Going Social: NASA Turns Earth Day Blue

While NASA sometimes struggles with public relations to justify loftier goals and big ideas like a moon colony, there is no doubt that the agency is starting to find footing with social media. While the program is best described as fledgling (only because it lacks cohesion), there is something that can be learned from it.

Specifically, NASA is hosting Earth Day activities for three days in Washington D.C. and two days in Long Beach, Calif., but its physical presence is only the beginning of its efforts in support of Earth Day. Portions of the program will take advantage of real-time communication and engagement.

How NASA Communicates On Earth Day. 

• National Mall in Washington D.C. The main location will be held in Washington D.C., with three days of displays and presentations open to the public at the "NASA Village," mostly held from 11 a.m. to 3 p.m. today, and 11 a.m. to 5 p.m. on Saturday and Sunday. On Friday, there will also be live presentations hosted on the Earth Day Network stage (12th Street and Jefferson Drive SW).

• Live Webcast And Scientist Chat. Focusing on A High-Tech Checkup of Earth's Vital Signs on Saturday, NASA scientists will take people on a world tour from the vantage point of space, providing insights that can only be made possible from orbiting sensors. The webcast is scheduled to air 1 p.m. to 2 p.m. on Saturday, April 21. It will be viewed online at the NASA Village.

• NASA Earth Day Video Contest. Independent of these efforts, NASA is asking people to share their vision of what NASA's exploration of Earth means by creating a short 15-second to 2-minute video. The contest is being hosted by NASA's Goddard Space Flight Center in Greenbelt, Md., and participants are invited to draw from NASA's image gallery. Submissions will be accepted April 22 to May 31.

• NASA Center Activities, Jet Propulsion Laboratory. Other than being mentioned via NASA's Twitter and Facebook accounts, there will be another location-based event on Saturday and Sunday. Held at the Aquarium of the Pacific in Long Beach, Calif., attendees will share science research about our ocean planet, using exhibits and hands-on learning demonstrations for all ages.

How NASA Could Have Communicated Earth Day. 

All of the above efforts are admirable and certainly a step in the right direction, especially because they employ both physical locations and social media. But I cannot help wondering how NASA could have created a campaign with a greater national or global scope, something that could have captivated the world. Such a campaign might have included:

• YouTube video contest leading up to the Earth Day event (as opposed to after the fact).
• A social media campaign encouraging the media and bloggers to support an event.
• Ten physical locations supporting three days of featured events at staggered times (plus exhibits).
• The eleventh location would naturally be held on the International Space Station.
• A dedicated Ustream program that cuts into main events at each location on a rotating basis.
• Social media support for all of those rotating activities over the course of three days.

The concept is only a thumbnail, but NASA has enough locations around the United States to tighten its proximity to the public across the country — Texas, New Mexico, and Florida not withstanding. Such an effort could possibly bring the nation together on the successes of NASA not just in space, but on planet Earth as well.

Then again, I've never understood why this country hasn't made an effort to declare a national Space Day (of observance) on July 20, enabling NASA to make Earth Day a minor practice run for a much bigger event. After all, July 20 remains one of humankind's greatest accomplishments, underscoring that our destiny points to the stars if we ever want to gain a better perspective about the planet we call home. It seems to me, we don't think about space exploration enough.

Making Lures: Oooo Pinterest Is So Pretty

Do you remember Dory being hypnotized by a pretty little light in the animated film Finding Nemo by Disney? Or maybe you remember how much fun she had bouncing a squishy little jellyfish. Or maybe you remember how much fun they had swimming with a shark until its addiction to white meat kicked in.

Pinterest is filled with those moments. But it's not Pinterest you have to worry about. 

There aren't so many lures on Pinterest as there are lures off Pinterest — enough tips, tactics, and strategies to game the buzzed up social sharing network to fill an ocean. Learn to say no to them.

There is no such thing as a Pinterest strategy, let alone eight of them. And pitching doesn't have much to do with repinning other people's pins just to attract attention to a wall of marketing fodder on a network. In fact, the entire reciprocal push of other people's stuff so they will push yours is becoming passé. People see through it, mostly.

There are always those legal considerations too. Plopping every photo from your company on Pinterest is paramount to giving up any copyrights (which isn't so bad unless you're a photographer or those pics have monetary value). And that doesn't even account for accidental repinning infringements, with your company being much more interesting to any infringed party than a lone network participant.

But I don't really want to get too wrapped up in making a win-lose column about Pinterest as much as I want to offer up some common sense. When your communication strategy begins to become so benign that you count pins, repins, likes, and comments as your objective, what you're really saying is that you have nothing to offer. Do something different with Pinterest if you are going to use it. It's simple.

The best "strategy" for Pinterest is to use it like participants do. Don't try to game it for glory. 

The best online communication comes from natural interests that are designed with the company's intent in mind, not a means to grab up flash-in-the-pan attention. If anything, all those tactics tend to backfire.

• Review your organization's mission, vision, and values.
• Elevate your plan to see if the network augments anything.
• Consider relevant content you can share at the right time.
• Become a participant without any agenda other than quality.
• Work at being a beneficial presence not someone who benefits.

That's my list of five, but it might not make sense for anyone who hasn't seen it through to execution. Personally, I enjoy Pinterest but it doesn't fit this marcom slant beyond the occasional educational and psychological threads. So I don't develop sneaky ways to force it.

The platform is much more in sync with Liquid [Hip], a music, film, fashion, and travel review site. But even with relevant content, we didn't make a marketing channel to push anything. Instead, I integrate what other under-the-radar creative people find with our own. And mostly, they pin it before we do.

The idea is to make like-minded quality content indistinguishable to the content we create — which is precisely how people use networks without agendas. Most people pin to express something. Maybe you can too.

For example, if you have a parks and recreation department, maybe you could host a beautiful park photography board (with photographer permissions). If you are a tech company, maybe you can share like-minded innovations. If you are a restaurant, maybe you can highlight recipes that you have tried to make at home (along with some from your establishment). If you are a general contractor, maybe you can have a board that celebrates architecture or designers. And the list goes on...

There isn't any mystery to using Pinterest. The only mystery is how you can avoid the temptation to use it for anything other than the intent of the network. It isn't really about ROI as much as market position.

Specifically, you have to ask if you are one of them or just trying to use them. If it's the latter, skip the pinning and mind the "teaching" lures that promise marketing. Some lights have ugliness attached.

Social Networking: Moms Know Best

If you have ever wondered why some companies cater to moms more than any other group online, a new study by Performics, a marketing firm owned by Publicis Groupe, recently shared its answer. After studying nearly 3,000 active U.S. social networkers, the firm concluded that mothers were "more versatile, present, active and engaged users of social networking sites, compared to other women."

Not only were mothers 61 percent more likely than other women to own a smart phone, they are also more likely to be active on social networking sites. Specifically, they were 16 percent more likely to visit Facebook and 46 percent more likely to visit Google+ on a daily basis.

But even outside of the study, there is ample evidence of how important moms can be to a social network. In fact, despite noted policy problems, moms are the catalysts behind the success of Pinterest, which reported 16.23 million unique users last February.

It is now one of the most active social networks online despite that 80 percent of its participants were female (March 2012). And, according to another study, almost all "mom bloggers" are actively engaged in Pinterest (as much as 98 percent) with  90 percent describing it as fun, 67 percent using it for organization, and 60 percent browsing beautiful things.

