I frequently post what my University of Maryland University College Students think are some of the better PR campaigns out there. Here are some nominees from my Fall 2006 class.
Cecelia McRobie likes the GE Ecomagination Challenge. She writes, “I do feel that is it a best practice based on its message, audience and purpose. The Ecomagination Challenge is a contest for college students. General Electric is asking students to submit ideas that would make their schools more environmentally responsible. The winner receives a $25,000 grant to complete the project, plus MTV will perform a concert at the winner’s school. Visit:http://www.ecocollegechallenge.com/
She continued: “I believe this is a best practice because it helps the environment while getting young people involved in making our world better. This is an attractive contest because it involves MTV and a monetary award. The title, ‘Ecomagination Challenge’ plays off of the GE slogan, ‘Imagination at Work.’”
Don’t you just love those Imagination at Work television commercials?!!
The Dove Campaign for Real Beauty has come up before. This time, student Mona Ferrell selected it as her favorite best practice. She wrote: “The Unilever-Dove Campaign for Real Beauty, launched by Edelman Public Relations Worldwide, was a rather extensive PR campaign focusing on body image. What made this campaign so successful and deserving of ‘benchmark’ status for me is that the company did not push its product with the typical statement of ‘if you use our product you will look more youthful.’ Instead, using multiple PR tactics, the campaign promoted ‘their products with a message of real beauty by encouraging women and girls to celebrate themselves as they are — while using the products, of course.” (Howard, T. USA Today, http://www.campaignforrealbeauty.co.nz/in-the-news/ad-campaign.asp)
“The television ads pushing the ‘beauty is in the eye of the beholder’ theme used ‘real’ women, not models. Questionnaires were also devised asking women to write in and share their views on what makes them feel beautiful. Live discussion boards with this same theme were also set up so that ‘real’ women could talk to each other about beauty and self-acceptance. PRSA awarded Unilever-Dove and Edelman Public Relations Worldwide with the ‘Best of” Silver Anvil Award for 2006 for the Dove Campaign for Real Beauty. http://www.prsa.org/_Awards /silver/winners2006.asp”
Now, here’s a campaign that will wipe that smile off your face. It came from student Jaime Foisy and it’s about Charmin’ at the Fair. She wrote: “In my opinion the best way to advertise a product is to make it complement an event where it will get a lot of use, and is unexpected. Charmin’ did this at the San Diego Fair last summer. There we were at the fair and I kept seeing all these posters for Charmin’ toilet paper, but really thought nothing of it…until I had to use the restroom. So, there I was standing in front of the facility, dreading having to go in…As I walked in I was shocked! Sponsored by Charmin, these restrooms were immaculate! I could not believe it! … it got tons of publicity and goodwill among people of all ages and types.”
Natasha Lim highlighted Ultragrain Win: Proving Kids Love Whole Grains a Whole Lot
http://investor.conagrafoods.com/phoenix.zhtml?c=97518&p=irol-newsArticlebra &ID=731145&highlight=
http://www.forbes.com/feeds/prnewswire/2006/06/09/prnewswire200606091145PR_NEWS_ B_MAT_NY_NYF057.html
She wrote: “ConAgra Foods and their PR firm, Ketchum Public Relations, launched a Silver Anvil Award-winning PR campaign aimed at promoting whole grain foods in school cafeterias. ConAgra Foods is pushing products that boast ultragrain flour which offers more whole-grain nutrition with the white flour taste that a majority of kids prefer. According to a ConAgra Foods news release, ‘the new flour bakes and tastes like white flour, but has nine grams per serving of whole grains.’ The new U.S. Dietary Guidelines and the MyPyramid food guide recommend that Americans raise their whole grain intake from one serving to three servings daily. Currently only one out of 10 people get the recommended serving amount.
The two main food items that are being pushed in school cafeterias are: new wholegrain pizza products under a brand called “The Max” and wholegrain burrito products under the name “El eXtremo”. To ensure that schools sign the products on as part of their lunch menu, a PR campaign was launched that was geared toward school directors focusing on the School Nutrition Association Annual Conference that would help create a positive buzz, promote sales, and prove that kids would eat them.
“I think ConAgra Foods and Ketchum PR executed a good campaign. They made a smart decision to aim their ultragrain products toward the school systems’ cafeteria food. They knew that they could win their products over with school directors by promoting healthier food for kids. In recent years there has been push for kids to stop eating unhealthy junk food and to start eating things that are better for them, such as more fruits, vegetables, and whole grains. This campaign supports this push for healthy eating by doing something about – putting healthy food products that kids will like on the school lunch menu. Their positive action is why this campaign works.”
Student Michelle Jones likes Energy Star. She wrote: “The ENERGY STAR public relations campaign is a great example of persuasive public relations. In fact, this particular campaign has several characteristics of an outstanding campaign. As background, the ENERGY STAR campaign (program) started in 1992 as a joint program between the Protection Agency and the U.S. Department of Energy and was specifically designed to encourage everyone to “save money and protect the environment through energy efficient products and practices.” From this statement, it is apparent that this U.S. Environmental campaign had a very clear objective, which is essential when considering what makes an effective
campaign.
“In addition, this particular campaign had several creative components connected to it. The infamous logo that we have all seen on several products is an example of this creativity. In order for a product to be eligible for ‘the star’ the business or the company had to prove that their products would use less energy, save money, and help protect the environment. Throughout this ongoing campaign, several partners and relationships were also established. As a result of this approach, several reputable sources joined forces with ENERGY STAR.
“On top of having a clear objective and being very creative, ENERGY STAR does an excellent job with measuring its results. In fact, the ENERGY STAR web site reports that ‘Americans, with the help of ENERGY STAR, saved enough energy in 2005 alone to avoid greenhouse gas emissions equivalent to those from 23
million cars — all while saving $12 billion on their utility bills.’” References: http://www.energystar.gov/
The era of Big Data has arrived, and social media big data will be a huge trend this year. This means public relations professionals have to step it up to keep up.
The monitoring tools we currently use are crude at best and provide only a glimpse into the mirror. There are mountains of data and we don’t really have the skills to see what they all mean and really connect the dots.
