Morningstar Communications Luminary Blog

In the public relations area, measuring success always seems a bit nebulous. How do you ascertain the power of a news story? How do you demonstrate an article prompted a purchase? For years, the amount of output, and resulting pickup, served as the main measurement guide. Slowly, assessment of key messaging inclusion, branding elements and other components of the story worked their way into the measurement metrics.

But now output doesn’t cut it, regardless of your methodology. Today’s world requires outcomes. Exposure alone, in a world of email newsletters, banner ads and RSS feeds, simply doesn’t create results. The average consumer is exposed to 247 advertising messages each day. Hard to believe any of them really work.

Measuring outcomes rather than outputs provides a better way to understand engagement. And engaged people – whether employees or consumers – are happier, healthier and more positive in general.

While plenty of information is out there touting how employee engagement will help your workforce, and truly, employee engagement is the first step, imagine how extrapolating the concept to your customers and prospects might work.

Start with the basics. Do you receive comments on your blogposts, do your key customers or prospects follow you on Twitter or “Like” your business on Facebook? Does your participation in LinkedIn groups foster robust conversations? If your organization can move beyond outputs and truly measure how engaged your stakeholders are, you will surely uncover ways to move the needle.

As the nation slowly lumbers out of the “great recession,” smart businesses are re-evaluating their strategies for advancing their growth.

Ensuring those among the ranks understand and embrace these new strategies will be critical to making them work. Yet, we regularly see companies overlook their own employees in their eagerness to reach the market. Surprising, since study after study ties employee engagement to improved productivity and performance. In fact, on the other end of the spectrum, Gallup recently found the cost in lost productivity from disengaged employees amounts to $300 billion.

So, how do you encourage engagement?

Demonstrate leadership. Studies show that employees turn first to their direct managers and then to senior leadership for information on where the organization is going and how what they are doing ties to that vision. Make sure to communicate your strategy effectively to middle management, as they will be a key resource to which others in the organization will turn.

Create conversation. Encouraging feedback and giving associates the opportunity to comment, question and share provides a powerful means to achieve engagement. And, with today’s social media tools, finding the right option for your employees to collaborate together is easier than ever. Be prepared for questions, comments and concerns, and respond quickly when they arise.

Communicate, communicate, communicate. There’s an old saying that in the absence of information, people assume the worst. In this fast-paced age focused on transparency and authenticity, keeping your employees updated on how your new strategy moves the organization forward helps to ensure they will internalize and take action to drive your strategies.

Much as Disney’s all-computer animated, all the time dodged consistent success, using social media for every message, every time seems like a mistake as well.  Successful marketing communications programs transcend the medium and start with the business and the people who matter most in its success. At a minimum, developing a strategic program requires:
1.    Knowing your audience and understanding what resonates with them
2.    Uncovering how they like to receive information, very likely you’ll find they turn to a variety of mediums
3.    Crafting messages that underscore the benefits you bring to the table
4.    Integrating your messages into every “touchpoint,” from tried and true channels like collateral materials to social media platforms such as LinkedIn
5.    Building in metrics up front so you can ensure your marketing efforts are supporting business goals.

Social media continues to evolve and will play some role in any marketing mix. However, I have no doubt that completely scrapping traditional marketing channels will require you to change course later. Something to think about if you plan to go see "The Princess and the Frog.”

Neil Dhillon, managing director of our MS&L Washington D.C. office brought up an interesting perspective when he convened with executives here in Kansas City. Every company has legislative issues, they just may not know it yet.

This fall promises to be a very busy one on Capital Hill, with several key priorities making their way through Congress. From health care and financial services reform to distributing stimulus funds before the upcoming deadline, virtually every industry will feel the impact and many will find new opportunities.

If your organization seeks to influence change, there are many ways to do it. From meeting with local representatives to lobbying on the hill, to simply issuing media statements on policy to share your view, there are many ways to make your voice heard. We’ll go into more on these topics in our upcoming posts, so stay tuned. And, we hope you’ll share your stories about how you’ve been able to make change happen.
 

