Learning from the Dunkin' Guy

It was a few minutes before 7 a.m. when my car swung into the Dunkin' Donuts parking lot. Shuffling into the store in need of caffeine and a toasted bagel, I ambled into line behind a few other like-minded souls.

You could hear him before you saw him -- rustling paper "to go" bags, dropped utensils and the furious ping of prepared egg patty trays against their steel warmers. It was the 17-year-old Dunkin' guy, working with all his might to fill the flurry of orders coming from the counter and the drive through.

What stuck out was not his determination to meet a new speed record for ham-on-croissant preparation, which was clearly evident. No, it was the way in which he was going about it -- so fast and eager to please his 19-year-old manager that he made two wrong moves for every right one. Bags were dropped, cheese fell to the floor, and the wrong orders were handed to the wrong customer.

He needed to slow his pace, shifting his goal mix more toward accuracy than velocity.

What I saw at Dunkin' occurs in offices across the U.S. every day, and more pointedly for this blog, in communications and advertising agencies at an alarming clip. Newly-minted assistant account executives and interns throw their entire day into warp drive, hoping beyond hope that they score big to attract notice of their peers and their clients. The results aren't pretty -- high stress, higher probabilities of failure, and high turnover.

For some senior practitioners, it's too easy to proffer that such is a right of passage. In an environment where every client dollar has to be stretched further and made to work harder, that's no longer an option. Instead, we have to coach, to mentor, to bring more junior members into the fold as to what it means to work smarter.

A simple solution? Absolutely. So get going, and grab me an egg-and-cheese on a multi-grain while you're at it.

Day Two Syndrome

It's the point in time to which everyone looks forward. The big launch. The unveiling. Go day. Teams are pumped. Buzz is spreading online. E-mails are flying, There's a palpable energy in the air, built on a mix of adrenaline and caffeine.

And then comes day two.

If you're like many executives, your go-to-market plan is brilliantly sketched out through the first 24 hours of launch (or for lucky ones, the first week or month). But move beyond that initial, euphoric entry of your "baby" into the world, and detailed plans likely encounter a steep decline.

We know your pain. Having launched seemingly every manner of product, service or concept over the past couple of decades, getting teams excited about day two is incredibly difficult. They want to bask in their new-found glory, trying to make is last while getting a well-deserved breather. [Multiply this by a factor of 10 if you happened to have launched at an industry convention in Las Vegas!]

At McDougall Travers Collins, we're on day two ourselves. Even with some of the best minds in the business, we're not immune to these issues either (although we keep hoping for the discovery of the day two vaccine, available for convenient dosing at your local Walgreens).

So what can you do? Build at least a basic post-launch structure, and then set the expectation of how your teams will need to execute against it. Speak to the launch as not a singular day, but as a series of interconnected events. Implement a rewards system beginning on day two for continued incentive. Rotate out staff who are burning the midnight oil, giving them some much-needed R&R.

Most importantly, acknowledge the common day two slump, and ask your team to work together to overcome it. They circled the wagons to get your idea off the ground, and keeping them engaged and excited sets apart a manager from a true business leader.

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Do you have a day two tip or insight? Share it here.

PR & Marcom Industry Veterans Launch
McDougall Travers Collins
New Firm Offers Senior-Level Reputation Counsel to Businesses Worldwide

ROCHESTER and BUFFALO, N.Y., September 22, 2011 — Public relations and communications executive Mike McDougall today announced he is partnering with Buffalo, N.Y.-based marketing communications agency Travers Collins to form a new firm. McDougall Travers Collins (MTC) focuses on domestic and international businesses that require senior-level strategic counsel and execution to restore, protect and enhance their brands.

McDougall Travers Collins is headquartered in Rochester, N.Y., and will closely collaborate with Travers Collins, which has grown to 40 people since its founding in 1995.

“Over the past several years, Bob Travers, Bill Collins and I have discussed joining forces when the time was right,” said McDougall, MTC’s managing partner. “After spending nearly a decade in corporate leadership roles, it became increasingly clear that there’s a growing need for deeply experienced reputation counsel – peers who have walked in the shoes of our clients.”

