G-Force

Unintended Blindness

When the economy falters, consumer spending falls, and the availability of money tightens, companies are forced to pull out the old playbook calling for budget cuts, layoffs, restructuring, plant closings, etc. Ironically, in such an environment, the focus immediately shifts away from doing what is most needed to turn things around: generate sales!

It's amazing to see even marketing and sales execs spend their days cutting budgets, suspending actions, tabling new ideas, and hunkering down until it all blows over.

Case in point: Automotive

No one can deny the troubled state of the domestic auto industry and the causes that led to it. But instead of re-living the past, let's focus on the future, which begins today.

Rather than just rely on the expected cuts in advertising, the needed shifts to digital, and the knee jerk increase in dealer and consumer incentives, why aren't more marketing execs facing reality? That is, many consumers today have no idea who is building what vehicles, the relative features and benefits of those vehicles, and the cost-in-use equation that ultimately leads to purchase?

Over the last couple of years, I had the opportunity to attend a number of "ride and drive" events where local dealers in conjunction with automotive OEMs host a day-long program where models from various brands are available to drive along a short course to experience the vehicle in a non-sales environment. The event is complete with activities for children, free food and drinks and demonstrations ranging from product technology to safe driving.

The comments I heard first hand from people and families driving the vehicles told me all that is needed to understand about reaching today's automotive consumer:

• Traditional auto advertising/marketing are neither educating nor making consumers aware of vehicles
• People want to experience the vehicle on their watch without sales hassle
• The cost/value equation of vehicles is a topic that needs time to explain and sink in
• Having families drive the vehicle together encourages interaction, consensus
• The atmosphere of having other people enjoy the experience is priceless
• The sales person is actually hearing the questions, concerns, complaints and misperceptions

Yet if you look at the marketing plans of either OEMs or dealers, it is rare to find funding for these types of efforts, which actually address the inherent problem - increasing sales, revenues, profits. The example here can be repeated in virtually every industry today. We have become conditioned to react a certain way as if each type of business or societal situation is akin to a scene in a play with the requisite script to follow.

Organizational behavior continues to be a study in contradiction as situations, processes, and expectations overwhelm common sense. It's as if a manager has become indifferent to reality.

As communicators, have we become blind to the reality that surrounds us? Are we just echoing the latest corporate dictate without regard to the ultimate purpose, goal, or solution?

Or, are we truly shedding light on management decisions and illuminating the possibilities for executives from the C-suite to Marketing and HR?

Have we lost the human dimension?

Let me know what you think.

Gary

Communicating when the world around you is imploding

The New York Times' story on July 2 sounded a refrain that is all-too-familiar today: "The Struggles of Detroit Ensnare Its Workers." The article reported on the potential for even more automaker layoffs this summer and fall, despite the six-figure job cuts that have already taken place since 2006.

While this article focused on the struggling automotive industry, it could just as easily focused on the struggling telecom industry...or the struggling real estate sector...or the struggling financial markets.

In these kinds of difficult economic times which affect so many people and their livelihoods, managements turn their attentions to the expenses and investments, and re-evaluate their management strategies: what is a "nice to have" versus a "must have?" Where do we turn our attention? How do we come out on the other side of this economic downturn with a viable business that customers care about?

Strategic communications - both external and especially internal - are often short-changed or even eliminated soon after the cutting starts. Now, it might sound self-serving for a communications professional to tell you that communications are arguably more vital in tough times, but I also believe it's demonstrably so.

Those left behind

During a downturn, it's imperative that management continue to focus on educating, motivating and rewarding the remaining employees - not "despite" the downturn, but because of it.

Why? Because more than ever, employees need a reason to come to work every day beyond the next paycheck. They represent the single strongest driver that will help your company emerge from a down cycle as quickly as possible. As such, they need to understand what they're working to achieve: what are your goals, what are your strategies and how do their efforts make a difference?

