One of the great modern-day philosophers, Ferris Bueller twice said (at the beginning and at the end of the iconic 1986 movie, so it must be important), “Life moves pretty fast. If you don't stop and look around once in a while, you could miss it.”
The same can be said generally about all businesses. But in particular, the Public Relations business has moved incredibly fast.
When I started R&J back in 1986, the same year that Ferris gave us his great advice about life, I had an IBM Selectric typewriter on my desk, and the only Gekko we ever heard from was Gordon, who was telling us (convincingly) that “greed is good.” We didn’t even have a fax machine; they were just then gaining widespread utilization. Back in that time, our role as public relations practitioners was clear and simple: to get publicity – and lots of it – for our clients. We did this by writing lots and lots of press releases (and mailing – yes mailing – them out to the media, usually with 5” X 7” glossy photo prints), establishing personal relationships with journalists (and there were a lot more of those covering much narrower “beats” back then), and pitching like crazy. It was a great business – fun and rewarding in so many ways.
But a funny thing happened along the way. Life moved pretty fast.
Business changed, and with that change, came the need for a far greater degree of strategic, forward-looking business counsel and strategic thinking. To accommodate these business needs, the public relations industry also underwent tremendous change. And the transformation of our business and our industry that was necessary to stay ahead of our clients’ needs has been incredible – often happening at break-neck speed.
Today’s successful PR firm is far more than a publicity shop. Today, we often play a central role in brand development, market strategy and business-building for our clients. We’re called in at the beginning of discussions on positioning, market strategy and brand personality. We consult on the ins-and-outs, and the potential ramifications of every communication tactic – both traditional and in social media. We prepare, and when needed, execute crisis management plans. In short, we are important counselors and marketing partners for our clients, and not simply “publicists” (although publicity is still a very important deliverable for many of our clients).
Firms like ours welcome this never-ending change. We thrive on it, and look forward to engaging with new media channels and outlets, and new techniques. It’s actually become fun to learn how express a full marketing thought in 140 characters or less! And I am very fortunate to have surrounded myself with a lot of smart, curious and insightful people, who don’t hesitate to remind me how fast things change, and how if we aren’t riding the wave, then we risk being swallowed up by it.
Yes, Ferris had it right: Life does, indeed, move pretty fast. We are happy to have evolved along the way, and to have helped our clients through many of these changes. We continue to look ahead for the next inevitable round of changes.
Finally, to many of our clients who’ve been along with us for much of this incredible ride, as Ferris would say,Danke Schön!
Wednesday, June 15, 2011
Wednesday, May 18, 2011
Better Bosses Want Their Employees to Fail
It may sound counter-intuitive, but better bosses actually want their employees to fail. Ok, maybe I’d better define “failure” before we go too much farther here.
By failure, I mean stretching their boundaries. Offering ideas. Trying new and innovative ways to ultimately achieve success. Figuring out ways to help your company and your customers to do more. To do what it is that you do better. And to do what they do for less money or with fewer resources devoted to their completion.
By this definition of failure, most of those new ideas and suggested tactics will fail. But even if their ideas sometimes fail, you want employees to keep producing them.
To achieve this state of business Nirvana – where employees feel free and empowered to consistently offer out-of-the-box thinking and ideas that just might ultimately drive greater success – you need to have engaged employees. That’s where being a better boss comes in. Better bosses work to foster a culture of employee engagement (note: not simply employee “satisfaction,” or even “accountability.” No, I’m talking about genuine engagement).
Engaged employees are the cream of the crop. They are fully involved in – and enthusiastic about – their work. They work with passion, partly because they feel a profound connection to their company. This connection allows them to act in ways that advance their organization's interests. In short, they drive innovation and move the company forward.
There are many ways to promote employee engagement. In fact, a whole sub-species of business books has been written on the subject. But a good place to start is at the top. Remind yourself that an organization tends to mimic the example set by its leaders. Ultimately, it is YOUR CHOICE to lead your people to help you to become the kind of business that YOU want to be!
So be a better boss. Empower and engage your employees. And encourage them to productively “fail forward.”
On that point, I believe Ralph Waldo Emerson said it best: “Our chief want is someone who will inspire us to be what we know we could be.”
By failure, I mean stretching their boundaries. Offering ideas. Trying new and innovative ways to ultimately achieve success. Figuring out ways to help your company and your customers to do more. To do what it is that you do better. And to do what they do for less money or with fewer resources devoted to their completion.
By this definition of failure, most of those new ideas and suggested tactics will fail. But even if their ideas sometimes fail, you want employees to keep producing them.
To achieve this state of business Nirvana – where employees feel free and empowered to consistently offer out-of-the-box thinking and ideas that just might ultimately drive greater success – you need to have engaged employees. That’s where being a better boss comes in. Better bosses work to foster a culture of employee engagement (note: not simply employee “satisfaction,” or even “accountability.” No, I’m talking about genuine engagement).
