9. How easy is your solution to use?
  10. How costly or time consuming is it compared to alternatives?
  11. How do your stakeholders or community view your organization?
  12. How do your customers or members view you?
  13. How do your employees see you?
  14. Could you improve internal collaboration? If it is working well, why is it?
  15. If your members had to identify the three things they thought you did well, what would they be?
  16. What do industry experts have to say about you?
  17. How do your suppliers see you?
  18. What do your employees look like? What are their demographics?
  19. Who are your leaders? What style do they use to lead?
  20. Have you been working with new or unexpected stakeholders? Why?
  21. Are there services or activities you could offer but are not currently providing?
  22. Are you regionally focused? Could you expand or should you narrow your focus?
  23. What are your strengths?
  24. What is your unique offering?
  25. What would you achieve if you were more confident or less risk averse?

The more specific your questions, the more likely you are to come out with an effective vision.  For instance, you may want to influence people or make their lives better.  However, there are a number of ways you can do this that won’t necessarily help your organization to succeed. Therefore, how you help them to make their lives better becomes an important question to help focus your vision.

Why Visions Work

So what does a vision do that makes it work? According to productivity expert, Ann Max, one of the basic things a vision does is give you a framework to operate in. It provides a focus and a path to follow. In essence, a vision gives you structure. In many respects, it also provides hope and optimism, a very powerful combination to get you and your employees motivated.

Acquiring a vision can seem like a slow process, but the thing that makes it doable is that it can start off simply. It can begin with questions you can easily answer and only when you have one level firmly pictured do you move on to the next set of questions and details.

Taking your questions externally allows you step outside of any internal biases, blind spots or misconceptions you may have about what you can do or how you are doing it. Talking to people you respect or who have similar challenges may also provide you with insight that will help you to set a better path.

The first time I did this visioning exercise was more than fifteen years ago.  I imagined myself working in a collegial environment, meeting lots of interesting people, doing intellectually challenging work and working for a cause that I cared about.  There were more details, but even the ones that seemed frivolous like the artwork in my office or the view out the window (and there has always been a window) have usually come to pass. I doubt I would have followed that first job opportunity if I hadn’t firmly pictured where I wanted to land. This approach has worked when I’ve done it to resolve project barriers, staffing hurdles or personal challenges.

I would love to hear your feedback.  What do you do to get yourself focused and on target?  How do you know when the vision you choose is the right one?

Related Article:

26 Personal Vision Questions 

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Communications, Management, public relations, Uncategorized

You Online, The Forever Footprint

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[youtube=http://www.youtube.com/watch?v=Fu1C-oBdsMM]

When I wrote, “That Awkward Personal Branding”, I referenced the bright side of an online persona.  The way it can work to your advantage if you are honest and polite. Being present online can get you a new job, an informal or formal education, a new profession; it can introduce you to interesting and bright people.  What was not explored was that sometimes there is a downside to being online or at least that some caution is required. I had a different post lined up for this week, but then I had some interesting conversations and when I ran across the video above, I decided to write this post instead. The TED video provides some brilliant insight on the reality of our online lives and I thought I should share it and some of my own perceptions.

I grew up in a large and extended West Indian family and it always struck me as uncanny how my aunts in Montreal could know what my cousins in Barbados were doing at any given time and vice versa. The family grapevine was fast, effective and efficient.  You couldn’t blink without it being recorded, shared and discussed. It was therefore always a bit of a challenge to me to try to operate under the radar. Doing something, anything, and keeping it a secret was an accomplishment. It’s not that I was doing anything nefarious, questionable or even interesting.  It’s simply that when it seems as if every waking moment of your life is constantly being transmitted through the world’s most well-organized grapevine, you learn to appreciate privacy.

Given that background, you can imagine that when Facebook first emerged, it gave me nothing less than the creeps.  It felt very much like a self-inflicted Big Brother scenario. Why would anyone want everyone  knowing their activities? I watched with some amazement as people I knew and respected posted pictures and particulars about things that would have been better kept discreet or at least offline.  In a professional capacity, I have quietly scooped up and destroyed compromising photos of colleagues that would have devastated even the best careers. I have cringed when friends have posted highly political commentary and have blasted my son on more than one occasion for inappropriate posts from him and his friends.