They need you to define what success will look like. They need to know what they're working to achieve and how their efforts will enable the company to remain viable - and be better situated to take advantage of new opportunities sooner than the competition. It's somewhat analogous to being on a diet. Few people enjoy trying to lose weight. But, when your doctor paints a picture of a future in which you feel and look better, and possibly live longer, suddenly it's a little easier to pass on the chocolate doughnuts.

The problem is that a few weeks later, the craving tends to be there again, but the doctor isn't. That's why internal communications need to be continuous and consistent. Managements need to keep painting the picture. They need to continue training and educating employees so they can feel they're continuing to expand their capabilities.

It's also important to continue recognizing and rewarding desirable behaviors. A lot of companies stop doing performance reviews during a downturn for two reasons: 1.) everyone's "too busy" and 2.) there are no raises to give. This misses the point. Performance reviews aren't about raises - they're about verifying direction, goals and accomplishments, and about keeping the employee motivated and on track. Recognition is always meaningful - it's especially meaningful even when business is bad.

On a more macro level, organizations do themselves a major disservice by sugar coating or avoiding bad news. The key to effective communications - and, I'd argue, effective management - is to engage employees in the process by treating them as adults. Employees don't like bad news, they really don't like surprises either. They respect managements that shoot straight. When you explain why decisions are being made, they are far more likely to remain engaged.

Employees are often in a position to help in ways that managements don't or can't envision. At a time when efficiency is more important than ever, it's often the rank and file that has the best ideas. In fact, it's a great irony: managements feel burdened to "do everything," and employees often feel "out of the loop." By creating opportunities to come together in the joint pursuit of solutions, morale tends to rise all around.

Helping customers keep the faith

How many of us truly "believe" in the airline industry? The fact is that during a prolonged period of unfathomable pressure, airlines have remained so focused on their issues that they've forgotten to give the public a reason to sympathize with them.

Presuming a time ever comes when the industry is vibrant again, how many of us feel a loyalty to most of the remaining airlines? Probably very few of us. It's far more likely we'd be excited by the introduction of new players in the marketplace.

But what about airlines such as Southwest or JetBlue? Each has absolutely gone through recent public embarrassments that compromise customer loyalty, but the efforts they've made to treat customers right are probably buying them more goodwill than any other airline would enjoy. In the aftermath of a downturn, it's likely that the companies that continue to communicate with customers and other external constituencies will regenerate themselves faster.

I'm picking on the airline industry here, but my points pertain to any industry. Tough times are precisely the time to step up communications - otherwise, employees and customers alike will consider you to be nothing more than a fair-weathered partner once times are good again...if they stick around that long.

Going back to the automotive industry, the Detroit automakers would be well instructed to ask themselves:

• Are we giving remaining employees reasons to continue caring - about us, and about their jobs?
• Are we giving customers any sense of encouragement that creativity hasn't taken a holiday and that we're developing exciting new platforms that will entice them sooner rather than later?
• Are we painting a picture of the future, and giving everyone with a stake in that future - employees, customers, legislators, factory towns - any confidence that we remain vital to America's economic prospects?

When times are tough, a clear, coherent and authentic narrative needs to break through the clutter and chaos. In that vein, a strong, strategic and well-funded communications effort is invaluable to protecting if not saving the future!

Think about it.

Gary

All Shine no Shoe

The announcement that Homeland Security is changing the dress of its Transportation Security Authority (TSA) airport personnel to look more like a policeman's uniform reminds me of the myopic and superficial mistake many organizations make with regard to improving image/reputation.

It seems that leaders at these companies believe a new logo, new signage, or a new ad campaign is enough to convince people things have changed for the better.

Just look at how the business pages, Web logs, and news forums today are filled with stories of companies believing a new slogan, new paint job on planes, new Web site, new packaging or new brand name will overcome the inherent problems of the business.

Of course, people - customers, employees, you and me - know the truth!

Successful companies over the last few years - IBM, McDonald's, Amazon, Toyota - all realized that real change starts inside. New outlook, strategic direction, improved operations, engaged employees, innovation, enhanced user experience, and relevant policies all contribute to organizational effectiveness.