Do you know what other social network moms embraced? Right. A little app called Instagram that Facebook recently purchased for $1 billion. The irony? Facebook isn't among many moms' favorite social networks, despite them visiting it on a daily basis to connect and keep up.

Moms have a long history of engaging and organizing on social networks. 

When most people look back at some of the most spirited successes and failures online, most of them are linked to moms. They were the catalyst behind the Motrin headache, were part of the GAP logo retraction, continue to be part of McDonald's outreach efforts, prompted one of the largest recalls in Maytag history, and were among the first to express their distaste over the Tropicana logo change too.

In terms of the biggest disasters mentioned above, the reasons seem clear enough. Moms are reported to be 75 percent more likely than other women to trust information they receive from companies through social networking sites. And, as a result, they tend to react more aggressively when that trust is broken.

Marketing to moms might make marketers think twice about quick fixes. 

There have always been benefits to including moms in the online marketing mix. But there are some downsides for companies that are reckless with their messaging. Moms, unlike many other groups, have a greater awareness and more experience influencing, participating with, and promoting brands.

View more presentations from Performics

They are 45 percent more likely to make a purchase as a result of a recommendation on a social networking site than other women, including apparel (54 percent more likely), cars (64 percent more likely), and travel (46 percent more likely). They are also more likely to recommend companies/brands via social sites (34 percent), discuss companies/brands on social sites after seeing an ad elsewhere (48 percent), talk about companies/brands they follow on Facebook (24 percent), link to a company/brand ad (23 percent), post a company/brand ad (53 percent), and share interesting or relevant content about a company/brand (50 percent).

In other words, if your company isn't thinking about moms, then it isn't thinking. And if your company isn't thinking, these moms will be among the first to remind you who really knows best.

Making Stuff Up: The Six Word Stump

While many people wonder about the power of words, sometimes questioning the importance in their ability to turn ideas into action, many presidential hopefuls knew better. It's not uncommon for them to include concise, memorable six-word phrases during stump speeches delivered on the campaign trail.

"Federal government is overgrown and overweight." – Ronald Reagan

The National Constitution Center is planning to expand upon the concept of a six-word stump speech phrase by asking Americans to create their own — six words that would adequately convey the direction that people want to take America. The contest, Address America: Your Six-Word Stump Speech, will begin on April 24.

Entries may be submitted during the center's Primary Palooza Party as it unveils new exhibits and programs on the same day five states will hold primaries, or online at Address America, presented in partnership with Smith Magazine, which hosts the Six-Word Memoir project.

"Restore America to its own people." – Franklin D. Roosevelt 

"The Address America initiative is a unique and accessible way for people across the country to engage in the pivotal 2012 election," said National Constitution Center President and CEO David Eisner. "We hope visitors of all ages will join us to share in the excitement and make their voices heard through a six-word stump speech."

The event in not affiliated with any party. Admission to the Philadelphia event is free with the favor of a reservation (call 215.409.6700) and includes access to the Center's main exhibition: The Story of We the People, and the award-winning theatrical production Freedom Rising. The center will also enable participants to experience From Asbury Park to the Promised Land: The Life and Music of Bruce Springsteen for a special rate of $5. The Address America micro site will go live on April 24.

Why participate in Address America: Your Six-Word Stump Speech?

The National Constitution Center will be testing its new iPad touch screens, which enable museum visitors to submit their phrases and see them projected on displays in the Center's main exhibition. The online submissions will also be displayed in dynamic charts, maps, and word clouds that reveal information about election priorities across geography and party affiliation.

With enough participants, the National Constitution Center hopes to capture the sentiment of Americans using socially-engaged technology. It also challenges participants to write concise, well-thought out, and meaning messages that convey their ideas.

The center has other plans related to the Address America project, including giving participants the opportunity to "remix" their submissions and the submissions of others. Along with the interactive program, there will be objective information about election issues, the candidates, and the U.S. Constitution.

Some other upcoming plans include turning Address America into a road show, with stops in Tampa Bay, Fla., and Charlotte, N.C., for the Republican and Democratic National Conventions. Appearances will also be made in the four cities hosting presidential and vice presidential candidate debates.

In all locations, participants will be asked to share their six-word stump speeches on video, to be featured on the Center's website, social media channels, and Constitution Daily blog. Following the election on Nov. 6, 2012, the Center will continue to engage audiences by inviting six-word submissions of what Americans hope to hear expressed on inauguration day 2013.

It's a clever idea that encourages everyone to express views and opinions in a real-time setting. I also like it because it encourages people to think and write, carefully crafting words to make a statement.

Shaping Experiences: Why Every Contact Counts

If you want to appreciate how important the customer experience can be, consider the airlines industry. Despite noticeable improvements in overall airline quality performance as measured in the 2012 Airline Quality Rating, consumer impressions of the airlines industry continue to lag and even falter.

The reason is evident. The global view of the industry is shaped by the collective past experiences of all customers.

"Consumer perceptions are shaped by past experiences," said Dr. Dean E. Headley, associate professor of marketing in the Department of Marketing at the W. Frank Barton School of Business, Wichita State University, and one of two co-researchers who head the project. "Small, often unnoticeable, outcome improvements do not get included into consumers' mindset very quickly."

Specifically, every time a customer has a negative experience related to an airline, it reinforces their personal negative perception of the airline and potentially the industry. In turn, disenfranchised customers share their experiences with friends and family, who immediately remember their own negative experiences or become hypersensitive to negativity if they will be traveling soon.

That's too bad, especially because there are countless stories and studies to confirm that negative experiences tend to be shared more often and remembered much longer. And while this phenomenon is not confined to the airlines industry, the industry is unique in being one of a handful of industries with an abundance of indistinguishable brands.

It's also unique because the industry invites (or is required to invite) third-party interruptions into the experience, which is exacerbated by fragmented teams who are more departmentally loyal (and sometimes location loyal) than company loyal.

There are about 16 points of contact, of which the airline can only manage half.

• The airline's individual marketing efforts and online presence.*
• Online booking agents that sell price-based fares.
• Reservationists and customers service phone lines in lieu of third parties.*
• Airport parking and traffic flow for arriving/departing flights.
• Self-serve kiosks that present new fees beyond the ticket price.*
• Ticketing agents, with less empowerment because of self-check in.*
• Airport security, interrupting the experience between ticketing and gates.
• Gate seating and a new team of passenger service agents to assist.*
• Airport and weather conditions that may or may not impact the flight.
• Baggage handlers, working to load the bags on the plane.*
• Flight attendants, who sometimes serve less and push product more.*
• Flight crews, with pilots who have varied degrees of styles and experience.*
• Other customers, who are extremely varied in how they interact.
• Destination airport, which presents new conditions into the mix.
• Baggage claim, which introduces any number of new experiences.*
• Airport parking, traffic flow, and car rental companies, indirectly.

Again, the oddity here is they are only responsible for little more than half of the experience in reality. But from the perception of a customer, the airline and the airlines industry experience begins the moment they arrive at the airport and ends with when they leave the destination airport.

One would assume that any company knowing this would work that much harder to ensure the areas they are responsible for create pockets of positive experiences where customers feel protected. But the truth is that most do not, with a few exceptions.

