David “Big Papi” Ortiz’s Timeless Leadership Lessons

COV_BigPapi(5)From the Boston Globe to USA Today to SportingNews.com, writers across the country are paying tribute to David “Big Papi” Ortiz of the Boston Red Sox (my home town team) for his on-the-field heroics.  At age 37, Big Papi is tearing up the MLB’s best pitchers and as one scribe reports, is “turning back the clock.”  And never at a loss for words, the Sox slugger responds with just the right hint of humility: “I’m the dinosaur here.”

That’s just Big Papi being Big Papi.

The fact of the matter is that Ortiz is anything but a dinosaur.  He’s a player a few scouts said was on the decline just a couple of years ago.  But he’s also a player who since then has essentially reinvented himself by making the training room his off-season home, by burning off his love of the good life by running laps in the park, and by turning to a healthier diet … and then by letting his bat do the talking on the field.

This week, Ortiz is leading his team to (hopefully) its third World Series championship in 10 years. But it’s not only his behavior on the field that has earned him leadership status. It’s also what he says and does off the field, whether it be in the club house with his teammates, in the training room building strength, in front of the cameras talking to fans after a game, or his off-camera work with charities, that make him a role model for corporate leaders.

Here are four Big Papi traits execs sitting in mahogany row can learn from:

Lead by example.  Big Papi doesn’t just talk about wanting to win.  He properly prepares and rehearses to flawlessly execute his plan.  He works harder than most to be the very best at his job and when he sees his skills beginning to deteriorate, he goes back to drawing board (the batting cage in his case).  He never asks his teammates to work harder than he’s willing to.  He simply sets the bar and then hurdles it.  Simple.

Leaders as change agents who inspire.    First a leader has to be trusted by his/her employees (or team).  It’s the same with customers. Customers trust people and not necessarily companies.  It’s only when trust is established that a leader can become a change agent.  Remember how the Red Sox responded in game four of the World Series following Big Papi’s inspirational dugout pep talk mid-game?  “David Ortiz rallied us together,” said teammate Johnny Gomes following the Red Sox win.

Strong leaders choose their words carefully.  Great leaders understand the power of their words and their tone.  A CEO addressing a struggling organization at a company meeting can galvanize or demoralize the troops.  A confident “we will overcome these challenges together and here’s the plan” delivery always trumps a punitive one.  Last April 20, on the heels of the Boston Marathon bombings, Big Papi “unofficially” reclaimed the City of Boston for its residents with his famous Boston Strong speech at Fenway Park. He delivered the right words with the right tone at just the right time.

Great leaders wear their passion on the outside for all to see.  Steve Jobs.  Tony Hsieh.  Jeff BezosRichard Branson.  CEOs known for their passion.  Name a professional baseball player who loves (and has as much fun) what he does as much as David Ortiz?  His passion, like that of Jobs and others, is absolutely contagious.

Any ideas for other Ortiz leadership traits that corporate leaders should emulate?

Go Sox!

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Time for Global B2Bs to Ditch the Herd Mentality

survivorU_following_the_herdNavel-gazing sessions and working at a big B2B company have always gone hand-in-hand. But it looks like many of the big B2Bs are getting it all wrong when it comes to brainstorming key messages and positioning statements that will resonate with their customers.

You might say, as did the Captain in the movie classic Cool Hand Luke, to Luke:  What we’ve got here is (a) failure to communicate.

According to an in-depth B2B brand building study by McKinsey&Company involving Fortune 500 and DAX 30 companies and over 700 executives across six sectors, many of the brand messages customers value most are least mentioned by the companies they buy from.

A few highlights from the survey that are worth calling out:

  • there’s little connection between a brand’s influence on its customers and themes such as social responsibility, sustainability and global prowess – yet these are key themes that many global brands use in their positioning statements
  • brand themes that customers value most — “effective supply chain management and specialist market knowledge” — are rarely mentioned by the companies, and this little beauty…
  • the brand theme customers consider to be most important from their suppliers is “honest and open dialogue.”  But sadly this theme was not emphasized at all by the 90 companies included in the survey’s final sample.

What the…?

Several years ago at a navel-gazing session I participated in while working at a global PR agency, we looked at the key messages and positioning statements of our five largest competitors.  The team was asked to review the brand themes and key messages of the competing global agencies and to compare them with those of our firm.

As you might imagine, it was difficult to determine one firm from the next.