In Mikey D's case, "I'm lovin' it" resonates because the consumer experience - from hot and fresh food, quicker and more personal service, and cleaner facilities - work together, resulting in a positive visit.

Tip of the day to TSA: spend money where it counts and your employees can wear t-shirts and shorts, for all we care as long as the time and hassle we currently face goes away!

Let me know what you think.

Gary

Shanghai Surprise!

Having the opportunity to spend a few days in Shanghai - albeit primarily for business - was truly an eye-opening experience. As part of the Edelman team convening in this robust city for the firm's annual leadership forum, I found myself absorbing myriad data points, sensory and visceral inputs - all the while challenging my outdated perspectives.

We continue to hear of the emerging growth economies of Brazil, Russia, India and China - aka the BRIC countries - and their impact on the globe from geopolitics to environment, labor, quality, and balance. To view it up close takes such arguments to a completely new level.

Shanghai is a progressive and fast-moving city (think: New York on steroids). The people are as diverse as any global city and the weaving culture, history, innovation, and progress are truly a sight to behold. Cell phones of every make and kind are on display in the streets, as are the voices speaking into them.

Shanghai is also a reflection of a China balancing its past with an impatience to get to the future. I was stunned to see for myself what data and facts can only allude to:

• Close to 680 cities and thousands of villages and counties
• The explosion taking place in Intranet usage/adoption
• The rise of bloggers and blog readers
• The unparalleled growth rate of new technology
• The investments, both foreign and domestic
• China's official coming-out party in the form of the Beijing Olympics

In fact, as I learn more about China from it's size, I begin to comprehend the enormity of the country's future on world politics and business.

As a communications person and student of organizational cultures, management dynamics, and institutional mores, there are a few lessons I'd like to share about all this - none of which should be a surprise:

1. The shift away from American-centric - Get used to it: Viewing the world from an American perch is a ticket to nowhere. Not when it's now a global village and the growth is coming largely from the BRIC countries.
2. Recognizing the similarities that unite us - Putting aside language and cultural realities, people continue to signal the things that unite us as human beings. Chief among them is the need for a voice, the yearning for discussion, dialogue, and the exchange necessary to learn, argue, and test one's own convictions.
3. Wiping the slate clean - I would argue that we are at a point where the lessons of the past need to be erased, or at least tabled, as we discover not new lands but new knowledge, new insights, and new realities forged through new connections and relationships.

Any journey always begins and ends with people themselves. In the final analysis, I guess Shanghai Surprise wasn't what I found there but what I learned about myself there.

Let me know what you think.

Gary

What is your Prius?

The headlines and news stories of the day had a familiar ring. "Leap in Gas Price Doesn't Deter Tourism," read the headline from the Billings (MT) Gazette.

The same week, a Detroit-based automotive writer wrote, "This weekend, gas prices in Detroit leapt above the magic $2.00 per gallon mark. Personally, I wish I could have predicted this unfortunate turn of events before I traded my Saturn in on a gas-guzzling Wrangler this spring."

Imagine that. Two dollars for a gallon of gas in Detroit. That was July 2000, the same month that Toyota introduced its gas-electric hybrid Prius to North America, two-and-a-half years after its Japanese roll-out.

Though everyone took note of its unusual power plant, the Prius at that time was seen as a narrow niche product in a market then dominated by sales of pickup trucks and SUVs. The top-selling passenger vehicle in North America that year was Ford's F150 series pickup truck. There wasn't a lot of pent-up demand for an odd-looking sub-compact car promising city gas mileage of 60-plus miles to the gallon. Its target market was, truthfully, mostly a small fringe market: environmentally-conscious, able to afford more than $20,000 for an unattractive sedan smaller than Toyota's compact Corolla.

At its introduction, Prius was largely an under-the-radar, novel product (certainly not revolutionary as the world literally had not caught up yet) that wasn't really understood or fully appreciated. Though the headline writers were having a field days as gas prices went past the $2 barrier, in fact, gas prices were reasonable compared to today and few people had a practical reason to buy such a product.