Specifically, Southwest Airlines continues to promote a service-oriented message and consistently scores the highest in passenger friendliness for consumers as a result (it is ranked fifth overall). AirTran, JetBlue, Hawaiian, Alaska make up the top four airlines in terms of quality, overall. (Virgin was not included in the Airline Quality Report, but would probably make the top five if it was included too.) Conversely, most airlines are not so cohesive.

Many set themselves up for negative experiences on the front end. 

Among some of the most common complaints from customers are delays at ticketing, hidden fees, extra charges for bags, and agents who forward standard service questions (like seating changes) to gate agents. All of these prime the customer for a bad experience before they ever reach airport security, which most consider unpleasant.

By the time people arrive at the gate, any additional negative experience can create an overall negative experience: a lost bag, flight attendant having a bad day, delays, missed connections, uncomfortable flight, etc. Generally, such experiences are only salvageable when customers stumble into one of those employees who genuinely champion customer causes or concerns. But even if these employees can salvage the moment, most cannot transform a soured experience into a positive experience.

Instead, the abundance of negative experiences only set expectations to be a negative experience, which is almost always easily confirmed and never suitably addressed. Until every individual airline elects to make changes, the industry will continue to falter — which is good news for the few that have brands that transcend being lumped into the industry.

A little more about the Airline Quality Rating survey.

The Airline Quality Rating survey measures on-time arrival and departures, denied boardings, mishandled baggage, and customer complaints to score each airline. Before the Airline Quality Rating, there was effectively no consistent method for monitoring the quality of airlines on a timely, objective, and comparable basis. Anyone can participate online.

The research is headed by Headley and Dr. Brent Bowen, professor and head of the Department of Aviation Technology within the Purdue University College of Technology. Their body of research is recognized as the most comprehensive within the airlines industry by the American Marketing Association, American Institute of Aeronautics and Astronautics, Embry-Riddle Aeronautical University, the Travel and Transportation Research Association and others.

The most interesting aspect of the research right now is that "more than 50 percent of frequent fliers say air travel has gotten worse for them in the past year, despite the fact that overall airline quality performance has risen as measured in the recently released Airline Quality Rating."

Questioning Perception: Psychology And Communication

Every now and again, someone asks me why I decided to include psychology among the topics I cover on a communication blog. Part of it had to do with missing a field I was interested in several years ago (I'm about 6 credits shy of having degree in psychology). But that's only part of the reason.

All communication relies on psychology. In fact, some might argue that communication is just a middle man. Really, what communicators do is "think up" messages that they want other people to "think" too.

Sure, the two-part equation oversimplifies a complex sociological exchange, but it's easier to visualize. In reality, the psychology of several people usually shapes the message and then the communicator (writer, designer, etc.) passes it through their filters (articulate, artistic, etc.) to deliver to other people who form opinions and ideas based on that communication and based on the communication of others.

Think, communicate, think. And success relies on perception.

One of the many blogs I read to keep up on psychology includes Psyblog, which explores scientific research into how the mind works. It has many outstanding posts, columns, and stories worth reading. But one of them reminded me how important it is to understand how different people think in different environments.

All too often on social networks, communicators are instructed to create the community. Ironically, this is sometimes the opposite of what copywriters are taught in advertising (e.g., if you want to sell farm equipment, watching farm movies near Madison Avenue might not cut it). One recent post on Psyblog cuts to the heart of it. You have to understand people before you communicate to them.

• In a small town environment, 72 percent of people will offer to help a lost child. Only 46 percent will help in the city, with some of the non-helpers prone to behave aggressively toward them.

• In general, people are prone to create order out of chaos. As an example, they cite an old Milgram study that found only 10 percent of people who cut in line will be ejected. Most people won't do anything.

• The mind looks for familiarity, with 90 percent of people being able to identify a familiar person. The odds of recognition increase exponentially if those people stand out in some way, e.g., a mohawk will do. People, by the way, are more likely to talk to "familiar strangers" in unfamiliar settings.

• People are more willing to pass along messages that they feel are important or correspond to their own personal preferences. For example, in one experiment, abandoned letters were more likely to be mailed if they were addressed to "Medical Research Associates" as opposed to the "Communist/Nazi Party."

• People are natural joiners. In one study highlighted in the post, they point to another classic Milgram study. People join other people looking at a building where nothing is happening: 4 percent of the time if there is one person; 40 percent of the time if there are more than 15 people.

• Busy people in cities, they point out, are more likely to have superficial interactions, rush business transactions, and practice common social niceties, which Milgram equated to urban overload.

All of these examples represent some of the societal filters that impact or distract people from receiving a message. And the lesson here, while not as directly correlated as I could make it, holds some considerations that communicators might think about while they are coming up with what they want to communicate. Ergo, shocking disruption might not be as effective as being familiar in an odd place, doubly so if a few more familiar strangers happen to be standing around.

Of course, there are plenty of other considerations to make too. And those considerations vary as much as the number of micro-societies we make. Who you speak to can be as important as what you say.

Breaking Up: Customers Dump Brands On Networks

"There isn't any question that social media has become an increasingly important part of organizational communication. And although some people still call it a bandwagon, the general conversation about social media has transformed from convincing companies to consider it to teaching them how to implement tips and tactics.

But are tips and tactics really enough? Maybe not. Sometimes trying too hard to "woo" customers can alienate them more than win them over.

Social media can engage or irritate. It's all about communication.

At least that might be the takeaway from a study conducted by Relevation Research. It found that 52 percent of consumers have subscribed to a company or brand via a social network. But of those, one-third of them will dump the organization or brand after a few short weeks or months.

But that's not the worst of it. After those customers dump the brand, they are more likely to distance themselves from the brand online. Many report that they develop a negative impression of the brand. And, as a result, may shop less, spend less, or even turn to competitors.

"At present, marketers are too cavalier, and even abusive, with their approach to social media relationships because it's a powerful tool which can pay off but only if used thoughtfully," said Nan Martin, managing director at Relevation Research. "It's that very thin line between courting and annoying. Right now some brands are effectively drawing people in, but then undermining their equity by what happens next with their social media activity."

So what's the number one reason that fans or friends decide to ditch the brand? According to the research company, most leave because the brand comes on too strong — acting excessively clingy or posting, tweeting, and joking around too often.

The second most common reason is that the brand fails to engage, offer any additional value, or otherwise ignore the people who have taken the time to like them. One of the funniest lines pulled out from the research sums how people who break up with brands really feel.

"It's not you, it's me," they say. Or, in other words, they signed up because a friend did, lost interest, or simply decided that they liked too many other brands and somebody had to go.

Changing Health Care: Mobile Technology

If you want to consider just how much mobile technology could change lives, consider how it might save lives. One company, ER Texting, is already experimenting with one possibility — providing information that can help parents make decisions on which emergency room to visit based on wait times.

The simple information-based service that taps mobile technology tracks current wait times at children's health care facilities. People who use the service merely have to send hospital text codes to 4 ER 411  and instantly receive the current wait times, hours of operation and direct contact information for participating hospitals.

Cincinnati Children's Hospital and Medical Center (CCHMC) and Miami Children's Hospital (MCH) are among some of the most recent hospitals to utilize these services. Since MCH implementation last May, more than 2,000 subscribers have used the service,

"When examining how to reach our patients and families, we knew we would have to meet them in the mobile space," said Kurt Myers, coordinator of community relations at CCHMC. "Providing an option to receive wait times via text was a logical first step into the mobile arena."