The follow the herd mentality is also prevalent, it turns out, among global B2B companies. According to the survey:  our analysis showed a surprising similarity among the brand themes that leading B2B companies emphasized, suggesting a tendency to follow the herd rather than create strongly differentiated brand messages.

The McKinsey authors — Tjark Freundt, Sascha Lehmann and Philipp Hillenbrand — give props to the IBM Smarter Planet branding campaign as a truly differentiating effort, one that communicated distinct and powerful external and internal themes that connected with the company’s range of key stakeholders — marketing, sales and R&D employees, customers and other influencers.

For an excellent and recent overview of the IBM campaign, check out Edward Boches’ postBoches, a partner at Mullen, calls Smarter Plant “a perfect case study for any of us working on comprehensive brand content programs as it has all of the components…”

As the folks at McKinsey advise, global B2B companies would be wise to closely monitor shifts in their markets and among their customer base and work harder to better align their brand themes with the changes.

Boches points out that while most companies aren’t capable of producing a campaign as grand as Smarter Planet, it remains “a solid example of taking a core business idea and bringing it to life in the form of lots of little ideas, distributed content, attention generating experiences, utility and platforms, and social engagement that invites participation.”

Size Matters When It Comes to Picking a PR Agency

090831-SmallMediumLarge-4651Public relations agencies come in all shapes and sizes. Some are holding-company owned with offices in 50 countries or more and thousands of employees.  Others are independent and mid-sized with a handful of offices and perhaps a hundred or more workers. And of course there are scores of founder-run, single-office firms and boutique consultancies with anywhere from three to 50 staffers all working under one roof or virtually.

While all of these agency types often compete with each other for the same prized piece of business, they can be very different in their approach to new business, client service and relationship management.

For the prospect, deciding to work with a one-office firm or a large agency with an office in every major U.S. metro area can be a tricky decision as agencies have grown adept at becoming chameleon-like. For example, a smaller agency may try to present itself as bigger and more “scalable”  than they really are when pitching a potentially big client. They will bring up that they work with “partner” agencies all over the world allowing them to send your message out globally.  And a large agency may attempt to present itself as nimble and flexible (with pricing and programs) when pitching an emerging brand with limited marketing dollars.  They will bring up the fact that they have specialized teams working on smaller programs and the promise that you won’t be a small fish in a big pond.

Blah blah blah.

Ok, so perhaps there are a few instances where both the large and the small agency can get the same job done well.  But typically, this won’t be the case.  So to help you decide, here are a few guidelines to mull:

  • if yours is a global company, then hire a global agency with global branded offices. This doesn’t mean that you shouldn’t bring in a boutique for specialized work as well. But in my experience, the various global networks of independent PR agencies are better suited for project vs. ongoing work.  I’m sure there are exceptions, but it’s difficult for one agency (the AOR) to control and manage the quality of the work that another agency in another country is doing for a client.
  • if it’s important that agency principals pay close attention to your account, then hire a boutique. Even with many mid-size firms, you won’t see the firm principals very often once the contract is signed unless you insist on it or have a previous relationship.  In most cases, agency principals are too busy running the business to pay attention to client service until something goes wrong.
  • if you are an emerging brand with limited PR dollars to spend for the foreseeable future, hire a boutique or mid-size agency.  Big agencies are working hard to penetrate the emerging brands market, especially in tech, but until they figure out how to make money on small budgets it’s still largely a work in progress for them. Generally, if you’re an emerging brand, the sense of urgency and enthusiasm and attention you’ll get from a smaller firm will outshine that of a big agency (at least once the honeymoon is over).
  • if prestige and name recognition is important to your CEO, then hire the global agency so he/she can brag at the next cocktail party that his PR agency has offices in 75 countries even though the client only does business in three of them. Just remember, someone has to pay for all that overhead.

A More Human Model for Product Storytelling

Reblogged from MarketingProfs I Kathy Klotz

by Kathy Klotz-Guest

October 16, 2013

Humans are wired for stories; we’re storytelling animals. The resurgence in storytelling, the original social medium, is an important and welcome evolution for many reasons. Memorable stories scale in a way that facts alone cannot. And a multiplier effect is critical in marketing. Finally, stories cut through the tremendous clutter—much of it lacking context and meaning—created by the never-ending content explosion. Here’s where stories pay dividends: According to a recent Stanford study, stories are remembered up to 22 times more than facts alone.

In a world of noise, the best stories win.

From Product-Centered to Story-Driven Content

The most important thing any organization can do is become a storytelling organization. That means elevating your product or service discussion to one that focuses on the human needs of your audience.

