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?

• 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.

TOP PUBLIC RELATIONS NIGHTMARES FOR 2008

Vollmer Public Relations Releases Annual List of Year’s Top PR Blunders!

From call girls to smelly tourists, we’ve seen and heard it all this past year. Nationally ranked Vollmer Public Relations has compiled its annual list of stunts, comments and actions that should have required intensive public relations support and a handful of Rolaids:

· Pay to play U.S. Senate Seat for sale. Act fast! Limited time offer! Only serious offers please. Cash only. Contact Illinois Governor Rod Blagojevich. Or his wife.

· A little higher and he’d be a New York Soprano New York Giants wide receiver Plaxico Burress was hit with two counts of illegal weapons possession after it was discovered he entered a Manhattan night club with a loaded, concealed weapon, shot himself in the leg, club security failed to call police and the hospital did not report the shooting to authorities.

· 12 is the new 16 The Chinese government apparently employed a new form of math in order to get underage athletes into the Summer Olympic Games.

· I can see Russia from my porch Sarah Palin’s painful interview with Katie Couric on CBS.

· Mother of the Year Britney Spears’ mother Lynne Spears announced that she would delay the release of her book on parenting when information was released that her other daughter, 16-year old un-wed, pre-teen role model Jamie Lynn Spears was pregnant with her first child.

· Would you like nuts with that? Civil rights activist and media minister Jesse Jackson, assuming his mic was off on a national TV show (have you paid no attention to your media training?), was caught whispering to another guest that he wanted to "cut [Obama's] [family jewels] off.

· Call me any time New York Attorney General Eliot Spitzer, famous for his crackdown on prostitution in the state, was caught with his own pants down in a call girl ‘situation’.

· I need a vacation AIG executives, after receiving a company saving $750 billion dollar bailout from the government, went on a luxury company retreat at a cost of $500,000.

· Drive & Whine Following in the missteps of their AIG brethren, Detroit automaker executives came to Washington looking for their bailout, each arriving in their own private jet.

· What happens in Vegas O.J. Simpson was sentenced to years in prison after being convicted of armed robbery and kidnapping in Las Vegas. His conviction came 13 years to the day after he was acquitted in an earlier trial of murdering his ex-wife Nicole Brown Simpson and her friend, Ron Goldman.

· What’s that smell? At ceremonies celebrating the installation of air conditioning in the Capitol Visitor’s Center, Senator Harry Reid commented that members and employees would no longer have to "smell the tourists" on hot summer days (even after his staff advised him not to say it).

Crisis Communication Book Features Shelton & Caudle's Tony Shelton

CRISIS COMMUNICATION: PRACTICAL PR STRATEGIES FOR REPUTATION MANAGEMENT AND COMPANY SURVIVAL

New book brings “how-to” approach and international perspective to crisis communication

No company or organization is immune to crisis. A crisis, however, does not necessarily have to turn into a public relations disaster. Crisis Communication provides readers with advice on how to limit damage by acting quickly and positively. Moreover, it explains how to turn a crisis into an opportunity by communicating efficiently via a successful public relations strategy.

Crisis Communication is a thorough guide to help prepare an organization for unexpected calamities. It provides information on accountability, planning, building corporate image, natural disasters, accidents, financial crises, legal issues, corporate re-organization, food crises, negative press, media training and risk management.

Released on December 8, 2008 in the United States, Crisis Communication takes a comprehensive look at crisis communication with a ‘how-to’ approach and an international view of the subject. The book is illustrated by copious examples, from the public and private sectors, analyzing real-life crises and their outcomes. It is also designed to offer practical guidance, with “how to” advice throughout. A separate section is devoted to templates covering everything from strategic planning tools through to flow-charts, checklists, sample copy and documents.

The 20 authors who contributed to the book are senior crisis communication consultants from IPREX, the worldwide corporation of independent PR firms. IPREX Worldwide President Jim Walsh (Walsh Public Relations – Dublin, Ireland) welcomed the book: “Crisis Communication is well-organized and practical advice from experts around the world. It is one of the early results of our strategic program to derive maximum benefit, for clients and partners, from our outstanding knowledge base.”

About IPREX

IPREX (http://www.iprex.com/) is one of the world’s major corporations of independent public relations firms. Founded in 1983, its 64 partners have 86 offices in North America, Europe, the Middle East, and Asia Pacific, with annual revenues of $116m. Its 1,000 professionals provide a comprehensive range of services for some of the world’s most successful companies.