Up until now, we have used free tools such as Google alerts to monitor mentions or paid tools such as Radian6, Lithium, Custom Scoop, Cision and many others that give us ideas about what is being said and by whom.
If we are really sophisticated, we will use sentiment scoring, influence measurement tools, or text analytics which allow us to mine more information.
5 Essential Skills to Master Big Data
There is a whole new skill set we have to master to understand and be ready for the insights and opportunities Big Data brings to public relations.
Following are five essential skills to master Big Data you can undertake right away.
- Become an analyst. Don’t be intimidated by data and analytics. Use your brain and look for the ways in which different insights might help you to make better business decisions.
- Learn Excel. One of the best gifts you can give yourself is to take an advanced Excel course to learn how to manipulate data in spreadsheets. We need to move beyond the basics. Take a course locally, or the one linked to above. It is the still that will pay back in spades.
- Collect Data. Consider collecting your own data to supplement what you get from any tools you use. With services such as 80legs and Gnip, you can also gather your own data and analyze it. You can even pull an RSS feed or feeds into a Google Doc and go from there. The key is, don’t be intimidated.
Some companies out there will charge you thousands of dollars to look after the SEO on your ecommerce website. In this article we’re going to look at some top tips and “quick wins” for ecommerce business owners in order to get websites as high up the rankings as possible with very little work.
Use lots of unique content: Don’t be tempted to use bog-standard manufacturer product descriptions. It might save time but your website won’t rank at all well.
Commission someone to write you a solid set of unique product descriptions of at least 300 words each. Unique content is the lifeblood of SEO so don’t go without it!
Use pictures: Buyers will buy with their eyes in a lot of cases – they won’t read your product description – instead they’ll look at the picture when making a decision.
Use pictures and lots of them on your website – don’t forget to fill in the alt tag section of the picture though – this helps greatly with SEO.
Pictures are great for search engines and visitors alike – throw in some other media like embedding related YouTube videos if you have time.
Fill in META info on every page: Make sure you fill in the META title and description on every single page on your website.
A crazy amount of sites out there are missing META data which means that they don’t sit as well as they should in the search engines.
Writing a short META description takes seconds – as does putting in an appropriate title. If you don’t have time to do it all, outsource it!
Video has become an essential marketing tool. It’s a great way to tell your story, show the human side of your business and communicate highly complex ideas in an easy to digest manner. But while video has the power to deeply engage, it also has the power to bore the viewer to tears—and creating compelling video is different than writing, say, a compelling blog post.
Starting a camera and spouting out a thousand words of brilliant prose does not make a compelling video. There are proven techniques and tools that can help make your videos engage, hold attention and wow the viewer. Here are 10 tools that can help you get started.
1. Prezi. This is a interesting take on the slide presentation as it allows you to create one giant and more easily connected idea and then use the tool to zoom, pan and fly all around the presentation to create a really dynamic feel. It’s not the easiest tool to master, but check out some of the incredible examples on the site to get inspiration.
2. YouTube Editor. I like this tool because it’s free, and because you’re using YouTube to host and stream your videos anyway, it gives you some nice editing capability right in YouTube. You can also add annotations and transcripts to your videos making them more SEO friendly.
3. Camtasia. This PC and Mac desktop software is the market leader in the screencapture video world. Screencast videos are a great way to demonstrate how something online works. Camtasia has some nice features that allow you to add focus to areas on your screen as well as annotations and URLs.
A set of four rules articulated by Abraham Lincoln in 1840 can help corporate communicator create richer, more interactive and more effective relationships with the people upon whom success depends.
(Note: a version of this was first published in Ragan Report, European Supplement, June 2003)
Discussing employee research methodologies with a prospective client at a prominent London financial institution, the client recounted an admonition from his recently departed CEO, when asked about the prospect of an online employee survey. “We will NOT run this company by referendum”, bellowed the Chief Executive.
What corporate communicators often don’t realize—is that in actuality, every company and marketplace is run by referendum. Every corporation is in some respect a democracy—even if it doesn’t feel like one.
What do you mean, a democracy? A major logical fallacy present in the way organizations communicate is one where the organization acts as if the targets of an official communication have no choice but to accept the message as the truth, at face value. But in reality, the target is completely free to accept or reject the message—and to ‘vote’ on its acceptability in any number of ways. Going to work and keeping your head down is only one way of ‘voting’. Inside companies, other ways of voting include:
• Choosing whether to show up, call in sick, or walk away from the job
• Choosing whether to attend to appointed tasks or to surf the internet
• Choosing to resist, support or obstruct change initiatives
• Choosing to express supportive or cynical views about co-workers, managers, or company policies to their colleagues.
In the external sphere, there are a wider variety of ‘voters’, whose support or opposition could have massive impact. Some are more obvious—the unsatisfied customers who can switch products or suppliers, the irate shareholders who could sell up—or turn the shareholder meeting into theatre of the absurd, or the disgruntled employees who can vent about their companies over drinks in airport bars, in the press or on the chat boards on the Internet. With public and employee cynicism toward corporations at or near an all time high, looking at companies as operational ‘democracies’ offers an opportunity to renew, rebuild, and re-energize a company’s key relationships.
The Lincoln Rules: Democracy’s Toolbox
If one wants to apply the notion of the company as a democracy in a practical way, a set of tools for making things happen in a democracy could prove useful to a corporate communicator. A set of four rules articulated by Abraham Lincoln in 1840 is one such toolkit—time-honored for its simplicity and effectiveness. The rules, first spelled out in a speech by the future President to the Illinois Legislature are:
• Make a perfect list of all voters
• Determine with certainty whom each voter will support
• For someone who is undecided, send someone in whom they trust to persuade them
• Turn out all the good Whigs on Election Day
These rules may seem basic, simple, and self-evidently applicable to the task of winning elections. But applied in a corporate context, each rule provides a framework for recognizing the freedom each voter has to make his or her own choices and share his or her opinions. In recognizing this freedom the corporate communicator can use the rules to create richer, more interactive and more effective relationships with the people upon whom success depends.
Make a perfect list of the voters
A perfect list does not necessarily mean the ‘list of all employees’. More frequently, it may mean a list of all individuals who can influence an outcome—or at least of those most likely to influence an outcome in a certain way. No list is ever perfect—but continually maintaining lists and looking for ‘who’s missing’ will keep it valid and relevant.