It all begins with telling the right stories about real people who use your product or service and not focusing on the product itself. Your best stories are not about your products or you. Your goal is to tell a bigger story that makes your customer the hero.

Customers are doing their own research, and they’re asking the most important question: How will your product or service make my life better? If your marketing fails to elevate the discussion to one of change for the better, you’ll never rise above the din.

Getting Started

One of my favorite models for getting started with storytelling comes from improvisation—one of the most powerful ways of co-creating stories. It’s also that classic and fun universal bed-time story model that you’ll recognize from movies. I’ve used this model as an improviser on stage and as a marketer. Recently, I used this approach in several storytelling sessions I gave at Product Camp Silicon Valley 2013.

What I love about this particular model, called the “seven-step story,” is that you can easily adapt it. This approach covers all the key elements of a story, and it works for just about every type of story a company can have: a core purpose story, product stories, origin stories, and others.

Here’s the model for product/service stories told through the lens of your customer:

Once upon a time, <customer name> was doing…

And every day, he or she did <big challenge he or she has>…

Until one day, he or she discovered <enter the solution: your product or service>…

And because of that, he or she could <benefit 1>…

And because of that, he or she could <benefit 2>…

And because of that, he or she could <benefit 3>… (You don’t need three, but three is the maximum you want. Shorter stories are more powerful.>

And every day since that day, he or she uses <your product or service> because it enables him or her to <big human need>…

Show How Customers’ Situations ‘Change’

The most important part of a story is showing how the hero/protagonist of the story changes. What can your customer do now because of your product or service that he/she could not do before? That’s story rocket fuel.

Your product or service must make your customers look good. (They are the hero; your service becomes the supportive sidekick!)

Start thinking bigger than your product by focusing on what people really want: time, freedom, success, recognition, enhanced reputation, self-reliance, stability, belonging, safety, reduced risk, acceptance, security, credibility, and so on. Think about Abraham Maslow‘s famous “Hierarchy of Needs.”

No one needs your product or service. What they need is the change that your product or service allows them to make! And you don’t have to be saving lives to claim real value. You must aim for credibility, however. Great stories are built on a foundation of truth. And if you are in need of inspiration, ask customers, “How did we make your life better?” And make it personal. The best product stories are.

Here’s a brief example applying the model to Company X:

Once upon a time, Bob, a company owner, kept numerous files in various locations.

And every day he had to update information in many places because he did not have the data in one secure place to be able to work remotely. It was a huge pain in a number of ways.

Then, one day, a friend introduced Bob to Company X’s cloud-based data services.

Because of that, Bob could securely access data anywhere, anytime wherever he was.

Because of that he was able to get more work done quickly and easily and without worrying about compromising data security.

And every day since that day, Bob’s organization uses Company X because the ability to access data “anytime anywhere” securely has reduced his risk, ensured data freedom, and freed up his time to do what does best: run his business and spend time with his family—not with his IT department.

Customers Buy Stories, Not Products

Company X delivers its service via the cloud. No one needs cloud-based services, but the cloud is how Company X delivers its value. What matters is that the product allows users to do something (bigger than the product) that they could not do before. In this case, Company X enables information freedom, simplicity, security and freed-up time.

Your product story is always about the people who use what you sell and how their lives are better. When you focus on products and features—on you, instead of your customers—you are playing a small game.

Elevate your marketing. Products come and go; a deep commitment to changing customers’ lives for the better—something bigger than any company—must be an unwavering purpose that provides meaning. That’s the change your stories must focus on if they are to resonate emotionally with your audience, be memorable, and create compelling calls to action.

That’s my story. What’s yours? Email: Kathy(at)keepingithuman(dot)com

IPO Communications Guidelines That Make Good Sense

GM-NYSE-listed-720x340It’s the dream of many public relations professionals:  land a position with a promising pre-IPO company. Take less base compensation and sacrifice weekends and holidays for the promise of mainlining a gold vein of stock options and sailing off to the Caribbean following a robust IPO and the requisite vesting period.

Ah.  If only it was that easy.

The reality is that the PR pro in a pre-IPO company has enormous pressure and responsibility to ensure that his/her organization is playing by the IPO communications rules of the road. The job can be like herding cats.  A single communications misstep can be extremely costly to the organization, and of course to communications leadership.

2013 is actually turning out to be a banner year for IPOs in the U.S.  According to the czars of IPO research at Renaissance Capital, 165 IPOs have priced so far this year — that’s a near 50 per cent increase over 2012. In addition, a whopping 208 IPOs have been filed with the SEC year-to-date, more than 75 per cent than a year ago.  And the average IPO has returned almost 30 per cent from the offer price.