McDougall was most recently the global vice president of Corporate Communications and Public Affairs for eye health giant Bausch & Lomb Incorporated, helping steer the organization through a highly tumultuous period. From 2003 to 2007, he served as worldwide public relations director and worldwide market development director for Eastman Kodak Company’s consumer digital business, driving a renewed appreciation for the company’s consumer electronics portfolio and underlying technologies. Earlier in his career, he advised more than 50 entrepreneurial ventures, mid-sized businesses and Fortune 100 enterprises while holding leadership roles at Buck & Pulleyn, Inc. and Giles Communications.

“In today’s high-pressure, high-return business environment, there’s no substitute for experienced leadership,” noted Collins, principal of Travers Collins. “Adding Mike’s expertise in global affairs as well as multiple business-to-business and consumer industries complements the senior team we’ve cultivated in our Buffalo office. This collaboration is a win for our current and future clients across the region and around the world.”

The firm’s reputation-related services include public relations, social/digital media development, employee communications, advertising, marketing communications, investor relations and corporate philanthropy management. It will operate under the McDougall Travers Collins brand from its Rochester operations, while the Buffalo office will retain the Travers Collins brand. Supplementing their in-house expertise, both firms have direct access to an extensive network of agency partners across six continents. For additional information, visit www.McDougallTC.com.

# # #

Headquartered at the Larkin at Exchange Building, Travers Collins (www.traverscollins.com) is one of Buffalo-Niagara's largest locally owned and operated marketing communications firms, employing a staff of 40. Travers Collins has expertise in advertising, public relations, investor relations and digital strategies. Founded in 1995, the firm is a member of one of the leading networks of advertising agencies, the Transworld Advertising Agency Network (TAAN).

Scars slow to heal...

The New York Downtown Marriott had just reopened its doors. It was May 2002, and I was in lower Manhattan for a meeting at the hotel. Arriving early, I checked in then showed my key to the elevator attendant -- security was still tighter than normal. Stepping off on a high floor and glancing out the window, I was left without words.

Although months had passed, the scars of that fateful morning had not. Now, 10 years after the attack, I'm publishing these images for the first time.

When Brands Collide: Personal vs. Corporate

The following originally appeared as a June 2011 Management POV column in PR News.

@ScottMonty is an unlikely Twitter handle for Ford Motor Company’s leading presence on the site. “I knew that I had the ability to leverage my personal brand on behalf of the company,” said Monty, Ford’s global digital and multimedia communications manager in a recent Fortune story discussing his move to the automaker in 2008. Thousands of existing, personal online fans followed him to Ford.

But when Monty eventually leaves Ford, will his fans pick-up and travel with him? Possibly so. This is just one dilemma of the increasingly complex intersection between personal and organizational brands.

Not Just Online

Today’s unsettled personal-organizational brand relationships are not just confined to the digital world. Cast your eye toward the recent challenges at Kodak with its chief marketing officer – a bigger-than-life communicator who focused on advancing the company’s brand, but in time concentrated more on his own persona.

After leading the company into a number of semi-high profile ventures such as reality TV appearances and strolls down Hollywood red carpets, he left the photography giant this summer. It’s no coincidence that his departure “to pursue personal projects” came just a few days after his much-publicized business book hit shelves, and weeks after his promotional efforts became more self-focused than Kodak-focused.

But for every negative story, there are also tales of positive personal brand usage to advance organization agendas and vice versa. A small non-profit suddenly gets massive exposure after an employee performs a heroic act. Or a multinational company starts an ambassador program, pumping resources into star employees to encourage them to broadly share their experiences.

So how do the organization and the individual achieve symbiosis in this new environment?

• Establish guidelines and expectations for shared branding. These may exist as part of formal policy or as an informal agreement, depending on your governance culture. Be as explicit as possible as to what is encouraged and what is not acceptable, leaving some “gray” to account for unexpected opportunities.

