I have observed first-hand over the past several years how a sustained advertising and public relations campaign can affect an organization.
Pashupati, Arpan, & Nikolaev (2002) note, regarding advertising and the inoculation theory, that it is in the best interest of organizations “to invest in a sustained, long-term advertising campaign in order to cultivate a strong positive image that will be resistant to deterioration.” This is a point I have attempted to repeatedly drive home in my current job.
When my company began operating as a new entity in Ohio in 2004, we worked with a public relations agency to create a brand and develop a plan for market introduction. This included a “corporate image (Pashupati, Arpan, & Nikolaev, 2002)” advertising campaign using tactics including direct mail, newspaper and broadcast ads, and outdoor billboards to reach prospective members. The strategy worked well, and we enjoyed fairly moderate success. Within a year, however, management pulled most of the funding for the campaign and assumed that our momentum would successfully carry us forward. This strategy failed and we began to see a reduction in membership throughout the next year.
We had designed our advertising and public relations campaign to persuade people to select our organization as their healthcare benefits provider. The campaign, on a secondary level, also enhanced the company’s overall image with industry and community leaders by generating positive awareness. We were visible and we actively shared information and participated in community events, which built trust. When we abruptly stopped the campaign and pulled back on our outreach, membership numbers decreased and, more importantly, our overall image took a hit. People began to question our credibility because of our noticeable absence. The company’s failure to build on the progress of our initial campaign resulted in deterioration.
This situation is similar to the inoculation theory, which states that companies can lessen the effects of negative news by exposing audiences to prior mild negatives attacks (Pashupati, Arpan, & Nikolaev, 2002). We did not expose any negative news, but our advertising and public relations effort did indeed inoculate the company against undesirable outcomes by creating a positive image. Ending the effort produced the opposite.
The lesson in this is that we not only must build a sound public relations foundation, but we also should shape our subsequent efforts accordingly to ensure that we are sending the appropriate messages to our various audience. In doing so, we will influence and persuade existing and potential members while swaying the opinions of industry leaders. We can use traditional media methods, but we must also focus more on social media techniques to reach the various target audiences, including legislators, prospective and existing members, media, communities, industry leaders, etc. And, with such a wide array of audiences, it is critical that we remain aware of the vast cultural differences that exist among those audiences so we can shape our messages appropriately.
Ongoing inoculation (preventive care) is the key to keeping our audiences happy and healthy!
References
Pashupati, K., Arpan, L., Nikolaev, A. (2002). Corporate advertising as inoculation against negative news: An experimental investigation of efficacy and presentation order effects. Journal of Current Issues and Research in Advertising, 24(2), 1-16.
Monday, March 9, 2009
Friday, February 27, 2009
Afraid of what?
I have worked for my current employer for almost four and a half years. In that time, we have had four different CEOs whose motivational styles and techniques have varied significantly. This has resulted in noticeable shifts in employee morale.
As I study motivational concepts and theories, I am increasingly realizing that these CEOs were not blindly going through leadership motions, as I once thought. They followed motivational principles in which they believed.
I joined my company in late 2004, our first year of operation in Ohio. At that time, we worked under a Theory Y participative motivational structure (Shah & Shah). The company’s and employees’ goals were integrated, and we basically followed the motivational style/template of our out-of-state parent company.
We expanded throughout Ohio quite rapidly in 2005, and the complexity of that growth led to some serious departmental disconnects and operational failures. The existing corporate structure was not working locally, and the CEO left the company. We needed a leader who could motivate employees to tackle individual responsibilities that were growing alongside the organizational expansion.
A new CEO joined the team and changed the motivational structure to one that aligned with the work of Elton Mayo and his “Hawthorne Experiments” (Shah & Shah). The CEO did not rely on pay and conditions to motivate. Instead, she attempted to draw employees even closer to the company’s goals and began to publicly recognize their individual efforts, which created a group attitude of confidence and belonging.
Within a year, the company experienced even more operational setbacks. The CEO had motivated employees psychologically and socially, but necessary tasks were not being accomplished. Enter yet another new CEO, who used authoritative mandates and a Theory X motivational style (Shah & Shah) that proved to be a radical change in the local working environment. This CEO successfully got the company back on track, but his lack of sensitivity and emotional intelligence caused employee morale to suffer tremendously. This model would not succeed in the long run so, once again, the CEO was replaced.
Our current CEO uses a motivational style that relies on the goal-setting theories of Edwin Locke (Shah & Shah). He has established clear employee goals and stresses the importance of achieving them. While this current motivational style is not creating the sense of belonging that once existed, it has improved morale that more recently had deteriorated so badly. Employees are gaining confidence in their abilities to accomplish tasks that result in a thriving overall operation.
