I get quizzed a lot by friends and colleagues now that I've opened up my own consulting practice. And, the primary question I get is "what's the biggest difference from working in an environment with lots of people?"
The answer is simple - I now have time to do the work.
Meetings are the bane of corporate life. There's the misguided behavior of believing that meetings equal productivity. And, who among us doesn't know the work colleague who seems to take pride in saying "I'm sorry, I can't see you today - I'm in meetings all day." Really!? What business self-help book ever said that was the way to be productive?
I know that meetings are necessary, and I of course still participate in meetings with my clients and business prospects. Keep the following basic suggestions in mind and, who knows - perhaps then you'll be able to have time to do the work.
- The more people, the less effective the meeting. There is a rule of seven - beyond that number, the odds of coming to a quick and effective decision are lowered by 10 percent for every person added to the invitee list of a meeting. Don't invite anyone who can't meaningfully contribute to the decisions that need to be made in the meeting.
- Have a stated purpose, agenda and time limit. In my Sprint days, every meeting had to have this P.A.L. It was interesting to see how meeting effectiveness improved with this meeting mandatory. (Be sure to send the agenda in advance of the meeting.)
- Do a plus/delta at the end of the meeting. Give your meeting attendees the opportunity to provide feedback on the effectiveness and efficiency of the meeting by conducting a quick what worked/what needs improvement discussion during the final two minutes of any meeting. Take that feedback into consideration for your next/future meetings.
- Provide pre-read materials. Providing background information in advance of the meeting usually improves the outcomes and ability to make decisions...as long as the materials are read.
- 30 minute meetings. Discipline yourself, and your company, to have 30 minute meetings as the new normal. Make an hour-long meeting the exception, not the rule.
There are plenty of other meeting tips. Implementing these five, though, will immediately impact meeting effectiveness and, I would bet, your personal productivity as a result.
Friday, May 26, 2017
Monday, May 8, 2017
The Garth experience
I sat in a sold out Sprint Center last night in amazement. I looked around this ten-year old facility and saw nothing but delighted faces who were willing Garth Brooks on and on as they experienced what arguably may be the best musical performer alive today. Brooks was on his fifth sold-out concert in two-and-half days and was giving it his all. But, he was clearly spent from approximately 12 hours worth of hard charging country and rock and roll since his first show Friday night at 8:00 p.m.
I've seen Brooks twice - first in 2007 when he sold out nine shows at Sprint Center in the arena's inaugural year in Kansas City. (As Brooks stated frequently last night, "We opened this frickin' building!") And, I attended last night with about 17,000 of my friends from low places, all of who could not get enough of this marquee performer.
What struck me sitting there was the experience of a Garth Brooks concert. I've seen Bruce Springsteen, U2, and the Rolling Stones in their prime - all multiple times. Only the Boss comes close to replicating what Brooks can do live - draw in an audience, guide them and own the attendee experience.
Brooks' genuine sincerity is his genius. The audience feels it, the audience knows it, and they repay that sincerity with their devotion to performer and music. There is no other concert that I've attended where the audience sings along, with abandon, to every word of every verse of every song - even those who weren't hit singles. Only the Boss comes close, which is why I tweeted last night that there is the Boss, and Garth...and everyone else is playing for third place.
Brands would be wise to study Brooks and follow his lead. He's genuine. He's sincere. He understands his audience. He prices his experience in a way that it's affordable to everyman/everywoman. And, he gives his absolute all to every concert-goer at every show. In return, you feel like you are the most important person at his show whenever you see him in concert.
Garth Brooks is a showman. He's also a brand that understands who he is, what he delivers, and revels in the relationship that he's created with his devotees.
If there is a case study for the consumer experience worth emulating, it is this. Seven sold out shows over two weekends are proof enough of what his consumers think of the experience.
Editor's note: Garth Brooks played shows on Friday night, May 5; Saturday afternoon and evening, May 6; and Sunday afternoon and evening, May 7. He will return to play concerts at Sprint Center, Kansas City, MO, on Friday night, May 12 and Saturday night, May 13. His wife, Trisha Yearwood, shares the stage with him for a portion of each show.