Not only does the service provide insight into wait times so parents might consider an alternate medical facility, but it also provides parents with expectations before they arrive. The service benefits the hospital with three locations too, helping control patient flow by increasing transparency.

Communication ought to augment the service, but the potential is limitless. 

Naturally, parents using the service shouldn't take to diagnosing life-threatening situations — adding additional minutes to their commute time to a hospital in life-threatening situations or opting to drive children who would be better off being transported by an ambulance — it still represents how technology can start to be used as a lifeline for medical purposes.

A few years ago, I was working with the National Emergency Number Association (NENA) and we would frequently discuss the far future of emergency medical services. While the iPhone was still in its fledgling phases by comparison, there was always interest in developing a 9-1-1 service that could incorporate mobile into everyday operations — including the use of video technologies to pre-diagnose when patients called (giving first responders a pre-assessment of the scene and giving hospitals more information before arrival).

The wait time text messaging service certainly expands upon that concept, driving future life-saving concepts toward two-way communication models. Perhaps one day, patients will be able to call 9-1-1 and receive emergency medical assessments and direction (including visual aids) before the ambulance arrives. Or, if medical transport isn't needed, which hospital would be best suited given wait times and specialties. Cool stuff.

Writing: How To Write A Social Media Book

Every now and again someone asks me why I don't write a social media book. I've been asked so often, in fact, that I don't have an answer that doesn't feel redundant. So maybe it's time I did it!

After all, the world needs more social media books. There are only 138,243 listed on Amazon and all of them are brilliant. Ninety percent of them have 4-star ratings or better. Some of them, usually those with the word "strategy" in the title, always earn five stars, especially when they are accompanied by at least one reviewer who says "this will be the last social media guide you will ever need."

Never mind that it is always the same guy who says that. The important thing to remember is to find the right untapped title, even if the book is virtually the same thing. So that's how I spent most of yesterday — looking for a title that would drive my content.

It didn't go well. Everything feels taken. Social Media Zen ... taken. How To Be Likeable ... liked.  Social Media Bible ... anointed. Social Media Playbook ... executed. New Rules, Revised ... third edition. Stardom in 30 Days ... out of print. Stardom In 28 Days ... the reason why. Then it happened ...

S.M.U.T. — Social Media for You Too. 
How To Write A Social Media Book.

That's right. Instead of writing a social media book, I've decided that what I really needed to write is a book about how to write a social media book. Not just any social media book — but the kind of social media book that everybody reviews and nobody actually reads!

So, what's inside my new book? Everything that you will ever need to know about social media, book writing, and life in general. I dedicate a good amount of time to writing about life in general because everyone knows the "M" in "SM" really stands for "Memoir."

It's how every social media book starts and ends. You can't be social unless you are transparent. And I'm going to be transparent right now. I haven't written anything. But you'll want to buy it anyway.

You're Only 10 Chapters Away From A Social Media Book!

Chapter 1: Foreword. The first 30 pages will be written by a real social media rock star. A social media rock star is anybody who has already written a book but the book hasn't sold more than five copies. As long as you promise to include their name on the cover "Foreword by the dude (or dudette) who wrote the last social media book nobody read," you are golden. Just remember to pay it forward.

Chapter 2: Talk About You. Who you are and what you did before social media is gold. If you can write about how you were down and out, depressed, going through personal hardship ... all the better. The point is that you have to prove you used a be a schmuck just like they are now, buying all sorts of these books.

Chapter 3: Establish Your Roots. You know the drill. Talk about how you were one of the first people to favorite "Will It Blend" on YouTube. Tell them how you hang out at Starbucks. Chuckle about the Dell Hell campaign. And mention that some Zappos employee once followed you on Twitter. You were there and being there is the same as being an expert.

Chapter 4: Have An Epiphany. Write an entire chapter on how in this weird and wonderful world online, you met some great and interesting people. Make sure to include as many names as possible because these people will be the first to review your book, even if they never see the cover.

Chapter 5: Point Out The Evil. Make a list of all the companies that aren't using social media and give them the face of evil. If evil is too strong a word for you, ignorant or old fashioned works. It doesn't really matter as long as you make the case that it's the little guys against the big guys.

Chapter 6: Talk More About You. Talk about how you started a blog, joined Twitter, jumped on Facebook, etc. This is an especially important chapter because it establishes you as an expert. It doesn't matter how many friends, fans, or followers you have. The formula for an expert is exactly how many friends, fans, or followers you have, minus 10 percent.

Chapter 7: Talk About Everybody Else. Invest a good amount of time distinguishing yourself from other social media gurus, ninjas, and rock stars. Talk about how they game the system and you do not. This establishes immediate credibility, separating you from your fellow snake oil salespeople.

Chapter 8: Make Good On Your Promise. This is where the heavy lifting really comes in to play. You have to make some stuff up that people can do right now to feel like they are making progress.

• Blog Strategy. Leave butt kiss comments on the top ranked blogs and write about them.

• Chime.in Strategy. Post a whole bunch of junk in other people's topical communities.

• Digg Strategy. Write headlines that people want, linked to the articles people don't want.

• Empire Avenue. Buy shares in people who are active and ignore everybody who isn't playing.

• Facebook Strategy. Bribe people to like you with contests and then blast them with content.

• Google+ Strategy. Post about what you do. People will love you and search engines juice+ you.

• Klout Strategy. Beg for people to give you +K and then brag about your score.

• Pinterest Strategy. Pin pics all day, every day, and repin the pins of people who like them.

• Twitter Strategy. Follow everyone on Thursday and then unfollow them all on Saturday.

• Quora Strategy. Ask your friends to write questions you want to answer and answer them.

Chapter 9: Motivate People. Rehash everything you just told them, except throw in some motivational self-help tips and quotes from famous people. Einstein is always a good one. "Great spirits have always encountered violent opposition from mediocre minds," he said. You rock star!

Chapter 10: Wrap It Up. Write about how social media changed your life and how you know it is going to change their lives too (and maybe their companies). Make sure you include all the places they can connect to you and how you now consider them kin — part of your special club and inner circle because you like people like you and they like you too.

See? I told you so. This is the perfect social media book about writing social media books! All you have to do is write 10-20 pages to fill each chapter (with the foreword being 30 pages long) and you can be the next person to have a gold mine of popularity and influence. All the cool kids know it and now you do too! A social media book is, after all, the best business card you will ever have.

April Fools! Hope you enjoy. For past lessons in social media, please see The Mushup Strategy, Bronx Zoo Influencer, SME: 14.0, Clout Bellies, or almost anything labeled satire. Have a great day!

Branding Power: The Bank Of Apple, Part 2 of 2

On Wednesday, I shared the interesting outcome of a survey conducted by strategic and research consultancy KAE in cooperation with online pollster Toluna. The study they conducted revealed that 10 percent of the public and almost 50 percent of all Apple customers would choose the Bank of Apple over all other bank brands.

While the survey is still speculative, there is always the possibility that Apple could reinvent the banking industry much like it helped shape the music, video, telecommunications, and publishing industries. The technology already exists to do it.

