by Tony Shelton, President, Shelton & Caudle Communication Training & Crisis Counsel
In the days since the remarkable ditching of the US Airways jet in the Hudson River, some have looked at how CEO Doug Parker delivered the company's initial statement and found him lacking. Where was the emotion?, they say.
Let's just agree right now that the incredible outcome speaks louder than any words.
But still. How did Parker really do? Well, let's consider what the needs are for an executive at such a moment. There are just two. One, as soon as possible, a spokesperson of a level commensurate with what's happening must deliver whatever information is known, to show the company is on top of the situation. Two, the executive should also show the company is run by actual human beings with a pulse and appropriate concern. On the first requirement, the statement was just fine. It said "initial reports" indicated everyone had survived the accident, told us what the company was doing to assist the passengers and their families and gave a phone number for further contact.
So far, so good.
Now to Parker's delivery. He seemed rushed, almost out of breath, like he had someplace he needed to go in a hurry - and he did. How could he have done better? He couldn't be all blubbery about how amazing the landing had been. We might have thought he was too surprised, as if he would have expected something less. He couldn't even be too lavish in praising the crew, because the facts weren't in yet.
So what could he have done? Maybe just two things. First, he could have read the statement in advance, so it didn't just sound like he was reading. He could have done this, even though he had to dash for a plane himself to get to the scene ASAP. Second, he could have been "in the moment." Right then, the most important thing he had to do was deliver that statement. Had he just taken the time to think about what he was reading, his delivery would have become more natural automatically.
If Parker had just taken the time to think about what he was reading, his delivery would have become more natural automatically. His words would have complemented the operational excellence. We would have seen that somebody at the top cares personally about his airline's ability to perform such a stunning feat. And that would have made it all the more amazing.
Wednesday, January 21, 2009
How Was the Speech?
by Tony Shelton, President, Shelton & Caudle Communication Training & Crisis Counsel
President Obama proved again yesterday that he is the most eloquent speaker of our time.
Still, how successful was the speech itself, the actual words? Some say there was no theme beyond the rather unexciting "Era of Responsibility." Nothing as memorable as FDR's " the only thing we have to fear..." or JFK's "ask not what your country..."
Mr. Obama, who inspired so many millions with his words of hope and vision during the campaign and in his victory speech in Chicago, seemed somewhat less than upbeat yesterday.
Of course, there was brilliant phrasing. In his blog for the New York Times, Nixon speechwriter William Safire points to several memorable lines, including "A nation cannot prosper when it favors only the prosperous." Another example: In addressing Muslim extremists, the President said memorably, "we will extend a hand if you are willing to unclench your fist."
The President spent much of the speech listing the very tough problems this country is facing, and giving us insight into how things may be changing in his administration.
But why was there not more pure inspiration in such an important speech?
Perhaps President Obama was working to manage our collective expectations, in view of the lofty hopes that so many have placed on him.
The true success of his speech? Through his manner, even more than through his words, the President demonstrated his resolve, determination and the strength that will be required to protect this country and fix the monumental problems we face, individually and as a nation.
Thank you, Mr. President, for being straight with us. We appreciate it, and we're with you.
President Obama proved again yesterday that he is the most eloquent speaker of our time.
Still, how successful was the speech itself, the actual words? Some say there was no theme beyond the rather unexciting "Era of Responsibility." Nothing as memorable as FDR's " the only thing we have to fear..." or JFK's "ask not what your country..."
Mr. Obama, who inspired so many millions with his words of hope and vision during the campaign and in his victory speech in Chicago, seemed somewhat less than upbeat yesterday.
Of course, there was brilliant phrasing. In his blog for the New York Times, Nixon speechwriter William Safire points to several memorable lines, including "A nation cannot prosper when it favors only the prosperous." Another example: In addressing Muslim extremists, the President said memorably, "we will extend a hand if you are willing to unclench your fist."
The President spent much of the speech listing the very tough problems this country is facing, and giving us insight into how things may be changing in his administration.
But why was there not more pure inspiration in such an important speech?
Perhaps President Obama was working to manage our collective expectations, in view of the lofty hopes that so many have placed on him.
The true success of his speech? Through his manner, even more than through his words, the President demonstrated his resolve, determination and the strength that will be required to protect this country and fix the monumental problems we face, individually and as a nation.