I've seen Brooks twice - first in 2007 when he sold out nine shows at Sprint Center in the arena's inaugural year in Kansas City. (As Brooks stated frequently last night, "We opened this frickin' building!") And, I attended last night with about 17,000 of my friends from low places, all of who could not get enough of this marquee performer.
What struck me sitting there was the experience of a Garth Brooks concert. I've seen Bruce Springsteen, U2, and the Rolling Stones in their prime - all multiple times. Only the Boss comes close to replicating what Brooks can do live - draw in an audience, guide them and own the attendee experience.
Brooks' genuine sincerity is his genius. The audience feels it, the audience knows it, and they repay that sincerity with their devotion to performer and music. There is no other concert that I've attended where the audience sings along, with abandon, to every word of every verse of every song - even those who weren't hit singles. Only the Boss comes close, which is why I tweeted last night that there is the Boss, and Garth...and everyone else is playing for third place.
Brands would be wise to study Brooks and follow his lead. He's genuine. He's sincere. He understands his audience. He prices his experience in a way that it's affordable to everyman/everywoman. And, he gives his absolute all to every concert-goer at every show. In return, you feel like you are the most important person at his show whenever you see him in concert.
Garth Brooks is a showman. He's also a brand that understands who he is, what he delivers, and revels in the relationship that he's created with his devotees.
If there is a case study for the consumer experience worth emulating, it is this. Seven sold out shows over two weekends are proof enough of what his consumers think of the experience.
Editor's note: Garth Brooks played shows on Friday night, May 5; Saturday afternoon and evening, May 6; and Sunday afternoon and evening, May 7. He will return to play concerts at Sprint Center, Kansas City, MO, on Friday night, May 12 and Saturday night, May 13. His wife, Trisha Yearwood, shares the stage with him for a portion of each show.
Tuesday, May 2, 2017
What do our favorite brands say about us?
Did you see it? Morning Consult Intelligence released its annual list of Most Loved Brands today based upon their research of 200,000 Americans. The list contained many of the usual suspects but had more than its share of surprises.
The top 10 Most Loved Brands are:
1. Amazon
2. Google
3. UPS
4. Hershey
5. FedEx
6. Campbell Soup
7. YouTube
8. Sony
9. Home Depot
10. Lowe's
Now, I don't know about you but what is it about the delivery category that is so intriguing? I mean, UPS and FedEx are terrific companies but I'd be hard-pressed to name either as a favorite brand of mine.
So too was the head scratching mention of two DIY category brands cracking the top ten. Again, let's give it up for the Depot and Lowe's but neither gets me excited like brands not mentioned in the top ten - notably, Dove (Unilever), Starbucks, and Harley Davidson, among others.
It's interesting that Hershey's made it all the way to #4 given that company's past year of battling a takeover attempt by Mondelez, a CMO departure, and very public expense reductions in marketing.
More than 500 companies across a variety of sectors were ranked via an online survey. Respondents indicated whether they had a favorable or unfavorable view of each, which is why some of these surprises may have occurred. A positive favorability rating is hardly a proxy for purchase behavior, brand loyalty and/or brand advocacy.
Do you want to see the full list by sector? You can find the information here:
https://morningconsultintelligence.com/featured/top-brands#overall
The top 10 Most Loved Brands are:
1. Amazon
2. Google
3. UPS
4. Hershey
5. FedEx
6. Campbell Soup
7. YouTube
8. Sony
9. Home Depot
10. Lowe's
Now, I don't know about you but what is it about the delivery category that is so intriguing? I mean, UPS and FedEx are terrific companies but I'd be hard-pressed to name either as a favorite brand of mine.
So too was the head scratching mention of two DIY category brands cracking the top ten. Again, let's give it up for the Depot and Lowe's but neither gets me excited like brands not mentioned in the top ten - notably, Dove (Unilever), Starbucks, and Harley Davidson, among others.