Determine with certainty whom they will support
Knowing with certainty whom is on your side not only provides you with a sense of your odds of success, it also forms the basis of building a support team to expand your coalition—by working with them to engage their peers, friends, and colleagues to seek their support for the current initiatives.
Send someone in whom they trust
In engaging people who are undecided, or are persuadable to a point of view, they need to be made see that backing that point of view is tangibly in their own self interest. Anodyne messages from the CEO—or worse, the disembodied ‘Voice of the Corporation’ is not going to cut it. Identifying credible individuals who agree with the corporation’s positions, support its desired outcomes, and are willing to act as advocates–is arguably the most important success factor in any change initiative that requires any degree of persuasion.
Turning out the Good Whigs
Unlike election campaigns which focus on a single day, corporate initiatives often require a continual series of ‘election days’ where people need to take action to deliver particular outcomes. Having a clear understanding of the key people who are on your side provides the ability to mobilize your supporters to act, consistently, effectively and responsibly. By using knowledge of how your support base is structured, it is possible to develop mobilization programs (either centrally or through a team of credible people throughout the organization) that encourage people to take the required actions and deliver the outcomes in question.
Why the Lincoln Rules are Really Different
Fully integrating the Lincoln Rules into corporate or organizational communication strategy may well require a paradigm shift for communicators and the organizations they work in. But there are some clear advantages to those who wish to take the leap:
1) The Lincoln Rules do not release anarchy—in fact, quite the opposite. By acknowledging the freedom people already have in making choices about participating in your corporate initiatives, they provide the ability to engage people in a way that authentically respects their freedom.
2) The Lincoln Rules challenge an organization to get a clear picture of where support or opposition to its desired outcomes can be found—thus building a foundation for a credible mobilization campaign—and highlighting the challenges in the way of success
3) By focusing on identifying, connecting and mobilizing those people who actually see their own self interest in the success of corporate priorities, it is possible to build on those connections and develop lasting lateral and direct communication networks to complement the organization’s formal channels. This approach also delivers outcomes based on the personal credibility of network members—as opposed to glossy design, clever wordsmithing, or expensive executive conferences.
4) Energy and passion are channeled by focusing on the people who care about and support initiatives—rather than dulled or destroyed by ill-tailored, one-size-fits-all communication approaches. In short—using the Lincoln Rules begins by appreciating the democratic nature of the social dynamics that exist in any organization. By then using political tools, the communicator can take the underlying reality of democracy in the organization to deliver specific results through targeted communication, and building on the help of credible leaders at all levels. At one level, it’s not much different from seeking ‘buy in’ or ‘stakeholder management’—but the fundamental difference is that these political tools reflect the ability of each individual to vote yes or no, and to ‘lobby’ their colleagues—and users take that freedom into account when tackling corporate communication challenges.
The value of this Business Plan process is the thinking that it forces you to do about your business, your products and services, your goals and the actions you’ll take to achieve your goals. Even if no one but you ever sees the plan, you will have given purposeful and logical thought to the purpose and direction of your business. This process helps ensure that the many activities you squeeze into your limited hours are time well spent – focused on moving your business forward in an aggressive yet realistic way.
Part 1: Analysis
Core Services
- List the core services (or products) you offer
- Be as specific as possible, but put similar items in a group (e.g., “Editorial Services” includes writing, editing, etc.)
Target Markets
- List the market segments you serve
- Be realistic; if you realistically cannot serve large corporations, for example, then don’t include them
- Be as specific as possible, but put similar items in a group unless there is a compelling reason to list them separately (e.g., “School Groups” could include secondary schools and colleges, but these segments might have different needs)
Competition Analysis
- List your competitors and a brief description of them
- Unless a specific competitor presents unique challenges to your business, it is OK to list them in groups (e.g., “Independent Practitioners” or “Small Agencies”)
- The purpose is to provide yourself a picture of what your business is up against as you market your core service
Vision and Mission Statements
- It is useful to have Vision and Mission statements that keep you focused on what is important to you
- Vision Statement should describe the “ideal state” of your business; it should be achievable, but also something to strive for
- Mission Statement succinctly states what your business is about, its purpose, the role it plays in the market
Part 2: Assumptions
Business Principles
- It is useful to develop a set of Business Principles that guide how you will conduct your business
- These principles have a direct bearing on your relationships with customers and clients
- The reason to include it under “Assumptions” is because your Business Principles are conditions under which your business operates; as you will see further in this section, you will list other conditions under which your business operates as well
Economic Assumptions
- List things you know about the economy (local, state, regional, national, international – whatever you believe affects your business)
- Include relevant historical facts (e.g., “the U.S. economy fell into recession in 2001”) and how they affect your ability to do business
- Note the impact of past, current, or anticipated economic conditions on your business and the products/services you provide
Financial Assumptions
- List things you know about your personal and/or business financial situation that affect your ability to do business and to grow your business
- Include things like cash flow issues, savings programs, the financial picture as a result of actions or conditions (a recession, recent investments, loan approvals, etc.)
- Reflect financial “realities” about your business (e.g., the need to control expenses, taxes owed, upcoming capital expenditures, expanding payroll, etc.)
Technological Assumptions
- Since so many businesses – large and small – depend on technology (web, e-mail, phone, etc.) today, it is useful to think about how these issues affect your business’s ability to succeed
- Think about upgrades of hardware and software, the impact of growth and expansion on your technological needs, training that will be necessary, etc.
Part 3: Strategic Summary
SWOT Analysis
- List all the Strengths, Weaknesses, Opportunities and Threats about your business
- Be honest with yourself; don’t hold anything back or ignore realities
Key Success Factors
- Out of your SWOT Analysis, what are the key factors that will affect the ability of your business to succeed?
- Examples: strong reputation, broad client base, repeat business, unique provider, etc.
Competitive Advantages / Disadvantages
- Create lists of your competitive advantages and disadvantages based on your analysis of everything else up to this point
- What unique advantages does your business have in the marketplace?
- What distinct disadvantages does your business have?