I define motivation as “the belief that what you are doing needs to be done.” If you are willing to do something you obviously have motivation, which is based on various factors and individual situations. I believe that the most powerful motivational factor is fear. The protection motivation model discusses fear, pointing out that “as a result of some fear-inducing event, individuals will simultaneously evaluate the degree of threat posed by the event and their own personal ability to cope” (Welbourne, 1995), which results in motivation to change.
Anyone who has had a fearful experience can relate to its motivational power. People who have had their homes burglarized are quick to install security systems. A person who is sick will heed the advice of a physician and make a dramatic lifestyle change in hopes of living longer. Employees who are fearful of losing their jobs will tolerate an authoritative CEO, if only in the short-term, as I previously explained.
If I am to effectively lead in the 21st century I have to anticipate regular change and be able to analyze how it affects others so I can motivate them. That is easier said than done given globalization and cultural differences. But, studying different concepts and theories can help better prepare me to encourage others to “do what needs to be done.” I have a newfound interest in my own professional skills as they relate to motivation. There indeed is a method to my madness.
References
Shah, K. & Shah, P. (n.d.) Motivation. Retrieved July 10, 2007 from http://www.laynetworks.com/Motivation.html
Welbourne, T. (1995). Fear: The misunderstanding component of organizational transformation. Human Resources Planning, 18(1), 30-37.
As I study motivational concepts and theories, I am increasingly realizing that these CEOs were not blindly going through leadership motions, as I once thought. They followed motivational principles in which they believed.
I joined my company in late 2004, our first year of operation in Ohio. At that time, we worked under a Theory Y participative motivational structure (Shah & Shah). The company’s and employees’ goals were integrated, and we basically followed the motivational style/template of our out-of-state parent company.
We expanded throughout Ohio quite rapidly in 2005, and the complexity of that growth led to some serious departmental disconnects and operational failures. The existing corporate structure was not working locally, and the CEO left the company. We needed a leader who could motivate employees to tackle individual responsibilities that were growing alongside the organizational expansion.
A new CEO joined the team and changed the motivational structure to one that aligned with the work of Elton Mayo and his “Hawthorne Experiments” (Shah & Shah). The CEO did not rely on pay and conditions to motivate. Instead, she attempted to draw employees even closer to the company’s goals and began to publicly recognize their individual efforts, which created a group attitude of confidence and belonging.
Within a year, the company experienced even more operational setbacks. The CEO had motivated employees psychologically and socially, but necessary tasks were not being accomplished. Enter yet another new CEO, who used authoritative mandates and a Theory X motivational style (Shah & Shah) that proved to be a radical change in the local working environment. This CEO successfully got the company back on track, but his lack of sensitivity and emotional intelligence caused employee morale to suffer tremendously. This model would not succeed in the long run so, once again, the CEO was replaced.
Our current CEO uses a motivational style that relies on the goal-setting theories of Edwin Locke (Shah & Shah). He has established clear employee goals and stresses the importance of achieving them. While this current motivational style is not creating the sense of belonging that once existed, it has improved morale that more recently had deteriorated so badly. Employees are gaining confidence in their abilities to accomplish tasks that result in a thriving overall operation.
I define motivation as “the belief that what you are doing needs to be done.” If you are willing to do something you obviously have motivation, which is based on various factors and individual situations. I believe that the most powerful motivational factor is fear. The protection motivation model discusses fear, pointing out that “as a result of some fear-inducing event, individuals will simultaneously evaluate the degree of threat posed by the event and their own personal ability to cope” (Welbourne, 1995), which results in motivation to change.
Anyone who has had a fearful experience can relate to its motivational power. People who have had their homes burglarized are quick to install security systems. A person who is sick will heed the advice of a physician and make a dramatic lifestyle change in hopes of living longer. Employees who are fearful of losing their jobs will tolerate an authoritative CEO, if only in the short-term, as I previously explained.
If I am to effectively lead in the 21st century I have to anticipate regular change and be able to analyze how it affects others so I can motivate them. That is easier said than done given globalization and cultural differences. But, studying different concepts and theories can help better prepare me to encourage others to “do what needs to be done.” I have a newfound interest in my own professional skills as they relate to motivation. There indeed is a method to my madness.
References
Shah, K. & Shah, P. (n.d.) Motivation. Retrieved July 10, 2007 from http://www.laynetworks.com/Motivation.html
Welbourne, T. (1995). Fear: The misunderstanding component of organizational transformation. Human Resources Planning, 18(1), 30-37.