It's interesting that Hershey's made it all the way to #4 given that company's past year of battling a takeover attempt by Mondelez, a CMO departure, and very public expense reductions in marketing.
More than 500 companies across a variety of sectors were ranked via an online survey. Respondents indicated whether they had a favorable or unfavorable view of each, which is why some of these surprises may have occurred. A positive favorability rating is hardly a proxy for purchase behavior, brand loyalty and/or brand advocacy.
Do you want to see the full list by sector? You can find the information here:
https://morningconsultintelligence.com/featured/top-brands#overall
Friday, April 21, 2017
"Don't be afraid to ask the question"
"Don't be afraid to ask the question."
Bob Schieffer of CBS News is an acclaimed journalist who has moderated presidential debates, covered every U.S. president since Richard Nixon, and is one of the few who has covered all four major Washington assignments - the White House, Congress, State Department and the Pentagon.
Schieffer was on the campus of the University of Kansas yesterday participating in William Allen White Day, an annual celebration of the William Allen White School of Journalism and Mass Communications. And, the above quote is his - it was his response to a question about what advice he would give young journalists.
First off, for those not familiar with White, he was a newspaper editor, politician and leader of the Progressive movement. He also became the spokesman for middle America in the early 1900's through his death in 1944.
White was a Kansan and became editor of the Emporia Gazette in 1896. It was in that year that he gained national attention with his attack on William Jennings Bryan, Democrats and Populists via an editorial titled "What's the Matter with Kansas?" He ridiculed Populist leaders for letting his state slide into economic stagnation and for not keeping up with neighboring states because of anti-business policies.
He won a Pulitzer Prize in 1923 for his editorial, "To An Anxious Friend," published in July 1922 after he was arrested in a dispute over free speech. He had objected to the way that Kansas handled the men who participated in the great railroad strike of that year.
Each year, the KU School of Journalism and the William Allen White Foundation honors an individual for outstanding journalistic service. Past recipients of the National Citation include Seymour Hersh, Walter Cronkite, Arthur O. Sulzberger, Charles Kuralt, Bob Woodward, Molly Ivins, Frank Deform and Gwen Ifill, among others.
This year's recipient was Charlie Rose of CBS This Morning and Charlie Rose: The Week. Due to his recent heart surgery, Rose was unable to travel and Schieffer, his good friend, accepted in Rose's honor.
While disappointed that I would not get to see and hear Rose, I was delighted at the chance to hear Schieffer - and he did not disappoint. Scheffer was interviewed by one of Kansas' journalism students before a crowd of about 400 people yesterday but it was less an interview and more of Schieffer taking off and riffing on the news of the day and his views on the current state of journalism.
I took away several nuggets from his 30 minutes of remarks:
- "Walter Cronkite was the single most curious person I've ever known." (Cronkite was Schieffer's mentor early in his CBS career.)
- His one piece of advice to students? "Show up on time."
- Not surprisingly, Schieffer said that the recent presidential campaign was the oddest campaign of any kind that he's covered in his career that spans some 50+ years. He cited the oddity of Jeb Bush raising $115 million yet being a non-factor in the Republican primaries and the tone deaf response ("That's what they were willing to pay") of Hillary Clinton when asked about the $600,000 she had amassed in speaking fees.
- He called current technology the greatest and most impactful communications invention since the printing press.
- Schieffer is very, very concerned about the impact of this presidency on the future credibility of the White House and thinks that we are in "dangerous times" - the "most dangerous since the Cuban Missile Crisis" of 1962.
- He also opined about the role of journalism in America, using the comparison of a totalitarian political system ("where there is one source - the government") to a democracy, where citizens have information and can compare, and where the media's job and role is to "question the message."
- Schieffer would welcome the chance to interview Donald Trump - again - and suggested that the President understands management but lacks leadership, the key skill needed to serve in our nation's highest office.
- On his good friend, Rose, he had this to say, "Charlie is the best interviewer I know because he allows people to answer his questions."