- Be honest and don’t hold back because you will develop strategies based largely on this informatio
Strategic Goals
- Develop two or three broad Strategic Goals for your business in the next year or the next 3-5 years, depending on the scope of your plan
- Strategic Goals should be “big picture” goals, but they should also be specific enough that you can measure them
- Under each goal, list one to three specific, measurable components
- Example of a Strategic Goal: “Grow Client Base”
- Example of specific, measurable component: “Add at least X new clients by X date”
- Make your goals SMART: Specific, Measurable, Attainable, Realistic, Time-driven
Tactical Actions
- Out of your Strategic Goals, list specific actions you will take that will help you achieve them
- Examples: Meet with two new prospective clients per month; Join a professional association to expand my network
- Create a calendar that plots when each tactical activity will occur so you don’t forget to do them
Every once in a while consultants are challenged to put their ideas into practice. Such was my experience this week. Colleague Shel Holtz, ABC and a co-host Neville Hobson, ABC, host a podcast “For Immediate Release” twice a week. This week, Shel invited me to join another measurement guru, Angela Sinickas, ABC as the featured guests on their regular podcast.
For the past year, I have been advocating that communication and management leaders need to include blogs, wikis and podcasts in their arsenal of communication channels. Blogs have been a relatively easy sell. They have increased in visibility, value and usage. Wikis are still a bit of a mystery but there is a small awakening there. Podcasts, on the other hand, are still in the incubator. The innovators and the early adopters of new ideas are just beginning to warm up to the concept.
Podcasting evolved with the birth of Apple’s iPod and the ability to publish audio files on the internet. A podcast is simply and audio blog. The audio files can be accessed on the internet and aspiring broadcasters can self-publish or ‘broadcast’ radio style programming using the internet as the distribution channel. Unlike regular radio, the podcasts can be accessed, downloaded and played by anyone, anytime, anywhere.
Podcasting began in the fall of 2003 and really became a growth phenomenon in late 2004. Shel and Neville launched “For Immediate Release”(FIR) in January 2005. Their listening audience has been growing in leaps and bounds. Their focus is on issues and innovations in communication and public relations. Shel brings a North American perspective from California and Neville from Amsterdam.
Each podcast is accompanied by a detailed guide to the content of the podcast – about one hour in length. Each topic has a time code so that you can select pieces of the broadcast rather than listening to it all in one sitting. Every person, topic and organization mentioned in the podcast is listed in the notes with links to relevant web sites. “For Immediate Release” is a model for others considering getting into the field.
It will only be a short time before enlightened organizations start using this new channel for communicating with customers, suppliers and employees. It has huge potential with its advantages of immediacy, convenience and consumability. It is the ultimate commuter’s communication channel as you sit in the bus, train or traffic jam listening to a podcast that you have downloaded in to your iPod before leaving home or the office.
So how did Angela and I do on our podcast? Well hear for yourself. The podcast was published in the June 22, 2005 edition of “For Immediate Release”. You can find the podcast at http://www.forimmediaterelease.biz with the detailed podcast notes. So you can listen to it all, select the parts that interest you or just see what this new communication channel is all about.
There is a link for comments at the end of the notes just like a blog. Give us your feedback and let us know what you thought of the issues we discussed.
Tudor Williams
Throwing chairs, tossing zingers and misusing the English language are probably not the best tactics to ensure your message is heard
If you want people to hear what you have to say, give them something worth listening to.
Sounds simple, right? If that’s the case, why does effectively communicating a viewpoint seem to be such a lost art these days?
We are living in the age of Jerry Springer, the TV talk-show host who delights in chair-throwing, bleep-inducing confrontations between people who need serious sedation and anger-management training. Not surprisingly, this kind of in-your-face entertainment has spilled over to more “serious” news programs on formerly respectable networks.
Look at what’s happening. There’s the weird rant of Tom Cruise in a “Today” show interview (which really wasn’t news except that Cruise apparently invented a new meaning for the word “glib”). There’s the printed gripe session in my hometown newspaper in which the same five people seem to be bickering endlessly. There are town-hall meetings – both in the public arena and in company auditoriums all over America – in which the greatest applause is reserved for the person who tosses the best zinger. And now there are blogs, online journals where freedom of expression is pushed to the extreme (I can’t wait for the inevitable tests of this freedom in future court cases).
As someone who makes a living out of trying to help people communicate effectively, all of this is frequently disheartening. As the volume increases, it is more difficult to hear what people are really trying to say.
Listening to different viewpoints is fun. I learn a lot from hearing people talk about what is important to them. Businesses can learn and grow, too, by listening to employees, customers, suppliers and other important groups. But good information gets lost when it’s wrapped in anything that detracts from the message.
Here are some ways to make sure your message isn’t lost:
Know how to use the language. For some people, all the rules of grammar and spelling are enough to cause hyperventilation. (I feel the same way about math.) But let’s face it: communication depends on knowing how to use the tools correctly. If you’re writing a letter to the editor, committing a grammatical error like “your an idiot” will detract from your message. There is little excuse for poor grammar and misspelling in these days of dictionaries and computerized spell-check.
Don’t let pure emotion take over. It is OK to be emotional when speaking on a subject about which you feel strongly. But when emotion is so strong that it overpowers the message, your audience will remember the outburst and forget what brought it on.
Keep your message simple. Whether you are speaking or writing, the person on the other end will remember only so much. (Think about how much information overload you have in your own life.) Rather than drift off into a half-dozen tangents, stick to the central message you want your audience to remember.
Keep your sense of humor. Humor is a wonderful weapon for defusing tense situations. Use it carefully, however, and aim it mostly toward yourself. Be willing to recognize when someone else is attempting to use humor and don’t take yourself so seriously.
Kill them with kindness. You can attract more bees with honey than you can with vinegar. My career has included a fair amount of communicating strong opinions, but I learned long ago that you can be opinionated and kind at the same time.
The second most frequently asked question I receive is “Where can I find good humorous material?” (The most frequent question I’m asked is “May I please see your driver’s license, sir?”)
Anyway, my answer used to be a list of books, magazines and newspapers. It was a long list that required a trip to the library unless you wanted to spend a fortune on subscriptions to a lot of publications. Then the Internet came along and almost changed the situation. Instead of recommending a long list of periodicals, I started recommending a longer list of web sites.