Several years ago, I attended a Central Exchange conference for career women that included a session on networking. The speaker drove home the fact women network in a completely different way than men. I’m generalizing here, but we tend to work up to the business part of the conversation instead of starting with business first, the way men frequently do.  Because while women are relationship-oriented and more likely to focus on consensus building, men cut to the chase, so to speak.  The seminar leader encouraged women to start networking like men.

That’s why yesterday’s all-women golf tournament hosted by The Women’s Foundation of Greater Kansas City proved such a refreshing networking experience. It was golf and networking—women’s style. Indeed women-only networking groups and online social networks proliferate.  But a recent Harvard Business School study even found differences in the way women and men use social networks. 

What I found somewhat lacking over the years are written resources (you know, books and offline articles) to help women with networking.  This could be an indicator of our inclination toward relationship building.  We’d rather learn about networking in person. What do you think? Should women network like men, or use our own style to advance in business?

Recent articles in both Forbes, “Women in Philanthropy” and The New York Times, “The Power of the Purse” demonstrate the great strides women are making as philanthropists. Beyond the financial clout women wield today (according to the Forbes story we control more than half the private wealth in the U.S. and make 80% of the purchases), I was encouraged by the way in which we choose to contribute.

First, women donate more of our wealth than men. And, we choose our gifts differently. Women give regularly to other women in need. In fact, private foundations and public charities focused on helping women and girls have grown at a faster rate than the overall foundation community, according to Forbes.

Recognition ranks low on the priority list for women and we tend to give more as part of drives that include other women. This trend underscores what many high-profile women philanthropists have touted, that empowering women and girls can serve as a means for creating economically successful communities, especially since 70% of those living in poverty today are women and children.

Both stories highlighted Women Moving Millions an organization that reflects this growing movement.  And, here in Kansas City, The Women’s Foundation of Greater Kansas City raises, invests and grants funds to promote equity and opportunity for women and girls.

Somehow, I am not surprised women understand creating lasting change means working together strategically to make a difference. The “power of the purse” doesn’t just empower women and girls, it helps all future generations.

At Morningstar Communications, we provide insight, lead with strategic thought and unite great minds in our industry to create solutions. As part of our commitment to excellence, we regularly bring together the brightest minds in business for Illumination Sessions to discuss challenges and success strategies for today’s businesses.

During our last Illumination Session, our Luminaries shared their thoughts on strategic planning. It’s one of those things we might not think about every day, but requires careful consideration. Our world is changing faster, and the rate of change increases every day. Like Moore’s Law, business ideas and strategies can become outdated as quickly as they came to life.

Strategic plans used to take one-, three- or five-year horizons. An elevator speech was 30 seconds long. Now, we see more and more businesses looking at 12-, 18- or even six-month horizons for their planning. Elevator speeches are a mere seven seconds in length. So with the quickening pace of business, how do business leaders effectively plan for their organization’s success?

We asked our Luminaries to come prepared to talk about effective strategic planning in an era of 90-day scorecards. Our discussion centered around three key points:

 3. Make it Work
Even the most well-written strategic plan needs a team of cheerleaders and on-the-ground players to put it into action. Buy-in has to come at all levels for a plan to succeed.

We’ll post more on the discussion and each of these three insights in the upcoming days. For now, though, take a look at our panel of strategic planning Luminaries. What a smart group!

Katy Briggs
VP, Strategy
Willoughby Design

Reinhard Mabry
President and CEO
Alphapointe Association for the Blind

Eric Morgenstern
President and CEO
Morningstar Communications

 
Vincent Sabia
Vice President, Client Services
Right Management Consultants

Mike Saunders
Managing Partner
Spencer Fane Britt & Browne LLP

Todd Stettner
Executive Vice President and CEO
Jewish Federation of Greater Kansas City

Gary Weinberg
Chief Operating Officer
National Seminars Group