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Loeb’s Lobs archived blogs and all new posts (beginning March 21, 2011) can now be found on the Loeb Group website. Come visit and learn about the workshops, coaching and retreat facilitation we offer for our two distinct audiences: 1) corporate executives; and 2) public relations, advertising and web marketing agencies. Check out our book recommendations and feel free to download some of the tools we introduce in our training and coaching.

If you’re a business executive, spokesperson, presenter, manager or leader at a company or looking for professional development for agency managers and staff please talk with us about a challenge you’re facing for which group training, one-on-one coaching or retreat facilitation would be a helpful solution.

Executive Spokesperson DOs and DON’Ts — Critiquing a CEO interview on CNBC

I just watched a CNBC interview with a CEO (no need to disclose the CEO’s name or his company).  Critiquing what the CEO did well — and what he could have done better — is an opportunity to share some real life spokesperson DOs and DON’Ts.

Media Interview DOs:

1. Given today’s news about the devastating earthquake and tsunami in Japan, the CEO started his interview correctly by expressing genuine concern and empathy for the people of Japan.
2. He delivered his key messages and repeated an important message more than once.
3. The CEO reframed potentially negative perspectives paraphrased by the reporter in order to communicate a more positive company stance.  The reporter said, “…The news must be a win for your company.”  The CEO replied confidently, “The news is a win for consumers.”  Bravo!

Media Interview DON’Ts:

1. In an attempt to demonstrate the company’s commitment to their customers, the CEO said that his company “thinks of customers as friends.” Unfortunately he took a positive point about wanting to deepen the company’s relationships with their customers to an unbelievable extreme.  Just sounded silly.
2. He beat us over the head with his key message. Once is good; twice can be better if the actual wording or context of the message delivery is different. More than that begins to feel overly scripted and opportunistic.
3. The reporter asked a tough question and the CEO handled it, calmly responding that he had nothing to add to the information already released on the issue. (Better than saying “no comment.”) But then he kept talking and ending up mentioning the negative perceptions that he was hoping to avoid. It’s almost always better to stop talking after you’ve answered a tough question.

Overall, the CEO did a very good job. There are teachable moments everywhere for corporate spokespersons who want to polish their media interview skills. Start paying attention to executive interviews–whether on CNBC, the nightly news or in print media and do your own constructive critique. What is the spokesperson doing well and what would you do differently?

Tip for managers: celebrate small wins

“Long, dark tunnel.” “No end in sight.” “A black hole.” We’ve all worked on projects that seemed never-ending. Managing those projects is even harder as you fight to keep your team members focused and motivated.

I thought about the “dark tunnel” struggle as I read Dan Heath and Chip Heath’s column in Fast Company, \”Why True Grit Matters in the Face of Adversity\”.  The authors talk about those goals that require single-mindedness.  “Grit is tough because you don’t get the psychic payoffs that come along with any exciting discovery or a shift in direction. You rarely get big wins to celebrate.”

Ah-ha! That’s where managers can make a difference. Instead of letting your team wait — and work harder and harder — for that far-away big win, you need to celebrate the small wins along the way. The Heath brothers describe some small wins in their True Grit story about an anti-smoking campaign in North Carolina, which happens to be the home of the pro-tobacco (and smoking) lobby.

Imagine you’re overhauling a website for a client. The small wins might be agreeing on the website outline, getting approval on the design, submitting revised website copy and, later, getting client approval, finalizing website art and graphics, confirming the format, submitting the test to the client, and ultimately the moment when the website goes live. Take advantage of each of those milestone moments to celebrate the small wins and acknowledge the individuals and teams who make each win possible.

Celebrating the small wins along the way is one way in which we nourish ourselves and our team members. We remind ourselves why we love doing what we do. We’re motivated to return the next day and work tirelessly to reach the next milestone, the next small win.

What project is your team’s long, dark tunnel? What small wins can you celebrate?

Leading isn’t about talking more (or louder)

Which type of meeting leader are you?

Dan and Tom are both SVPs in the marketing group of a large technology firm. They each have a team of about 30 people and meet with their teams regularly.  But that’s where the similarity ends.