The problem was that if you liked a site, then you’d bookmark it. And that was the kiss of death. Because how often have you gone back to view the sites in your bookmarks? Be honest now. Not too often, right? In fact, if you’re like most web surfers, you’ve got a bookmark full of sites that you’ve never looked at since book-marking them. Let’s face it. Book-marking a website has become the high-tech version of taping something on your VCR. (But I really am going to watch that tape of the C-SPAN special on the history of politics some day. Uh-huh.)
Here’s the good news. As an old motivational guru once said, “When faced with a problem, make it into problemonade.” So here’s what I’ve done. As a special service to anyone interested in using humor in oral or written communication, I’ve created a super site. (Not the polluted kind!) It’s a web site packed with thousands of links to incredibly great sources of funny material. Here’s a guided tour.
Start by surfing to http://www.museumofhumor.com. That’s the homepage. Along the bottom of the page you’ll see a button labeled “For Clergy.” This section of the museum contains over 700 links to sermons about laughter, joy, humor and happiness, as well as links to humorous material appropriate for use in sermons. If you’re worried about finding material that’s in good taste, it doesn’t get more appropriate than this. Click on some of the sermons to see how clergy have used quips and jokes to make various points. You may be able to adapt them for your own purposes.
Now go back to the homepage. Along the left side of the page, you’ll find a button labeled “Resources.” Click on that and you’ll come to a page divided into three sections: News, Tools and Material. Under “News” you’ll find links to offbeat news stories. These can provide fabulous topical material, especially if you look at them on the day that you’re scheduled to give a speech. They’re great for developing a humorous opening to your presentation.
The “Tools” section provides links to variety of web sites that can provide material for your presentation or help you write it. For example, “Today In History” and “Those Were The Days” give you lists of events, birthdays and other things that occurred on the day that you’re speaking. The “Lexical Freenet” is a great word association tool for brainstorming ideas and phrases to use in your presentation.
The “Material” section is what you want to see especially if you can’t tell a joke. Instead of dividing material by subject-matter (the traditional way), it groups material by type of humor. Categories include “Anecdotes & Jokes,” “Carnac,” “Definitions,” “Goofups,” “Insults & Comebacks,” “Laws & Lists,” “One Liners,” “Quotes,” and “Topical Humor.” Click on the type of humor that you feel comfortable using. You’ll be transported to a page with lots of links to your desired humor type.
Below the “Material” section is a section labeled “Cartoons.” Cartoons are a fantastic and yet overlooked form of oral humor. Why? Because even if you can’t tell a joke, you can probably describe a cartoon. (I’ve never met anyone who couldn’t.) That means you can make a point by describing a cartoon, just as you would make a point by telling a joke. The links provided will allow you to peruse thousands of cartoons until you find one that makes your point. (Tip: look for one that’s easy for your audience to visualize as you say it.)
OK, let’s go back to the homepage. On the left you’ll see a button labeled “Library.” Clicking it takes you to – here’s a big surprise – the library. You will be most interested in the middle section labeled “How To.” It includes links to a wide variety of how to articles ranging from “How to Make Meetings Fun” to “How to Write a Humorous Speech.”
Let’s return to the homepage one more time. On the left you’ll see a button for “Exhibits.” Click on it. Then click on “Talk Culture” and then click on “Talk Wine (New Style).” What you’ll find is a funny analogy generator. Although I’ve set it up to generate analogies for wine, you can use the analogies to describe anything. For example, I just clicked the button and got: This wine is like “watching Gilligan’s Island for the first time, not quite humbling but close.” Well, that’s a good analogy for lots of other things you might be writing or speaking about. Just keep hitting the button on the analogy generator until you get something you can use. They’re not prewritten. The computer combines phrases to keep generating new ones.
Want to help support the museum? Visit the gift shop and buy someone a present. Or become a museum member.
And that’s no joke!
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Malcolm Kushner, “America’s Favorite Humor Consultant,” is an internationally acclaimed expert on humor and communication. A co-creator of the humor exhibit at The Ronald Reagan Presidential Library, Kushner is the author of several books including Public Speaking For Dummies which has sold over 100,000 copies. He has been profiled in Time Magazine, USA Today, The New York Times, The Washington Post and numerous other publications. His television and radio appearances include CNN, National Public Radio, CNBC, “Voice of America” and “The Larry King Show.” Prior to becoming a humor consultant, he practiced law with a major San Francisco law firm. A popular speaker at corporate and association meetings, Kushner is based in Santa Cruz, California. For more information, and lots of humor you can use in your next presentation, check out http://www.museumofhumor.com.
Can’t tell a joke? No problem. Use simple types of humor that don’t require any special comic ability. There are lots of them available – analogies, quotes, definitions, one-liners. They’re so short that they don’t require comic delivery. Anyone can use them successfully.
As always, the key to success is analogizing your humor to a point. Funny analogies are perfect because they’re automatically relevant. (Otherwise they wouldn’t be analogies). And they’re so short, they don’t require comic delivery. They’re easy to deliver and highly effective.
For example, let’s say you want to make the point that some proposed course of action is illogical. You might say that the proposal doesn’t make sense. It’s like the fellow who heard that 90% of accidents occur within ten miles of home so he moved twenty miles away.
Anyone can deliver that line. It’s not hysterical, but it’s not supposed to be. It’s mildly amusing and it highlights a point. Remember, the goal is simply to communicate the fact that you have a sense of humor.
Funny quotes also provide a simple way to add humor to a presentation. They are easy to find. They gain immediate attention. And, if selected with panache, they make you sound quite erudite.
For example, let’s work with a quote from one of America’s most famous astronauts:
I believe it was Neil Armstrong, the first man to walk on the moon, who was asked if he had been nervous before he went into space. He said, “Of course, who wouldn’t be? There I was sitting on top of 9,999 parts and bits — each of which had been made by the lowest bidder.”
This is excellent for client presentations explaining the justification for premium pricing — the old you get what you pay for argument. You could also use it to make points about quality, government spending, pessimism and bravery. But that list just scratches the surface. You can analogize the Armstrong quote to almost any point if you think about it long enough. Most important, anyone can use the quote — it doesn’t require comic delivery.