So having said that, why would I ever encourage anyone to be online or promote themselves online?  The answer is that social media is a reality.  It’s not going to fade away and become a distant memory.  For good or bad, it’s part of our culture and imbedded in the way we communicate, so use it. Engage but be strategic about it.  If you were remembered for one thing, would you want that comment you recently made on Facebook or LinkedIn to be it? Would you be all right sharing your online comments with your boss, your mother or religious leader?  If the answer is no, then you may want to rethink what you post. Your digital trail is forever, so make each forever footprint with care.

Generational differences mean that my children and even those ten or fifteen years younger than me are comfortable posting things I wouldn’t dream of sharing.  When you grow up in the shadow of Facebook and the internet, your perception of what is private is very narrow, but it shouldn’t be taken for granted. Provocative language, heavily loaded double entendres and sexually suggestive witticisms are brilliant repartee at the dinner party table, but not necessarily, what you want to put out there for potential employers or clients. Most of the cues that are present in real life exchanges are missing online.  The sarcastic tone, the raised eyebrow or the knowing smirk that put a different meaning on words are all absent in online exchanges. You never assume in communications.  You always act with the expectation that your audience will need specificity, transparency and information.  If you know that the majority of messages are delivered through non-verbal cues, then you understand that when you engage online you are always communicating at a disadvantage.  In this setting clarity becomes king.

A very smart businessperson recently asked me, “Would you rather be on record online as a new Plato, Cicero or Voltaire or a Dr. Ruth or Pamela Anderson?”

While I don’t expect to reach the intellectual heights of the first three, reason, if not experience, would have me avoid the pitfalls of the last two. Dr. Ruth for the focus of her conversation and Pamela for her illustration of the same. I have other ideas to explore. To that end, I would encourage caution when managing your online persona. Engage and be present, post and share your ideas.  Take advantage of the benefits that online life has to offer, and there are many, but always ask yourself, would I be comfortable with everyone in my life seeing what I wrote and is this how I want to be remembered?

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Government Relations

Taking the Fear Factor Out of Lobbying.

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Born to Lobby - Laurel was asked, NOT to touch the flowers in the picture.
Born to Lobby – Laurel was asked, NOT to touch the flowers in the picture.

Guest Blogger Laurel Craib is an exceptional lobbyist bringing more than twenty years of experience from both sides of the political desk. Well known and well regarded in political circles regardless of the party in power she has represented a range of clients from health professionals to auto manufacturers.  She gets inside of her clients issues and delivers their messages with a style and capacity all her own. Laurel recently launched her own company, Agora Consulting, named after the birthplace of democracy in ancient Greece.

I understand that lobbying does not come naturally to everyone.  It does for me though.

It’s a story that I have heard my mother tell many times.  In fact, it took years for me to understand its significance but not from a parent’s perspective, more from the orator’s point of view and what exactly I had begun so many years ago.

In 1968, my mother bravely took me downtown Montreal to watch the Santa Claus parade.  Better known as the Défilé du Père Noël, Montrealers would line both sides of Ste. Catherines Street, as marching bands and decorated floats thrilled the crowd of spectators who overflowed onto the streets from the sidewalks and storefronts.  I was about 4 years old, and my mother had dressed me in a white fur coat, a white fur hat, and white fur muff for my little hands. A little angel, she thought, as we headed out for our special day together.

The way she retells the next series of unexpected events is always scattered with incredible laughter albeit stemming from her ultimate embarrassment.

“I am a good girl, right Mommy?” I stated.  “Yes you are”, she answered, beaming with pride.

“I never say %#@!!!.  And I don’t use the words &%$@@ or *&%%, do I Mommy?”, to which she replied a little red faced in case someone in the crowd overheard , “No you don’t”,  and she hoped it would end there.  I admit that even today that response would never silence me.

I continued. “I hear some people saying #@!$$ and other people saying &&*%%, but I don’t say those things, do I Mommy? I am a good girl, right?”. Silence in response from my Mom this time.  Huge mistake.

My voice raised, just in case my mother did not hear me, I persisted.  “I don’t ever say &%%#@.” Getting louder still, “and I NEVER EVER SAY **&&* @@##$, BECAUSE I AM A GOOD GIRL, RIGHT MOMMY?”.  And then whoosh! My Mother had whisked me into a storefront alcove where she promptly instructed me to say every bad word I knew then and there.  Apparently compliance to my mother’s request took several minutes. I must have stock piled an arsenal full of expletives for this special occasion (I will call this my research).  With onlookers giggling and shaking their heads, my red faced mother asked me one final time if I had any words left inside that I wanted to share as examples of me being an upstanding young person. Apparently I did not.  I had made my point.  I was a good girl, now let’s go watch the parade!

