Quality Service Marketing

There's No "l" in Engagement ... or is There?

I’m not talking about “I” as in “individual” - people are responsible for their own engagement. I’m talking about “I” as in “inertia.” You can’t have an engaged workplace in the presence of management inertia.

Engagement is a two-way proposition that involves both the employee and the organization’s management. However, people can show up at work fully engaged and yet their initial enthusiasm and energy are chipped away over time for a variety of reasons. In other words, once engaged doesn’t mean always engaged. [While personal issues at home can also negatively impact employee engagement, my focus here is on organizational rather than personal factors.]

Management’s role is to foster a climate of engagement in which people know that their work and the results of their efforts matter. This includes managers’ own engagement – if they’re not committed to the organization, how can they expect their employees to be committed to it? Or to the managers themselves?

Clearly, engagement cannot co-exist with inertia. But when management practices “intentional” engagement, it’s an entirely different situation.

Why Some Companies Need to Go Back to School

A friend of mine shared this story about working with a business manager on a special project to change payroll processing companies for their firm.

“My task was to create a short list of companies so the business manager and I could request an interview with a rep. I created the list and decided to do a bit of research before contacting any of the companies. My research was to simply visit each applicable website.

"Turns out one of them had so many typos that I immediately deleted them from the short list. Perhaps I should have contacted someone to tell them about the numerous errors, but I suspected they probably wouldn’t care. After all, if they cared, there wouldn’t have been any typos – especially on their home page.

“My thought process was this: if their website is so grammatically messed up, what will they do with our payroll?!”

Besides the need for better writing skills and oversight, this story reinforces every touch point – whether in-person or online – makes an impression. If you don’t care about the quality of that impression, then don’t worry about sweating the small stuff.

How many companies would you recommend go back to school for Remedial Business?

August Blog Break

It's the time of year when I can take advantage of summer's slower blog traffic for a short break. I'll still be working next month on client projects and promoting the launch of my new book, Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits.

I'll be back with new content in September. Until then, enjoy the rest of the summer! 

Hello-Goodbye Email Etiquette: Adapting Traditional Writing Skills to E-Correspondence

In high school I was taught letter-writing that started with an appropriate greeting ("Dear ... ") and ended with an appropriate close ("Yours truly"). As a result, my emails typically consist of the greeting "Hi [name]" and my close is "Take care." In successive emails – multiple correspondence with the same person – it's become unnecessary to repeat the greeting and close. It's also expedient and more efficient to omit these two items in emails sent from smart-phones and mobile devices where brevity is necessary.

Still I struggle with this as I tend to include a greeting and close in almost all my emails: 1) mostly out of habit, and 2) because my mother was an English teacher. I’m trying to break this habit by only using the greeting and close in my initial email and not in follow-up emails to the same person or group of people. (Frankly, I don’t like receiving an initial email correspondence without an appropriate greeting and close; expediency does not excuse a lack of courtesy.)

I've noticed little consistency in the emails I receive, so I asked several colleagues what they do when writing e-mails. Here are their responses:

This is tough for me to break, too, so here's how I think about it: Any same day conversation gets one time where I address the other person, and then all day long, I think the other person "knows" I'm talking to them in my e-mail, so I don't repeat my name, or my close. I think of it as a conversation where I wouldn't say "Hi Sybil" every time it was my turn to talk, or "Goodbye Sybil" every time I was done talking. The next day, I'll use it again as it's like a new conversation to me. Phil Gerbyshak, chief connections officer.      
 
Like you, I tend to be ‘old school,’ treating each email as it own unique message. If, however, I know there will be a ‘back and forth’ within a short period of time, I might forgo the greeting and close. I think a lot of the etiquette issues are really about the people with whom we’re emailing. Whenever I’m emailing a client or even a social media connection, I have a greeting and a close. It’s pretty much only with long time personal friends that I drop those formalities. Dawn Lennon, career strategist, coach and mentor.       

Great question. My answer won't offer much relief, though. Disclaimer: I'm an art major, too. I use email to interact with such a broad range of connections, from close friends to total strangers. I have no hard and fast rules, except to personalize it for that level of connection. I use greetings of everything from "Yo" to "Dear" and my closes range from today's "Rock n' Roll" to "All the best," "Best regards," "Thank you.”  Zane Safrit, business consultant.      