About the Contributor

Tony Shelton is the President of Shelton & Caudle Communication Training & Crisis Counsel, a division of Vollmer Public Relations with offices in Houston, New York, Dallas and Austin. Shelton brings more than 20 years of experience in corporate communications and training to the task of advising clients in communicating successfully in a crisis. He is a contributor to two chapters in Crisis Communication: Practical PR Strategies for Reputation Management and Company Survival and is considered a leader in the field of business communication.

Book DetailsTitle:

CRISIS COMMUNICATION: Practical PR Strategies for Reputation Management and Company Survival
Editor: Peter F Anthonissen
Published by Kogan Page
USA Release date: December 8, 2008 $39.95
Hardback 240 Pages
ISBN: 978 0 7494 5400 5

Available at www.Amazon.com

Santa's Got a Brand New Bag

by Denisha Stevens, VOLLMER Dallas/Dayna Steele, VOLLOCITY Editor

Strong brands evolve and change as trends and consumers change. Since Rudolph had recently gone through a rebranding effort, and with the holidays fast approaching, Mrs. Claus and the elves decided it was time to follow suit and give the Santa brand a bit of a refresh.

Where to turn? VOLLMER’s positioning and branding experts, of course!

So, we took the Polar Express and secretly headed to the North Pole to meet with the big man himself for a branding workshop in Santa’s private conference room. Flip charts and ideas were flying. And while we can’t tell all (we don’t want the Easter Bunny and the Tooth Fairy to know all our secrets), the VOLLMER group’s SWOT (strengths, weaknesses, opportunities and threats) analysis quickly pointed out that Santa has been violating some key branding guidelines:

· Be consistent. The client goes by Santa, Santa Claus and Old Saint Nick, just to name a few. It would be helpful if the jolly guy would pick one name and stick to it. Also, there are too many shades of red being used in his logo. The elves need to put out a graphic standards manual right away.

· Define your brand personality. What does Santa stand for these days? Is he big, sweet, round and jolly? Or, is he hip, cool and connected and wants to be Paris Hilton’s new BFF or the next Dancing with the Stars contestant? Should he play up his speed and amazing ability to make reindeer fly? Whichever it is, Santa needs to pick a lane.

· Deliver on your brand promise. Over the years kids have come to expect great things from Santa and it’s hard to live up to all of the hype. Our research shows that he’s been a little late making his rounds to deliver goodies. We think he could improve his delivery times by investing in a few more reindeer. Also, he needs a Blackberry to help him maintain his list of who has been naughty or nice.

After a lunch break VOLLMER shifted gears and brainstormed suggestions for updating Santa’s image. Some of the Vollmervillians’ suggestions included:

· Lindsay Stout, VOLLMER Dallas To keep up with the times, Santa should be accepting e-mails, Facebook messages and Tweets from Twitter to track wish list requests. He also needs a branded email such as - ivebeengoodthisyear@claus.com

· Lori Martin, VOLLMER Houston Santa really needs to consider promoting a healthy lifestyle. He needs to get in shape and set a good example for children.

· Kim Tillinghast, VOLLMER Austin Everyone who is anyone has a New York Times best-selling memoir. Santa should let the world know the real story behind the beard, and - naturally - work with his publicist to ensure a spot on Oprah's Book Club list.

· Nicole Buckley, VOLLMER New York City There's a lot to be said for a man who has been around technically since the 4th century and who remains a household name to this day regardless of religious/cultural beliefs. And it's nice that we have at least one "person/mythical figure" who will always reward good behavior and remind us that common courtesy to others is never lost. However, there are some instances where Santa is in need of an update. Because Santa's main audience is children still, I think that's where the re-branding focus should remain. Children are becoming more tech savvy at a younger age than ever before. So, let's create a space on the computer where young children (with the aid of parents) can go online, upload their Christmas list and letter to Santa. That way Santa has less wait time for the list which will then increase toy production in a more timely fashion. Another way to stay connected with the children is to attach a GPS to the sleigh so children all around the world know where he is and how much time they have before he arrives at their house.

· Dayna Steele, VOLLOCITY Editor I can’t say it enough. Black is the new red.