Indeed I had made my point, despite my unrefined delivery.  At 4 years of age, I was advocating for myself, the good girl and on that cold December day, I was determined to influence my mother of the same.  What I had effectively just done was lobby my mother.   She was my first audience, and I knew her well.  Why, she had even agreed with my premise early on in this advocacy exercise.  Mission accomplished!  What I had begun, maybe on that very day, was the beginnings of my career and passion for lobbying.

I have taught many courses on how to effectively advocate and what lobbying is for a little over 8 years.  My audience is mostly made up of board members, CEOs, Presidents and representatives from many varied professional organizations.  I consistently hear from the participants in my course the uncertainty and fear that they feel about lobbying on behalf of their issue, organization or policy.  Most are concerned that about their messaging, their delivery, their relevance, their impact.  I often hear, “Why would they want to hear from me anyhow?”.  The truth here is that if you have decided that you are ready to bring your issue front and centre with government, you probably feel that change can be made and who better to articulate your premise than yourself.

So allow me to suggest ways that will make your advocacy exercise less frightening;

– Don’t be afraid of your audience.  First of all, do your research.  Most politicians and senior bureaucrats have their biographies available online, or through professional social networking sites.  Make sure that the senior officials that you are meeting with are in fact interested in your issues.  You would not seek to meet with an official at Fisheries and Oceans if you want to discuss tariffs.  Also remember that these people are quite likely someone’s mother or father, sister or brother, aunt or uncle.  That is, they are just people.

– Don’t be afraid to be passionate about your issue.   Speak about your experience, education and knowledge within your field of expertise and how it relates to your reasons for lobbying on your particular issue.   Your passion will come through loud and clear.  People listen to interesting and invigorated speakers.

– Don’t be afraid to make mistakes.  Much like my mother who forgave me fairly quickly for the embarrassing exchange on a crowded downtown sidewalk, senior officials are just people who also make mistakes. The more that you engage in advocacy exercises, the easier it gets.  Don’t forget to start with the appropriate pleasantries, but quickly get to your point. This gets the conversation going, allowing for questions and open dialogue about what you are trying to accomplish. 

I like to remind the participants in my course that the elected and non-elected officials have a responsibility to listen to stakeholders and that as an experienced and educated professional, they want and need to hear your input to be better informed in their decision making.   Stage fright can also creep in your early phases of a lobbying exercise.  While I have never suffered from one single bout of standing in front of an audience, I have witnessed many inexperienced advocates go from shy wallflowers in the first several minutes of their discussions to become full fledge scene stealers once they get in the groove. The positive feedback from your audience, whether verbal or simple body language, will prompt you to continue.  They might even try to shut you up at some point, much like my mother did.

While I do know some lobbyists who swear like sailors, I no longer personally use such flowery language when I am face to face with an elected or non elected official. But that goes without saying.

For me, this just comes naturally.  It flows like water down a slope.

Of course, most lobbying is not directed towards our mothers….if it were, it would be relatively easy.  We would already know our audience, we know that they already like and wont judge us, and we know that they will most likely listen attentively and hear our case.

Do you have an interesting story to share where you had to overcome some element of your advocacy campaign?  Have you faced fear, or been uncomfortable with your audience or subject matter?  I would love to hear about your lobbying successes and challenges.

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Internal Communications, Management, public relations

Rather Have a Conversation or a Meeting?

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Ever had a project introduced in a meeting and thought, “What are these guys smoking? That will never work.” Did you stay silent and subsequently watch the same project move forward with disastrous results? Did you ever have a great idea but thought no one would listen so stayed quiet?  Did you later learn that your idea was tried somewhere else to great success? What about attending a meeting where nothing useful happens or following a process where nothing of value is accomplished? These kinds of scenarios are played out all the time in organizations and sadly, we’ve come to take them for granted. We often accept them as part of the cost of doing business, but what if we changed the dynamic, what if we stopped having meetings and started having real conversations?  It’s not as difficult as it sounds and it doesn’t require special training. Getting into that right groove is a question of trial and error and will reflect the will and makeup of the group but there are some basic interpersonal communication skills that can help.