I always use the informal introduction of: “Hi [first name].” I always sign off with: “Thanks. Wayne." Wayne Hurlbert, business blogger and social media consultant.

I still address e-mails with "dear" and close with some kind of sign-off. I see it as unnecessary, but an indication of civility or courtesy. If I'm writing a client and it isn't just another in a string of recent messages, I think they deserve whatever little bit of time it takes to indicate courtesy. Most probably wouldn't notice it if I didn't do it. But it helps define me, for better or worse. So I'll continue to do it until I sense I'm so far behind the curve that it becomes embarrassing. Chris Bonney, marketing researcher.

My emails usually open with the person's first name only. In multiple reply situations, I tend to leave the name off – depending on the content. If it is lengthier or a more formal message, I include the same again. As for standard close, I don’t have one in my signature. I usually end with a "’Thanks’ or “Have a great week’" type of thing, plus my first name. Sometimes it sounds overly solicitous, so I delete it altogether. Jane Vanderhorst, marketing consultant.

I also reached out to Marsha Egan, workplace productivity coach and author of the popular Inbox Detox blog:

Great etiquette is to use the person’s name somewhere in the email. The next is to be authentic and sincere. Remember that any email can be forwarded so you're writing for the universe, not just one person. Grammar and spelling [also] count!

Marsha’s reminder that “you’re writing for the universe” is powerful and one that I hope is being taught in today’s writing courses. [Do schools still teach these classes?]

A special thanks to Phil, Dawn, Zane, Wayne, Chris, Jane, Marsha, and everyone who took the time to share their thoughts with me. To my blog readers, your input on this topic is also welcome!

Nonprofit Engagement Dilemma: A Caring, Yet Complacent Board

A  friend of mine works as a marketing director for a nonprofit with a stagnant board of directors. The by-laws stipulate board membership be drawn from the regional service-based organization that founded the nonprofit more than fifty years ago. As a result, the governance structure has evolved into an insular board with life-time terms. The good news is board members take pride in their involvement with the nonprofit based on its mission, and they have a strong passion for the founding organization. The board is also fortunate in that the nonprofit is well run by a dedicated professional staff.

The bad news is staff members have to work around a board that has become complacent. As long as the nonprofit is thriving, the board is comfortable with its oversight. Board leadership is not interested in how it can improve its governance and support. So the executive team leads the organization by focusing on the mission as it tolerates a board that has “a golden operation in their hands and do not understand what to do with it.”

As mentioned earlier, this nonprofit is doing well except for the executive team’s frustration. Passion for and commitment to the mission sustains these staff members … for now. 

Effective board member engagement is more than just showing up at board meetings and talking up the nonprofit. It also involves a commitment to improving its governance and collaborative relationship with staff. As well run as my friend’s nonprofit is, it could be so much more with a fully engaged and mutually respectful staff-board partnership. 

It's Here! Help for Engaging Nonprofits' Most Powerful Assets

I’m thrilled to announce the release of my new book, Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits. Response to the book’s pre-publicity has been very positive, and I have several interviews and speaking requests already lined up, with more in the works. This summer will be a busy one!

An inspired journey …

My book was inspired by many dedicated nonprofit professionals and volunteers, including my colleagues, clients, and participants in my nonprofit workshops. I appreciate their willingness to share their expertise and experience with me as I worked on the book. Individually and collectively, they confirmed nonprofit engagement as an important area of interest that draws more intention than actual action. The reasons for this range from benign neglect (e.g., nonprofit managers who are stretched thin and don’t have the time to proactively engage staff and volunteers) to an organizational culture where passion-for-the-mission is deemed sufficient (i.e., once engaged = always engaged … an erroneous presumption).

Their concerns and ideas confirmed my own experience as a nonprofit advisor and volunteer. This insight guided me in writing Share of Mind, Share of Heart as a guide to the foundation and practical tools that will enable nonprofits to better engage the people behind the mission – the employees and volunteers who represent a nonprofit’s brand.