- And, asked what advice he would give young journalists, Schieffer said "Don't be afraid to ask the question. The biggest mistake you can make is assuming that you know the answer - when in reality that is when you get your best story."
My immediate reaction to his response was "can't we all learn by asking the question?" How often do we assume only to learn later that our assumption was wrong on the question left unasked?
As I listened to Schieffer, I couldn't help thinking of White and his common sense principles and approach to journalism. As much as I applauded the selection of Rose for KU's National Citation award, I think that Schieffer would have been just as deserving a recipient - his values and journalistic integrity closely mirror the man who's name is on this prestigious award.
Editor's Note: Mike Goff is a member of the William Allen White Foundation's Board of Trustees.
Bob Schieffer of CBS News is an acclaimed journalist who has moderated presidential debates, covered every U.S. president since Richard Nixon, and is one of the few who has covered all four major Washington assignments - the White House, Congress, State Department and the Pentagon.
Schieffer was on the campus of the University of Kansas yesterday participating in William Allen White Day, an annual celebration of the William Allen White School of Journalism and Mass Communications. And, the above quote is his - it was his response to a question about what advice he would give young journalists.
First off, for those not familiar with White, he was a newspaper editor, politician and leader of the Progressive movement. He also became the spokesman for middle America in the early 1900's through his death in 1944.
White was a Kansan and became editor of the Emporia Gazette in 1896. It was in that year that he gained national attention with his attack on William Jennings Bryan, Democrats and Populists via an editorial titled "What's the Matter with Kansas?" He ridiculed Populist leaders for letting his state slide into economic stagnation and for not keeping up with neighboring states because of anti-business policies.
He won a Pulitzer Prize in 1923 for his editorial, "To An Anxious Friend," published in July 1922 after he was arrested in a dispute over free speech. He had objected to the way that Kansas handled the men who participated in the great railroad strike of that year.
Each year, the KU School of Journalism and the William Allen White Foundation honors an individual for outstanding journalistic service. Past recipients of the National Citation include Seymour Hersh, Walter Cronkite, Arthur O. Sulzberger, Charles Kuralt, Bob Woodward, Molly Ivins, Frank Deform and Gwen Ifill, among others.
This year's recipient was Charlie Rose of CBS This Morning and Charlie Rose: The Week. Due to his recent heart surgery, Rose was unable to travel and Schieffer, his good friend, accepted in Rose's honor.
While disappointed that I would not get to see and hear Rose, I was delighted at the chance to hear Schieffer - and he did not disappoint. Scheffer was interviewed by one of Kansas' journalism students before a crowd of about 400 people yesterday but it was less an interview and more of Schieffer taking off and riffing on the news of the day and his views on the current state of journalism.
I took away several nuggets from his 30 minutes of remarks:
- "Walter Cronkite was the single most curious person I've ever known." (Cronkite was Schieffer's mentor early in his CBS career.)
- His one piece of advice to students? "Show up on time."
- Not surprisingly, Schieffer said that the recent presidential campaign was the oddest campaign of any kind that he's covered in his career that spans some 50+ years. He cited the oddity of Jeb Bush raising $115 million yet being a non-factor in the Republican primaries and the tone deaf response ("That's what they were willing to pay") of Hillary Clinton when asked about the $600,000 she had amassed in speaking fees.
- He called current technology the greatest and most impactful communications invention since the printing press.
- Schieffer is very, very concerned about the impact of this presidency on the future credibility of the White House and thinks that we are in "dangerous times" - the "most dangerous since the Cuban Missile Crisis" of 1962.
- He also opined about the role of journalism in America, using the comparison of a totalitarian political system ("where there is one source - the government") to a democracy, where citizens have information and can compare, and where the media's job and role is to "question the message."
- Schieffer would welcome the chance to interview Donald Trump - again - and suggested that the President understands management but lacks leadership, the key skill needed to serve in our nation's highest office.
- On his good friend, Rose, he had this to say, "Charlie is the best interviewer I know because he allows people to answer his questions."
- And, asked what advice he would give young journalists, Schieffer said "Don't be afraid to ask the question. The biggest mistake you can make is assuming that you know the answer - when in reality that is when you get your best story."
