Is the 10th Circle of Hell Reserved for Bad Flacks? Or, The Vatican’s Irreversible Public Relations Blunders

Disappointed young lady palms forehead in regrets

Does the Pope have an in-house public relations team, or is the Vatican getting expensive, or pro bono, outside counsel to handle the latest, growing scandal over the actions — and alleged cover up by pre-pope Ratzinger, then a Cardinal, and others — of one particularly notorious pedophile priest who was accused of molesting more than 200 deaf children in Wisconsin? Whatever the answer, those inflicting their advice on the Holy See, need to be shown the door. Yesterday. They have mismanaged this crisis by magnitudes of 10 or more.

This pathetic news story unfortunately provides a teaching moment or three about what not to do in a crisis situation that not only affects the now-grown victims of the child abuse and their surviving family members, but the millions of Catholic believers still taking direction from an authority claiming to be the intercessor between humankind on Earth and God in heaven.

Rich in the irony that only real but unseemly events can produce (the Vatican’s “PR problems” exploded during the Catholic Church’s most sacred week of the Christian year, Easter), the sheer incompetence of the fiasco is staggering! You can read the entire unraveling of papal credibility and its anointed message masters at this Washington Post account here:

www.startribune.com The money quote, as they say in the profane world, is here:

“In a Good Friday sermon in St. Peter’s Basilica attended by the pope, the Rev. Raniero Cantalamessa said a Jewish friend had written to him, saying the recent accusations about the church reminded him of the ‘more shameful aspects of anti-Semitism.’”

“Jews know ‘from experience what it means to be victims of collective violence,’ the priest said, and ‘because of this, they are quick to recognize the recurring symptoms.’”

Mistake One

In a crisis, do not look for an out where none exists. The church needs to admit this priest perpetrator — and the hundreds of other abusers whose priestly vocations were corrupted by their own actions against the innocent — should never have been allowed to continue as an ordained priest. The now-Pope Benedict and his Cardinal colleagues were egregiously in error then for ignoring the case for 12 years.

Mistake Two

In a controversy this extreme and incendiary, never send a messenger who lacks a clear message and genuine authority. The Vatican needed to find a credible spokesperson within or outside of its ranks to go on point and take the heat if the top guy isn’t going to do it.

Mistake Three

In a roiling crisis with growing controversy, widening worldwide anger and enduring media coverage, don’t drag in another historical controversy to deflate or deflect the main accusations. That the Reverend Catalamessa would bring the Jewish “experience” into the fray — after centuries of distrust between the two faiths and questionable insensitivity (if not disturbing inaction) on the part of Catholic Rome during the persecution of Jews in Europe during WWII — is simply one hell of a way to dump more fuel on a raging inferno.

As the above newspaper story of Good Friday concludes: “’If they hired someone to draw up the worst possible PR plan for the church, they could not do any worse than these guys are doing right now,’” said the Rev. Thomas Reese, senior fellow at the Woodstock Theological Center at Georgetown University in Washington.

“’It’s disastrous,’ he said. ‘They really need to get someone from the U.S. bishops conference who has been through this before to get over there and help guide the coverage. I mean, to invoke the persecution of the Jews? They are making every mistake in the book.’”

Amen, brother. Amen.

Getting The Donor To Want To Give

A fundraiser-meeting-with-a-donor-in-other-to-know-their-interests

“The Hokey-Pokey of Fundraising”

Whether it’s a Corporation, a Foundation, a prospective Major Donor or the recipient of a mass solicitation, they’re not going to write you a check if the process doesn’t satisfy their needs.

Getting a Corporation to want to give to a non-profit organization (NPO) is a simple matter of learning, understanding and acting on the needs of the corporation and those of its decision makers. Will giving to your NPO help the corporation’s marketing efforts and increase its revenue? Will supporting your NPO and espousing your cause make the corporate leaders look good?

Foundations give based on their mission and the needs of the foundation leadership. Do you solicit foundations whose leaders feel strongly about your programs/activities and about the people you serve? Do you know who those leaders are and what is important to them?

To get an individual (potential) major donor to want to give, you have to know that person well enough to know what is important to him. You have to know/understand her priorities.

Why would someone put a coin or bill in the can-on-the-counter if doing so didn’t satisfy their need?

Just because a NPO does wonderful things in a cost-effective manner doesn’t mean that potential donors will want to give to it.

Getting people to want to give, and corporations and foundations are run by people, is about learning, understanding and appealing to their various needs.

“That’s What It’s All About.”

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Have a question about starting or expanding your fundraising? Email me at AskDCA@Major-Capital-Giving.com. With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, we’ll work to answer your question.

Seven Ways to Build Credibility

Credibility: Trust written on wooden blocks.

Current competency models in the field of Human Resources (HR) share common themes. Among them is the necessity of the HR professional to serve as a credible activist. This becomes even more important to the HR professional who is in an organization that still sees HR as the party planner or the corporate police. Below are some tips on building credibility in the workplace.