Here are a few more examples.
Let’s say a rival is bragging that his just completed report is a classic. You might add: “Well as Mark Twain once said ‘A classic is something that everyone wants to have read and nobody wants to read.'”
Or your opponent, the windbag, has finally finished a long, flowery argument during a company meeting. You can say: “Will Rogers must have been thinking of that when he said ‘In some states they no longer hang murderers. They kill them by elocution.'”
Or some miscreant has the audacity to ask what you do for exercise. You affect your best
withering stare and say: “In the words of Fred Allen, ‘I like long walks — especially when they are taken by people who annoy me.'”
But you don’t have to wait for specific situations to arise. Many quotes can be easily dropped into casual conversations — particularly if you want to wax philosophic. Here are a few of my favorites:
Martin Buxbaum: “If you think you have someone eating out of your hand, it’s a good idea to count your fingers.”
Fulton J Sheen: “The big print giveth and the fine print taketh away.”
Woody Allen: “I think crime pays. The hours are good, you travel a lot.”
Lily Tomlin: “If truth is beauty, how come no one has their hair done in a library?”
Lucille Ball: “The secret to staying young is living honestly, eating slowly and lying about your age.”
Where can you find appropriate humorous quotes? Just go to http://www.museumofhumor.com and click on “Resources”. Under a heading titled “Material” you’ll find a list of simple types of humor including quotes, definitions and one-liners. Click on the type of material that you want and you’ll be taken to a goldmine of links. And that’s no joke!
Malcolm Kushner, “America’s Favorite Humor Consultant,” is an internationally acclaimed expert on humor and communication. A co-creator of the humor exhibit at The Ronald Reagan Presidential Library, Kushner is the author of several books including Public Speaking For Dummies which has sold over 100,000 copies. He has been profiled in Time Magazine, USA Today, The New York Times, The Washington Post and numerous other publications. His television and radio appearances include CNN, National Public Radio, CNBC, “Voice of America” and “The Larry King Show.” Prior to becoming a humor consultant, he practiced law with a major San Francisco law firm. A popular speaker at corporate and association meetings, Kushner is based in Santa Cruz, California. For more information, and lots of humor you can use in your next presentation, check out http://www.museumofhumor.com.
Instead of checking email continuously and from multiple devices, schedule specific email time during the day while you are at your computer. All other time is email vacation time.
We are most efficient when we answer email in bulk at our computers. We move faster, can access files when we need them, and link more quickly and easily to other programs like our calendars. Also, when we sit down for the express purpose of doing emails, we have our email heads on. We are more focused, more driven, wasting no time in transition from one activity to another.
I bulk process my email three times a day in 30-minute increments, once in the morning, once mid-day, and once before shutting down my computer for the day. I use a timer and when it beeps, I close my email program.
Outside my designated email times I don’t access my email — from any device — until my next scheduled email session. I no longer use my phone for email unless I’m away from my computer all day.
When the urge to check arises — and it arises often — I take a deep breath and feel whatever feelings come up. And then I focus on whatever I’m doing, even if what I’m doing is waiting. I let my mind relax.
Here’s what I’ve found: I don’t miss a thing.
In fact, it’s the opposite. I gain presence throughout my day. I am focused on what’s around me in the moment, without distraction. I listen more attentively, notice people’s subtle reactions I would otherwise overlook, and come up with more ideas as my mind wanders. I’m more productive, more sensitive, more creative, and happier.
Humor is a powerful communication tool. It can gain attention, create rapport, and make ideas more memorable. It can also relieve tension and put things in perspective. In today’s ultra-competitive, high-pressure workplace, a sense of humor is an indispensable tool for success.
Scoring Points With Humor
Your first step in harnessing the power of humor is to use it for a purpose. Irrelevant humor is usually perceived as a distraction and time-waster. Whether you’re speaking to one person or one hundred, humor is more effective if it makes a point.
A good example comes from Robert Clarke, a former U.S. comptroller of the currency. Speaking to the National Council of Savings Institutions, he discussed how regulatory tools could be used to promote a sound banking system.
A friend of mine, an honors graduate of Texas Agricultural and Mechanical University, an “aggie,” spent the first half of the 1980s lusting for a car phone. Finally, he convinced himself that it was a necessity, not a luxury, so he bought one. The day he bought it, he called me from his car to tell me the news. And I didn’t hear from him again for about a month. Finally I saw him on the street and he seemed really down in the dumps. I asked him what was wrong and he said it was the car phone. “What do you mean?” I asked, “You wanted that phone more than anything you ever did.” And he said: “Yeah, but it’s wearing me down having to run to the garage every time it rings.”
Regulations — like telephones — are instruments. They can be used effectively. They can be used adequately. Or they can be misused….
The story is effective because it illustrates a key point — that regulations are merely tools. But note that the story could illustrate other ideas. It would be equally effective for making points about office automation, productivity and training. In fact, the story can be used to illustrate any point to which you can analogize it. The process is only limited by your imagination.
Is it worth taking a few minutes to analogize your humor to a point? Absolutely. The biggest cause of “bombing” is starting a presentation with a joke that has nothing to do with anything.
Here’s why: Relevance reduces resistance. A basic tenet of audience psychology holds that people resist humor if they think you’re trying to be humorous. They put a comedy chip on their shoulders. Think of the last time you saw a comedian stride up to a microphone. Your first thought was probably “You think you’re funny — prove it!”
When humor is used to make a point our reactions are quite different. We recognize that the speaker is using humor primarily to make a point and only secondarily to be funny. We’re more open to accepting the humor. Most important, even if we don’t think it’s funny, the humor still makes a point and moves the presentation forward. The speaker isn’t left in the embarrassing limbo called “bombing.”
Create a Positive Image
Managers, executives and professionals who use humor in presentations with clients and colleagues come across as more approachable. Numerous social science studies verify this effect — a little humor can increase your likeability a lot. And it’s easier to maintain morale and enthusiasm by showing you have a good sense of humor.