Thank you, Mr. President, for being straight with us. We appreciate it, and we're with you.
Thursday, January 15, 2009
Monday, January 5, 2009
Cautiously Optimistic
It’s no surprise that 2009 will be an interesting, and, by all accounts, challenging year for industry. As we look ahead, VOLLMER pulled a couple of quotes from our clients and media partners about their thoughts for the coming year. Despite global and domestic economic turmoil, what we heard again and again was cautious optimism. With leadership changes and daily Wall Street rollercoaster rides, caution seems to be the name of the game. Here are just a few thoughts of what our valued partners are thinking for 09:
“The first half of the year will be slow… people will be cautious until they see some of the initiatives of government and the private sector start having some effect…then we should start to experience some notable improvement. Americans are hard working, smart and inventive people and we need to focus on these attributes for the long term future of our country. In the end, our country will prevail. Hopefully the current pain will not be too intense, and it will get us back on the right track – one that enables us to be the largest and most prosperous economy in the world.” Matt Daniel, Vice President Business Development, Skanska, www.skanska.com
"In short, 2009 will be a year full of opportunity for those E&P and oilfield-service companies that have lots of dry powder and strong cash flow. Without foreign-supply disruption and re-weakening of the U.S. dollar, global oil prices should continue to hover in 2009 below US$70. U.S. oil and gas producers can be more optimistic about 2009 natural gas prices, as producers can actually affect supply domestically by cutting back on drilling, and they already have been doing this. M&A will be active in the upstream energy industry, as these low commodity prices further distress asset owners that are heavily weighted to debt. " Nissa Darbonne, Executive Editor, Oil & Gas Investor, www.oilandgasinvestor.com
What do you think? Let us know at vollocity@vollmerpr.com.
“The first half of the year will be slow… people will be cautious until they see some of the initiatives of government and the private sector start having some effect…then we should start to experience some notable improvement. Americans are hard working, smart and inventive people and we need to focus on these attributes for the long term future of our country. In the end, our country will prevail. Hopefully the current pain will not be too intense, and it will get us back on the right track – one that enables us to be the largest and most prosperous economy in the world.” Matt Daniel, Vice President Business Development, Skanska, www.skanska.com
"In short, 2009 will be a year full of opportunity for those E&P and oilfield-service companies that have lots of dry powder and strong cash flow. Without foreign-supply disruption and re-weakening of the U.S. dollar, global oil prices should continue to hover in 2009 below US$70. U.S. oil and gas producers can be more optimistic about 2009 natural gas prices, as producers can actually affect supply domestically by cutting back on drilling, and they already have been doing this. M&A will be active in the upstream energy industry, as these low commodity prices further distress asset owners that are heavily weighted to debt. " Nissa Darbonne, Executive Editor, Oil & Gas Investor, www.oilandgasinvestor.com
What do you think? Let us know at vollocity@vollmerpr.com.
Do The Right Thing
by Alyson Gomez
What is Corporate Social Responsibility (CSR)? It is a company’s commitment to being responsible citizens of the world. In other words, corporate do-gooders. This could mean anything from employee volunteer programs and charitable contributions to broader world-view issues such as helping the poor and offsetting carbon emissions, or even activities closer to home as simple as taking great care of employees.
Various studies and experts such as Michael Porter and Mark Kramer – authors of “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility” - have supported the idea of CSR as something that is no longer a choice, but a necessity. It’s not just about doing the right thing, it’s simply good business sense. And in these times of economic uncertainty, what better way to differentiate from competitors than through efforts to give back to the people and places that need help the most?
The problem is that many times, companies don’t know where to start. Their focus can be too scattered, leading to a cardinal sin in marketing – inconsistent messaging. So, as companies look to develop their CSR programs, it’s important to remember these essential rules of engagement:
What is Corporate Social Responsibility (CSR)? It is a company’s commitment to being responsible citizens of the world. In other words, corporate do-gooders. This could mean anything from employee volunteer programs and charitable contributions to broader world-view issues such as helping the poor and offsetting carbon emissions, or even activities closer to home as simple as taking great care of employees.