  • Know Your Audience: As a speaker take the time to consider the audience, their state of mind and experience. Have you prepared them for the presentation? Ask yourself if what you are presenting is truly engaging. Would it capture your attention? Look at their body language, are you reaching them? If it’s two in the afternoon, do they need to stand and stretch for a minute?
  •  Actively Listen: As an audience member you have a role to play and sitting passively isn’t it. Think about the last really fantastic conversation you had. An exchange of ideas where you felt heard and where you could really connect with what was being said. What did it feel like? What was happening was that you were actively listening.  You were hearing what the person meant without contemplating blame, accusation or what you were going to say next. You listened without prejudice and the same was being done for you.  Try it the next time you’re in a meeting. Do not distract yourself with e-mail or other things that will take away from your ability to listen. Do not multitask.
  •  Say It If You Mean It: Speak with honesty and from your personal perspective. Speak because you have something of value to contribute. Do not speak defensively or to blame, speak about how something makes you feel. In business settings, we are often told to suspend emotion and speak “professionally”. While screaming fits and temper tantrums are not helpful, you can only have an emotionless workplace if it’s devoid of humans.
  •  Don’t let dogma distract you: We all have ideas or beliefs we hold to be true, things we are “certain” of. Those ideas shape and inform how we see, hear and understand people and ideas. These paradigms help us to navigate the world around us so they are very important, but they can also act like blinders, blocking our ability to see facts.  It’s important to step back periodically and try to see the world through different eyes.  This doesn’t mean live in perpetual self-doubt, but stay open to new concepts. The same principle holds true when talking to colleagues. Suspend your beliefs, listen with an open mind to what they are saying, you might be surprised by what you learn. Notably, you may gain a better understanding of yourself and why you have the beliefs you do.
  •  Accept Conflict: If you work with people who care about what they do then inevitably there will be moments of conflict. This does not have to be a bad thing. In fact, the absence of dissenting voices can be disastrous for an organization. It could mean that you’re all stuck in the same paradigm.  This means you all see the same way and are also all blind to the same things. Anticipate that you will not always have the same perceptions as those around you and embrace the differences.  Take the time to listen to alternative ideas. Give yourself a chance to learn something new or see something old in a new way.
  •  Slow Down and Smell the Coffee: Sometimes after someone delivers a presentation or proposes an idea we ask, any questions? Generally, we give listeners an entire ten seconds to form their thoughts. Imagine, talking to a group for anywhere from ten to thirty minutes about an idea or project and then giving them ten seconds to digest, integrate and develop questions. Is it any wonder so many meetings and teleconference calls are packed with awkward silence? The real question is, is that silence really awkward? Consider slowing the conversation and giving people the opportunity to ask and engage during presentations.  Consider having a conversation rather than a presentation. Pause and ask people what they think. Ask specific people to feedback what they heard. Let people get back to you later. Allow ideas to percolate.

What was the last great conversation you had at home or at work?  What made it great for you?

Suggested Readings

Updated in July 2017

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Communications, Internal Communications, Management

Silence is Deadly

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Challenger Explosion: Image from NASA,/Wikipedia Commons
Challenger Explosion: Image from NASA/Wikipedia Commons

In 1986 the Challenger Space Shuttle lifted off the ground with millions of onlookers from the world over watching in awe. When it exploded 73 seconds later, those same viewers stared in shocked disbelief. Those who witnessed this horrifying incident can still recall where they were as they watched  it unfold.

What followed were 32 months of investigation and millions of questions. Why, how, when did things start to go wrong and what had caused the explosion were prevalent among them. Perhaps even more amazing were the answers that followed. Every engineer on the project had felt the flight should not happen.  They all had misgivings, hesitations, reasons why they thought it should be rescheduled, yet it was scheduled anyway. When asked why they had remained silent, they said, they felt pressured not to speak up. So they coached their concern in the language of hints and abstractions.  They wrote messages that were lengthy, used convoluted language that so distilled the essence of what needed to be said plainly that the style of writing effectively obscured the message.

Their management, under tremendous pressure to produce results or lose funding was reluctant to acknowledge failure, so reluctant that they eventually evolved and encouraged an atmosphere of false optimism. This structure discouraged anyone who expressed hesitation or doubt about the mission’s success from speaking up. They built a structure of silence and it ended up costing lives.