Dan’s meetings are painful experiences for Dan and his team members. As he does every week, Dan stands at the head of the conference room and takes his team through the meeting agenda. He shares with them updates about the business, notes budget and deadline changes. After speaking for about 30 minutes he invites discussion. He really wants his group to share their challenges, collaborate on solutions and ask questions, but inevitably there’s silence. “No questions….So everything’s good?” “No one has anything to share?” More silence accompanied by some uncomfortable body language as people look down at their notepads and squirm in their chairs. “Then that’s it…let’s get back to work,” he says as he ends the meeting.

Tom approaches his meetings differently. He distributes responsibility for different parts of the three-part meeting agenda to individuals on his team.  He makes it clear that he’s looking for a quick update followed by one or two thought-provoking and conversation-starting questions posed to the group. Tom waits for others to speak and then, when appropriate, he contributes (vs. dominates) the conversation. He may ask another probing question, or synthesize what he’s heard, or connect the dots of the various comments. He asks “one-finger” questions such as, “What’s one problem with the way we’ve been tackling this problem?” Occasionally, he reframes a doom and gloom comment that threatens to derail the meeting, by asking a constructive follow-up question. “Sounds like ABC is a serious concern. Is there a way that ABC may help us do XYZ?”  Then Tom gets quiet again and listens to the conversation.

Dan asserts his position by talking more than anyone else, learns nothing new and his team members are informed but not engaged.  Tom uses his leadership role to draw out the best of the people on his team, by listening, probing and challenging.

Two different leadership styles. Dan takes very seriously his role as a leader keeping his people informed — certainly important. Tom sees his role as shaping information through collaboration to boost insight and action.

Leading isn’t about talking more (or louder) than everyone else. Have you tried listening, synthesizing, connecting the dots, asking a one-finger question or reframing?

If you’re struggling in your leadership role and would like help becoming a more inspiring and effective leader like Tom, let me know: http://www.theloebgroup.com.

Reputation-Building 101: What You Say and Do Matter

In the news this morning there were three short celebrity stories that begged a 101 tutorial on reputation-building or at least on avoiding reputation-busting. Beyond our seemingly endless curiosity about celebrity behavior, it’s worthwhile to think about lessons we can apply to our own reputations.

John Galliano apologized for his drunken anti-semitic rants after he was fired from his job as creative director at Christian Dior.  Dior was concerned that Galliano’s reputation for inspired dress design was being overshadowed by his now infamous reputation as an out-of-control and hateful drunk. Like Mel Gibson, Galliano will be going to rehab, hoping not only to deal with a drinking problem and bad behavior but also hoping to rehab his reputation. Clearly what Galliano says matters. What you say offers the world a peek at your values. Will what you say (in conversations, in interviews, in public appearances) enhance or tarnish what you want to be known for?

In the Boston Globe’s “Names” section, Lindsay Lohan was quoted about her desire to be “identified with great films and not her personal problems , ‘I don’t want that to be what I’m known for anymore — the tabloid stuff.'”  Lohan has blown any good will that people felt for this child star with her repeated bad behavior. Her name no longer conjures up an image of her film performances; rather our brains see a disheveled party girl. Clearly what Lohan does matters. Your collective actions frame how the world (your employees, managers, clients, colleagues…) see you.  Do your actions signal confident leadership or does everything about your behavior scream, “can’t be trusted” or “volatile.”

Charlie Sheen was back on the news within hours of his children being taken away from him. No need to recap his too-many-to-count missteps lately. He says he’s “winning” and in control. But the cumulative impact of his ego-centric words and actions is that Sheen is spiraling downward. While he was previously thought of as personally wild but with some impressive credentials, his reputation is now consumed by his decline. Clearly what Sheen says and does matters. What impression do your words and actions leave with the people watching and listening (your clients, managers, employees…)?

So how’s your reputation?  What are you doing to help or hurt it?

Lessons from the Oscars’ Quotable Quotes

Of course the morning after the Oscars is a fun time to reflect on the celebrities’ dresses. But as USA Today noted in their morning-after article, \”Oscar show mixes old and new…\, there were also several quotable quotes that serve as lessons for spokespersons and presenters.