My immediate reaction to his response was "can't we all learn by asking the question?" How often do we assume only to learn later that our assumption was wrong on the question left unasked?
As I listened to Schieffer, I couldn't help thinking of White and his common sense principles and approach to journalism. As much as I applauded the selection of Rose for KU's National Citation award, I think that Schieffer would have been just as deserving a recipient - his values and journalistic integrity closely mirror the man who's name is on this prestigious award.
Editor's Note: Mike Goff is a member of the William Allen White Foundation's Board of Trustees.
Monday, April 17, 2017
The "no asshole" rule
I recently read a profile in Sports Business Journal on Sean McManus, head of CBS Sports, and loved a point he made when talking about the CBS Sports culture.
"At CBS Sports, we have what we call a 'no asshole' rule," McManus said. "You can't be an asshole and work at CBS Sports."
How refreshing, given what in my observation is a time when more businesses are openly encouraging contentious behavior between team members under the guise of open and honest dialogue. An unfortunate byproduct of that behavior is the decay in trust that occurs among business colleagues.
Who hasn't heard phrases such as "I'm not trying to be a (insert your favorite descriptor here), but..." When translated, that really means "I AM trying to be a (insert your favorite descriptor here)." Another personal favorite is the "I don't want to tell you what to do, but..." And, of course, you know they ARE going to tell you what they think you should do.
The beauty of McManus' statement, and approach, is that it fosters trust between CBS Sports colleagues. That trust becomes evident to the external world as well.
McManus emphasized that he's worked hard to develop a culture of respect and collegiality at CBS Sports. Here's hoping that other business leaders see value, and results, in developing that same "no asshole" approach within their own companies and work groups.
"At CBS Sports, we have what we call a 'no asshole' rule," McManus said. "You can't be an asshole and work at CBS Sports."
How refreshing, given what in my observation is a time when more businesses are openly encouraging contentious behavior between team members under the guise of open and honest dialogue. An unfortunate byproduct of that behavior is the decay in trust that occurs among business colleagues.
Who hasn't heard phrases such as "I'm not trying to be a (insert your favorite descriptor here), but..." When translated, that really means "I AM trying to be a (insert your favorite descriptor here)." Another personal favorite is the "I don't want to tell you what to do, but..." And, of course, you know they ARE going to tell you what they think you should do.
The beauty of McManus' statement, and approach, is that it fosters trust between CBS Sports colleagues. That trust becomes evident to the external world as well.
McManus emphasized that he's worked hard to develop a culture of respect and collegiality at CBS Sports. Here's hoping that other business leaders see value, and results, in developing that same "no asshole" approach within their own companies and work groups.
Tuesday, April 11, 2017
Flying the friendly skies
In 1965, the Leo Burnett advertising agency created one of the most iconic advertising taglines in U.S. history. Burnett's client, United Airlines, began an ad campaign that year that used "Fly the Friendly Skies of United" and those words stayed in place for 30 years.
The tagline was so iconic that United, and its then ad agency, brought back "Fly the Friendly Skies" in 2013 with a new campaign designed to reignite the glory days of the airline.
My, my - what then do we make of this current situation with United? The current firestorm created by video of a passenger being forcibly removed from a flight due to an overbooking situation has, of course, gone viral. And, a company already challenged by a recent proxy fight and leadership changes is in a full-fledged public relations crisis.
Shares in United Continental Holdings were down 2.6% this morning. If the company's stock is down that much at the closing bell, it will experience a $600 million reduction in its market cap.
What's this brand in crisis to do? Here are some thoughts.
Admit the wrong. As of this morning, United CEO Oscar Munoz has offered an apology that's backhanded at best. That's not good enough. Munoz needs to immediately apologize to the passenger who was forcibly removed and reach out to him directly with a meaningful expression of contrition; he also needs to personally apologize to the others that were asked to leave the flight as well as those on that plane who witnessed the heavy-handed handling of the situation. Quit suggesting that this is protocol or intimating that it was justified - it was not.