Over the years numerous people have cited the explosion of the Challenger as a sign post to warn us against the danger of silencing employees.  Plain language specialists use it to demonstrate how organizations can not only lose money but lives by not speaking in simple terms and short sentences. Organizational facilitators use it to illustrate the costs of not having a culture that supports open dialogue.  Any organization, collective or group that is focused on outcomes needs to consider the lesson. Ineffective communications is not just inconvenient, slow or frustrating; it can be disastrous.

The stories associated with the cost of miscommunication are almost countless.  The thing is, we don’t need to add to their ranks. Miscommunications isn’t inevitable, unavoidable or inescapable, it’s a choice. We can choose to communicate effectively by making an effort to understand and pursue clarity in our exchanges. We can take the time to ensure that messages are delivered accurately or we can pretend that we don’t have time to communicate and then spend much more time later correcting our miscommunication.  That is, we can spend more time later if we are lucky.

In our personal relationships, we can address miscommunications by taking the time to know what inspires the people around us and then listening with care.  By understanding what motivates a person we create a window into understanding why they say and do the things they do. By eliminating distractions and focusing on what they are saying, we are more likely to have meaningful exchanges. Coincidentally, the same is true of our work relationships.

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Communications, Government Relations

The Fastest Way to a Politician’s Heart is Through a Camera Lens

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press and politiciansIf politics were for wallflowers, government buildings would look like bungalows and politicians wouldn’t need to give speeches.  So for the sake of simplicity let’s start from an understanding that politicians expect to be seen and heard.  They would like it to happen at their convenience and on their issues, but they will adopt an issue if you capture their attention, if they can make it serve their needs and if they think it will have resonance with the public.  This description may make them sound opportunistic, but keep in mind that as public figures, they need to be, well public.  If you never hear from or see your legislator again after you elect them, then you might begin to wonder what if anything they were doing for you.  Also keep mind that a representative in parliament who can’t seize an opportunity when one is presented isn’t going to do you a lot of good in the long run.

What this preference for press means for you and your issue is that you have to think of ways of making it sexy or at least ensuring that elements of it have broad appeal.  While working in the public interest is a great starting point, it doesn’t necessarily capture headlines much less passing media interest.  The media likes conflict, sex appeal, violence and sensation, or more to the point, the assumption is that consumers of media like those things.  If you’re lucky on a slow Friday in the summer, you might get them to pay attention to human interest stories. Again, this isn’t a commentary on the personal peccadilloes of reporters, but a reflection of the corporate demands that now plague journalism and what you and I as a members of the public have indicated we are willing to pay for. This is what bumps online ratings, sells papers and raises television audience numbers.

So how do you make your news and issuesissue interesting?

As a start test its appeal with family and friends.  Do people start to glaze over when you tell your story?  Do they get angry, do they laugh, sympathize?  Do they appear shocked? If you can get a reaction from them that isn’t bored indifference you’re on the right track.  If your audience is glazing over halfway through your story, then you might want to take a slightly different approach to telling it.  For instance, you can take your issue and consider the worst-case scenario.  What could possibly happen if nothing is done? What are the implications of leaving things at the status quo?  Don’t stretch the bounds of believability, but try to follow through on what might happen if things did not change.  Stir in a few experts. Consider the plight of those impacted and suddenly you have a news story.  It also helps if you can think of a catchy way to express your concerns. The catchier, the more likely it is to end up as a sound bite on the news.  This may seem crass, but it works.

Then of course there is social media. There are volumes written on the many ways you can generate attention on your issue by blending traditional and social media campaigns or simply taking the social media route.  I would say though that unless you already have a strong online following or are about to start an active campaign to get that following, then you will want to look at blending. Although it can sometimes seem that anything can be made popular online from screaming goats to funny dances, it’s harder to do than it looks.  It’s also true that not all coverage is necessarily good coverage.

Timing is also critical to the successful launch of a story.

Any number of things can obliterate a good story, from bad weather conditions to a single but memorable violent act. A sporting event that has captured the attention of the public can make your story go from leading to pleading for coverage. You can manage some things, like avoid launching a story around an important holiday unless you can tie your story to it. Elections are tempting times to launch stories too, but do it with care.  If you cost a party a drop in the polls or even a temporary setback during an election campaign, they will remember you and it won’t be fondly. Take a look at the local events calendar, not just to avoid conflicting activities but to look for opportunities.

