23 March 2020
There’s no communication playbook for the current public health emergency. Nobody alive has ever faced this particular communication challenge, let alone in the context of worldwide, always-on keyboard commentary. But there are some consistent principles. Make it about them It may be a matter of great professional pride that your IT team has managed to scale up access to the VPN and add remote back-up functionality to your EOS on such short notice, but are these details your customers and vendors actually need right now? Do a quick scan of your inbox folder. How many COVID-19 messages have you gotten in the last week? Or, the last 24 hours, even? How many did you read from beginning to end? Just like we learned to ignore irrelevant online ads, we’ve all trained ourselves to skip over the corporate messages that don’t have meaning or value for us, personally. Skip to the part in your communication where you get to “What This Means to You.” Consider opening with that. And, if your compliance people will go along, consider closing with it, too. Be human We’re communicating in tense times about serious issues. It’s even more tempting than usual to rely on corporate-speak. Utilizing one’s multisyllabic vocabulary when your smaller words will do is not just less clear, it’s exhausting. There’s no reason your news release, customer email, vendor letter or social media post should sound like it was written by a committee of insecure law school applicants. You’re talking to people. Be compassionate Speaking of talking to people, many of them are confused and some are downright scared. The changes you’re announcing or the new process your organization is following might mean anything from a reassurance or an inconvenience to a genuine problem for your audience. Remember, this is about them, so take responsibility for that. To whatever extent you can control, be flexible in individual cases, but mostly, admit that this is an issue and that the people behind your brand are trying their best to minimize the disruption to the people in front of you. Stay in your lane You’re a smart person. You know lots of things about lots of things. But unless you actually are an epidemiologist or a public health expert, don’t sound like you think you are one. Reminding customers and visitors that your organization is following social distancing procedures is fine. But if you want to share best practices, preventative measures or treatment protocols with your employees or outside audiences, direct them to actual experts in those fields. It’s fine if you want to hand out the local health department’s flier or share a link to the CDC website, but shoehorning health tips and other technical information about the wider situation just distracts from what you set out to communicate in the first place. It also risks damaging the credibility of your brand. This post is part of a series on marketing during and after the pandemic. To read the others, follow this link or subscribe to our blog to get updates when new posts are available. Loading…
19 February 2020
Despite an era of digital connectivity and easy access to information, there’s still no substitute for real-life experience. We all want to see the elephant for ourselves. Or the dual-outboard 900-horsepower pontoon boat as the case may be. That’s what we saw a couple of weeks ago as our Client Renfro Productions raised the curtain on their new edition of the Ford Cincinnati Travel, Sports & Boat Show. A consumer show for outdoor enthusiasts presents the easy paradox of requiring attendees to be indoors and surrounded by tens of thousands of other people who also prefer solitude and open spaces. And yet they came. For 63 years now, this show has curated the top experts and equipment for fishing, hunting, boating, powersports, adventure travel and more from across North America. But just as important, it brings together enthusiasts, giving them the opportunity to share their knowledge, experiences and secrets. Despite all the technology, people will always want to be around people like them. We are naturally attracted to others with a shared experience (family holiday gatherings excepted). That makes the crowds of other outdoor enthusiasts a feature. Every year around Labor Day, in Nevada’s Black Rock Desert, tens of thousands of people who share a different sort of common identity come together to build a city that lasts only eight days. Artists, performers, self-expressionists, individualists and myriad other non-conformists travel hundreds or even thousands of miles just to spend a week with their own tribe. Most (ahem) of what they do in the desert could just as easily be done at home. And yet they come. To belong to something they feel a part of. Like people do.
30 October 2019
As Boeing CEO Dennis Muilenburg headed to Capitol Hill for his two days of ritual public humiliation over the 737 Max, his company took out full-page ads in several major newspapers. We’ll leave it to others to dissect the executive’s performance and the reaction of his brand, but the situation is a useful reminder that at some point every organization will face an angry, frustrated or just disappointed audience. Obviously, we can’t run around like a bunch of cartoon characters offering a heartfelt apology for every unfortunate circumstance. But when our own action or inaction clearly lead to an unpleasant outcome, an effective apology can help you (a neighbor, a spouse, an anthropomorphized brand) regain trust. Customers in general are open to forgiving a brand that takes responsibility and expresses regret for its own actions or failures—and it certainly beats blaming somebody else on this score. However, it’s only effective when done properly. These are polite norms that we all kinda, sorta know intuitively, but behavioral scientists Steven Martin and Joseph Marks codified them for us in their book Messengers. They state that an effective apology: Must be delivered quickly; Must be expressed sincerely; and Must demonstrate a commitment to change. Most of the public apologies we encounter these days fall down on at least one of these criteria. So, where do these less timely, insincere or noncommittal apologies go wrong? Often, it’s a matter of completeness. For example, the apologies lack any tangible or expressed commitment to change or to prevent the offense from happening again. More often, the person apologizing allows his or her personal pride to get between the expression and the whole point of the exercise. They know they need to apologize, but they don’t want to actually take any blame for anything personally. The result is usually some sort of excuse or qualified apology, which is to say, not an apology at all. I am sorry if my words were misunderstood. I apologize to anyone who may have been offended. I didn’t know you were going in there when I left my shoes in the middle of the room. That sort of thing. Knowing when and how to offer an apology can be the difference between regaining the trust of your customers and the public, or turning disappointment into rage. Or sleeping on the couch, for that matter.