But more than the news itself, we considered how powerful a properly managed brand can become, eclipsing institutions with years of experience in one sector simply because the winning brand has continually demonstrated that it can improve any industry it happens to set its eyes upon.

Even people who aren't fans of Apple sometimes ask how it could build a company as admired as Apple overall. The answer is easier to deliver than execute, but it's remarkably simple. A company that wants to develop real brand power — enough that people will trust it outside of its own niche — has to stop worrying about profits alone and nurture something less tangible like character.

The five Ps of creating a dynamic and unforgettable brand. 

Purpose. Define who you are and what you are to offer-- a mission that defines what you do, a vision that defines where you will go, and the values you will employ to get there. It establishes the voice and character of an organization, and the willingness of a company to stay true to it makes all the difference.

Product. Innovation is sometimes in the eye of the beholder. While the most successful companies innovate products and services that the world has never seen, it can be as simple as making something more accessible or delivering it faster or creating an experience around it. Whatever that contrast in the market might be, the most critical element is meeting or exceeding expectations.

Promise. All successful communication is designed to change behavior, whether it invites someone to try a new product, shop at a new store, or help redefine an industry. Marketing, advertising, public relations, and social media not only generate attention, but also set an appropriate level of expectation.

People. It's not enough that products and services operate within the mission, vision, and values of a company; the people have to adhere to those qualities too. When done correctly, each individual person-to-person contact reinforces the brand and reputation of a company just as much as the product. The goal, through international communication and operations, is to empower people to realize the vision of the company just as much as the executive team.

Public. Perhaps even more so than years prior, companies are not only judged by their customers but also by their presence within the communities in which they operate. Sometimes it is just important for a company to meet the expectation of the friends and family of customers as they must meet those of their customers.

The character-driven brand will thrive in the future. 

Apple isn't the only company that seems to have crossed this threshold. Virgin was founded on some of these same ideas. So was Google. So was Castle Rock. So was Zappos. So was The Four Seasons. On the front end, scores have been (and some even remain) committed to those companies to this day. 

At least on the front end, all of these companies and others were less concerned about profit and product (although some leveraged product price as a means to reinforce their brand) than any of these five areas. Not only did they know the obvious, but they were unafraid to execute it.

When you think about companies almost like you might think about character development, everything is a little easier to understand (even if it is a little more complicated than that). People who nurture their character tend to excel in their professions, earn more money, attract more friends, and earn more respect. And even if all things do not come right away, they are still content in being beneficial.

People who do not — those who are always looking for an edge, chase money or steal, undermine others to look better, and insist they are entitled to authority — might experience short-term gains but eventually sputter out or perhaps even build entire organizations of discontent. There are scores of those kinds of companies too, Budget Rent A Car, Netflix, NS Goldman Sachs to consider a few.

Branding Power: The Bank Of Apple, Part 1 of 2

Two years ago, there was a little-read post that speculated what might happen if Apple opened a banking or credit card division. Most of the speculation centered on Near-Field Contactless (NFC) technologies, which would enable payments to be made with a phone; no cards, inserts, or swipes.

This year is a little different. Strategic and research consultancy KAE in cooperation with online pollster Toluna didn't focus on whether or not Apple could open a banking division based on technology but rather the willingness of customers to bank with Apple. Ten percent of the public, almost half of all Apple customers would.

The real value of a brand is elevated trust.

Some people never go further than the latest valuation of a brand — Apple is valued at $39.3 billion — to determine its worth. But with the simplest of surveys, KAE demonstrates what brand value really means.

The reason people would bank with Apple, a field in which it has never operated before (unless you make the connection that shopping carts are close), is the high level of trust. Sixty-six percent, in fact, said that their trust in the brand would sell them alone. More than half said they expect Apple would make banking easier and more reliable. Many wouldn't expect the company to open brick and mortar banks.

"Apple would face no capital constraints in building a deposits base. With a proven ability to cross-sell additional products, along with the highest sales per square foot of any retailer and affluent customer base, it wouldn't take long for Apple to become one of the most profitable banks in recent times," said David Rankin of KAE. "Once the power of the Apple brand and its options for growth are understood, it tends to prompt one of three responses from financial institutions: accelerated invention, defensive benchmarking, or blissful avoidance."

In recent years, especially with disruptive innovations that include iTunes, phones, tablets, and even the near perfect prospect of iBooks (there are a couple more advents the company needs to kick publishing out of the ball park), Apple has consistently demonstrated it can reinvent how industries are perceived, elevate expectations within those industries, and then either meet expectations or even exceed them.

A logo alone is not what modern branding is about.

In looking at communication trends among top performing brands, there has been one standout among those brands like Apple and Google racing to the top and unseating some of those that held the reins for a long time. These companies in particular are less interested in managing their reputations and more interested in managing their character.

How can that be? For companies, character isn't merely an assignment of an individual's trait to a group. It's really a manifestation of corporate culture — the company's ability to do what it says it will do with some exceptionalism at every level of customer contact — product/service-to-person, person-to-person, public perception-to-person.

That's not to say that all things will be perfect. Apple, much like Google, has its share of detractors and sometimes questionable decisions. But mostly, it consistently delivers on every point of contact — at least as good as it says it will (which is often more important than being number one in every category). Any company can do it, assuming they choose to. We'll take a look at the steps on Friday.

Blundering Pundits: Etch-A-Sketch Candidates

Having worked on, reviewed, and analyzed hundreds of political campaigns and crisis communication scenarios, I'm among the first to admit that communication gaffes can be costly. But don't think for a moment that any loss of momentum by the Mitt Romney campaign can be tied to senior advisor Eric Fehrnstrom's ill-advised analogy that the campaign is like an Etch A Sketch. There's more to it.

Most communication gaffes don't cause people to win or lose elections. They merely become a de facto moniker or brand that best sums up the weakness that a campaign team has been struggling with all along. For Romney's campaign, Fehrnstrom accidentally summed up the greatest weakness — people are still unsure whether Romney will do what he says that he will do. It's a matter of trust.

Communication gaffes don't kill candidates. They merely articulate any weaknesses.

There is no doubt that this single well-meant misstatement will go down in history as one of the worst, joining several others: the infamous picture of Michael Dukakis in an M1 Abrams tank during the 1988 presidential campaign; the "Dean Scream" by Howard Dean during the 2008 presidential primary after losing the Iowa caucuses; and Sarah Palin's inability to explain how Alaska's proximity to Russia gave her foreign policy experience during an interview with Katie Couric.

But while all of them are memorable, it's important to consider that it was not the gaffe but how the gaffe symbolized much deeper issues that made the difference. Dukakis, Dean, and Palin's gaffes didn't cost anyone an election. They only perfectly summed up deeper campaign problems, much like this one did.



If there is a lesson to be learned, it's as simple as this: never be so articulate that you make yourself a slave to your own message. And given that everyone is jumping on the Etch A Sketch comment, including the current administration, it seems pretty clear that this is one of those moments, but only if Romney's team cannot recover. There isn't much they can do to recover from it, except one little thing that carries a risk.

The Etch A Sketch gaffe is an opportunity to be humble, human, and approachable. 

Although he didn't personally make the remark, he might as well have. To date, the campaign seems unable to seize the moment, attempting to be too serious over a message meant to appeal to conservative and moderate voters.