Various studies and experts such as Michael Porter and Mark Kramer – authors of “Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility” - have supported the idea of CSR as something that is no longer a choice, but a necessity. It’s not just about doing the right thing, it’s simply good business sense. And in these times of economic uncertainty, what better way to differentiate from competitors than through efforts to give back to the people and places that need help the most?
The problem is that many times, companies don’t know where to start. Their focus can be too scattered, leading to a cardinal sin in marketing – inconsistent messaging. So, as companies look to develop their CSR programs, it’s important to remember these essential rules of engagement:
- Simple – easy to execute and maintain
- Authentic – ties into corporate mission
- Relevant – customers and employees must care about it too
- Consistent – more than a one-time effort
- Transparent – clear and concise reporting
In addition to the rules of engagement outlined above, leaders and executives should look to examples of other companies leading the way in CSR. A few to consider – Starbucks, Target, and Travelocity.
Starbucks is one of the pioneers of the CSR movement. The company is so committed to minimizing its impact on the communities they serve, it’s actually one of the guiding principles in its mission statement. Talk about authentic!
Target has consistently donated five percent of its income to community programs and employees volunteer thousands of hours to not-for-profit programs each year. Because the program is widely accepted by employees and management across all regions, consistency is evident.
Travelocity (a VOLLMER client) looked to its employees to help develop its CSR program. The company started the Travel for Good program to help better the world through travel. Not only does it offer its customers the opportunity to offset the carbon emissions generated on their trip through a donation to a well-respected non-profit, the company also offsets travel for their North American employees as well. An additional piece of the program makes it easy for volunteers to find opportunities to help serve local communities while on vacation. These programs help to better the environment as a whole, while also preserving recreational destinations for travelers in the future. The company has remained relevant through active employee involvement and is still supporting its overall mission to provide amazing travel experiences to its customers.
Take Me To Your Leader
by Allen Caudle
C-level executives (CEO, COO, CFO, CMO, or CIO) are a difficult lot. I know because I am one. As COO of Vollmer Public Relations I know I often don’t take direction well. Sometimes I get a little over-caffeinated and sound something like this: “I’ve worked for more than 30 years to achieve this position. I’ve seen everything and done even more, I can do my job as well as yours. I’m a significant shareholder in this company and if you followed my direction, we’d make a heck of a lot more profit.” That’s when someone needs to take the cup of coffee out of my hand and tell me to walk around the block. And I’ve empowered our employees to tell me just that.
While all of the previous statements are true (indulge me while I dismount from my high-horse), industry leadership comes from those individuals and companies that are looking forward, not the individuals who are resting on their past accomplishments. As a result, I’m never surprised when a director of communications calls to say, “We need to get training for our CEO before he makes this keynote address to an important trade association or he’s going to embarrass himself and he’ll never make another public appearance.” What do you do when your CEO is brilliant but won’t take direction? You call in an executive coach for a little one-on-one time.
When do you need help? When the whole company recognizes “the emperor has no clothes” but no one is willing to risk their career to tell him or her so, it’s time for an executive coach. It’s important to find one who will provide open, honest counsel that leverages an executive’s inherent strengths.
What makes a good executive coach?
C-level executives (CEO, COO, CFO, CMO, or CIO) are a difficult lot. I know because I am one. As COO of Vollmer Public Relations I know I often don’t take direction well. Sometimes I get a little over-caffeinated and sound something like this: “I’ve worked for more than 30 years to achieve this position. I’ve seen everything and done even more, I can do my job as well as yours. I’m a significant shareholder in this company and if you followed my direction, we’d make a heck of a lot more profit.” That’s when someone needs to take the cup of coffee out of my hand and tell me to walk around the block. And I’ve empowered our employees to tell me just that.
While all of the previous statements are true (indulge me while I dismount from my high-horse), industry leadership comes from those individuals and companies that are looking forward, not the individuals who are resting on their past accomplishments. As a result, I’m never surprised when a director of communications calls to say, “We need to get training for our CEO before he makes this keynote address to an important trade association or he’s going to embarrass himself and he’ll never make another public appearance.” What do you do when your CEO is brilliant but won’t take direction? You call in an executive coach for a little one-on-one time.