Change the overbooking policy. There is no frequent traveler on the planet who likes an airline's overbooking policy. So, United, change it! Just as your airline stood for something in the mid-1960's, have it stand for something now.
Start a conversation with your primary customers. There are airports such as Chicago O'Hare and Washington Dulles that are key for United's success. Travelers in these markets, and others, rely upon United as their primary carrier - it's imperative that the airline establish a dialogue as the first step toward a more meaningful relationship with these travelers. This communication must happen immediately - with contrition, a re-commitment to the values that formerly made United great, and an explanation of what the airline is going to do to improve the flying experience.
Communicate broadly, starting from within. If ever there was a time to activate an integrated, meaningful rehabilitation of the brand, this is it. Recommit to values that improve the flying experience and empower the airline's associates to do whatever is necessary; wherever, whenever and whatever the situation, to make a passenger feel appreciated and thanked. Live this commitment through meaningful actions that can be communicated in broad fashion through all media channels. And, put checks-and-balances in place so that protocol and policy don't get in the way of the best consumer experience possible, whether it's at the gate, on the tarmac, in the air, or upon landing.
Can United survive? Yes, it can, but not without significant, immediate actions from the top down and from the inside out.
The tagline was so iconic that United, and its then ad agency, brought back "Fly the Friendly Skies" in 2013 with a new campaign designed to reignite the glory days of the airline.
My, my - what then do we make of this current situation with United? The current firestorm created by video of a passenger being forcibly removed from a flight due to an overbooking situation has, of course, gone viral. And, a company already challenged by a recent proxy fight and leadership changes is in a full-fledged public relations crisis.
Shares in United Continental Holdings were down 2.6% this morning. If the company's stock is down that much at the closing bell, it will experience a $600 million reduction in its market cap.
What's this brand in crisis to do? Here are some thoughts.
Admit the wrong. As of this morning, United CEO Oscar Munoz has offered an apology that's backhanded at best. That's not good enough. Munoz needs to immediately apologize to the passenger who was forcibly removed and reach out to him directly with a meaningful expression of contrition; he also needs to personally apologize to the others that were asked to leave the flight as well as those on that plane who witnessed the heavy-handed handling of the situation. Quit suggesting that this is protocol or intimating that it was justified - it was not.
Change the overbooking policy. There is no frequent traveler on the planet who likes an airline's overbooking policy. So, United, change it! Just as your airline stood for something in the mid-1960's, have it stand for something now.
Start a conversation with your primary customers. There are airports such as Chicago O'Hare and Washington Dulles that are key for United's success. Travelers in these markets, and others, rely upon United as their primary carrier - it's imperative that the airline establish a dialogue as the first step toward a more meaningful relationship with these travelers. This communication must happen immediately - with contrition, a re-commitment to the values that formerly made United great, and an explanation of what the airline is going to do to improve the flying experience.
Communicate broadly, starting from within. If ever there was a time to activate an integrated, meaningful rehabilitation of the brand, this is it. Recommit to values that improve the flying experience and empower the airline's associates to do whatever is necessary; wherever, whenever and whatever the situation, to make a passenger feel appreciated and thanked. Live this commitment through meaningful actions that can be communicated in broad fashion through all media channels. And, put checks-and-balances in place so that protocol and policy don't get in the way of the best consumer experience possible, whether it's at the gate, on the tarmac, in the air, or upon landing.
Can United survive? Yes, it can, but not without significant, immediate actions from the top down and from the inside out.
Wednesday, April 5, 2017
How Pepsi got it so wrong
A spot-on breakdown of how a brand got a piece of advertising content so very wrong.
http://www.adweek.com/brand-marketing/how-pepsi-got-it-so-wrong-unpacking-one-of-the-most-reviled-ads-in-recent-memory/?curator=MediaREDEF
http://www.adweek.com/brand-marketing/how-pepsi-got-it-so-wrong-unpacking-one-of-the-most-reviled-ads-in-recent-memory/?curator=MediaREDEF
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