Instead, Romney would have been better off defusing the moment by making fun of it. He should have shown up somewhere with his own Etch A Sketch, poked fun at the comment himself, and then used it as an opportunity to reinforce his positions — not with broad boasts of conservative ideologies or elaborate explanations that sometimes require Cliff Notes but with specifics that only a human can deliver. And that, right there, is why Romney faces competition. He has yet to be human enough.

On the bright side, Etch A Sketch sales are rising. I guess nobody realized how magical they can be.

Making Decisions: Do Anything But Wait

Despite the potential for market recovery, 48 percent of American investors believe they will run out of money in their lifetime. Ten years ago, only 30 percent believed they would run out of money.

These statistics are among the findings from a survey commissioned by BNY Mellon Wealth Management. CEO Larry Hughes went as far to say that "bleak is the new black" among investors.

He could be right. The same survey, taken in February, shows that more than six in ten investors (61 percent) say Americans are pessimistic about the markets compared to the balance who are optimistic. The outcome of the anxiety has slowed investments in the private sector, with 59 percent saying they are waiting for conditions to improve before taking any real action in their investment strategy.

How psychology and external pressures play a role in communication. 

As many as four in ten investors said they are holding off on making investment decisions until after the upcoming presidential election. Their trepidation includes the potential for tax increases and interest rates. But in general, shaky employment numbers (with many people removed from the work force), fear over the growing debt, and ultra high gas and energy prices are all baring down.

Part of the problem goes beyond hard numbers. Some of it is tied to an unwillingness to accept what's temporary and resign themselves to complacency. People are more likely to wait during good times and bad times. They are less likely to wait when they are in periods of innovation or adoption.

Unless a company is innovating new products that demand attention, it is likely deciding between identifying the shrinking pool of optimists or attempting to adopt new programs or approaches designed to change the the behavior of the pessimists. Common problem-solution communication is one strategy.

For example, a car dealership might emphasize more energy efficient vehicles as an economic alternative. They might even increase the trade-in incentive for less fuel efficient vehicles. Rental companies might offer a free tank of gas, assuming it is built into the rental price. Resorts with higher drive-in traffic might create an incentive with gas vouchers. Educational institutions might be more aggressive in providing online courses that do not require students (and instructors) to commute.

Any of these programs are short term, but represent how companies need to remain responsive to environmental conditions as much as operational improvements and/or competitive pressures. Companies have to be more responsive in eliminating the pressure or increasing the product/service value to exceed the perceived cost of acquisition.

When external pressures become too high, even communication can't help. 

In terms of gas prices, some people are now predicting that they will eclipse $5 per gallon this year. If that happens, even consumers with fuel efficient cars will be impacted. But they are not alone. Businesses will be forced either to absorb high fuel costs or increase prices to compensate, leaving consumers to face both higher fuel prices and inflation.

The prospect seems daunting given that 9 percent of Americans are unemployed, more than one in five Americans are underemployed, and several million were written off from the ranks of the work force. On a macro scale, all of it is contributing to shrinking optimism and slowing down economic recovery.

In such instances, unless it is innovation driven, companies and communicators are best served looking for smaller scale successes, perhaps in regional or even local markets that are less impacted by a continued downturn. While some people might think this goes beyond the scope of a communicator, it really doesn't. Whether marketing or public relations, well-intentioned professionals ought to be able to provide keen insight from the various publics served by the company every day.

The worst thing to do, however, is resign to a wait-and-see attitude that might permeate the rest of the market. If you are merely defending what you have, then there is a good chance you might already be losing. The same can be true for some who are unemployed; waiting for the 'right opportunity' often carries more risk than seizing temporary opportunities.

Voting: Personal Business Becomes Public Policy

According to a new Harris Interactive/HealthDay poll released today, most Americans are ambivalent about new regulations aimed at governing lifestyle choices. In most cases, the public is happy to support regulations that they perceive have little impact on themselves, personally.

While 61 percent worried that legislation aimed at lifestyle choices might be too coercive, impeding individual freedoms, 81 percent agreed (33 percent strongly agreed) that these same laws are important to protecting safety. This creates a paradox in that Americans vote their immediate moral conscience without considering consequences.

"The public is somewhat schizophrenic about laws and policies that are intended to improve health and safety and reduce injuries and accidents," said Humphrey Taylor, chairman of The Harris Poll. "Most people favor many regulations that protect them but they worry about our becoming a 'nanny state.'"

Issues that respondents supported or strongly supported.

• 91 percent supported the ban on texting and driving.
• 86 percent supported child vaccinations.
• 86 percent supported safety belt laws.
• 82 percent supported motorcycle helmet laws.
• 80 percent supported smoking bans in enclosed public places.
• 78 percent supported requiring nutritional information on menus.
• 70 percent supported cell phone use while driving.
• 68 percent supported reducing salt in packaged goods.
• 61 percent supported mandatory HPV vaccinations for girls, ages 11-12.
• 38 percent supported a tax on high sugar soft drinks.
• 35 percent supported employers not hiring people who smoke.
• 24 percent supported employers not hiring people because of weight.

The same respondents said that people should be free to make their own decisions (81 percent) unless those laws reduce accidents, improve health, save lives, and reduce health care costs (78 percent). And it is in this paradox that the survey doesn't go far enough, one that is prime for psychologists.

Packaging and propaganda are driving Americans to make decisions for others.

When you look at many of the controversial issues today, many are packaged with an intent to reduce accidents, improve health, save lives, and reduce health care costs (on both sides of the argument). The only difference between one argument and the other is how it is framed and how directly it impacts the individuals making the decision.

This is a compelling study in that it pinpoints a growing ease for people to vote for what used to be considered lifestyle and personal choice. However, with the adoption of a national health care program, people are increasingly willing to make personal, medical, health, and lifestyle choices for other people.

The extremes tell the story. Most people support the texting and driving ban because it represents an activity considered by most to be the highest form of distracted driving, and a significantly increased risk. But the bottom of the scale tells another story. How much you weigh may become a public issue.

Forgetting Publics: Kony 2012

When the Public Relations Society of America (PRSA) recently redefined the term "public relations," it was met with some criticism. Most of the criticism is aimed at three areas: the oversimplification of the definition, the sameness to past definitions, and the litany of terms (a.k.a. jargon) that need to be defined in order to understand the definition.

“Public relations is a strategic communication process that builds mutually beneficial relationships between organizations and their publics.”

While there is plenty to be unimpressed about, the one word that generally draws the most disdain is "publics." It rivals the use of "audience(s)," which is used by advertising and marketing, as receiving the most scorn among all words used in communication. And yet, despite confusion, both are needed.

How the neglect of "publics" undermines the Kony 2012 campaign. 

The general argument against using "publics" in defining people is usually tied to the negative sentiment associated with the categorization of people, which is said to dilute individualism and reinforce the old model of mass communication. Ironically, the opposite might prove to be true.

Identifying and prioritizing publics recognizes individual differences, desires, and concerns that various people (employees, investors, regulators, etc.) have about different issues. Knowing how different publics might react to any well-crafted message becomes paramount in how we communicate.

In looking at the Kony 2012 social media campaign, the importance of recognizing publics is crystal clear. While the campaign succeeded in employing tried and true tactics for social media, it neglected how various publics might respond to the well-intended message.

• The Ugandan government has rejected the campaign because it says that Joseph Kony is no longer operating in the country, a criticism initially brought to light by human rights watch groups.