Whatever approach you adopt remember, media is a blunt tool.

There is little purpose in using the media strictly as a way of getting a legislator’s attention.  If you use it, it must be with the understanding that you are trying to get a message out to a broad audience, including those who may disagree with your perspective.

Do you have any media success or failure stories? Any news you saw that you knew wasn’t true or received a revelation by watching the news? I’d love to hear your stories.

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Government Relations

Remember Your Manners – A True Story

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Remember your mannersBad manners in business are about as useful as feathers on a fish and as memorable. The following story is based on something that happened while I worked on Parliament Hill.

An executive working in the regional office of a manufacturing company was contacted by his superiors and told that it would be in the best interest of the organization if he were to meet with the local member of parliament (MP) to discuss some of the future goals of the organization.  The Member of Parliament really didn’t have the power to facilitate or interrupt those goals, but since he sat on the Industry Committee, and the changes would require some  regulatory adjustments it made good sense to make sure he was onside.  The executive dutifully contacted the office and set up a meeting with the MP.

On the day of the meeting, the executive arrived and proceeded to extol the virtues of the proposed objectives of his company to the MP.  To his surprise the MP had some concerns.  The concerns did not appear to be well founded or based on any evidence.  The executive explained that the concerns were unsubstantiated, but the MP persisted, expressing his reluctance to endorse the objectives of the company.  It was at this point that the executive became somewhat impatient with the MP, after all, what did the MP know about his business and who was he to raise objections? As the meeting continued it became clear that the two men were not going to see eye to eye, what’s more it was also obvious that the MP might actually represent a problem for the organization. The executive in frustration finally said to the MP that he would, “regret it” if he were to stand in the way of the organization’s goals.

Now for those of you familiar with testosterone, it is clear that the tone of the exchange had more to do with hormone levels than any rational disagreement. It is also possible that had the exchange been limited to these two men it would have ended then and there. Unfortunately, executives from across the country went out to meet with MPs.  It was equally clear that none of the executives had been given government relations training… or relations training of any kind.  All that was paramount to them was the importance of the proposed activity to their organization. The result was that by the time the Members of Parliament had returned to the House of Commons they were good and steamed.  When they got together with their caucus members, their anger escalated to the point that even those who were inclined to support the manufacturer were reluctant to do so in the face of the other MPs’ anger.  The net result was that the pressure on the Minister of Industry to oppose the manufacturer was unshakeable.

To the manufacturer’s horror and dismay, what started out as a no brainer business move became the centre of an outraged grassroots movement against the manufacturer’s interest. The movement was so stormy and politically loaded that the Minister was obliged to support it.

Lessons Learned

  • Assume nothing, determine the mindset of the official you are meeting with and respond appropriately.
  • Do not dismiss concerns always address them thoughtfully.
  • Do not get into arguments with officials. If you can’t agree, end the meeting and leave.
  • Do not threaten, even inadvertently.
  • Do not underestimate the power of a riled or impassioned legislator. Legislators did not get elected because they lacked determination or the ability to rally others to their cause.

Manners are not a nicety, they are a necessity in business.

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Communications

Trips, Sniffs and Nerves – Managing You, So You Can Manage Your Message

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Nerves are the most common obstacles to the successful delivery of messages. Managing them can often make a difference in how your message is received. The trick is to acknowledge your nerves. If you are feeling a little nervous before a meeting, you may want to take something to settle your stomach. Sometimes eating a few soda crackers does the trick, while other people find using chamomile or mint tea may work best.  Have a breath mint in case your nerves set off a case of bad breath. Don’t have that extra cup of coffee or caffeinated soda, it will only add to your overall jumpiness.  Whatever you do, don’t pop a piece of chewing gum in your mouth, not only can it make any nausea you are feeling worst, you may also find yourself chomping away unattractively.  If you can’t seem to shake your nerves, tell the people that you are meeting with or presenting to that you are a bit nervous.  They are human and can relate to nerves and what’s more, they will generally work to put you at your ease.