But through the lens of eight years, the genius of Toyota's effort becomes apparent. It was ahead of the curve. It changed the whole game - a game change not just for the auto industry but also in terms of societal debate, government interest, consumer awareness and environmental advocacy.

With its Prius introduction, Toyota greatly expanded the realm of what was possible. Up to that point, saving gasoline was seen as a nice thing to do, not the necessity it is today with gas prices more than double what they were then. In July 2000, few would have predicted the pervasiveness of the global warming debate and the automobile's alleged role. Fewer still would have guessed that oil would top $120 a barrel.

Ahead of its time, Toyota and its Prius realigned the debate from the theoretical to the practical. Gas is $4 per gallon now and rising. The "green" movement is thriving, to the point where it is reshaping business agendas and priorities: how companies operate, how they promote themselves and the products they choose to make and sell.

No matter your position or where you fit in the environmental discussion, there's no denying that "green" and conservation of fossil fuels are now a legitimate part of social discourse. Awareness of and concern for matters that impact health and the well-being of the planet and its populace are legitimate issues for leaders and communicators alike.

Whether you want to credit Toyota with prescience or not, the fact remains that it changed the game in both the automotive industry and with business in general, arrived ahead of the curve and so justly earned the seat at the head of the table. So, as leaders, how do we answer these questions:

• What can our organizations learn from the Prius story?
• What is our company's Prius?
• How can we mobilize our employees, customers and suppliers to support such an effort?

How leaders and communicators think about and ultimately answer the above questions will determine an organization's successful transformation to the future!

What do you think?

Gary

When Customers "Own" Your Brand...

One of the more interesting, if not momentous, phenomena of this new age is the power consumers now wield with respect to brands. Going back a decade or more, we began to see snippets of this newfound control. During the infamous "New Coke" debacle, consumers hoarded stockpiles of Coca-Cola fearing it would disappear forever (and causing the company to marginalize its new "revolutionary" product soon after the launch).

With technology exploding and new media allowing (and encouraging) opinions and conversations to circle the earth at lightning speed, consumers have even more power today - power that is forcing brands to evolve as consumers see them through their own lens, and not as the company or marketing guru may have planned it. Of course, many would argue, and rightfully so,that this is the true definition of marketing - certainly in the Drucker and Kotler model. But, try as they might, many organizations have struggled with translating consumer trends into innovative products and services.

Certainly, the automotive industry learned this lesson the hard way in the 70s and 80s when accountants ran product development and one brand blended into another - the only difference being the badge on the hood. Of course, consumers saw through the nonsense and stopped buying - many never returned.

Today, we marvel at Apple. Once shunned by the business world as a novelty best suited for "creative" types, the company retreated from this segment and refocused its efforts on the consumer and academic markets. A recent BusinessWeek cover story (May 12, 2008; "The Mac in the Gray Flannel Suit"), describes how the iPod and iPhone, along with the functional and innovative Mac line of personal computers, are igniting a flame among consumers to replicate their personal experience at work - especially among the younger members of today's workforce who grew up on Macs at home and college. This enthusiasm is so palpable that IT Officers and CEOs are rethinking their attitudes and are coming to see Mac as a viable technology tool option.

Thus far, CEO Steve Jobs has been cool if not coy about his intentions to aggressively pursue this market. But some say, he may have no choice. Apple may be in the same boat that Coca-Cola found itself in when it had to quietly phase out "New Coke," yielding to the overwhelming desire of the consumer. Apple, too, may find itself quickly becoming a major player in the business market, whether it wants to or not.

As one colleague told me recently, "Apple is not technology or a cool tool. It's a lifestyle."

For millions of iPod,iPhone and Mac users this relationship might just push Apple to go where no brand has gone before!

Does your customer "own" your brand?

Let me know...

Gary

Making It Complicated...

Ever wonder why companies make it so difficult to even consider, let alone buy, their products?

Take Ford. The company is attempting to overturn close to 30 years of declining market share, value and interest yet its new product names under the premium Lincoln brand (the vehicles are actually more well-designed and progressive than ever) are a confusing mismatch of letters.