This is particularly true of self-effacing humor. Staff workers, as well as clients, are delighted when executives poke fun at themselves. They’re also astounded because it’s such a rare occurrence. That’s why it’s so effective. In a world of big egos, posturing, pompousness and arrogance, poking a little fun at yourself is a competitive advantage. It reflects confidence and security. It also creates rapport with your audience who enjoy learning that you’re not a stuffed shirt.
We would all do well to imitate the example set by the late Fred Hoar. A veteran Silicon Valley advertising and public relations executive, Hoar knows that his name has an unfortunate connotation — particularly when linked with his profession. In order to counter the negative meaning and show his sense of humor, he made fun of the situation. He begins his presentations by saying, “My name is Fred Hoar. That’s spelled F, R, E, D.” His audience was instantly won over.
One caveat: Don’t go overboard with self-effacing humor. If you use it too often or make it too personal, then you will appear neurotic. No one wants to hear you barrage yourself with putdowns about your weight or other physical traits. Your quips should be designed to put people at ease, not to make them uncomfortable.
Anyone Can Use Humor
What if you can’t tell a joke? What if you’re not “naturally” funny? Are you sentenced to life imprisonment in the lawyer stereotype — cold, gray and heartless. Not at all. In fact, you can parole yourself at any time.
You don’t have to be a professional comedian to use humor successfully. If you can’t tell a joke, you can still slip a light remark into a speech or conversation. Fred Hoar’s line about his name is a perfect example. It’s not a joke per se. So it doesn’t require comic delivery. Anyone could deliver that line effectively. (OK, anyone who’s name is Hoar.)
My point is that there’s a big difference between being funny and communicating a sense of humor. No one expects you to be hilarious. And it’s not professionally desirable to emulate Bozo the Clown. Your goal should simply be to show that you possess a sense of humor. It’s a trait that is universally admired.
Start Today
There’s an old joke about a managing partner who hated procrastination. So he hung up a sign that said: “Do It Now.” Within 24 hours, his paralegal quit, his secretary took a vacation, and his junior partner stole the firm’s biggest client.
Despite these risks, I’m going to advise you to “do it now” — start communicating your sense of humor today. Hang a cartoon on your office wall. Tell a joke that makes a point. Start looking for opportunities to institutionalize humor in your workplace.
Make humor a habit. It will make you a more effective professional. And that’s no joke!
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Malcolm Kushner, “America’s Favorite Humor Consultant,” is an internationally acclaimed expert on humor and communication. A co-creator of the humor exhibit at The Ronald Reagan Presidential Library, Kushner is the author of several books including Public Speaking For Dummies which has sold over 100,000 copies. He has been profiled in Time Magazine, USA Today, The New York Times, The Washington Post and numerous other publications. His television and radio appearances include CNN, National Public Radio, CNBC, “Voice of America” and “The Larry King Show.” Prior to becoming a humor consultant, he practiced law with a major San Francisco law firm. A popular speaker at corporate and association meetings, Kushner is based in Santa Cruz, California. For more information, and lots of humor you can use in your next presentation, check out http://www.museumofhumor.com.
How are you gathering data and intelligence from your employees, peers and bosses to make smart decisions?
In other words, how well do you listen?
It’s a skill all of us can work on. Once you’ve mastered the fundamentals, there are a number ways to raise the bar. Follow these steps to become a better listener:
- Approach each dialogue with the goal to learn something. Think, “This person can teach me something.”
- Stop talking and focus closely on the speaker. Suppress the urge to multitask or think about what you are going to say next.
- Open and guide the conversation with broad, open-ended questions such as “How do you envision…” or “Help me understand how you’re thinking about this.”
- Then, drill down to the details, where needed, by asking direct, specific questions that focus the conversation, such as “Tell me more about…,” “How would this work?” or “What challenges might we face?”
AT WORK:
Send concise, work related emails; call if matter is urgent, needs discussion/input with a quick resolution; or if best way to reach someone.
NEVER send long, unnecessarily wordy emails;
NEVER send chain emails.
And you DON’T always need to copy everyone on every email – use your judgement.
PERSONAL:
Call if matter is urgent and recipient may not see it in time; if matter needs discussion/input with a quick decision; and again, if it’s the preferred communication channel.
Don’t send chain emails and jokes unless recipient confirms they like them;
DON’T facebook or email messages of condolence, congratulations, birthday and other special greetings UNLESS you supplement them with a call. Your family, friends, and relatives deserve that much!!
Read full article via Fast Company
The first step to listening better is to recognize the fact that you don’t. Ask yourself the following questions:
- Are you really hearing what others are saying? Or are you only passively listening?
- Are you focused on their words? Or are you thinking about what you will say next?
- Are you putting yourself in the shoes of the other person? Or are you only interested in meeting your own objectives?
- Do you ask a lot of questions? Or are you doing all of the talking?
- Are you hearing what they are really saying? Or are you too colored by your own perceptions, judgments and filters?
This last question is critical. If you are honest, you will most likely begin to see that your filters are getting in the way of communication. By recognizing that you even possess these filters, you can become more aware when they begin to color your interpretations. This allows you the choice to set them aside so you can create an effective opening to listen.
I was flying from the Midwest to Seattle. She was my seatmate. And she was clearly in meltdown mode.
“I’m a recruiter,” she said, naming a well-known technology company. “And I spend my life dealing with email. I shouldn’t even take the time to talk with you.” She seemed like a nice person – but frazzled to the max.
She spent most of our four-hour flight doing two things – typing with furious abandon on her laptop, and pouring out her heart to me. She told me the flow of email was relentless. “On a quiet afternoon,” more than 200 messages dropped into her in-box. For her, there was no escape – not even at 31,000 feet.
At age 39, she was seriously thinking of fleeing her job in order to preserve her sanity.
“I’m usually a positive person,” she said. “I don’t like what this job has done to me. It’s a job I wanted, but I may need to leave it so I can get back to who I am.”
I wanted to share some “best practices.” I wanted to give her five easy steps to making things OK. But the fact is, we’re still catching up when it comes to how to use email.
Microsoft – whose software is used to send and receive more emails than anyone else’s – has come up with some useful technical tools. The latest version of Outlook, with its vertical message pane and colorful flags – is an improvement on what’s come before.
