Dear friends and visitors,

I have recently moved my blog to a new platform and URL web address, which you can visit HERE. I will be moving content from this blog you're viewing now to the new blog and encourage you to bookmark the new one. Thanks for reading!

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thoughtleadership-notes.pdf Download this file

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1. Is it the TRUTH?

2. Is it FAIR  to all concerned?

3. Will it build GOOD WILL and BETTER FRIENDSHIPS?

4. Will it be BENEFICIAL to all concerned?

...

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In a tongue-in-cheek kind of way...

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"A cheerleader gets people in the bandwagon. A leader gets people in the bandwagon and takes the bandwagon from point A to point B."

Dinner conversation. I love her.

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The Corporate Executive Board's Communications Executive Council Forum had this inquiry online today:

"Our CEO would like to be seen as a "thought leader" in our highly regulated industry. He believes that, by doing so, our company can improve its ability to influence legislators and policymakers. Has anyone done this before? How can I help him become a "thought leader"? What are the types of activities an executive should participate in to demonstrate his thought leadership on behalf of the company? Thanks for any/all suggestions."

My answer:

The most important thing is that your CEO must have something really insightful and "game-changing" to share. A thought leader is just that, someone who leads a pack with ideas or insights that are meant to change the way something works. So, from a messaging perspective, your CEO needs to have a really interesting message/idea that is strategic to the company/organization's success as well as valuable/relevant for stakeholders and a broader audience within your industry. It also helps if your CEO is personally passionate about the idea/message.

Second comes availability. One thing is wanting to be a thought leader, and the other thing is actually putting the work and time it takes to influence thinking. Thought leaders pay their dues out speaking in front of audiences, dialoguing with smaller groups, having meetings and conversations with key audiences, and many other formats. So, there needs to be commitment from your CEO to be available and dedicate space to this effort.

Third is generosity and patience. Thought leaders spend a lot of time "experimenting" in the face of unknowns. In other words, unlike the quantifiable world of business management, engaging as a thought leader leads you to paths sometimes where you're not sure whehter you're talking to the right audience (ie, "will this audience actually have an effect on what I'm trying to change"). So, you must be willing to try (and fail) and learn what works and be patient with the journey.

Fourth, you need to have the communications management know-how and tools to phyiscally create platform opportunities for your CEO thought leader to share his/her message. That means a well-oiled machine that is seeking engagements of many different forms and integrating media, social media, follow up, speaking coaching and other communications functions to maximize your efforts.

Last but not least is measurement. What is the strategic reason for doing this? What do you want to change? What action do you want to create? Once you have the answers, gauge all activities on whether they will help achieve these goals.

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Ran across an interesting study published by Organization Science titled "In Charisma We Trust: The Effects of CEO Charismatic Visions on Securities Analysts."

The gist?

Charismatic behavior by a chief executive positively influences financial analysts, leading to an increase of a few points in the chief executive’s company’s stock price. Which is NOT a good thing in the “rational” world of investor relations (according to the study), where analysts recommendations to “hold” or “buy” should be based on rational data and financial and operational evidence representing a company’s “real” value.

But, in my world of public relations, we have a different mindset about this kind of effect. If charisma helps our CEO and other leaders build bridges with audiences and stakeholders, then let us look closely and learn. So, I went looking in the study for this “charismatic” behavior, hoping to find the kind of revelation that I can take to the boss and maybe, just maybe, get me a salary increase. What did I find?

The basics, really. According to the study:

“The authors studied 367 CEO transitions that occurred between 1990 and 1999. They examined the executives’ inaugural letters to shareholders, looking for charismatic language that challenged the status quo, empowered investors and company stakeholders, and couched goals in lofty moral or ideological terms rather than dull pragmatism. To evaluate the language in these documents, the authors used a text analysis system that assigns each sentence and phrase to one of a series of themes and then analyzes the words to see which ideas were stressed most often. (This is the same language evaluation technique often used by newspapers and political organizations to characterize the content of presidential speeches.) From their analysis of the inaugural letters, the authors determined that inclusive terms, such as we, us, and our, and phrases that express a belief in the collective way in which goals will be achieved are used most frequently by charismatic leaders.”

Inclusive terms. We. Us. Our. Expressed belief in the team of people behind the company or organization.

The basics.

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sb59_10207-preprint.pdf Download this file

Former president of Shell in the U.S. John Hofmeister will soon be releasing what looks to be an interesting book on why the public and oil companies just don't get along, and what can be done about the disconnect (major oil spill accidents notwithstanding).

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As Bob Moog, inventor of the synthesizer, reminds me in this video, we need to think more about interactions, the equivalent to live music.

This means being secure in ourselves and not relying fully on the corporate message script. Investing on nurturing communities and relationships. Respecting differences of opinion and understanding that audiences come driven by a variety of reference points. Sharing knowledge. And more importantly allowing value to come out of the interactions themselves.

We're bound to get bumped by the crowd, or spill a little on ourselves, but it is the experience, the interaction, that matters, not ourselves.

IMG_4119.MOV Watch on Posterous

Sent from my iPhone

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via vintageadbrowser.com

Via Seth Godin, I discovered a really great vintage ad browser, searchable by keyword. If you're in the business of communications and PR, images of old ads are great tools to use in presentations to help you get messages across.

The ad above is a 1982 ad promoting use of natural gas as a source of energy, which is funny because natural gas (and new sources of it in the US) is the talk of the town in my line of work today.

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Long before experts and academics addressed formal definitions of public relations, Louis Brandeis delivered a commencement speech at Brown University in 1912 and gave a definition that still remains relevant today:

"True, in business the earning of profit is something more than an incident of success. It is an essential condition of success; because the continued absence of profit itself spells failure. But, while loss spells failure, large profits do not connote success. Success must be sought in business also in excellence of performance; and in business, excellence of performance manifests itself, among other things, in the advancing of methods and processes; in the improvement of products; in more perfect organization, eliminating friction as well as waste; in bettering the condition of workingmen, developing their faculties and promoting their happiness; and in the establishment of right relations with customers and with the community."

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Loved reading Jon Iwata’s distinguished lecture at a recent gathering of the Institute for Public Relations. Jon Iwata leads IBM’s marketing and communications efforts. I liked his take on “constituency,” and find his definition of it probably the best I've heard. I also loved his notion of the need for the PR and communications professions to be a catalyst for “eminence.”

JI_IPR_Lecture8.pdf Download this file

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