What were they thinking? I know at least four people who decided not to pursue further consideration of Lincoln vehicles - although they liked the design - because they didn't know an MKX from an MKZ and neither did their dealers! And this is after they had originally named the vehicle - Zephyr?

Celluar phone companies offer another example. Amid a confusing array of advertising touting "free this" and "free that," consumers - you and me - still complain about monthly billing costs and where exactly the "free" comes in.

Another offender - company Web sites too numerous to mention. From difficult navigational systems to overwhelming content making it difficult to find anything relevant, these sites are akin to a fast food menu board.

Taking us to the next example: fast food menu boards, which make it virtually impossible to grab a quick anything unless it's part of a bundled group.

When did we forget that marketing is the science and art of exploring, creating and delivering value and a basic truth about the ability to interpret consumer behaviors and then clearly and completely offer the right products and services? A critical step in this regard is making it easy to find and understand what you're offering.

The same case can be made when communicating internally with employees- the tendency to make things complex all but assuring no one will pay attention or worse ascribe to negative intentions.

In all these instances, that simple premise appears to be lacking.

What do you think?

Gary

What can we learn from the Papal visit?

Anyone paying attention to the news of the recent papal visit - particularly those of us living or working along the eastern seaboard - couldn't help but be transfixed by Pope Benedict XVI's first visit to the United States.

Any Papal visit to the US is rare and engrossing; the fact that Pope Benedict XVI is a still relatively new leader for the Catholic Church made his visit even more compelling.

It's understandably more important to tread carefully when comparing organized religion to "organized business."

Yet, transcendent matters of faith and worship notwithstanding, at the end of the day the Pope's visit to the US was designed to disseminate specific messages to specific audiences, with an end-goal of encouraging specific beliefs and behaviors.

From that particular perspective, it's instructive to compare the Pope's "performance" and "purpose" to those we find in corporate and organizational settings. In my opinion, there were a number of similarities, and as such everyone from CEOs to communicators can learn a lot from how the Pope and the Church handled his US visit. In fact, much about the Pope's US visit was remarkable - and perhaps unprecedented.

Here are four reasons I believe that:

1.) The Right Timing

The time was ripe for a Papal visit. The US Catholic Church has been in desperate need of a shot-in-the-arm, the result of notable scandals, declining membership and falling numbers of ordinations. Furthermore, the Pope clearly needed to begin defining "who he is" and what he stands for.

Lesson for corporate leaders and communicators: If you don't define yourself, someone else will do it for you. Recognize when it's time to get out in front of issues, and create opportunities to manage them. If you aren't initiating, you're constantly reacting - not a good situation to be in.

2.) The Right Message

The Pope crafted a series of important messages, and created ample opportunities to deliver them in a fashion that both hit home with key audiences and resonated well with an enthusiastic media. In just a few days, the Church orchestrated a remarkable shift in dialogue and conventional wisdom around issues ranging from sexual abuse and the Church's contrition, to perceptions of the new Pope's "warmth" and openness. The Pope also seemed to energize the country's Catholics in a fashion not seen for several years.

Lesson for corporate leaders and communicators: Understand what people believe about you, what you need them to believe about you - and then articulate a clear message platform to bridge gaps.

3.) The Right Staging

The Church proved masterful at this during the Pope's visit. From meetings with the President and abuse victims, to highly media-genic - almost iconic - appearances at Yankee Stadium and one of New York's best-known synagogues, the Pope consistently chose incredibly visual and powerful locations during his brief visit. Every interaction was impeccably managed as a true "event."

Lesson for corporate leaders and communicators: Appearances do matter. The Pope's powerful messaging was made ever more powerful by the venues he chose and events coordinated.

4.) The Right Audiences

The Pope surprised a number of people by speaking directly to victims of the clergy abuse. He also met with or addressed a variety of other critical audiences: the President (with whom he disagrees on the Iraq War), Jewish leadership and, through a widely televised address, the country's rank-and-file Church members. By all appearances, no key audience was omitted, and they all received as-personal-as-possible treatment.