Microsoft Marketeer John Porcaro recently posted a colorful look at the company’s email culture, along with his favorite email tips. Microsoft itself has some well-intended advice on better emailing – but it’s on the simplistic side, and way too difficult to find and access.
And when I called Microsoft’s “Crabby Office Lady” (whose columns are actually pretty good) to ask about best practices . . . let’s just say she lived up to her name.
David Allen – author of the best-selling “Getting Things Done” – has come up with an Outlook “add-in” that allows you to delegate a message, create a task for yourself, hit the “snooze” button (the email will reappear after a certain number of days), and several other options. Business author Chuck Martin has weighed in with “Seven Tips for Getting Control of Email.”
All these are somewhat helpful – yet all are woefully incomplete. Where is the team of psychologists, anthropologists, information designers and technologists who can assemble a comprehensive approach to email that will truly help individual and corporate productivity?
There’s a golden opportunity here for the folks in Redmond to take the lead on this. They could contribute to crafting some holistic – not just technological – solutions to the problems their technology has helped create. Not only would it earn them the gratitude of companies worldwide, it would advance Microsoft’s cause of “Trustworthy Computing” – and they could probably monetize it.
And, on a future airplane flight, my seatmate might be able to open a John Grisham novel instead of her laptop.
I’ve always considered myself a public relations professional by trade. Even when the general perception of PR isn’t all that good, I still try to advocate for stronger ethics, better measures and more honorable tactics than those that give the industry an iffy reputation. But despite the last several years of trying to help many of my colleagues better understand that blasting and lists and impersonal communications is not only generally not effective but under certain conditions illegal, too many still don’t get it.
So let’s review … and this time pay attention:
- If you email a blogger, media member or otherwise individual with a pulse and they do not know you and didn’t ask you to email them, you are — at most — introducing yourself. If you do anything more than that, you are spamming them.
- If you email anyone for a commercial purpose — and outreach on behalf of a company or organization is for a commercial purpose — your email and company or firm is subject to the CAN-SPAM act. As such, among other things, your email has to have a “clear and conspicuous” explanation of how to to opt-out of your emails. By the way, you also have to clearly identify the communication as advertising. And if you think PR isn’t advertising in this case, roll the dice. I’m sure a judge won’t agree with your COM 204 professor’s definition. And PRSA is understandably nut-less, all but endorsing email spam, when it comes to their official reaction to this notion. (Thank you for prodding them, Josh.)
- Media database companies cannot possibly update tens of thousands of media member’s contact information or preferences to the extent you can rely on them to not get you in trouble with a blogger who agrees with the first two points. Automation, even using companies claiming to have awesome data to drive it, is not cool.
- Yes, this makes scaling your media outreach next to impossible. But that’s a good thing. Your “list” is supposed to be a list of personal contact information for people you know and have some sort of professional relationship or contact with. They should be glad to open your emails. Any list that is more than that is one that should comply to No. 2.
Yeah, I know it sucks. I used to think PR was easy, too. I’d download my list of 400 outlets that qualified under my target parameters, copy and paste my press release and hope like hell for some pick up. I’d follow up and call about 15 key media outlets and develop the relationship part, maybe get 5-6 of them to bite on the story, along with the 2-3 dozen small town newspapers that were so starved for content they copy-pasted my release, and made my clients or bosses happy.
You’re in the communications business. Communications wasn’t meant to be one to many. It’s unnatural.
Ask any journalist and they can tell you about the 5 Ws and an H. Any solid news story covers those six basic ingredients. The same is true for communicating with others.
Want to ensure you don’t forget a critical detail in your communications? Think 5 Ws and an H to ensure you’re not missing an important detail, sharing the all-important context, and making it relevant for your audience.
What
What’s the decision? What does it mean? What should I know? What’s in it for me?
Why
Why is it the right decision? Why now? Why is it important?
Where
Where is this decision coming from? Where/what locations will it affect? Where can I get more information?
When
When is this happening?
Thy landing page shalt have but one goal, and the number of the goals shall be one. Not two, not zero, but one.
If thy landing page hath zero goals, it is a “branding” page, and such vanities shall bear no fruit.
If thy landing page hath more than one goal, thou shalt confuse thy visitor, who shall leave thy site in disgust and anger.
Thy copy shalt not be divided amongst more than one goal, for such shall surely drive thy visitor to lamentation and thy copywriter to madness.
There are many wonderful people living the Gospel of the One-Pager that we can all learn from. A few examples:Strategy to Performance Dashboard Downloadable, this SlideShare tool from BlueOcean gives you 9 pages of templates to fill in.One Page Business Plan from lifehacker.comOne Page Job Proposal for getting a new job
Build a One Page WebsiteTo find more on your own, simply Google “one page (fill in the blank)” for whatever you’re seeking. Somebody out there has created a one-pager for just about everything!Don’t Just Copy the Templates: Develop a One-Pager Skillset
To truly live the Gospel of the One-Pager, don’t just search for specific one-pagers. Look across all that you find for patterns:• What do all these one-pagers have in common?• How do the get to the crucial stuff while editing out the noise?• How are they packaged?• etc.Among other things, you’re likely to find:
• They all have one key point, and no more!
• Everything else is compelling storytelling to support that key point
• They target the audience’s head (thinking), heart (feelings), and hands (action)Once you begin to practice what most one-pagers have in common, you will have forever harnessed the Power of the One-Pager. And that’s a superpower that will serve you well, everywhere!
Why are we putty in a storyteller’s hands? The psychologists Melanie Green and Tim Brock argue that entering fictional worlds “radically alters the way information is processed.” Green and Brock’s studies shows that the more absorbed readers are in a story, the more the story changes them. Highly absorbed readers also detected significantly fewer “false notes” in stories–inaccuracies, missteps–than less transported readers. Importantly, it is not just that highly absorbed readers detected the false notes and didn’t care about them (as when we watch a pleasurably idiotic action film). They were unable to detect the false notes in the first place.
And, in this, there is an important lesson about the molding power of story. When we read dry, factual arguments, we read with our dukes up. We are critical and skeptical. But when we are absorbed in a story we drop our intellectual guard. We are moved emotionally and this seems to leave us defenseless.