• Train and coach. Policy or informal agreement means little without active coaching. Have regular discussions with individuals and groups about what’s working well, and where challenges are arising with personal brands. Don’t limit this to your organization – look to competitors and outside your industry to see how others are succeeding or failing.
  
  
• Tap existing influencers. Influencers have always existed in organizations, well before the advent of social media. Go “old school” and work with these colleagues who likely have been honing their personal brands for years. While this technique could have national or international benefits in some cases, don’t forget the hyper-local approach. Some personal brands can be more effective in a small sphere – for instance, at a particular office or plant location.
  
  
• Address the problem children. Ignoring a company-personal brand conflict won’t make it disappear. I’m reminded of a local market TV station where a top reporter blends questionable, highly subjective content with occasional news blurbs via Twitter. In effect, the reporter has become the story, growing a base of followers greater than the station itself. By not actively addressing her behavior, the reputation of the station – and its news team as a whole – is at risk.
  
  
• Reward success. If the organization-personal brand relationship is intended to be mutually beneficial, both parties should be clear in their expectation of benefits. For the organization contributing resources, are the personal brands of its employees or volunteers driving awareness, sales or other desirable metrics? For the contributing individuals, are they benefiting through increased responsibility, exposure, or even compensation?
  
  
• Have a plan for when things go wrong. What happens if a “branded” employee is arrested for a serious crime then continues to unofficially represent the company? What if the company faces corruption charges, sullying the reputation of everyone associated with it? Both the organization and its employees need to prepare themselves for unexpected change or disruption.
  

Know Your “Off Ramp”

“We need our brand to be consistent, and our organization to be seen as stable in the community,” says a development director at a major non-profit service group. “It’s a challenge to determine if elevating the profiles of individual team members will ultimately help or hurt that, since we know that over time some people will come and go.”

The challenge of shared organizational-personal branding is not a new one, but it’s taking on a new dynamic in today’s semi-unstructured digital environment. This is especially true when a company and employee choose to part ways.

It’s essential to ascertain how both parties wish to communicate a departure to fans and followers, especially in digital media channels. Is there a formal desire to ‘transfer’ fans to the organization? If so, to whom? Will the employee continue to be an unofficial ambassador, or should ties be severed completely?

Ask these questions at the onset of the program – as with any communications venture, never engage without having an exit strategy in hand. In some cases, you may choose to refrain from entering at all.

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 Mike McDougall will address how to co-manage corporate and personal brands during Ragan's "Communicating Your Company Story" conference on October 4 at Southwest Airlines' headquarters in Dallas.

Beware of the Klout-Happy Prophets

Gathering steam during his presentation to industry peers, the speaker paused. "Why would we target all of our company's followers when Klout allows us to see who's most influential? That's why we're zeroing in on those with the higher Klout scores."

On the surface, this approach would seem to make sense. Why speak to the masses when you can zero in on audiences who can best amplify your message? Right? No, WRONG!

Blindly segmenting your followers (or targeted followers) solely based on Klout scores and insights is dangerous. Consider the following:

• A Klout score does not indicate a person's level of influence regarding a particular topic, although the tool tries to make sense of issues being discussed. If you're a commercial food products company, do you really care that Alicia has a 68 score when that's based on her expertise in scrapbooking?
• The "Influential About" categorization is still hit or miss. A person in my office recently mentioned how she was designated as a Seinfeld expert, yet that's among her least favorite shows of all time (nor did she ever remember mentioning Seinfeld in any of her posts).
• Users can somewhat manipulate their scores, linking only to social networks in which they've built a solid base of followers, while leaving others unlinked.
• Scores can fluctuate wildly. Case in point -- following a international teleseminar that I conducted for Ragan Communications last month, my score shot up by nearly 25 points. Why? Because I used Twitter to conduct Q&A over the course of a couple hours.

Don't get me wrong. Measuring influence and influencers is a step in the right direction for the communications and marketing professionals, and Klout provides a glimpse of what might be. That's fascinating, and we're in on the ground floor.