• The people of Uganda, including victims, have had a furious reaction to the campaign after seeing screenings of the film in their country. The screenings have since been halted.

• People who categorize the Ugandan government as repressive claim that any aid will only pop up an unjust government. It could also accidentally destabilize the region.

• Philanthropic advisors have elevated the backing organization as a cautionary tale for donors, especially after several scrutinized the organization's financials and track record for transparency.

• Not everyone is keen on U.S. military intervention: not Ugandans, not Americans. Some critics draw parallels to U.S. involvement in other areas of the world, and fear it could do more harm than good. Some argue interest in the area has as much to do with oil as humanitarian efforts.

• And, not everyone is keen on the way that social networks can propel propaganda so quickly and efficiently that people support it before they have any facts whatsoever.

The examples are starters, but listing them is not meant to criticize intent. 

On the contrary, highlighting critical response is a means to demonstrate the importance of thinking about publics instead of a singular public (e.g.,  social media). If the campaigners had thought through their communication, there would have been fewer detractors. And if the organizers would have thought through their publics, the filmmaker would have been less likely to have a mental break.

Prior to the launch of the video and subsequent social media campaign, Invisible Children would have benefited from public relations and its practice in identifying, prioritizing, and communicating to various publics. What publics? Here are few considerations for starters.

• African governments. The African governments of Uganda, Democratic Republic of Congo, and South Sudan need to be unified in the decision to bring Joseph Kony and the Lord's Resistance Army (LRA) to justice. The LRA exists because it is not bound to boundaries whereas these governments cannot pursue aggressors into neighboring countries.

• African people. A real effort to support bringing Kony and the LRA to justice must to be supported by the victims. The filmmakers really needed to consider how they might react to the campaign. Had they educated the people before the campaign and not after, they might not have seen push back.

• Human rights groups. Invisible Children could have communicated with other human rights groups such as Amnesty International, Human Rights Watch, and others. By informing of them of the intent, recognizing their parallel efforts, or even partnering with more groups, it would have been less likely for the lead organization to be so scrutinized.

• U.S. Congress/political influencers. There is no question that American politics is partly driven by constituent correspondence. And while Invisible Children has had contact with many decision makers since it first began, it would have been prudent to have given politicians backgrounders about the campaign so they could have addressed the issue with intelligence.

• Celebrities/public influencers. It's always great to have a campaign spurred on by people who are already in the public eye. But much like politicians, the early success of receiving celebrity attention could have been compounded with advanced notice of the campaign, especially among those with an expressed interest in human rights.

• Special interest groups. There are several to consider, which would need to be broken out in any formal plan. But for the purposes of this post, an oversimplified list begins with pacifists (those who object to fighting violence with violence), non-interventionists (people who believe the focus needs to be at home and not abroad), and similar political action groups (opposed to what they call American imperialism or modern colonialism). It's doubtful these groups would become allies, but considering their views prior to the launch could have made the organization better prepared to address their varied concerns.

How communicating to publics in addition to the campaign could have made a difference.

While there is more to be learned from the Kony 2012 campaign, one lesson might be to stop defining a successful social media campaign as one that constructs slick and sharable messages that go viral.

A truly successful campaign is much more than that. It shapes public opinion into an actionable outcome. With Kony 2012, whether or not Invisible Children will achieve its objective is debatable (for now). What isn't debatable is that for all of its successes, the campaign has created new barriers.

What a shame it would be if the entire campaign renders itself pointless by raising awareness around the world while undermining the means to accomplish the objective at the same time. If the African people and their governments do not want support in bringing Kony or the LRA to justice, then what will have been accomplished beyond the opposite of intent and possibly detracting support from other important goals?

Being Wrong: Banco Popular Customers

When banks sell loans, you really never know what to expect. And with some banks, you never know what to expect from month to month. Popular Mortgage a.k.a. Banco Popular is much like that.

About a year ago, our small home improvement second was sold by Bank of America to Popular Mortgage, a subsidiary of Banco Popular, which is a subsidiary of Popular Inc. Ever since, the experience has been a comedy of errors, apparently ours.

The customer is always wrong with Banco Popular.

The first time it was our fault was because we received a statement two days before the due date. We sent the payment straight away. But their processing department is slow. So the payment didn't post until the day after their collection department called, two weeks after the due date (but still within their grace period).

Not wanting to take any chances with our credit rating, we made a payment over the phone (you can't pay via the Internet as they don't accept online payments). Meanwhile, the missing check posted the next day. They had it for more than a week, but didn't know it. No big deal. The extra payment was applied to the principal, and we offered remedies that they rebuffed.

The second time it was our fault started out as a mystery. The collection department called on Sunday but didn't leave a message. When we called to find out why they had called, we were greeted by a message that said their offices were closed. (They can call out, but you can't call in.)

In the interim, we checked with our bank. We had sent the check the same day that we received the payment (Feb. 21), they processed it on March 2 (the day after the due date), and it cleared our bank on March 5. This time, their collection department called even earlier within their grace period (March 11).

When they returned our call on the next day, "David" said he would open a ticket and research it. The practice is pretty standard in the banking business so I thanked him. What isn't standard is that he called back a few minutes later and told us to research it and send evidence of payment, with urgency.

We sent a copy of the check the same night, but found out it wasn't so urgent. After I didn't receive confirmation that the email was received, I called. He had the day off.

He never did confirm receipt of the email, but he did call the next day. He called to say we were wrong.

"The issue they had was because you didn't put your loan account number on it," said David, much less accommodating than in our previous conversation.

What happened was that they received the check (which carries the address of the home with the second) and statement coupon, but they were confused which account to apply it to (even though we only have one account with them). So, they cashed the check and set the money aside until someone claimed it.

I didn't know what to say. Apparently, I was wrong again. All I could do was chuckle and accept it.

You can learn a lot about investments by working with prospect companies. 

While we do business with several banks — various business and personal accounts — I have only ever invested in one. And I would never invest or willfully do business with Banco Popular. Why?

Three reasons. 

• Its operational structure is lopsided to account for the deficiencies it creates (e.g., its payment processing is overburdened or incompetent, which slows down their process and gives their overstaffed collection department more cause to be zealous, calling high credit score customers on days that they are closed even if the customers are well within grace periods).

• It violates its own stated values and creed (e.g., it claims to obtain customers' satisfaction and loyalty by adding value to each transaction but places the burden of research and evidence on the customer).

• It works too hard to prove itself right and the customer wrong (e.g., interactions frequently seem to bear it out, given the emphasis is always about discovering what the customer did wrong rather than addressing how they can fix their shortcomings).

I'm happy to admit I'm wrong with Banco Popular. But every now and again it pays for a company to work harder to make their customer right, at least as hard as the customer works to make them right.

The first time we experienced a problem, we had requested they send their statements out earlier (25 days out is relatively standard, but they said it wasn't their policy). We requested a payment book if they could not send them earlier (they refused because our account was an acquisition). And we asked about making payments online (they said they offer no such service).

They did suggest direct withdrawals from our bank account, but I don't believe in giving deficient companies that kind of access. Instead, we feel crummy every time they send a statement, paying it as quickly as possible and hoping for the best. It usually arrives between two and seven working days before the due date, which gives them a chance to prove us wrong every month. Go figure. It's their policy.

