OH WHAT A FEELING!

There’s something not quite right with messaging.

[Don’t get your hackles up, please.  We’re not maligning words or choices or their arrangements.]

In every map, every grid, every page in which we capture the essence of a business, it falls flat.  Sure, we can add emotional words, even exclamation marks (though save us from too many).  Yet the story is somehow lacking.  Words alone aren’t working … at least, for us.

Of late, we’ve been applying an idea from the design world.  Which is, the creation of mood boards, once assembled from a bunch of oversized, colorful magazines, even photography books.  With a glue stick, scissors and a generous foam core board, a collage develops that reflects themes and a vague essence of feeling.  Interior designers, artists, creative directors, fashion folks use these liberally; in fact, they guard the completed boards with their lives, keeping them ultra-confidential until the project has been revealed. 

So what stops us – communicators and branding experts – from starting our stories this way?  It connects the heart and the brain.  It helps coordinate a corporate tale.  And it quickly lets others know exactly where we’re going.  Yup, a series of pictures (yes, with words) relates the beginning and middle and ongoing events that make up a business’ life.

No Moody blues, here. 

HELLO? (with no apologies to Adele)

The telephone is dead.

Not so much the cell/smartphone, since our fingers twitch to text and tweet and reply-all email.

But the Alexander Graham Bell invention is moribund (especially according to statistics from Nielsen, claiming that we’re moving to a landline-less and voicemail-less society).

All of which we mourn.  To us, it signals an increasingly isolated population, at home and at work.  [Though for the life of us, we can’t figure out who’s talking to whom in our commutes.] 

It shows our determined individualism:  “Hey, we’re communicating on our own terms and in our own timeframe.”

And it points to an ever-decreasing competency in being willing to talk and understanding how to hold a conversation.

According to Miss Manners, phone calls are rude, disruptive, and awkward.  They interrupt our workflow, our home lives, and generally create havoc for those around us.  In fact, it’s become de rigueur to ask, in an email, if it’s okay to call.

Much of that could be due to the constant ‘dialing for dollars’ from robocalls or from groups we’d just as soon not hear from.  And much of that could be a lack of energy to speak with those who want to talk with us; after all, it takes a lot of energy to text and message and scroll through Facebook and LinkedIn and Instagram and Pinterest and other social media.

Some say back-and-forth messaging is simply the new century’s conversation. 

We’d hang up on that.

SAY WHAT?

Straight from our advertising brethren: 

“The biggest barrier to engagement (according to a recent Association of National Advertisers’ survey) is the start-up’s inability to accurately describe its offering meaningfully, relevantly.”

The study goes on to say that even more than the 1/3+ of marketers who now work with marketing technology newcos – in social media, analytics, content development et al. – would do so … if they could figure out what the start-up did.

Shades of messaging 101.

Too many businesses, from our perspective, think that a tagline, a slogan, an elevator pitch, and a brand will tell a slew of audiences what it is and what it does.  Fallacies lurk in those assumptions.  Just ask yourself these questions :

• Is the ‘about us’ pitch broad enough, suitable enough to cover most (if not all) of the company’s products and services?
• Are spokespeople comfortable in delivering their sound bytes?
• How do managers and leaders tailor it for their needs – and does it still resonate with all stakeholders?
• Finally, do leaders agree?

One of the hidden benefits of developing the right messages is driving home consensus.  In other words, executives not only agree with the best way to describe the company but they also connect with it, bond with it, and get downright comfortable in talking about it. 

Yes, it takes a while.  It’s messy.  And noisy.  But afterwards, no one will ever ask you what your company does for a living.

PRESIDENTIAL PARALLELS, THREE (AND FINAL)

“It’s too much hype and hyperbole.”

“Employees don’t want to be marketed to.”

“We get a lot of pushback if we don’t stick to the facts and make our media as objective as possible.”

Those are the responses we hear when broaching the idea of an internal campaign – to drive behaviors, get buy-in, encourage adoption of new technology, and, in general, asking employees to know and feel and act differently.

Serious objections, we admit.  On our side, these rejoinders arise:

• How to gain attention and capture hearts and minds when today’s society is afflicted with ADHD?
• What are results to date using straightforward no-nonsense media?
• How many employees respond to emotional stories versus statistics and studies?

The issue, we believe, isn’t so much with the idea of campaigns as it is with the recent quality of American political crusades.  Mud-slinging.  Slight un-truths or un-remembering.  Slogans with little reality and less soul.  In short, glitz without substance.

There’s a place and time for campaigns inside.  There’s also care to be taken in creating and delivering the exact right messaging, based on the appropriate business case with the perfect (okay, almost perfect) blend of tools.  Scientists respond to stories just as much as facts.  And vice versa for marketeers and HR pros.  Bottom line, it’s all about actions. 

Our thanks to Ross Perot, former Presidential candidate:  “The activist is not the man who says the river is dirty.  The activist is the man who cleans up the river.”