But at the same time, remember that Klout is a new tool that can be over-emphasized. As opposed to thinking about its scores in the absolute sense, use them as directional indicators worthy of more exploration.

And remember that no matter what Klout says, I am not influential about lambs (seriously, lambs... I'm still scratching my head on that one)!

Do CES Innovations Awards Matter?

Sorting through the mail, the logo was instantly recognizable. A sphere of orange hovering on a jet black background. The time to enter the annual International CES Innovations Awards competition is upon us once again.

For nearly four decades, this design and engineering honors program has called out the most promising products in the consumer electronics industry, shining the spotlight a bit brighter on select offerings from across the globe. But in an age where awards are a dime a dozen, does an Innovations badge matter?

Having prepared winning entries for the like of Yamaha, Kodak and Turtle Beach over the past 15+ years, I still answer with a resounding yes. Not only does the award attract attention from media and digital enthusiasts prior to the annual CES show, but it also provides recognition for the R&D and design teams who often go overlooked as rapid CE launch cycles fly by. In short, it's all in how you merchandise it.

So how do you win? Drop me a line, and I'll be happy to share some tips and tricks.

Get Out There: Your Brand Beyond the Office

The light turned green, and my car lurched forward with all the others yesterday afternoon. Changing lanes, I looked up to find myself behind a Pepsi truck. Or was it...?

While I could make out the familiar red top of the Pepsi orb, most of it had been plastered over by a bright orange Gatorade logo (which also covered some of the safety tags on the back of the big rig).

Would the good folks at PepsiCo -- Gatorade's parent -- see this as an unforgivable transgression? Probably not. The trucking group was probably doing as it was told from an office hundreds of miles away, using a one-size-fits-all adhesive film.

But at the same time, would the brand managers for both Pepsi and Gatorade have any inkling that, in all likelihood, other trucks across the region or country were displaying the same type of bastardized logo application?

By the same token, does the USAirways marketing team know that its blue and white logo glows hot red at LaGuardia's gate 9 (plus other lovely colors on additional screens, which have long outlived their intended life)?

Never has it been more critical for brand and communications pros to remove themselves from their offices, and get out into the field to see how their products and companies are being represented. I know the arguments against doing so -- travel budgets are being cut, there's too much on the plate already, and that social media provides a good set of alternative eyes and ears.

Without seeing -- experiencing! -- the brand for themselves in its most far-flung places, we can't fully understand where and why inconsistencies might occur. Get out there, and as a bonus, you'll win the respect of colleagues operating in those regions -- the very folks who regularly complain that headquarters knows little about operating in their neck of the woods.

I'm reminded of sitting in San Francisco one evening with the CMO of Kodak's consumer business. The company was in the midst of an identity shift -- a concerted move to digital with a redesigned logo. We'd just been discussing the significant cost to take that on, and how there were so many "legacy" players to reach -- labs, mom-and-pop retailers, and more

At that very moment, the storefront lights of Fisherman's Wharf twinkled on, illuminating the streetscape below. Our eyes both scanned the horizon to see dozens of yellow "KODAK" signs advertising film, instant prints and more -- retailers that weren't even on our radar.

With a deep breath and growing grin, my dining companion -- one of the most brilliant marketers I've ever known -- expressed the situation perfectly: "Well... shit. We have some more work to do."

Enough with the excuses. Get out there, and live your brand in the shoes of your customers.

PAETEC: A Communications Perspective

This morning's announcement of a planned sale of Rochester-headquartered PAETEC Holding Corp. by Windstream Corp. has set off speculation around the community as to what may or may not occur.

Having been a participant in a recent large company deal (Warburg Pincus' acquisition of Bausch & Lomb), the rumors sound familiar. Fair enough -- this type of deal breeds uncertainty and nervousness, and neither Windstream nor PAETEC will be able to immediately calm the waters.

What's likely to emerge from PAETEC in the weeks to come?