Friday, February 20, 2009
What did you say?
It is clear to me that, since the average person spends considerably more time listening than writing, reading, or speaking (Lu, 2005), I must begin to give more attention to improving my listening skills.
As a marketing communications/public relations manager, I regularly communicate with various internal and external audiences. I can better determine the nature of and address their needs if I effectively listen to them. If I “tune out,” I create a barrier that can be quite difficult for me to overcome given the range and complexity of information I handle.
Start by listening
I strongly believe that my success, both professionally and personally, is ultimately dependent on how much I give to others. I ask myself, “What can I do for this person?” The first step to helping another is making a conscious effort to get out of my “self” and really focus on listening. I have to be physically present, as well as emotionally attached. “Failure to listen is probably the cause of more interpersonal problems than any other aspect of human behavior” (Lu, 2005).
Develop the relationship
I then work to develop an interpersonal relationship with that person so we can become comfortable with each other. The relationship will be the foundation for future successful communication and collaboration. In building it, I must continue to effectively listen while following certain rules for doing so. Those rules include, but are not limited to, looking at the other person, asking questions, and being responsive in my mannerisms. (Lu, 2005). Sit upright and be interested. These actions demonstrate reciprocity and show the speaker that I care, which creates trust that helps foster the relationship.
Putting the pieces in place
I work with a medical affairs team whose primary focus is quality standards and the achievement of desirable health outcomes for members of our company’s managed care plan. This team is immersed in complex medical details that need communicated to various external groups. This subject matter is not an area of expertise for me and, quite candidly, I do not find it interesting. I put that bias aside, however, and work to grasp the meaning behind the intended communication so I may better explain it to others. I can not accomplish this if I am absorbed in my “self.” I make a concerted effort to first listen, and then to develop an interpersonal relationship with the medical affairs team so they trust me to communicate on their behalf.
Mutual professional responsibility
I realize it is my responsibility to be an effective listener at work. I also expect a person delivering a message to be accountable by presenting appropriate and applicable information. My expectations are not as high in social settings.
For example, I once spoke to a stranger in the lobby of my building who felt compelled to explain to me the proper way to rake leaves. Although I was not interested, I was somewhat amused and accepted the communication for the social interaction that it was. However, if I am invited to a work meeting and the message in no way applies to me, I am less patient. I receive a great deal of information each day at work. Since I spend the majority of my waking hours listening (Lu, 2005), I expect someone providing a work-related message to be organized and to be sure that the message is relevant to me. Otherwise, I tune out and do not process the information. In those cases, I either daydream or think about other pressing matters that do affect me. The speaker has let me down. As Lu notes, “Incorrectly encoding-decoding can cause significant problems in communication.”
What next?
I will try to pause more often and reflect on how much time I spend listening, and to work each day to improve listening skills. If I “think” about listening, I will “do” it and it will eventually become a “habit” (think-act-habit). There certainly is nothing wrong with becoming a habitual listener!
This becomes more complex when dealing with new communication tools and strategies such as wikis and blogs. Email and instant messaging have paved the way for the reduction in face-to-face communication. Blogs, wikis and other social media will now further take us down that path. We have to be careful that the messages we send using these new tools are clear and concise. That means we should be sure to practice effective listening up front and whenever possible in preparation for related communication using new tools.
Additionally, as we communicate more globally we should also strive to increase our cultural literacy. We should think about our communication at all times and consider how other cultures might interpret it. We can no longer assume that what we say will be heard as it was intended. Once again, get out of “self” and think more about others.
Lu, J (May 2005). The listening style inventory (LSI) as an instrument for improving listening skill. Sino-US English Teaching, 2 (5), 45-50.
As a marketing communications/public relations manager, I regularly communicate with various internal and external audiences. I can better determine the nature of and address their needs if I effectively listen to them. If I “tune out,” I create a barrier that can be quite difficult for me to overcome given the range and complexity of information I handle.
Start by listening
I strongly believe that my success, both professionally and personally, is ultimately dependent on how much I give to others. I ask myself, “What can I do for this person?” The first step to helping another is making a conscious effort to get out of my “self” and really focus on listening. I have to be physically present, as well as emotionally attached. “Failure to listen is probably the cause of more interpersonal problems than any other aspect of human behavior” (Lu, 2005).