When do you need help? When the whole company recognizes “the emperor has no clothes” but no one is willing to risk their career to tell him or her so, it’s time for an executive coach. It’s important to find one who will provide open, honest counsel that leverages an executive’s inherent strengths.
What makes a good executive coach?
- First, you have to be from outside the organization; most C-level executives don’t want this kind of direction from one of their subordinates.
- It doesn’t hurt to have a little gray hair; you want someone who has been around awhile and if they have run a business, you’ll often find the executive can better relate to the coach.
- It helps if the executive coach is knowledgeable of your industry, your customers and the competitive landscape.
- Your executive coach must be a strong communicator, able to assimilate information quickly and feed it back to the executive as a clear concise thought that can be remembered and repeated.
- Your coach should have confidence and self esteem; he or she is going to have to tell the emperor he has no clothes without an apology.
- A good coach needs to be able to help the executive set realistic goals for himself or herself, the company and sometimes the industry.
- An executive coach needs to be able to develop a strategy with the CEO for achieving the goals and provide recommendations for tactical applications that generate results and confidence.
Here’s the really good news: C-level executives are usually really smart and incredibly fast learners. If you can demonstrate to them a problem and offer a solution, they will grasp it and assimilate that information into all that they do.
We all want a strong confident leader. You and your company’s top executives can shine with a little preparation:
- Take some time to develop a plan (vision) and goals for you, your company, and your industry. Know (believe in) how you will achieve those goals.
- Think through who you’re talking to, what they care about, and how your desires match theirs. You’ll be surprised how people will react when they know you share a vision.
- Practice verbalizing your plan; try it on people in which you can confide. You’ll be amazed how you will choose to change the way you say things when you say it out loud instead of just thinking it.
- Share your vision with those that can make it happen.
In 2009, take me to your leader. That’s where success lies.
Give It All You Got
by Helen Vollmer
So, it’s the New Year and we’re all scratching our heads, trying to figure out the new world order. Certainly, we all want to be good stewards of our own dollars in an uncertain economy. And yet, if we’re not careful we may end up taking some short term actions with long term consequences.
Specifically, I’m talking about philanthropy. On face value it makes sense to pull back in 2009 on what and how we’re giving in a recession. On second thought, however, it makes more sense to consider how one’s support in down times can shape our future in new and meaningful ways, including bolstering our economy and simultaneously adding to our sense of fulfillment.
Case in point, a friend of mine recently realized that those purchases she’d recently made during a shopping venture were exactly the cost of supporting one student for a year at Yes Prep, a Houston charter school ranked by Newsweek at one of the best educational programs in America http://www.yesprep.org/. By returning her purchases and donating to the school instead, she is helping not only an individual gain entry to a four year college but also ensuring the community has a stronger workforce for the future.
Instead of just saying no to philanthropy this year, maybe it’s time to consider how research and scholarship dollars in education, technology and healthcare are critical right now in America’s ability to stay in the game as a world power long-term. As, Ron Lieber recently wrote in a New York Times “Your Money” column www.nytimes.com/pages/business/yourmoney, maybe it’s time to “throw the rope back in” to those institutions who have seen their endowments dwindle over the last few months and without help will be shutting down programs or providing fewer scholarships at the very least.
And closer to home, if any of you has been to a hospital ER lately for personal reasons, then you understand first-hand that those miracles you experienced didn’t occur because a fairy godmother waved her wand. It was really the miracle of some anonymous donor who years before made a sizable donation to research how something could be done better, differently or less intrusively. Trust me, your life and others’ lives are vastly better for it.
If you think that total giving typically declines during a recession, think again. During the past 40 years, according to GIVING USA Spotlight, Issue 3, 2008 www.grenzebachglier.com/fundraising_resources/statistics_and_data, charitable giving did not decline significantly during recessionary periods. In fact, total giving has increased in current dollars every year but one since recording began. While the rate of growth is slower in tough years, giving continues to increase in economic downturns. And that’s the good news for all of us.
So how do you determine a philanthropic strategy that will be a wise investment of your time and money?
First, find your passion. Philanthropy is about improving life and helping others. So what do you deeply care about and what matches up with your core values? Where do you really want to make a difference?
Second, get involved. Philanthropy is not just about the money. Volunteers are needed as are in-kind services, especially when funding recedes. Work with organizations and institutions regarding how you or your company’s talents, services and dollars can be leveraged to go further.