1. Nail your delivery: Sandra Bullock’s remarks were clearly scripted and, in fact, they followed the same format as Jeff Bridge’s comments only a few moments earlier. Everything about her body language and vocal delivery nailed it and USA Today recognized Bullock as the “best greeter.”
2. Grab their attention with an unexpected opening: Not all awards capture our full attention during a more than three-hour broadcast. People might have missed the winner of best art direction (Robert Stromberg for Alice in Wonderland) had he not opened with the line, “Why didn’t I lose that 20 pounds?” I might have scripted a slightly different surprising opening line so that he’d be remembered for his craft and not his weight…but he absolutely caught our attention in a night mostly centered on the rush of beautiful celebrities. The audience is all yours during the first few seconds after you step to the microphone. Use those precious seconds well!
3. Say it don’t slay it: Last night’s Oscars show was all about targeting a younger audience. The hosts mentioned early on that they were chosen to be “cool and hip.” Then they said it again…and again and again in case we forgot. Don’t abuse your quotable quotes.
4. Beware of trying too hard to be funny: Justin Timberlake’s reference to Bansky (the street artist legend) and James Franco’s reference to a text message from Charlie Sheen both were scripted to be funny but fell flat. Timberlake’s reference felt like an inside joke and Franco’s comic timing was off (sadly for much of the night). Beware of humor…it’s hard to pull off.
5. Don’t ramble: It was painful to watch the too-many award recipients who rambled. If overcome with emotion, as I’m sure they were, they would have been much better served by standing tall and saying, “Thank you. I am humbled by this distinguished award.” At least they might have been remembered for being poised and coherent.
6. Finally…Stay in the moment: Melissa Leo reminded us early on in the evening about the hazards of stepping out of the moment. Her foul language reverberated in the theatre and was broadcast live to an audience of a billion people worldwide.  Her excuse on the morning talk shows today was that she was swept away by the moment. Sadly her inappropriate comment may be remembered long after people have forgotten who won the award for best supporting actress in 2011.  Stay in the moment and be very aware what that moment is all about.

Executive Spokesperson Tips: Spokesperson Media Training Take-Aways

I wrap up each spokesperson message and media training session that I lead by asking the spokespersons to share their biggest take-aways from the training. After four hours of mock interviews, facilitated discussion about their messaging and how to conversationally deliver those messages in interviews, it’s good to step back and focus on what the spokesperson has learned.  It’s also amazingly gratifying for me because 100% of the time the spokespersons get “it.”

Here are 10 executive spokesperson tips — in their own words — from just a few recent media training sessions.

1. “You absolutely can control how you respond to the questions asked by a reporter.”
2. “The reporter is just a conduit to my real audience. Always respond with my intended audience in mind.”
3. “Let my passion speak out; speak with absolute conviction.”
4. “Avoid tentative language (e.g. ‘I think…’) that detracts from my authority and credibility.”
5. “Headline my response, supported by anecdotes that build an emotional connection with my audience and compelling data.”
6. “Distinguish between my ‘internal voice’ (information relevant for company planning meetings) and ‘external voice’ (my audience-relevant messages).”
7. “Balance responding at the 30,000′ level with answers that include greater specificity.”
8. “Avoid corporate-ese and vague-isms.”
9. “Integrate my audience’s voice into my response, e.g. ‘Our customers tell us….'”
10. “Think about how I want to answer the questions I know I’ll be asked, want to be asked (“gift questions”) and dread being asked. In fact, the ‘gift’ questions are really the toughest to answer succinctly and clearly.”

Well said!

Sharpen Your Client Communication-Platinum Rule (part 3)

Sharpening your client communication is one of the most important ways to ensure that you are treating your clients the way that they want to be treated (Alessandra’s Platinum Rule).  Here are three suggestions to communicate really well:

1. Listen first…then speak.
2. Ask questions instead of telling.
3. Avoid vague-isms.

Listen first…then speak: Jack Welsh once said about a consultant that he worked with, “He is a really great advisor….he listens better than anybody else.”  Notice that Welsh didn’t say, “I love listening to my advisor.” He wants to be listened to!  There’s a gem of wisdom I share in Loeb Group communication, client service and management skills workshops, “…When a person has the experience that they’ve been listened to and understood, they let go of their preoccupation with their own thoughts and feelings. The door to their mind swings open and makes it much easier for them to hear you.” (Dr. Rick Brinkman, author of Dealing with Difficult People)  Try listening to what you client wants to say before you launch into your messages.