If that won’t work, try some of these calming tips:

  • Do some deep breathing exercises, shoulder roles and neck stretches.
  • If your face tends to go red when you are nervous, consider wearing a red or bright shirt to offset your face.
  • Keep your food intake to simple non-fatty foods.
  • Never drink alcohol before a meeting.
  • Avoid taking medication that will make you drowsy.
  • Visualize yourself speaking, imagine yourself confident and assured.
  • Realize that people want you to succeed; they want a good meeting as well.
  • Forget about yourself, the audience is not meeting with you to see YOU, they want to hear your message so focus on your message not you.
  • Try to think ahead of all the possible questions you may be asked.
  • Be yourself, be genuine and natural.
  • Bring cheat notes for yourself in case your mind goes blank.

Keep in mind that all of the adrenaline moving through your system can be used to your advantage. With the extra energy, you are producing you can add passion and excitement to your discussion. If you have done your homework then you are operating at an advantage. You know your audience because you have researched them, you know your presentation content because you have practised it.  You have briefed the participants about what you will be discussing so there are no surprises because surprises at work are a bad idea.  In short, you are prepared for the meeting/presentation.

So now that you’re calm enough to string together a sentence, keep in mind a few things. Little things can easily distract you and others, so don’t do anything that will take away from your message. Wear clothes that are neat and tidy but most of all comfortable. Don’t get caught having to adjust a too tight tie throughout a meeting.  Continuously adjusting your tie can turn into a nervous habit that is distracting and has the additional side effect of making you look like a liar…or a bad Rodney Dangerfield impersonator.

If you have a series of meetings on the same day, wear sensible shoes. Stumbling into the arms of an unsuspecting colleague because the heels on your shoes are too high or your shoes are too tight and your toes have gone numb won’t help you to focus on your issues. Falling flat on your face isn’t exactly going to put you in the right frame of mind either.

Make sure your clothes don’t  detract from your message.  It would be unfortunate if, after taking the time to craft a smart message, the only thing your audience can remember is a low cut blouse or a shirt so loud it should have come with ear plugs.

Bring tissues.  There is nothing more distracting than a runny nose. Not only will you start to sound like a bloodhound on the trail of a fox, but your sniffling will distract you and everyone else in the meeting. On a similar line, avoid strong perfume or a heavy aftershave.   No matter how appealing the scent, in a small enclosed space it can be too much of a good thing.  There are also people with sensitivities or allergies to scent and a brief whiff of a strong cologne can give them a vicious headache or other unpleasant side effects.

A friend of mine was recently telling me about a colleague who had a violent reaction to the smell of chocolate.  Her reaction was so strong that one day when someone accidentally brought it into her space, she took one whiff and was out of commission for three days. Talk about leaving a lasting impression.

My best tip? Try to remember that you are in charge of your message and if you deliver it with confidence, then that’s how it will be received.

Do you have any memorable first impressions or meetings that have gone wrong or right stories to share?  I’d love to hear them.

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Communications

A Simple Lesson About Brand Taught By Disney

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Day One of Our Disney Trip - Miami 165I went on a Disney Cruise with my kids in February. I specifically chose Disney because my husband wasn’t going with us (he’s busy working on his master’s thesis). I felt that if I was going to travel alone with my kids to unfamiliar places, I needed to have some back up. I needed to be completely confident that no matter what happened, we were covered. I wanted the comfort of a solid brand. Disney does that. It gives me comfort. Disney says you can feel safe taking your kids onto that giant ship and your first cruise.

We had a wonderful time – an excellent vacation complete with 200 plus photos. Based on the conversations I’ve had with different people both during and after my cruise, chances are I would have had an equally wonderful time on a number of other cruise lines too, but that’s not the point. I would not have taken another cruise. I took the cruise because of Disney. When you build a powerful brand, amazing things happen. Grown women dress-up like princesses, executives laugh like pirates and people take risks on new ventures based on your reputation.

So how do you get your brand to where you want it to be? Well if you’re a communications professional working in an association or not-for-profit, the most difficult things to accept are that a) good brand building isn’t up to you and b) you can’t help it along with advertising or promotional work. The best thing you can do to improve your brand is to talk internally. Your brand isn’t about what you portray, it’s about what you do and what the public and your clients perceive about you.