Engaged employees are the cream of the crop. They are fully involved in – and enthusiastic about – their work. They work with passion, partly because they feel a profound connection to their company. This connection allows them to act in ways that advance their organization's interests. In short, they drive innovation and move the company forward.
There are many ways to promote employee engagement. In fact, a whole sub-species of business books has been written on the subject. But a good place to start is at the top. Remind yourself that an organization tends to mimic the example set by its leaders. Ultimately, it is YOUR CHOICE to lead your people to help you to become the kind of business that YOU want to be!
So be a better boss. Empower and engage your employees. And encourage them to productively “fail forward.”
On that point, I believe Ralph Waldo Emerson said it best: “Our chief want is someone who will inspire us to be what we know we could be.”
Friday, February 18, 2011
Better Employee Engagement Leads to Greater Revenue for Hospitals
The 2010 Hospital Pulse Report: Employee and Nurse Perspectives on American Health Care was recently released by Press Ganey Associates, and it should serve as a wake-up call to hospital administrators.
The report, which surveyed the experiences of more than 235,000 employees at nearly 400 U.S. hospitals, tells us that 45% of hospital workers — almost half! – consider themselves “distanced from or discontent with their current work.”
Even more troubling is the fact that workers who are closest to patient care have the lowest partnership scores. In other words, the actual caregivers are the least likely to feel satisfied and engaged with their organization.
Wow.
The report goes on to tell us that, not surprisingly, there is a strong correlation between employee engagement and patient satisfaction.
Now let’s complete the circle: If employees are not engaged and satisfied, patient satisfaction suffers. And we all know that low patient satisfaction leads to declining admissions, erosion of brand equity, and loss of market share.
Times are tough. Money is not easily or readily available for things that are not considered “essential” at hospitals. But smart hospital leaders would be well-served to realize that engaged employees who feel invested in their jobs are a primary driver of patient satisfaction and perceived of quality care.
Hospitals that provide ongoing avenues for positive employee engagement will reap the rewards of better patient care — and increased revenues.
The report, which surveyed the experiences of more than 235,000 employees at nearly 400 U.S. hospitals, tells us that 45% of hospital workers — almost half! – consider themselves “distanced from or discontent with their current work.”
Even more troubling is the fact that workers who are closest to patient care have the lowest partnership scores. In other words, the actual caregivers are the least likely to feel satisfied and engaged with their organization.
Wow.
The report goes on to tell us that, not surprisingly, there is a strong correlation between employee engagement and patient satisfaction.
Now let’s complete the circle: If employees are not engaged and satisfied, patient satisfaction suffers. And we all know that low patient satisfaction leads to declining admissions, erosion of brand equity, and loss of market share.
Times are tough. Money is not easily or readily available for things that are not considered “essential” at hospitals. But smart hospital leaders would be well-served to realize that engaged employees who feel invested in their jobs are a primary driver of patient satisfaction and perceived of quality care.
Hospitals that provide ongoing avenues for positive employee engagement will reap the rewards of better patient care — and increased revenues.
Friday, January 14, 2011
Communicating in a Crisis -- Choose Wisely
We do a fair amount of crisis management work for our healthcare and consumer products clients. You never know when a crisis is going to hit, and you never know what twists and turns it might take. No matter what your industry, crisis preparedness and a plan for a disciplined response are a necessity. How your organization behaves and communicates during a crisis can be crucial to your future.
With many organizations that we’ve consulted with over the past several years, especially recently, we have highlighted and planned for the use of social media – Twitter and Facebook predominantly – as prominent communication vehicles within their crisis communication plans.
The temptation by many organizations is to rely on those very useful and quite effective social media tools exclusively for communication. But every crisis is different, and all audiences are not created equal.
Case in point, the devastating 7.0 magnitude earthquake that struck Haiti on January 12, 2010.
While Twitter was an incredibly useful tool in communicating from Haiti to the rest of the outside world, a new study by the Knight Foundation reminds us that sometimes we have to think on a more basic level. The study concludes that radio – yes, radio – was the “most effective tool for serving the public,” just as it had been with the Indian Ocean tsunami and other recent natural disasters.
My point here is simply this: Don’t ignore the obvious when it comes to communicating in a crisis. In the case of Haiti, getting the word out to the widest audience – an audience without many modern tools, and one in which a good deal of people were illiterate – was the number one priority. And good old fashioned radio was the best tool to get the word out.
As the old expression goes, “horses for courses.” It isn’t necessarily the vehicle you need to focus on, but the environment in which your message needs to be delivered.
With many organizations that we’ve consulted with over the past several years, especially recently, we have highlighted and planned for the use of social media – Twitter and Facebook predominantly – as prominent communication vehicles within their crisis communication plans.