1. SILENCE. Until PAETEC issues its proxy statement to shareholders, don't expect any additional, credible details to emerge. Both companies have an obligation to share the same information with all shareholders, so any media interviews, employee meetings, or other on-the-record conversations will only repeat what's already offered up in this morning's news release.

2. REPETITION. Once the proxy is issued, the companies' communications teams will have little latitude to add color commentary to what's described in its pages. From a legal perspective, this could be viewed as providing an unfair advantage to shareholders not receiving such commentary. Instead, look for the common themes from the proxy to be repeated (in most cases, verbatim).

3. REASSURANCE. While Windstream appears to be focused on PAETEC's "network assets, an expansive fiber infrastructure, and larger data center footprint," the company will also do its best to assuage the fears of PAETEC employees. This will most likely take the form of vague reiterations of the commitment to company culture instead of delving into any specifics. Why? Because if any detail is revealed as to restructuring, staffing levels, etc. that isn't contained in the proxy agreement, the companies will be subject to shareholder suits.

Is this type of environment conducive to a positive workplace environment or community support prior to the deal close? Absolutely not. Unfortunately, there's little wiggle room if the company wants to see the acquisition approved as quickly as possible while keeping litigation to a minimum.

A Deeper Look: the 2011 PRism Best of Show

On a steamy summer's night last month, WROC-TV anchor Kevin Doran approached the microphone at Rochester's Artisan Works, where 150 or so of the region's public relations pros had gathered for the annual industry awards reception.

"And the winner of the 2011 PRism corporate best of show is... Bausch + Lomb and Lions Clubs International Foundation for the Fighting Childhood Blindness: the Pediatric Cataract Initiative."

As one of the co-founders of the Initiative, I was thrilled... for the countless children whose sight would be saved, for their mothers and fathers whose burden may be eased ever so slightly, and for their communities that would one day see those children play a more active role as a sighted adult.

Of course, I was also thrilled for the team behind the Initiative's first 18 months, who largely remained hidden as we focused on the cause. Indulge me as I call them out for some much-deserved recognition in what became a labor of love:

• Jerry Ostrov, Paul Sartori, and Dr. Joe Barr, my co-founders who believed in the cause and had the foresight to take action;
  
  
• Curt Weeden of Business & Non-Profit Strategies, who provided a steady, guiding hand as we encountered the swells and troughs of building a global philanthropic program from the ground up;
  
  
• Sharon Sankes, Kristy Guerra and Elizabeth Murphy, members of my in-house communications and philanthropy team who dove into the weeds as needed;
  
  
• Our dedicated agency partners -- Glenn Clark, Erin DiVincenzo and Peter Germano at Clark CSM in Rochester; Penny Hemming at Penelope Hemming PR in Sydney; and Nicole Ravlin, Ken Liatsos, Alicia DeMartini, and Kristena Morse at PMG PR in Burlington.
  
  
• And of course, our indefatigable partners at Lions Clubs International Foundation, especially Katharine Keller, Nicole Brown, and Phil Albano.

[Click here to download a copy of the program's two-page synopsis. Note this version was prepared for PR News, which has named the Initiative a finalist in its 2011 Platinum Awards.]

Now, a confession... while I was thrilled, the element of surprise had evaporated about 90 minutes earlier. That's when a reporter from the Rochester Democrat & Chronicle had been pointed my way, and began the conversation by stating, "So I've been told you can tell me about the program that's winning best of show."

I'd left B+L a couple months earlier, but -- as no one else from the company had arrived for the pre-awards reception and the journalist was itching to leave -- I was pressed back into service. Once a spokesperson, always a spokesperson (and, as a member of Lions Club myself, I continue to support the program).

So again, congratulations and thanks to all who had the heart, the tenacity and the passion to truly make a difference through this incredible program.

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Postscript:

Some have asked where the program stands today, given that three of the four co-founders have since left B+L. Thankfully, it continues to serve those in need, living up to the commitment we made from the start -- that our success would be measured not over years, but decades.