Let’s go back to the cruise for a minute. As you can imagine, if you put thousands of people in a confined space and throw hundreds of over-excited children into the mix, things don’t always go as planned. There were melt downs and temper tantrums, not to mention some of the children‘s bad behavior, but those things never got in the way of service.  The staff was always pleasant, funny, innovative and even on occasion suitably sarcastic. They got adults to laugh off situations that can quickly escalate into anger and distracted children who were revving up to whine. At one point, my 15-year-old came back from the breakfast buffet angry because another passenger had been rude to the server at the counter. When I asked him how the server dealt with the rude passenger, he said, “He just kept trying to do what the passenger asked.”

And there it is in a nutshell. You build a good brand by giving customers what they are asking for. My son didn’t want a scene at breakfast; neither did any of the other passengers at the buffet, so the server did his best not to create one. The result was that my son was angry at the passenger on behalf of the crew member. When a four-year-old girl had a fit while the ship was debarking at one of our island stops, the staff immediately distracted her. They got her attention focused on them and not her parents and managed to keep the rest of us moving.

So if you want to build a strong brand, build a strong service orientation into your team – even if that team only serves internal clients.  Make your raison d’être centred completely on helping your clients be successful. In health care we call it client-centred care, but experienced business people and the folks at Disney simply say, the customer knows best.

Lessons learned

  • Good brands come from good client centered experience.
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Communications, Internal Communications, Management

Does Working From Home or the Office Really Matter?

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Winter TrafficThere have been a few articles, to say the least, on Yahoo C.E.O. Marissa Mayer’s decision to ban all working from home for all Yahoo employees.  Following her earth shattering announcement was a series of, “She had to do it” articles that explained about the shiftless, mindless, non producing consequences that followed from allowing employees to work from home. Or the list of missed opportunities that it represented.

Not long after that came an article in the New Yorker that mockingly explained something that I had been thinking all along. I don’t need to be at home to be non-productive. Statistics have shown for years that the majority of employees are not engaged.  One study indicates that 60% of employees in Canada are disengaged; another 15% are actively disengaged leaving just 25% who care about their work.  By actively disengaged I mean that they are not only not interested in their work, but they spend most of their time at work trying to ensure that others are not interested in their work. As someone who has to manage and motivate, I’d prefer if those actively disengaged employees were at home…permanently, but that’s another discussion.

The problem with employees who work from home and don’t produce isn’t location, among other things its culture and approach.  The work culture, the management approach, the tools provided to employees to do their work, the incentives given and of course, how accountability is reinforced. Working in the office is not going to be a magic wand that solves a lack of engagement, commitment and dare I say it, poor work ethics.

I would be a poor communicator indeed, if I didn’t add that what’s also missing is communications. It would be challenging for even the most dedicated of employees to get their focus right without clear direction and ongoing communications, no matter where they work.  In a world where teams are increasingly spread across continents, never mind cities, the whole debate of home or not home seems a bit moot. We have to learn to adapt our management approach to accommodate the concept that we won’t always be able to see our employees.

We have the technology required to do it. We have webcast, podcast, teleconference calls, videoconferencing, email and that ancient technology called faxes among other things. Yes, people still use fax machines. We can Jostle or Jive our employees into better engagement, we can even use Facebook, LinkedIn, Google Plus or any other interactive medium to inform and take a pulse. We just have to figure out how to use that technology to help us effectively manage and motivate staff.

I’m in Ottawa, Ontario and I have someone who reports to me from Halifax, Nova Scotia.  She is easily one of the most dedicated employees I’ve ever had the pleasure of working with. I don’t worry about what she’s doing.  I don’t debate the merits of having someone reporting to me that I can’t lay eyes on every day. I know what she’s doing based on weekly reports, calls and daily emails. I also get a clue from the products she produces and the services she delivers to our internal clients. We brainstorm on the phone and I have made fun of her by email.

I should also add that I work for an organization that has 5000 employees, the vast majority of whom work independently taking care of clients in their homes.  These incredible employees spend their days on their own and rarely take time for lunch, never mind making their way into an office.  They epitomize dedication, commitment and have a work ethic second to none. As it happens, the majority of the home and community care sector operates this way. So I think before jumping into the, “You need to be in an office to be productive” line, the more critical question is, what kind of culture have you created for employees to be productive in?

For the record, I’ve stared into space from my office desk and worked 12 hours without pause from home. I have also had great impromptu conversations that produced useful insights while I’m in the office and have been known to put a load of laundry on while at home.  There is no magic related to location. The only real impact that working from home has on productivity, is lower traffic volumes.

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