The temptation by many organizations is to rely on those very useful and quite effective social media tools exclusively for communication. But every crisis is different, and all audiences are not created equal.
Case in point, the devastating 7.0 magnitude earthquake that struck Haiti on January 12, 2010.
While Twitter was an incredibly useful tool in communicating from Haiti to the rest of the outside world, a new study by the Knight Foundation reminds us that sometimes we have to think on a more basic level. The study concludes that radio – yes, radio – was the “most effective tool for serving the public,” just as it had been with the Indian Ocean tsunami and other recent natural disasters.
My point here is simply this: Don’t ignore the obvious when it comes to communicating in a crisis. In the case of Haiti, getting the word out to the widest audience – an audience without many modern tools, and one in which a good deal of people were illiterate – was the number one priority. And good old fashioned radio was the best tool to get the word out.
As the old expression goes, “horses for courses.” It isn’t necessarily the vehicle you need to focus on, but the environment in which your message needs to be delivered.
Thursday, October 7, 2010
Take Proactive Steps to Ensure YOUR Brand is the One You Want!
When speaking to many marketing people on the subject of branding, I often hear an exasperated response along the lines of, “We don’t do any branding, and as a matter of fact we don’t even have a brand!”
I try to remind them that, of course they have a brand, because a brand is, by definition, a mark of distinction that is representative of how your product is perceived by its intended target audience. Like it or not, every organization and every product out there has a fundamental “brand” in the eyes of its consumers.
Sadly, it may not be the brand they want!
It is important to realize that the branding of your organization is happening, with or without your participation. Perceptions of your brand are being shaped through experience, word of mouth, and every public act undertaken by the organization and its people. Even though you may not be actively shaping the perceptions of your brand in the marketplace, strong (and lasting) perceptions are still being formed.
This begs the question, if you are not actively managing your brand, then who or what is?
If you are not actively shaping and nurturing your intended brand message in the marketplace, then you can be sure it’s being shaped either by consumer scuttlebutt or worse, by your competition. Either way, are you content to let someone or something other than you determine what the marketplace perceives about your organization?
An appropriate (albeit graphic) analogy might be a car hurtling down the highway. The driver has chosen not to drive -- he may be napping or is busy doing something “more important” -- but that does not mean the car will not arrive somewhere – it will – we just don’t know where it will arrive, how suddenly it will get there, or whether we will need a tow truck, an ambulance or a hearse to clean up the mess.
The bottom line is you DO have a brand, and it is essential that you know exactly what your consumers’ perceptions of that brand are. If you are happy with those perceptions, then your next step is to develop a strategy to defend and enhance it. If, however, you need to change your brand perception, a strategic and comprehensive program to move public perception in your favor is in order.
Consider this: Strong brands are sought out by consumers, who are willing to pay a premium for those brands. Studies show that strong brands command price premiums of, on average, 7% over lesser brands. That HAS to be worth the effort!
Let me know what you think. Respond or email me at Jlonsdorf@RandJpr.com.
I try to remind them that, of course they have a brand, because a brand is, by definition, a mark of distinction that is representative of how your product is perceived by its intended target audience. Like it or not, every organization and every product out there has a fundamental “brand” in the eyes of its consumers.
Sadly, it may not be the brand they want!
It is important to realize that the branding of your organization is happening, with or without your participation. Perceptions of your brand are being shaped through experience, word of mouth, and every public act undertaken by the organization and its people. Even though you may not be actively shaping the perceptions of your brand in the marketplace, strong (and lasting) perceptions are still being formed.
This begs the question, if you are not actively managing your brand, then who or what is?
If you are not actively shaping and nurturing your intended brand message in the marketplace, then you can be sure it’s being shaped either by consumer scuttlebutt or worse, by your competition. Either way, are you content to let someone or something other than you determine what the marketplace perceives about your organization?
An appropriate (albeit graphic) analogy might be a car hurtling down the highway. The driver has chosen not to drive -- he may be napping or is busy doing something “more important” -- but that does not mean the car will not arrive somewhere – it will – we just don’t know where it will arrive, how suddenly it will get there, or whether we will need a tow truck, an ambulance or a hearse to clean up the mess.
The bottom line is you DO have a brand, and it is essential that you know exactly what your consumers’ perceptions of that brand are. If you are happy with those perceptions, then your next step is to develop a strategy to defend and enhance it. If, however, you need to change your brand perception, a strategic and comprehensive program to move public perception in your favor is in order.
Consider this: Strong brands are sought out by consumers, who are willing to pay a premium for those brands. Studies show that strong brands command price premiums of, on average, 7% over lesser brands. That HAS to be worth the effort!
Let me know what you think. Respond or email me at Jlonsdorf@RandJpr.com.
Wednesday, July 14, 2010
Hospital Patient Satisfaction - A Short Story
In the world of hospitals, it is well documented that superior patient satisfaction leads to higher quality scores, a better market position, and greater revenues.