Ask your client questions instead of telling: People in client service businesses assume that because the client is paying them, the client wants to be told what to do. That’s not always the case. In fact, more often clients want you to help them discover the key to success vs. dictating it to them.  In fact, asking smart, thought-provoking questions is often far more impressive to a client than having all the answers. What questions have you asked your clients recently that challenged their perspective or truly got them to think? What questions could you ask to drive new insights and mutual understandings? What questions could ensure that they’re focused on the core vs. tangential issue. Think about what questions you can ask that will not only get you the information you need but bring the client to a higher level of understanding and clarity.

Avoid vague-isms: We invite misunderstanding and client frustration when we use language that isn’t crystal clear or don’t clarify when the client uses vague language.  A vague-ism about project scope might be to say or hear, “Just run with it.” Really? How far should we run with that idea? “Or you own it.”  What exactly is ‘it’ and what do you really mean by “own” it? Is that authority to approve deadlines and budgets? How about when the client says, “I’d like your proposal to be more creative” or “strategic.” The only way to make sure that any revisions you make will hit the nail on the head for the client is to ask a few questions to understand what’s currently missing and what they’re looking for. Another example is, “Do a little research on ABC topic.” Is “a little” a 15-minute Google search or a focus group in one vs. ten markets?   Or “Get back to me ASAP.” Who ever really means “as soon as possible?” Chances are the client wants your response by 3:00 not as soon as you can wrap up the other work you’re doing.

Sometimes we just need to listen, ask questions and clarify in order to know what the client really wants.

How to Respond to 3 Client Pulse Points – Platinum Rule (Part 2)

We begin cultivating our client relationships from the moment we begin pitching for their business. We set high expectations from those very first meetings. We need to keep our focus on the relationship (not just the tasks we execute) from those exciting first conversations throughout the successes and struggles of the months and (hopefully) years to follow.

Our antennae need to go into overdrive around key “pulse points” — moments in the relationship that require a different level of service, caring or attention. There are three categories of pulse points:

1. Business/Financial Pulse Points: The pressure clients feel during key budgeting cycles, at year-end, during planning periods, and during the  financial reporting process.
2. Personal Pulse Points: The distraction and anxiety before vacations (pressure to get everything in order), during (what’s happening that I’m too far away to address?), and after (when the overflowing e-mail inbox and voice mails are overwhelming). And don’t forget weddings, divorces, babies or deaths in the family.
3. Organizational Pulse Points: You need to look a little more closely to tune into organizational pulse points. What shifts are taking place in management or the organizational structure? Who’s moving offices and who’s getting promoted?  A client’s responses will be different than usual when they’re promoted or passed over for promotion.

This isn’t rocket science, but during all pulse points, it’s critical to think about the Platinum Rule. How is the client feeling and what’s the best way to support her now, in this period of extra stress? How can you help or how can you get out of their way? How can you adjust your frequency of communication and work style to meet the changed –and charged–perspective of the client during these pulse points?

What business/financial, personal or organizational pulse points are ahead for your client?

Focus on 3 Things You Love About Your Clients, Managers, Teams…

In honor of Valentine’s Day, focus on three things you love about your client. (She remembers to say thank you, she asks great questions, she is very demanding but holds herself to the same high standards…). Then three things you love about your manager. (He’s always accessible, he shares recognition for our team’s good work, he has my best interests at heart…). Then your team members. (They do whatever it takes to get the job done, they ask great questions, they collaborate well as a team). Then the individuals on your team. Then your peers. Keep that love coming!

And once you’ve thought about the three things, try communicating them. Go ahead…you can always say you got swept away by the spirit of Valentine’s Day.