Twitter, as the galaxy is aware, is expected to complete its IPO process before the end of the year, possibly by Thanksgiving. Its recent decision to fuel the IPO frenzy is having a significant and positive impact on other recent IPOs as well, like Rocket Fuel Inc. and FireEye Inc.  Their stock price has doubled since their IPOs less than one month ago.

Going public has many pluses.  Among the benefits is the opportunity to earn significantly more interest and coverage from business and financial information channels, major newspapers, business magazines, television, radio, financial and business websites, among other media outlets.

However, the benefits of enhanced publicity come with the increased responsibility of communicating appropriately, leveraging new-found media attention to support strategic business goals while playing by fair market rules and maintaining corporate transparency.

Much of this enormous responsibility falls squarely on the shoulders of the organization’s communications leadership. Remember the companies in the dot.com boom that screwed up their IPOs by inadvertently leaking confidential information that found its way to the media and then the SEC?  That’s a sure-fire for the dream to become a nightmare of epic proportions.

Here are a few guidelines for PR  pros and their pre-IPO companies that will help dreams come true:

1. Prevent official and unofficial spokespeople from telling external sources your company intends to go public. Regardless of when it’s said, it can be published during the IPO quiet period and will look like SEC rules have been violated. Instead, focus on the company’s growth story.  Talk about financing as an adjunct that facilitates growth.

2. Develop a story that describes your company’s competitive advantages and barriers to entry without industry jargon. Keep it simple and do it well in advance of the IPO as it will serve as the basis for your corporate description in the prospectus.

3. Strengthen your website. During the quiet period, your company website will speak for you to industry influencers and potential investors.

4. Stay visible.  Typically, visible IPOs price higher in the range and trade higher afterwards. Don’t focus only on the Wall Street Journal and other national publications. Industry trade publications, bloggers, industry and Wall Street analysts are also excellent visibility creators.

5. Be visible now or company attorneys may say “no” after you have filed. If you haven’t been active before the filing, it will be difficult to be active once you have filed.  Even if you have been active with the media before the filing, many attorneys will take an ultra-conservative position and still try to prevent the company from being visible.  Challenge their position by sharing the many examples of companies who got their cake and ate it.

6. Once your company has gone public, employees have no right to material information before other shareholders. Make sure your company employees understand the rules. Be prepared to circulate policies that explain how to handle material information and how to avoid insider training.

7. IPO day is the beginning, not the end, of communications. Use the remainder of your quiet period to plan your debut as a public company. Decide what your publicity stance will be on the first day of trading.

8. The first nine months of being public will prove whether you can properly forecast your future for Wall Street. It’s easier to keep your good reputation than try to rebuild it.

9. Look to bellwether companies outside your industry for best communications practices, and not only to your competitors.

10. Work with your company’s attorneys and advisers to fit your desired business strategy within regulatory rules.

11. Get your corporate legal and investor relations teams involved in social media to protect the company from violating disclosure requirements. The risks simply don’t outweigh the benefits.

Oh, and good luck.

For Agencies, Working with Clients on a Shoestring Can Be an Acquired Taste

????????????????????????????????????????It’s not entirely new for global PR firms like Ogilvy PR and Edelman, among others, to make a run at emerging VC-backed companies who need communications help but are on a shoestring budget.  Every few years — either just before a so-called bubble, like the dot-com boom or right in the middle of one — big firms seem to act on the fact that they may be missing out on opportunities to work with potential rising stars.  Or, that they are simply leaving money on the table and have the resources and chops to chase many of the same prospects that have typically been the domain of boutique and mid-size firms.

Why not? At the turn of the last century, global firms did pretty much the same thing to take advantage of the plethora of VC-backed emerging Internet companies.  For example, a number of firms owned by communications holding companies like OMNICOM and WPP created so-called “conflict brands.” With a conflict brand in place, a global PR firm who had a company like HP as a client might also take advantage of the opportunity to work with an emerging VC-backed company that was actually competing with HP in one market or more. The conflict brand would have a different pricing and staffing model, different value set, a less is more approach and firewalls in place — all of which made them appealing to smaller, emerging brands.  But clients mailed their monthly retainer fees to the same address as did clients of the parent brand.