The book is on target
According to the following reviews:

• "Share of Mind, Share of Heart is a great guide to success in nonprofit marketing with a strong reminder about the importance of engaging an often overlooked audience — staff members of the organization." 
       - Celeste Wroblewski, Nonprofit Strategist
• “Uniquely, [this] book shows how paid staff and volunteers are full partners in maintaining the organization’s image and impact in the community. "  
     - Susan J. Ellis, President, Energize, Inc., and Editor-in-Chief, e-Volunteerism
• "Stocked with examples throughout, Share of Mind, Share of Heart … demonstrates how marketing is too important to be left to the marketing department — it's everyone's job."
       -  Ken Bernhardt, Taylor E. Little Jr. Professor of Marketing, Georgia State University
• "Stershic's book is all about getting active in marketing your organization. [It] gives you practical action-oriented tasks that help you focus on getting more than your organization's fair share of the minds and hearts of the people you want to reach."
       - Chris Forbes, co-author of Guerrilla Marketing for Nonprofits
• "Share of Mind, Share of Heart is a pithy, potent survival guide to making good things happen with marketing. Read it to engage more powerfully within your own organization …" 
       - Katya Andresen, Chief Strategy Officer, Network for Good; author of Robin Hood Marketing

If you know nonprofit leaders who want to strengthen employee, volunteer, and consumer engagement, please let them know that help is available in Share of Mind, Share of Heart: Marketing Tools of Engagement for Nonprofits.

Internal Marketing Tools of Engagement For Marketers (Part 2)

Last week I shared examples of how Marketing can start to build better relationships within the firm. In addition to this general outreach, it’s important to get employee buy-in and cooperation for each marketing program you implement. Here are several tools of engagement you can use.

Before launching any marketing initiative or program ...

• Share the rationale and goals behind this initiative with employees – clearly explain what you're trying to do and why.
• Communicate how Marketing’s efforts in relation to the program help support the firm’s overall mission and strategic plan – reinforce the message "we're all in this together" instead of contributing to the perception that Marketing creates extra work for people.
• Get employee input, and be sensitive and responsive to how their work will be affected by this program.
• Provide the necessary training (and any incentives, if appropriate) so staff can effectively support the initiative.

Once the initiative is up-and-running ...

You can’t just let it run its course and forget about it. As part of your monitoring efforts:

• Stay in touch with what employees need to keep the program’s momentum going.
• Share interim results and any fine-tuning that needs to be done and why.
• Recognize and reinforce employees’ support of the initiative.

And when the program is over ...

• Share final results and “lessons learned” – for example, what worked & why (to replicate success in the future ) and what didn't work & why (what to avoid and what to improve the next time)
• Acknowledge employees’ individual and collective efforts in supporting marketing and organizational goals
• Solicit employee feedback on how to improve future initiatives.

Employees who deliver on the brand promise can make or break Marketing. That’s why we need to consider employees “upfront” when planning and implementing any marketing initiative – so they’ll work with us, not against us.

Internal Marketing Tools of Engagement For Marketers (Part 1)

My recent post on How Marketers Sabotage Themselves raised the issue that marketers need to engage all employees who deliver on the brand, including those outside the Marketing Department. 

To get employee buy-in, we need to break out of our silos and strengthen marketing’s relationship with employees; i.e., we need to do a better job of marketing “Marketing” within the firm. Here are a few ways we can accomplish this.

• Participate in new employee orientation to explain how every employee has an important role in delivering the brand promise. If someone from Marketing is unable to attend, educate whoever is in charge of orientation to share this message.
• Host a real or virtual "Open House" so non-marketing co-workers can get acquainted with Marketing and its resources. Invite key people from other departments to your staff meetings to learn what Marketing is doing and vice-versa.
• Share general marketing information info to let others know what's happening in the marketplace, such as consumer/customer trends, competitive analysis, customer satisfaction results, etc.
• Find ways to effectively recognize employees who positively deliver on the brand promise; e.g., "Brand Champions" or "Marketing Heroes."

I’ll have more on this topic in my next post, so stay tuned …

My Father's Day Tribute

In honor of Father’s Day this Sunday, I wanted to share a little bit about my beloved father and what he taught me about marketing – without realizing it at the time.

My father was a tailor who operated a small alterations and dry cleaning business. When I was little, I loved visiting him at the store to watch him work on a treadle sewing machine that was surrounded by rainbows of thread neatly stacked on shelves. Sometimes I would accompany him while he picked up and delivered his customers' dry cleaning.(Home delivery of services was the norm when I grew up, including doctors making house calls.)