Lesson for corporate communicators and leaders: Know who you need to reach, particularly critics and find opportunities to interact with them directly; a lesson too-often ignored in an era of blogs, e-mails and teleconferences.

Regardless of your faith, it was hard not to be impressed with how the Pope handled this visit. In just a few days, he diffused perceptions about a "cold persona," dramatically staked a sympathetic and public stance on negative and highly charged issues, and gave Catholics in the US and around the world (not to mention all those paying attention) reasons for optimism about the future.

Certainly there's nothing new here in terms of the lessons for communicators and leaders alike. Yet, that's the point. We too often forget these lessons. And rarely do we see all the elements of effective leadership and strategic communications orchestrated and completed so well over such a short time frame, in the face of so much expectation.

What do you think?

Gary

When Did We Stop Thinking?

I don't know about you, but I've been more aware lately about how little time people are using to actually think. That's right, think!

It seems that in today's 24/7, hustle/bustle world, the game is more about expediency than excellence. Now don't get me wrong, speed is a competitive advantage in most endeavors including global business. And I'm a big proponent of the management concept that says making a decision is better than not making one or deliberating way past the time to be effective.

But the reality is we are failing to actually listen, learn, share and assimilate information in a manner that results in a thoughtful decision. Worse, the results of this "Ready, Fire, Aim" approach often fail to accomplish the stated goal's objectives.

Recently, a quote I learned as a student has been popping in my mind "Men have become the tools of their tools."

I'll admit that I didn't recall who said it but, thanks to the Internet, within seconds I learned it was Henry David Thoreau.

What a remarkable thing it is that we have so much information at our immediate disposal. It wasn't long ago that aspects of our jobs that once took days or even weeks can now be accomplished in minutes. Be it the Web, non-stop news, sports, entertainment or the endless stream of conferences and symposia made accessible by modern transportation, our exposure to date has never been so plentiful or easy.

Yet, as I mentioned earlier, I'm increasingly asking myself if we're making good use of that information, and the opportunity it affords. Are we leveraging our superior access to information to make smarter and faster decisions, or are we allowing ourselves to become numb in the face of too much information? Are we acting on information, or becoming paralyzed by it or are absorbing it just to keep moving?

Are we creating distance or just kicking up dust? Is our non-stop existence a positive thing, or are we becoming the tools of our tools?

The title of this post suggests my belief. Yes, I believe we have an unprecedented access to huge amounts of relevant - and sometimes decidedly irrelevant - information. Yet, we seldom take the time to think, digest and analyze that information. We don't distinguish between what's important and what's not. In our haste to go to the next meeting, make the next phone call or write the next business plan, we too often go through the motions. We rarely take the time to discuss or debate the initiative or project at hand, assimilate the information, take into account what's going on around us, and act accordingly.

As business professionals, we can't afford that approach. More and more, customers or clients value thinking, perspective and insight. And, we can only offer those things if we focus on what's important rather than activity for activity's sake.

Yet, I'm afraid we too often adopt a "Ready, Fire, Aim" mentality that ultimately wastes time, money, resources and opportunities.

A classic example are the ubiquitous meetings frequently conducted without prior preparation or (ironically enough, given its abundance) information gathering. We seldom, in fact, consider whether or not a meeting is even necessary or who really needs to attend. What decision needs to be discussed, debated and made. Rather, decisions are made on the run without diving into the elements required to construct a sound rationale. As a result, communications is conducted in a rushed manner that alienates the very people we hope to influence, and compromises the behaviors we seek to encourage. Programs are executed without any subsequent thought to the result, instead, it's on to the next thing.

The list goes on.

I'm not a Luddite; I don't suggest we take an axe to our televisions, computers or Blackberries. I'm also a realist; I recognize the time pressures we all face today. And, in many ways, I believe our access to information is truly a wonderful and essential thing.

But, even as the speed of business and change increases, we need to be wise enough - disciplined enough - to re-calibrate some disturbing aspects of our reality. We can't afford to give little or no thought to our decision-making process, or how we approach our work.