Develop the relationship
I then work to develop an interpersonal relationship with that person so we can become comfortable with each other. The relationship will be the foundation for future successful communication and collaboration. In building it, I must continue to effectively listen while following certain rules for doing so. Those rules include, but are not limited to, looking at the other person, asking questions, and being responsive in my mannerisms. (Lu, 2005). Sit upright and be interested. These actions demonstrate reciprocity and show the speaker that I care, which creates trust that helps foster the relationship.
Putting the pieces in place
I work with a medical affairs team whose primary focus is quality standards and the achievement of desirable health outcomes for members of our company’s managed care plan. This team is immersed in complex medical details that need communicated to various external groups. This subject matter is not an area of expertise for me and, quite candidly, I do not find it interesting. I put that bias aside, however, and work to grasp the meaning behind the intended communication so I may better explain it to others. I can not accomplish this if I am absorbed in my “self.” I make a concerted effort to first listen, and then to develop an interpersonal relationship with the medical affairs team so they trust me to communicate on their behalf.
Mutual professional responsibility
I realize it is my responsibility to be an effective listener at work. I also expect a person delivering a message to be accountable by presenting appropriate and applicable information. My expectations are not as high in social settings.
For example, I once spoke to a stranger in the lobby of my building who felt compelled to explain to me the proper way to rake leaves. Although I was not interested, I was somewhat amused and accepted the communication for the social interaction that it was. However, if I am invited to a work meeting and the message in no way applies to me, I am less patient. I receive a great deal of information each day at work. Since I spend the majority of my waking hours listening (Lu, 2005), I expect someone providing a work-related message to be organized and to be sure that the message is relevant to me. Otherwise, I tune out and do not process the information. In those cases, I either daydream or think about other pressing matters that do affect me. The speaker has let me down. As Lu notes, “Incorrectly encoding-decoding can cause significant problems in communication.”
What next?
I will try to pause more often and reflect on how much time I spend listening, and to work each day to improve listening skills. If I “think” about listening, I will “do” it and it will eventually become a “habit” (think-act-habit). There certainly is nothing wrong with becoming a habitual listener!
This becomes more complex when dealing with new communication tools and strategies such as wikis and blogs. Email and instant messaging have paved the way for the reduction in face-to-face communication. Blogs, wikis and other social media will now further take us down that path. We have to be careful that the messages we send using these new tools are clear and concise. That means we should be sure to practice effective listening up front and whenever possible in preparation for related communication using new tools.
Additionally, as we communicate more globally we should also strive to increase our cultural literacy. We should think about our communication at all times and consider how other cultures might interpret it. We can no longer assume that what we say will be heard as it was intended. Once again, get out of “self” and think more about others.
Lu, J (May 2005). The listening style inventory (LSI) as an instrument for improving listening skill. Sino-US English Teaching, 2 (5), 45-50.
Thursday, February 12, 2009
Winds of change
Wow! My first attempt at blogging. After reading up on the subject of social media, specifically blogging, I'm almost feeling ashamed that I didn't check this out sooner. But, who knew? It took me a long time to even consider pursuing this advanced degree, so why should I be surprised that I haven't blogged yet?
A few weeks ago I questioned myself big time about why I was chasing higher education at this point in my life. But, I quickly realized in Grad 703 that we all need to better communicate and collaborate. I need to do that not only to see how I can enhance my professional life, but perhaps more so to see just how much I can grow personally.
Now, I've started into Grad 704 and am really looking forward to honing my skills for framing persuasive messages. This week there's so much information about blogging, social bookmarking, wikis, and more. Oh, the possibilities! My mind has been racing at the thought of what's out there that I've yet to even consider. So, I tell myself to slow down and enjoy. It's not the destination, it's the journey.
Maybe, just maybe, I'm a late bloomer. Perhaps I wasn't ready for where I'm currently headed--until now. I try not to question how I got to this place. The point is, I'm here with all of you, and it is all so very cool.
A few weeks ago I questioned myself big time about why I was chasing higher education at this point in my life. But, I quickly realized in Grad 703 that we all need to better communicate and collaborate. I need to do that not only to see how I can enhance my professional life, but perhaps more so to see just how much I can grow personally.
Now, I've started into Grad 704 and am really looking forward to honing my skills for framing persuasive messages. This week there's so much information about blogging, social bookmarking, wikis, and more. Oh, the possibilities! My mind has been racing at the thought of what's out there that I've yet to even consider. So, I tell myself to slow down and enjoy. It's not the destination, it's the journey.
Maybe, just maybe, I'm a late bloomer. Perhaps I wasn't ready for where I'm currently headed--until now. I try not to question how I got to this place. The point is, I'm here with all of you, and it is all so very cool.
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