Reflecting on my childhood, I learned a lot from my father amid the colored spools of thread and smells of dry cleaning solvent. I especially loved how customers loved my father. My father was not only a craftsman when it came to sewing, he was a master of relationship marketing. Whenever customers came into the store, my father would warmly greet them, inquire about their family, and then get into the specifics of their clothing alteration needs. He took as much care with the customers as he did with their clothes. And they kept coming back, while referring new customers to him.

The term “relationship marketing” didn’t exist back in the 1950’s-70’s when my father ran his tailor shop. It was just an intuitive way of how he did business. I was blessed to be his daughter and learn from him.

Happy Father’s Day, Dad! Thanks for a wonderful legacy.

Internal Marketing Spotlight: Jewish Family & Career Services of Atlanta

While writing my new book on marketing tools of engagement for nonprofits, I had the privilege of interviewing Brenda Fiske, Chief Marketing Officer of the Jewish Family & Career Services of Atlanta. A “nonsectarian, community-based social services agency,” JF&CS offers a broad range of more than 40 programs serving children and adults with “Tools for Living” that include career services, professional counseling, support for adults with developmental disabilities, career counseling, and dental clinic services. Its mission of providing “health, career and human services to support and enhance the well-being of individuals and families across all ages, faiths, cultures and lifestyles” is carried out by more than 200 professional staff members and 1200+ volunteers.

In my initial interview with Brenda, I learned that JF&CS keeps employees connected by holding all-staff meetings following its monthly board of directors’ meetings. These staff meetings are led by CEO Gary Miller in a “face-forward sharing of information” about board meeting results and updates on grants and upcoming events. He also welcomes new employees, acknowledges any who may be leaving, and takes the time to recognize staff members’ personal milestones, such as weddings, births, graduations, special anniversaries, etc. Most of the 200 staff members attend these meetings; those unable to attend receive meeting minutes to keep them up to date.

In addition to these monthly all-staff meetings, JF&CS periodically hosts “Lunch & Learn” sessions to address employee topics of interest and major issues facing the organization. These sessions enable employees to understand the process, rationale, and implications of major management decisions. Both the monthly all-staff meetings and Lunch & Learns reflect the Jewish Family & Career Services’ commitment to keep its employees connected and engaged.

I asked Brenda to share JF&CS’s approach to nonprofit engagement.

QSM: Your organization identifies “Talent Management” of employees and volunteers as a strategic priority. What does this mean, and how does this translate into employee engagement? In other words, what do you do to walk-the-talk?

Brenda: Talent management in our world means identifying the best person to perform a job, providing the education and support for the individual to succeed, and celebrating the success enthusiastically.  Employees are given the opportunity to learn about all aspects of the organization at our monthly all-staff meeting, where reports are presented on programs and projects. It is important to our culture that we feel a part of the whole since we manage more that 40 diverse programs. 

One of our most meaningful employee engagement tactics was the creation of the Staff Development Committee. It is a collection of staff representing all aspects of the agency that plans activities, lunch and learns, and a massive staff appreciation week each year. When you observe people working together outside of their own department, you have a great opportunity to witness underlying talents that may never be revealed otherwise.

QSM: How does talent management apply to your volunteers?

Brenda: Understanding how volunteers want to spend their time, whether in their area of expertise or not, is critical to giving them a positive experience. Many volunteers choose to do something very different from their professional skills. From a professional staff perspective, we strive to give individuals an opportunity to grow, and we support a family friendly environment as well. In both cases, the term “talent management” represents an authentic approach to honoring the full human being and the contributions they make to our organization.  

One example of volunteer talent management can be easily seen through our “Tools for Leader” class. The six week course immerses about 25 individuals into agency programs by dividing the group into four sections, each building a presentation to give to the group on one area of service.  Everyone has an opportunity to teach and learn together. The graduates are individually interviewed at the end of the course and a volunteer track identified for them based upon their talents and interests.

QSM: These are challenging times for social service agencies that are trying to meet increased community needs with decreased funding. In your experience, what works to minimize burnout among professional staff?

Brenda: I have seen no miracle cure for professional staff burnout, but one thing that absolutely eases the symptoms is to consistently and genuinely appreciate and value their dedication and commitment, and publicly applaud the difference they make in the lives of others. People who work in our nonprofit world are clearly not primarily motivated by money. They continue to be inspired by knowing their work is important.

QSM: Well said, Brenda. Thank you for taking the time to share a little bit of what makes the Jewish Family & Career Services of Atlanta a special organization.