Much of the same research also tells us that the single biggest driver of patient satisfaction is employee engagement.
Despite all of this compelling research, far too many many hospitals continue to believe that patient satisfaction can be influenced by consumer advertising -- billboards, newspaper ads, radio, etc.
So here's a story -- one that I swear is 100% true.
It starts with the unfortunate fact that my wife is currently undergoing treatment for leukemia at Memorial Sloan-Kettering Cancer Center in Manhattan. We've entrusted her care here since the beginning of October, and we've found the people who work here, from top to bottom, are beyond compare.
So here's the story: About 2 months ago, I was at Sloan with Lyn. I went to get a cup of coffee, but the coffee machine was being serviced by two people -- one training the other. As I approached, I overheard the trainer emphatically saying to the trainee, "The way we do things here at Sloan is simple. Everyone you deal with -- everyone -- is to be treated like they are a member of YOUR family."
I think that speaks volumes about this place.
I have now blogged that story twice, and told just about anyone who would listen -- no doubt many are telling their friends as well. Oh, and the hospital didn't need to spend $10,000 on a billboard to get that kind of good will, did it?
What does YOUR hospital do to foster a similar culture among its employees?
Much of the same research also tells us that the single biggest driver of patient satisfaction is employee engagement.
Despite all of this compelling research, far too many many hospitals continue to believe that patient satisfaction can be influenced by consumer advertising -- billboards, newspaper ads, radio, etc.
So here's a story -- one that I swear is 100% true.
It starts with the unfortunate fact that my wife is currently undergoing treatment for leukemia at Memorial Sloan-Kettering Cancer Center in Manhattan. We've entrusted her care here since the beginning of October, and we've found the people who work here, from top to bottom, are beyond compare.
So here's the story: About 2 months ago, I was at Sloan with Lyn. I went to get a cup of coffee, but the coffee machine was being serviced by two people -- one training the other. As I approached, I overheard the trainer emphatically saying to the trainee, "The way we do things here at Sloan is simple. Everyone you deal with -- everyone -- is to be treated like they are a member of YOUR family."
I think that speaks volumes about this place.
I have now blogged that story twice, and told just about anyone who would listen -- no doubt many are telling their friends as well. Oh, and the hospital didn't need to spend $10,000 on a billboard to get that kind of good will, did it?
What does YOUR hospital do to foster a similar culture among its employees?
Thursday, July 8, 2010
Minnesota Newspaper Sorts Through Nurses' Strike -- and Gets it Right
The hospital industry has been abuzz over the past several weeks, over the prospect of 12,000 nurses at 14 Minnesota hospitals striking over a variety of issues. The brief, but acrimonious strike that took place last week was punctuated by leaders of the nurses union accusing the hospitals of pressing for procedures and work rules that would lead to unsafe patient care.
Shockingly, in the end, it seems it was all about money.
An editorial published in the Pioneer Press of St. Paul hit the nail on the head. Its title: Nurses Care. So Do Hospital Bosses.
In the editorial, the paper took the nurses to task for their cynical (and apparently transparent) approach to gaining public and union support:
By relying on an argument that demonized hospital managers and attempted to raise panic about pervasive mortal danger in Twin Cities hospitals, the nurses union undermined its own credibility and the cause of intelligent discourse.
The paper went on to state: Arguing that hospital managers and the citizen boards who direct them care only about money and not at all about patients or employees is...outrageous.
More and more hospitals will be faced with labor issues -- not only among nurses, but also among support workers and technicians -- as healthcare dollars continue to get tighter and tighter. Moving forward, let's hope that these disputes can be resolved by reasonable people undertaking a discussion that centers around the best and most effective utilization of available resources, and not on a cynical attempt to demonize the opposition.
Because hospital bosses care, too.
Shockingly, in the end, it seems it was all about money.
An editorial published in the Pioneer Press of St. Paul hit the nail on the head. Its title: Nurses Care. So Do Hospital Bosses.
In the editorial, the paper took the nurses to task for their cynical (and apparently transparent) approach to gaining public and union support:
By relying on an argument that demonized hospital managers and attempted to raise panic about pervasive mortal danger in Twin Cities hospitals, the nurses union undermined its own credibility and the cause of intelligent discourse.
The paper went on to state: Arguing that hospital managers and the citizen boards who direct them care only about money and not at all about patients or employees is...outrageous.
More and more hospitals will be faced with labor issues -- not only among nurses, but also among support workers and technicians -- as healthcare dollars continue to get tighter and tighter. Moving forward, let's hope that these disputes can be resolved by reasonable people undertaking a discussion that centers around the best and most effective utilization of available resources, and not on a cynical attempt to demonize the opposition.
Because hospital bosses care, too.
Subscribe to:
Posts (Atom)