Posts Tagged ‘Arizona communication consulting’

Smartphone Zombies

Monday, September 20th, 2010

IMG_0667

One of my most perplexing relationships is with my smartphone. In the morning, it updates me on the day’s weather. It keeps me organized and allows me to instantly share my thoughts on social media. Email and the latest news are just finger taps away. My phone lets me capture pictures and video that my own parents often missed when I was growing up.

My smartphone transforms me into both a mobile mom and mompreneur. People like me assume we’re more efficient, not tied to an office or glacier-sized desktop computer.

But my smartphone is also sending me warning signals. Something seems off when three people in a conference room waiting for a meeting to start are staring down at their phones and not talking to each other. As a passenger in a car, watching the world pass by through a window is replaced by technology in my hands challenging me to make the most of my travel time. And it’s as if Twitter keeps talking to me, calling me over to ensure I don’t miss the latest update of the movie or TV show someone I barely know is watching. When your child says put down the phone, you know a 12 step program might not be far behind.

I’m able to write this now because I have my smartphone away from home. But I don’t want to become a smartphone zombie, staring into a small screen while real life, even in its simplest forms, swirls around me. Sometimes I wish I was strong enough to dump the data plan and breathe in some nature. Am I really more efficient because I read email and Facebook faster?

The answer is probably a compromise, pushing the push notifications away during certain times a day. But I’m not so smart. This relationship keeps reeling me in with its apps, alerts and longer battery life. We need to spend more time apart, but these phones are so brainy and beautiful, it’s hard to break up even for a few hours.

The 10 Best Ways to Get The Media to Ignore Your Political Press Release

Friday, September 17th, 2010
  1. Starting with a subject line that includes 21 words
  2. Trying to spark coverage by diving into complicated stock holdings and land deals that would take journalists half-hour specials to explain
  3. Screaming an opposing candidate is putting someone at risk without offering an interview with one of those people supposedly at risk
  4. Putting at the top with stars “FOR IMMEDIATE RELEASE.” In Media-ese, that often translates into “FOR IMMEDIATE TRASH.”
  5. Making an email 10 paragraphs, forgetting many reporters now read off small smart phones, not stadium-sized monitors at their desks
  6. Not including pictures or video
  7. Answering follow-up questions by responding with an answer that everyone knows is a non-answer and expecting it to be accepted
  8. Calling out the other side for playing politics because everyone knows both sides are engaged in the same game
  9. Saying “let me check into that” when reporters ask for documentation to prove one of the claims in a press release
  10. Not realizing there are better and more subtle ways to persuade the media to cover issues that play toward your candidate’s strengths other than sounding like nothing more than a political mouthpiece who studied spinology in college

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In the Winds of Change, Don’t Let the Rumor Windmill Spin Out of Control

Monday, August 30th, 2010

Winds of Change

A company makes a major change to its daily business operations but doesn’t let its employees know about it ahead of time. What does not saying anything actually say to employees? Lots. It tells employees they are not important enough to “bother” with – just shut up and do your job! Management’s let-them-eat-cake attitude acts like a proverbial guillotine, cutting off any sense of trust from employees. Talk about disengagement.

With management hiding behind the corporate curtain like the Great Oz, employees speculate about what the change means to them. How does it impact their jobs? What does this mean for the company’s future? This only churns the company rumor windmill with gusto. Questions meet vague responses. Or, better yet – a shrug and the ole’ standby: “It’s corporate’s decision.” This is a company that sets its cruise control to adequacy and apathy and its weak communications style will always play second fiddle to rumors.

On the flip side, there’s the company with an open and honest communications policy. Facing layoffs affecting every department, the challenge: when to communicate? Do it from the outset without yet knowing which employees will lose their jobs or wait to communicate – springing the news on employees on D Day? The decision: Honor the open and honest communications policy by communicating early and letting employees know this is coming. Why? It’s the right thing to do. Maybe some employees plan on making major purchases like a house or a car. Knowing this information would be invaluable to their decision-making.

Does announcing the news early cause some panic and rumors? Sure. In fact, this is the argument some people might have against letting employees know about the layoffs in advance. Communicating early gives the company the chance to stay ahead of the rumor mill and explain the why before too much noise filters out what’s important.

When companies sit on big news without letting employees know, it hurts credibility. It can have a negative domino effect on all future announcements requiring employee buy-in. Employees who have been scorned, stunned or outraged from past actions and lack of communication will raise their eyebrows with skepticism at whatever the company line happens to be.

So, does your company have major news or changes coming down the pike?

  • Communicate early.
  • Communicate often.
  • Communicate consistently – before the rumor windmill spins out of control.
  • Refresh and continue. Communications shouldn’t stop once the change happens. Get feedback on how messages were received. If necessary, fine-tune your message based on that feedback and continue.

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Employee Engagement or Whirlwind Romance?

Wednesday, August 18th, 2010
Put a ring on it

Put a ring on it

  • Met online on at jobs website – seemed like a perfect match.
  • Intense courtship (recruitment).
  • Popped the question (the offer).
  • Signed a prenup (acceptance letter, confidentiality agreement, new hire paperwork).
  • Went on honeymoon (new hire orientation).
  • Started to feel out of touch (didn’t feel appreciated; tried to meet unreasonable expectations; didn’t know important information).
  • Tried to rekindle the romance with a company BBQ and some gifts (tsotchkes like a key chain with the company logo).
  • Tried to make it work with counseling (Employee Assistance Program).
  • Broke up (exit interview).
  • Kept the ring (key ring) but gave the office keys back.

What comes to mind when you think of employee engagement? Is it just another buzzword? How achievable is it in a tenuous employer/employee relationship where each partner wonders if the other is going to love ‘em and leave ‘em?

Is it too much for companies to think they can capture the minds and hearts of employees? Probably – especially when company profits are increasing yet they continue to cut costs and salaries. Companies are still expecting employees to do more with less – like take on two jobs because the company isn’t replacing people it fired and is offering little in increased pay. Then there are companies who get creative and give employees more responsibility in the guise of a promotion by putting them in a completely different area of the company without the proper tools to do their new jobs. It’s a “sink or swim” mentality – a setup for failure. In these cases, companies are working against themselves, making it impossible for employees to feel engaged.

So, what’s a corporate communicator to do when the company holds employees in the palm of its collective hand, squeezing every last bit of productivity out of them like pulp from a lemon? How do you communicate when the company:

  • doesn’t give employees the tools to do their jobs effectively
  • is not clear about the company’s vision
  • hasn’t created a culture that’s rewarding and fun
  • doesn’t treat employees with respect
  • has a management team that fears open and honest communication
  • doesn’t promote ownership in the business by including employees in decisions
  • doesn’t encourage development or provide opportunities to learn and grow?

Not doing these practices day in and day out leads to disengagement. Communications alone can’t shoulder the responsibility of engagement unless these practices become a company way of life. Engagement should not simply be a program that makes its way on the executive radar screen once a year when the employee survey results come in. It has to be woven into the company fabric to be successful.

What does employee engagement mean to you? Have any good examples to share of companies doing it right?

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