In other cases, a global shop would set up a sub-branded firm (a firm within a firm) that wasn’t necessarily set up to handle conflicts but did specialize in working with start-ups. These sub-branded firms, as did the conflict brands, had stronger appeal to the start-up technology segment — I.E., working with a cool, fast-moving edgy firm vs.  a more bureaucratic, stodgier parent brand.

Of course, the plan was to transition the small client from the sub-brand to the parent as the client grew and thus keep it in the portfolio for the client’s entire life cycle — from start-up to growth to maturity.  To be honest, it’s hard to say how successful this model really was as so many of the dot.com companies were acquired or blew up without every having the chance to reach maturity.

Recently, Ogilvy PR introduced Espresso and just before that Edelman introduced Sprout – offerings specifically designed with the little guy in mind.  (Love the names by the way…surprised a firm hasn’t selected “Adrenalin” yet though.)

Edelman says “Sprout supports early-stage start-ups and small companies looking for communications counsel and high-impact support outside of the common agency business model.”  Like programs before Sprout, Edelman “scales” a program to suit a client’s needs and budget (I’m sure Edelman is finding that the “needs” and “budgets” of some of these start-ups are misaligned).  Ogilvy PR says its offering for emerging brands “includes a range of services from brand narrative and messaging through media exposure and influencer relations, all within a simple, affordable and flexible cost structure.”

Both descriptions do contain a lot of big agency speak and PR clichés (which may scare away some start-ups).  We’ve all seen too many times selling points like “scale” and “high impact” and  “brand narrative” and my fav:   “affordable and flexible cost structure.”

But the programs, in light of the big well-known PR brands and deep resources behind them, will earn their share of success – at least in the short-term.

Time will tell if in the longer term they’ll beat the boutiques and mid-size agencies at what they do best.  If they do, I’m sure we’ll hear about it.

In The New Normal, Client Retention Means Playing Above The Rim

basketball_rimDenial. Anger. Bargaining. Depression. Acceptance.

These are the five stages of grief a PR agency (or any business for that matter) goes through when a good client takes their business to a competitor.  Each of the five stages were detailed in a recent post in which I promised a follow-up with a few ideas on how an agency can beef up its existing client retention program (you have one, right?).

The problem some agencies and other organizations have is this:  a short memory. What often happens once the initial jolt and after shocks of losing a good client subside and everyone gets back to business, or perhaps even begins work on behalf of a “replacement” client, is that they revert to some of the same bad habits that got them in trouble in the first place, like ignoring the obvious signs of a failing business relationship.

While many of the keys to client retention in the “new normal” are second nature to many organizations and are seamlessly rolled into how they conduct business on a day-to-day basis — like proactively managing and measuring client expectations, the overall health of the relationship and the value that is being delivered while saying “no” to non-aligned business — there are above the rim ideas that can help lock in a client for life.

For example, how about setting a new standard for quality performance? Name it whatever you want (TQM = total quality commitment?).  Pull your senior client-facing managers together once a month for a couple of hours to probe and to get to the root of client issues and problem areas.  Don’t talk about staffing or utilization or new business at this meeting.  Just focus on the organization’s top clients and use the time to share best practices. Chances are you or one of your peers is facing a client relations issue another had already experienced and successfully resolved.  It’s amazing how many important war and success stories aren’t shared in real-time due to the hustle and bustle of the average work day in a typical agency.  Set time aside for this.

Secondly, consider retaining an independent auditor — someone familiar enough with your business to add real value —  to call on your clients a couple of times a year to nip little problems in the bud.  Quarterly reviews and a relationship management tool like the balanced scorecard can take care of the bigger business issues.  But a five or ten minute call or email questionnaire every six months from an independent professional will solicit from clients the type of complaints they might not normally share with their account team.

And how about a customer advisory board?  A board can be challenging to assemble (and a bit tricky regarding which clients to leave in and which to leave out)  but  can be well worth the effort.  A customer advisory board can accomplish a few critical goals as part of a broader customer retention program:

  • the board should be composed of execs from your biggest customers (customers who deliver the lion’s share of your organization’s revenue).  Even if they don’t want to commit the time, any client will be flattered you asked and just by doing that you have deepened your relationship with them.
  • board members can provide your organization with early warning shifts in their needs as well as emerging opportunities and feedback on new services your firm is providing (or should be providing). And for board members,  membership gives them an opportunity to share best practices, network and build new relationships with other executives in and outside of their industry.
  • By following through on customer advisory board recommendations, you’re ensuring client satisfaction, building customer loyalty and reducing attrition among your biggest revenue generators.

I’m always on the watch for innovations in customer retention programs so holler back.