We can't afford to stop thinking.

Even the strongest swimmer is eventually going to succumb to the relentless onslaught of the ocean at high tide; the options are to re-group or to drown.

I can't legitimately claim to have the answer for any individual manager. We all operate differently. I do believe, however, that it's imperative for all of us in our own way to build into our work schedules time for reflection, deliberation and consultation. We mustn't become so myopically focused on the answers that we stop taking the time to ask questions.

"Ready, Fire, Aim" doesn't work in the long term. It never has, and never will.

While no panacea, the following questions are worth pondering before you make your next decision:

• Do I have the right information to truly understand the situation at hand?
• Has anything changed within the dynamic of the question being asked or the decision to be made that must be considered?
• Have I sought a different perspective or listened to the other voices?
• Instead of reacting to a request or customer directive did you provide a point-of-view based on experience and/or expertise that might change the whole premise?
• Do you absorb information quickly incorporating facts and insights on the run or is it more superficial?
• What's your success rate? Are things improving or do you find the organization keeps attempting to solve the same things?
• Were you even able to spend just five minutes considering its content...or is it "onto the next thing?"

Are you ready to start thinking again?

What do you think?

Gary

Recession Means Reflection - and Opportunity

It's obvious that despite political rhetoric from Washington and the campaign trail, our economy has slowed. And while the President is not calling it a recession, other people are, and the proof is in the actions being taken across the business spectrum.

Regardless of semantics, it seems clear that our economy is in a downturn.

Believe it or not, for all the bad things a recession implies, it also creates an opportunity for business leaders, including public relations, communications and marketing professionals. Think about it.

Starting with company leaders, recession can mean reflection.

When people think of a recession, they often think first in terms of job loss and spending cutbacks - two sad realities of many economic downturns. Getting rid of programs and prior investments help achieve much needed savings in both cash and resources.

What too often gets overlooked is that, in a broader sense, recessionary times offer organizations the opportunity to reconsider their priorities: What's most important about what we do? What can we afford to not do? What will cause our customers to stay with us? What's the essence of our value? Can our brand sustain a downturn?

As communications professionals, we have the opportunity - the responsibility - to be proactive in helping companies prioritize the behaviors and actions necessary to drive resource allocation and decision making.

A recession can cause companies to be more open-minded about what truly matters, and the smart ones often welcome sage counsel to that end.

How do we bring "sage counsel?"

First, it's critical that we make no assumptions in terms of what people believe about any organization's products, services or business model. All bets are off.

Second, we must remember that no organization wants to hear only about what it can't or shouldn't do; it wants to better understand what it can or should do. It's our job to help our clients regroup, reassess and move forward in ways that reflect the shifting reality.

Further, organizational leaders and managers are inclined to implement programs and initiatives that can demonstrate a solid ROI. So, how are we measuring our programs and ideas? Have we brought in the appropriate research component, including statistics and data, to support our recommendations? Can we identify companies in other industries who have weathered similar economic trials? Do we know how customers and prospects are dealing with the economy, and to whom they are listening?

Certainly, we should always approach our client counsel this way. One of our main jobs is to continually gauge our client environment and advise them accordingly. Yet, experience time and again tells us that when times are good, "everyone's an expert" and no matter how proactive we are as communications counselors, corporate inertia often sets in.

During recessionary times, on the other hand, smart companies are especially eager for and open to meaningful counsel and smart ideas. Ideas and advice that is not being "sold" but "provided" as rational counsel and perspective successfully deal with a slow down in spending and momentum.

As one CEO recently told me, " a recession keeps us honest in terms of what's important and meaningful. It allows us to get back to our essence as a company and as brands to the market. What I look for in such times are people both inside the company and also our outside partners to come to the table ready, willing and able to approach the business in a clear, practical manner. This is how you separate the wheat from the chafe."

It's during these times that public relations and communications pros can establish themselves as true business partners whose value extends far beyond "tips, clicks, clips and hits."

What do you think?

Gary