· Alyson Gomez VOLLMER Dallas What if he enlisted a posse of multicultural Santas to help him out? Jewish Santa, Kwanza Santa, etc. This could be interesting because it would mean that his brand would be spread out throughout the year instead of just around the Christmas season. And he really should consider a blog for the elves.

· Tony Shelton, Shelton & Caudle Training & Crisis Counsel Given the state of the economy, Santa could benefit from having a crisis communication plan tucked away in his sleigh. Anything that affects Santa will be news. Not only is he a celebrity, but he’s seasonal and that’s always an attractive news peg. Were Santa’s reindeer to fall through a “blue tarp” damaged roof, for example, Anderson Cooper likely would fly in for on-the-scene coverage. To save his reputation, Santa would need to act quickly. Issuing a statement reinforcing his commitment to serving children around the world and demonstrating action through flying in reserve reindeer and expressing concern for the wellbeing of those reindeer who may have been injured would be essential. Through such quick action, Santa surely would be able to, not just protect his reputation for compassion and on-time delivery, but actually enhance the Santa brand. Godspeed, Jolly Old Saint Nick!

· Mauren M. Kunz, VOLLMER Houston In this day and age of being environmentally conscious, perhaps you should consider showing your “greener” side as part of your new rebranding campaign. You’ve been doing your part to be green for years by using pollutant free animals for your means of travel, where all byproducts are naturally recycled by the environment. I don’t know a single person in the entire world that can say they’ve traveled the globe without using any kind of pollutant – you’re unique, so make a big deal of it!

· Karen Marino, VOLLMER Dallas Santa should consider taking advantage of new technologies such as the Internet and Google maps for satellite images and real time tracking data.

· Peggy Hubble, VOLLMER Austin Tell your story! Have we forgotten the meaning of Santa and the holidays in the hustle and bustle of it all? Children (and the media) love stories of old. The customs and traditions of Christmas are rich in history, myth and culture. Get that story out there for children of all ages. Father Christmas is based on a real person - Nicholas was a Christian leader in the 4th century AD. It is said that one day, he climbed the roof of a house and dropped a purse of money down the chimney. It landed in the stocking which a girl had put to dry by the fire! This may explain the belief that Father Christmas comes down the chimney and places gifts in children's stockings.

· Helen Vollmer, VOLLMER Houston Why not look at new target market groups? Maybe the kiddos have had too much attention for too long from Santa. What about all of us grown-ups who could use a different kind of holiday greenery in this economic downturn? Santa, look to those who can help your brand grow the most!

Finally, after much deliberation a consensus was reached. Santa may need a few tweaks, but his overall brand remains strong as long as he stops giving out lumps of coal. So, while you may note a few changes this year in Santa’s image and his channels of distribution, branding done well takes time. You better watch out though, ‘cause VOLLMER is keeping our total Santa rebrand under wraps until 2009!

Ho, Ho, Ho . . . Happy Holidays to all (by the way, we’ve already gotten a call from the Seven Dwarves after they heard about our working with Santa)!

In Control - You or Your Business?

by Duane Geyer, VOLLMER CFO

Do you control your business or does it control you?

Wall Street is down since the election. Unemployment is the highest it has been in ten years and rising. Japan has declared it is in a recession as has the United States. The Consumer Price Index and home values are dropping. Credit markets are tight. Everybody is asking the government for a bailout. Given all these conditions, how do a business owners/managers best control their operations? Prepare and work against a budget.

Begin with revenues – what you expect to come in. Be careful not to be too optimistic (you’ll see why in a minute). Start with what you know - existing clients who will continue with you in 2009. From there add potential new business (but again, don’t be too optimistic). Finally, add in a small portion of business which will come from “who knows where.” Add it all up and compare it to previous years for reasonableness. If it is more or less, how do you justify the change?

Next, plan the cost of running your operation. Spend a lot of time on employee costs (salaries, taxes and benefits); this is usually the urgent expense item. For other expense items, consider what you have done in the past and add in any changes you would like to make, such as new marketing initiatives.

Profit is revenue minus expenses. Calculate a Profit percentage (profit divided by revenue) and compare it to previous years and metrics published for your industry. This will tell you if revenues and/or expenses are out of line. Go back and adjust accordingly. Be careful not to spend all your expected revenue. If you plan revenues too optimistically, you may be tempted to pump up your expenses since you can still show a good profit. This could get you into trouble if you start spending too aggressively in the new year and the revenues you projected do not materialize.