Third, develop a long-term giving plan. Once you’ve narrowed down which organization will benefit from your charitable initiatives, then know your giving options. Is this a one-time cash gift? Do you want to establish a charitable gift annuity? Would you consider an estate plan? There are a myriad of options and gift planning professionals will be happy to help accommodate your philanthropic goals. You don’t have to make giving decisions in a vacuum.
Finally, check-in on your investments periodically. Don’t be afraid to ask for updates from the charity or to let your giving plans evolve as times change. Your needs and desires will take turns as will those of a non-profit organization. You should expect a return on your investment—whether that’s a tangible, physical result or simply the warm feeling you get inside when you have helped someone else.
Philanthropy, after all, is really just a fancy word for doing the right thing by your fellow man. The benefits, especially in tough times, belong to all of us.
So, it’s the New Year and we’re all scratching our heads, trying to figure out the new world order. Certainly, we all want to be good stewards of our own dollars in an uncertain economy. And yet, if we’re not careful we may end up taking some short term actions with long term consequences.
Specifically, I’m talking about philanthropy. On face value it makes sense to pull back in 2009 on what and how we’re giving in a recession. On second thought, however, it makes more sense to consider how one’s support in down times can shape our future in new and meaningful ways, including bolstering our economy and simultaneously adding to our sense of fulfillment.
Case in point, a friend of mine recently realized that those purchases she’d recently made during a shopping venture were exactly the cost of supporting one student for a year at Yes Prep, a Houston charter school ranked by Newsweek at one of the best educational programs in America http://www.yesprep.org/. By returning her purchases and donating to the school instead, she is helping not only an individual gain entry to a four year college but also ensuring the community has a stronger workforce for the future.
Instead of just saying no to philanthropy this year, maybe it’s time to consider how research and scholarship dollars in education, technology and healthcare are critical right now in America’s ability to stay in the game as a world power long-term. As, Ron Lieber recently wrote in a New York Times “Your Money” column www.nytimes.com/pages/business/yourmoney, maybe it’s time to “throw the rope back in” to those institutions who have seen their endowments dwindle over the last few months and without help will be shutting down programs or providing fewer scholarships at the very least.
And closer to home, if any of you has been to a hospital ER lately for personal reasons, then you understand first-hand that those miracles you experienced didn’t occur because a fairy godmother waved her wand. It was really the miracle of some anonymous donor who years before made a sizable donation to research how something could be done better, differently or less intrusively. Trust me, your life and others’ lives are vastly better for it.
If you think that total giving typically declines during a recession, think again. During the past 40 years, according to GIVING USA Spotlight, Issue 3, 2008 www.grenzebachglier.com/fundraising_resources/statistics_and_data, charitable giving did not decline significantly during recessionary periods. In fact, total giving has increased in current dollars every year but one since recording began. While the rate of growth is slower in tough years, giving continues to increase in economic downturns. And that’s the good news for all of us.
So how do you determine a philanthropic strategy that will be a wise investment of your time and money?
First, find your passion. Philanthropy is about improving life and helping others. So what do you deeply care about and what matches up with your core values? Where do you really want to make a difference?
Second, get involved. Philanthropy is not just about the money. Volunteers are needed as are in-kind services, especially when funding recedes. Work with organizations and institutions regarding how you or your company’s talents, services and dollars can be leveraged to go further.
Third, develop a long-term giving plan. Once you’ve narrowed down which organization will benefit from your charitable initiatives, then know your giving options. Is this a one-time cash gift? Do you want to establish a charitable gift annuity? Would you consider an estate plan? There are a myriad of options and gift planning professionals will be happy to help accommodate your philanthropic goals. You don’t have to make giving decisions in a vacuum.
Finally, check-in on your investments periodically. Don’t be afraid to ask for updates from the charity or to let your giving plans evolve as times change. Your needs and desires will take turns as will those of a non-profit organization. You should expect a return on your investment—whether that’s a tangible, physical result or simply the warm feeling you get inside when you have helped someone else.
Philanthropy, after all, is really just a fancy word for doing the right thing by your fellow man. The benefits, especially in tough times, belong to all of us.
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