Culture Change
Dallas Mavericks owner Mark Cuban, who has never been shy about speaking his mind, recently made the decision to ban all bloggers - major and minor -- from the locker room. In a post on Blog Maverick, justifying his decision as a move toward equality, Cuban argued that he didn't feel that a blogger from the mainstream media should have more access to his players than a person who blogs as a hobby.
His assertion that this was an effort to ensure equality was met with heavy criticism from writers, both on and off the Internet. It was seen as a heavy-handed attempt at censorship and the backlash was immediate and overwhelming. In light of Cuban's well-developed persona, the ban seemed particularly out of character. He's opened himself up to criticism for eight years as the most connected owner in sports. By listening to customers about how to improve the fan experience, Cuban has built a brand based on accessibility.
Let's begin by acknowledging that you are reading this entry on our corporate blog and you've probably already launched some sort of interactive communications with your customer base. Even Wal-Mart has a blog, featuring its in-store buyers. Corporate blogging has taken a seat alongside the most traditional communications tools and deserves serious consideration when looking at how you currently develop your brand.
Where are the places that most companies stumble when searching for an agency to partner on a brand?The right short list is a critical starting point - and the place where companies often miss. There are thousands of alternatives available and always more than one agency that can fit the bill.
The key in getting to the right short list is knowing how well the different agencies fit the criteria you determine are important. You want to find, say, five agencies that not only deliver the services and have the relevant experience that you want, but are hungry, for whatever reason. That's an indication that they will step up and do a good job.
Importantly, that list should not always be about who's "the hottest." A fabulous campaign done for somebody else doesn't necessarily mean they'll do the same for you. You want to make sure you are talking to companies who want you as much as you want them.
Can CEOs inadvertently be standing in the way of an organization's growth?
I sometimes find leaders choosing to stand above the organization and feel that they're going to change it without it somehow profoundly changing them in the process. Effective change can only happen when leaders grow personally. The CEO has to ask themselves: "Am I prepared for some kind of change in me?" Because change in their organization starts in their office.
I remember a client saying to me once, "Chris, I realize that every instinct I have for this business is no longer relevant, yet they are the only instincts I have."
They had got to a very critical place in their own learning, the place of "I don't know." But then he moved forward, and made some difficult and risky choices, which may well not have worked. Without this almost mystical combination of humility and courageous vision in a leader, change is very hard to foster. I have said, "As grows the leader, so goes the change process." It seems that this is most often the case.
How does the need for a change agent arise within an organization? A leader always has two fundamental challenges. The first is to run the organization they have today; they have a responsibility to serve and deliver products to their current customers. The second is to change their model, so that tomorrow's performance is in some way different, better, or sustainable. And the difficulty is that both of these goals need to be achieved simultaneously. Often, the management process pays particular attention to one task or the other, usually today's performance - best reflected in the numbers that show the current economic strength of a corporation. But the results today are the outcome of previous decisions, so today's change agenda is intended to produce results for tomorrow.
The quarterly earnings cycle forces a transactional response. CEOs feel that they have to do something today - preferably Now! - which is why it is sometimes helpful to have an outside opinion and perspective, one not caught up in the issues of producing today's output. A change agent has an eye on the horizon as opposed to the immediate crisis. It's that ability to simply think beyond the immediate issues of today, but do so fully cognizant of the present realities.
These days, announcing your company is "green" is like offering up your sleeve for a scarlet letter to be placed on it. In fact, a recent survey done by marketing consultancy Ipsos Reid showed that nearly 70% of Americans contend that being labeled "green" is merely a marketing gimmick.
Bells and whistles don't work unless there is someone behind them. It's exciting to launch an external campaign encompassing advertising, public relations, and promotions. But before you get caught up in great ideas and make any promises, you better be sure your employees are ready to keep them.In order to reconnect your team and customers as part of a new initiative, you have to begin within your organization. Whether the repositioning of your brand stems from a merger or a desire to recapture lost market share, employees want to understand their role. So, tell them about the changes, why and what will change, and how it will affect them personally. That's how they can feel pride in what they do.
Here is how to make sure your brand is ready to deliver from the inside out.