The policy seems to be working for them too. Here is an analysis of investor recommendations. Yikes.

Setting Agendas: Kony 2012

When most people see the Kony 2012 communication campaign, they immediately think of it as an unprecedented success. With 76 million views and counting (50 million in the first four days), the YouTube video that relaunched a greater mixed media campaign has generated more awareness about the leader of the Lord's Resistance Army in Uganda than any other time in its 25-year history.

To be accurate, the campaign has had many successes and setbacks, but it has yet to be successful as there is only one measurable outcome: bring Joseph Kony to justice. Everything else is a means to an end. And that is how communication campaigns ought to be measured, regardless of other successes.

A Brief Summary Of The Kony 2102 Campaign.

Employing a communication strategy very similar to that of several early and successful campaigns used by Bloggers Unite to shape public opinion, Invisible Children has set a specific objective that has since risen to become a global agenda. How are they doing it?

• A communication campaign with a clear objective and definitive deadlines.
• A launch point that clearly articulates and humanizes its overall mission.
• A call to action to solicit partner support; benefactors, sponsors, and advocates.
• A visible level of commitment to working alongside volunteer participants.
• A wide range of tools and tactics that participants can choose from to help.

Specifically, the Kony 2012 campaign was initiated with a YouTube video as its primary introduction, which was supported by an existing presence across several social media networks. The intent was to drive visitors to a website where they found a tiered call to action: sign a pledge of support, purchase action kits that in turn can be used as marketing materials in support of the overall campaign goals, and sign up to donate to the campaign organizers, which also run several programs beyond the Kony 2012 campaign.

Some additional tactical components include asking participants to solicit/compel targeted celebrity and policy influencers to get involved, blanketing key urban centers with campaign material next month,  encouraging activists to create clubs and street teams, and continuing to introduce people to the video.

A Brief Summary Of Successes To Date.

Prior to the launch of the film, Invisible Children had succeeded in raising awareness about the Lord's Resistance Army in Uganda. Its support contributed to the United States becoming involved in 2010 despite having no real interests in the area. This included sending 100 U.S. combat troops to central Africa as advisors and military trainers. The new campaign is more decisive with a clear measure of success.

Since the launch of the Kony 2012 campaign, Invisible Children has substantially increased awareness, recruited more volunteers than it can manage, obtained several new high-profile supporters, and raised more funds than it has in previous campaign years. It has also earned significant media attention, although not all of it is kind.

A Brief Summary Of The Setbacks To Date. 

What began as a few questions about the initial message — specifically the poor choice of language which calls to make Kony famous as opposed to infamous — has since spiraled out of control for the campaign organizers. Invisible Children is in the hot seat as much as it is being hailed as a hero for heightening awareness.

Criticisms over the campaign have escalated to include accusations of imperialistic meddling, government propping, misguided targeting, nonprofit profiteering, and decentralizing the area by elevating the risk of retaliation. Some of the stiffest criticism comes from other activists, even those who have similar goals. Certain media outlets have pushed the organization out of favor too, especially those with a liberal slant, claiming that the campaign is fleeting and doesn't fit their own priorities.

The World Hasn't Changed; It's Still A Crummy Place.

If criticisms of the Kony 2012 campaign begin to outweigh its success, then this campaign could become a social failing more than a social success story. Invisible Children could find itself responsible for empowering the Lord's Resistance Army (or like-minded organizations) instead of empowering those who might defeat him if any number of other political intrusions disrupt the effort.

And then, even if the campaign does succeed, its own communication (prior to the launch of this campaign) says that it will make little difference. There are many branches of the Lord's Resistance Army that operate with near autonomy. While a singular achievable objective is smart, one is right to wonder if that singular objective is the right one or to what degree foreign assistance is welcome.

But don't mistake those observations as my personal opinion. Personally, I find the campaign backlash more boorish than any mistakes the campaign organizers have made, except one. Like many awareness campaigns, they're letting all of these early brilliant marketing accolades go to their heads before the outcome is achieved and consequences of achieving that outcome are fully understood.

Living case study ahead. Win or lose, the Kony 2012 campaign is worth following for awhile. In addition to other topics, I'll revisit the campaign from time to time to create a communication composite.

Communicating Internally: Engagement Matters

According to a survey by the American Psychological Association (APA), half of all employees who say they do not feel valued at work intend to look for a new job in the next year (almost three times as likely as those who do feel valued). But this turnover statistic alone doesn't capture the most convincing arguments within the study, given many employers are happy to see unsatisfied employees go.

The real boon comes from valued employees. 

Employees who do feel valued are more likely to report better physical health, better mental health, and higher levels of engagement, satisfaction, and motivation. In fact, almost all employees who feel valued at work say they are more motivated to do their best work and 88 percent say they feel engaged.

Translating this information into tangible measures is relatively easy. Valued employees take fewer sick days, produce better quality work, and are much more likely to refer or talk about their companies.

"The business world is in the midst of a sea change," says David W. Ballard, PsyD, MBA, head of APA's Psychologically Healthy Workplace Program. "Successful organizations have learned that high performance and sustainable results require attention to the relationships among employee, organization, customer and community."

The real costs associated with unvalued employees. 

More than one in five (21 percent) of working Americans said they do not feel valued by their employers. And while this number doesn't necessarily seem alarming, it can be if those employees are consecrated within a single company. 

In fact, according to the APA, one of the underlying symptoms of companies in trouble are those with an abundance of employees suffering from chronic stress, especially when it is exacerbated by low salaries (46 percent), lack of opportunities for growth or advancement (41 percent), too heavy a workload (41 percent), long hours (37 percent), and unclear job expectations (35 percent).

Like other studies outside the workforce, the leading complaints among unvalued employees isn't tied exclusively to compensation. Employees, much like consumers, are looking for something more meaningful. They want to have a sense of purpose at their place of work.

Why do employees feel undervalued or unvalued at work?

• Fewer opportunities for involvement in decision making (84 percent).

• Less satisfied with the potential for growth and advancement (70 percent).

• Less likely to say they are receiving adequate monetary compensation (69 percent). 

• Less likely to say that they are receiving adequate non-monetary rewards (65 percent). 

• Fewer opportunities to use flexible work arrangements at the job (59 percent). 

A few years ago, a Gallup study on employee engagement found that about 54 percent of employees in the United States are not engaged and 17 percent are disengaged. (Only 29 percent are engaged.)

Remedies to increase engagement included two-way communication, trust in leadership, career development, shared decision making, and the means to understand the importance every role plays within a company. (Not surprisingly, many of these descriptors also appear on social media tip sheets.)

We've included some of these remedies before in several articles, including: Forgetting A Public, Manifesting Creativity, and Thinking Big. Coincidentally, the first article (conducted by a different researcher) also found that as many as 50 percent of all employees who did not feel valued would be looking for a new job. One of the most common reasons cited by employers who do not value employees was that it was an employers' market and their employees could be readily replaced. (It would not be surprising to learn that many of these companies feel the same way about their customers.)

Interestingly enough, the benefits of developing an engaged, participatory, and valued group of individuals is not confined to the workforce. The dynamic exists within volunteer organizations, social networks, and even families. The more people feel involved — and can better understand that their contributions carry meaning — the better results businesses, organizations, communities, and groups can anticipate in return.