#1

Top Of Mind: 1-4 To The Final Four

 

#2

The Idea Of That Thing: E-mail Vs. Face-to-Face Communications

 

#3

Next Time Try This: SMCCIP

 

#4

For The CEO: Time For Trust

 

#5

Hits & Bytes: thepowerofpain.com

 

#6

What We're Reading: QBQ!: The Question Behind The Question

 

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Sunday, October 6 was a dark day in Jeff Fisher's career as the Tennessee Titans' head coach. The team had just fallen to 1-4 on the year, the owner said he was outcoached, pundits had written the team off for dead, and the "boo birds" were calling for change.

Logic said Jeff Fisher should have changed his approach, but he didn't. He stayed focused on his proven formula for success, guided the team to 11 wins in its last 12 games, and led it all the way to the AFC championship game.

What can we learn from Jeff Fisher?

Consistency over time and adherence to core values are two of the proven formulas for building great organizations and great brands. Organizations become vulnerable when they move away from their core strengths, follow the latest fads, overreact to short-term issues, or try to be too many things to too many people.

Focusing on what you are rather than what you are not can be a catalyst for powerful change. After the October 6 loss, Fisher told the team, "You can let your circumstances affect your attitude, or you can let your attitude affect your circumstances." They obviously took the latter to heart.

 

 

 

E-mail has evolved into a communication medium of choice, but is it always the best option? Sometimes its important to cut out the middleman (your computer) and have an old-fashioned, face-to-face conversation. Let's look at the advantages, disadvantages, and right times to use e-mail.

The Advantages. E-mail is immediate and often generates a faster response than other means of communication. E-mail can be more informal and personal. It's easy to share information with a large audience. And, it's inexpensive.

The Disadvantages. Unfortunately, the intended tone of an e-mail message can get lost in cyberspace. We do not always convey our thoughts in writing clearly. Long, rambling e-mails that say nothing or terse, one-word responses that require extensive follow-up are commonplace. Likewise, e-mail cannot easily communicate our feelings, voice inflection, and body language.

The Best Option. If you have an important message to deliver, do so face-to-face. With face-to-face communications, issues can be discussed, responses clarified, and potential conflicts avoided. You should always deliver sensitive and confidential information face-to-face. And, never, under any circumstances, write anything in an e-mail that you would not say to someone face-to-face.

E-mail is ideal when distance is a controlling factor; time and speed are essential; and messages are short. But to forge a committed business relationship, only a direct conversation will suffice.

 

 

 

 

 
 

Next time you have trouble starting an important e-mail, try the SMCCIP formula. Use one or two of these ideas to make that e-mail engaging and readable.

Simple. Keep your messages simple. Focus on one or two key thoughts.

Meaningful. Only send a message if you have valuable information to share. Don't just send a message because you think it's time for someone (client, prospect, contact) to hear from you.

Compelling. Try crafting a subject line that makes people want to open the message. Instead of "The Latest News From Widget Express," try "How Widget Express Can Save You 50 Percent."

Curious. Take advantage of people's natural curiosity, but don't give away all the details up front. If your ultimate goal is to have the recipient take action, give them a chance to do so. Give them a little information, and then prompt them to follow a link or make a follow-up call to find out more.

Immediate. E-mails have a shorter shelf life than milk. Give the recipient a reason to act now -- a deadline, a limited time offer, or a promise of time-sensitive information. If a person puts an e-mail aside with plans to return to it later, you've lost them.

Personable. Finally, let your personality shine through. No two writers and no two recipients are alike. Tailor your message accordingly.

If you have a hard time remembering SMCCIP, just remember "some mail can cause instant pleasure."

 

 

 
 

Gallup has released its 2002 rating of honesty and ethics for various professions -- and business executives took it on the chin.

The percentage of people rating business executives "highly" fell to 17 percent, as compared to 25 percent just a year ago. It is obvious that the Enron, WorldCom, and Tyco scandals of the last year have taken their toll. These scandals also undid four years of positive gains for business executives in the survey.

In another survey, Golin/Harris found that 62 percent of Americans believe that CEOs need to do more to restore trust. One top Golin/Harris executive observed: "For many companies, the CEO is the personification of the brand. When consumers' trust in the leadership fades, a brand can be crippled in the stock market, on the store shelves, in the halls of government, around the watercooler, and in the neighborhoods where companies do business."

Here are some recommendations that CEOs can follow to restore trust:

  • Be more open and honest in business practices
  • Communicate clearly, effectively, and straightforwardly
  • Provide outstanding products and service regardless of the price
  • Assume personal accountability and responsibility
  • Be a spokesperson beyond reproach
  • Involve the board of directors more in day-to-day decisions
  • Stick to a code of business ethics no matter what

 

 

 
  www.thepowerofpain.com

Chris O'Leary is not a masochist, but he does understand the correlation between pain and innovation. On thepowerofpain.com, O'Leary argues that the most successful products and services (e.g. airline e-tickets, 3M Post-It Notes, the PalmPilot) solve some pain for consumers rather than just being something nice to have (e.g. pet rock, HDTV, webvan). The website lays out his detailed philosophy to help business people:

  • Generate ideas by asking themselves, "What problems can I solve and what pain can I alleviate?"
  • Evaluate ideas by first asking, "Does this product or service eliminate some pain?"
  • Communicate ideas by ensuring that they answer the question, "What pain does this product or service eliminate and for whom?"

 

 
 
 

Personal accountability is about the power of one, according to John Miller. In his book, QBQ! The Question Behind The Question, Miller lays out a strong case that "personal accountability is not about changing others. It's about making a difference by changing ourselves."

QBQ! is short but filled with ideas that managers and business leaders can use immediately with their teams. Miller believes that personal accountability starts with asking the right questions. His formula is simple. A good QBQ:

  • Starts with what or how (never when, where, or who)
  • Contains I (not they, them, we or you)
  • Focuses on action

For example, instead of asking "When are we going to get more help around here?," an employee following the QBQ formula would ask, "What can I do to support the team right now?"

Miller walks the reader through using the QBQ formula in different business situations, highlighting many with compelling anecdotes from his work.

 

 

 

© Copyright 2003 Atkinson Public Relations