Budget cash flow! Why? Because cash is king – no matter what the economy is doing, positive cash flow will keep your head above water. How? The simple answer is profits plus depreciation minus capital expenditure (computers or other equipment) minus loan payments. Too many small businesses only budget their profit and loss, only to wind up with not enough cash to pay their bills.

Budgets can be a lot of work, but they can also be an invaluable tool – especially in uncertain economic times. They are not an end all and be all; they are a guide. Comparing your actual results against your budget will keep you on track by revealing if your plans are realistic, or need to be modified. After all, it’s better to find out sooner than later what is happening to your business – it keeps you in control!

Come Into My Lair!

TRADE SHOW 101
by Karen Marino, VOLLMER Dallas

As you develop marketing plans for the coming year, remember that trade shows are a great way to reach client prospects, industry contacts and suppliers all under one roof – if strategically planned and implemented well. So, how do you get your monies’ worth? Here are a few guidelines:

Get started. First, you need a strategy for your trade show program. Start by asking yourself a few key questions. What do you want to accomplish? Who are you trying to reach? What action do you want your targets to take? How will you track leads / results? Once you’ve answered these questions you can develop an overall approach and select the industry shows and conferences that are right for your needs.

Book it and build it! The earlier you book your space the better. Many shows offer special “early bird” rates. You’ll also have a chance to choose from the best spots on the floor.

You’ll need a booth set up to display and demonstrate your product or service, meet with potential customers and showcase your brand. Your booth can be as simple as a 10’ X 10’ “pop-up” booth that costs anywhere from $500 to $5,000 or a spectacular set-up that can run into six figures. Determine your booth budget and go from there. Also, keep in mind how the booth can be transformed to fit other conference needs in the future. When choosing a company to construct your booth, review a portfolio of their previous work and be sure to ask for references.

Design to sell. Set up your booth in a way that’s easy to meet with prospects. First, you have to attract their attention. One VOLLMER client that was promoting “mini” labels displayed a Mini-Cooper in its booth and conducted a drawing to give the car away. You may not have the budget or space for such a prize, but you can come up with something just as creative. Try attracting attendees with an interactive element such as a hands-on demonstration or game.

Also, your booth should be set up for maximum traffic flow. Space out your furniture and displays so that attendees have access to all elements. If they can’t get in easily, they’ll just move on. Have a few chairs around a table where you can meet with serious prospects. It will keep you from being interrupted when you are in the middle of making a sale.

Kick the tires. When your booth is complete, schedule a date to view it completely set up and conduct a thorough inspection. This is the time to find errors and correct them. In a perfect world, this viewing should be at least three weeks before the show to allow for any necessary adjustments, packing and shipping to the show site.

Mind your messages. Think about what will happen in your booth. What will you say to prospects? What type of product literature will you give them? You should emphasize a few key messages again and again, whether it’s through simple conversation or printed materials. If needed, consider having those working the booth get advance training on how to best communicate what’s important and how to “ask for the sale.”

Get the right giveaways. Promotional products can enhance your trade show presence and help you stay top of mind with prospects long after the show is over. Consider pens, pads, koozies or flash drives – the choices are endless – but make sure such promotional items are tied in someway to the booth theme or to a company slogan.

Add the finishing touches. An important component of exhibiting at a trade show is what’s known as show services. Every show has an exhibition company that provides support such as booth installation / dismantling (usually you’re not allowed to do this yourself), draping / carpeting and access to Internet, phone and lead retrieval services. These items can quickly add up, so be sure to factor them into your overall budget. And make a point to learn and understand union rules in the state the show is in!

Ready – set – show! It’s show day. Your booth is set up and your sales force is ready to go. In addition to seeking out prospects, keep an eye out for reporters from industry publications. Offer your expert opinion on issues impacting the industry and you might gain valuable exposure in a post-show article. And if there is a press room onsite, be sure to place company materials there daily.

That’s a wrap. Your booth has been shipped back and the crowds are gone. Now it’s time to organize your leads and determine how you’ll follow up. Don’t delay. To get the best return on your trade show investment, you should connect with prospects while the show is still fresh in their minds.

VOLLMER has a creative services department that can help with every aspect of coordinating a trade show including concept development, booth and collateral design, staff training, media outreach and on-site assistance. Visit out website at www.vollmerpr.com.