1. Learn the Business. As mentioned in my previous post, learning the business of business is essential in gaining credibility. Understanding how the activities of the HR department impact the goals of the organization will help you speak the language of the organization. If you are in a high sales culture, learn what HR activities impact sales revenue and create measures to prove it.

2. Keep Commitments and Meet Deadlines. Doing what you say you are going to do and meeting deadlines builds reliability. If something prevents you from doing so, be sure to keep others informed with updates.

3. Own Your Mistakes. If you make a mistake, don’t try to hide it or place blame on others. Admit when you are wrong. If necessary, ask for feedback on how you can improve or share what you have learned from the mistake. If an apology is in order, apologize.

4. Learn to Ask and Listen. Listening is often one of the most difficult of the communication skills. However, failing to ask the right questions and then listening to understand could result in the wrong message being communicated out.

5. Explain the Reasons and Help Find Alternatives. There are going to be times that the HR professional in the building has to say no. Being charged with the responsibility of mitigating risk is essential to the role. Keep in mind that managers sometimes have the perceptions that HR is there to be the police and find ways to say no. Instead, find ways to say yes by helping managers find alternative solutions. This is where the ask and listen skill becomes critical.

6. Use Empathy and Keep Emotions In Check. Showing empathy to others does not mean that you agree, it simply means that you understand the emotion they are feeling. Not acknowledging this emotion sends the message that you are not listening or do not care.

Further, be careful with emotions. While positive emotions can fuel our success, negative emotions can destroy our credibility. Emotions and logic do not always work together well. For example, it is human nature to become defensive when one feels attacked; however, letting emotion take over for logic in this case increases your risk of saying things that you will later regret. Find a tactic that works for you in keeping your emotions in check. One tactic is to count silently for a few seconds before responding. Regardless of the tactic you choose, remember that objective judgment is another essential competency in the HR profession.

7. Give Credit where Credit is Due. Acknowledge the good work of others especially those who work under you. People feel threatened and lack trust for leaders who try to take credit for their ideas and work.

What else can you add to this list? Your thoughts, comments and questions are always encouraged!

For more resources, See the Human Resources library.

Four Ways to Lie – Required Reading for Vatican Officials

Speak truth written on wooden cubes

My clients, and my kids, have been told that there are four ways that they can be perceived as lying:

  1. Dishonesty by commission — literally saying black is white.
  2. Dishonesty by omission — leaving important information out of your communications.
  3. Dishonesty by understatement for the purpose of obfuscating the truth.
  4. Dishonesty by overstatement for the purpose of obfuscating the truth.

We have all been witnessing — first in the Church’s initial communication and handling of sexual abuses by priests in the United States, now by the Church’s bungling of what seems to be an even worse situation in Europe — dishonesty in all four categories.

There was a time when, to the vast majority of Christians, not just to Catholics, the word of the Vatican equated to the word of God, and even non-Christians had great respect for most statements coming out of the Vactican. But in the 21st Century, “consumers” are too savvy to believe that God directed his representatives on Earth to lie. The Vatican must put down the proverbial shovel before it digs its way to a place much less inviting than Heaven.

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For more resources, see the Free Management Library topic: Crisis Management
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Ultimate “Marketing” Tactics – How to Turn Online Traffic into Money – #3 of 4

Excited young lady holding dollar bill

Word of Mouth Attracts New Customers

You’ve heard it – Social Media has been called one big cocktail party. Why? Because it’s us having conversation on everything from our little aches and pains to the latest and greatest in our lives, loves and laughs. So brands now understand that this casual word of mouth marketing is powerful – and essential to attract new customers.

How are brand marketers using social media “marketing” to increase revenues? (By the way, ALL companies are brands online – and offline – even small business.) Take a cue from Christine Morrison, TurboTax’s Social Media Marketing Manager, as she describes the fundamentals of applying word of mouth marketing to TurboTax’s social media strategy in this video.

Monetizing Social Media

TurboTax gets it. They monetize social media by carefully selecting and building online customer attraction, engagement and retention tools. BRAVO!

In Christine’s video, you’ll learn how they make user reviews more relevant and how they integrate customer support using Twitter. Learn how they utilize other key tactics:

  • Customers can share their experience with a ‘Publish to Facebook’ option after submitting their e-file
  • Facebook news feeds for 30% higher conversion than advertising
  • Creating community in which customers help each other

For more social media “Marketing” tips and tactics, search these phrases:

  • Monetizing social media
  • Word of Mouth marketing
  • Christine Morrison TurboTax

Happy “Marketing” hunting!

What are your favorite tips for monetizing social media?

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For more resources, see our Library topics Marketing and Social Networking.

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ABOUT Lisa M. Chapman: With offices in Nashville Tennessee, but working virtually with international clients, Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. As a Founder of iBrand Masters, a social media consulting firm, Lisa Chapman assists clients in establishing and enhancing their online brand, attracting their target market, engaging in meaningful social media conversations, and converting online traffic into revenues. Email: Lisa @ LisaChapman.com

Mission Impact: The One Bottom Line

A group of business men and women working on mission of the company

For centuries there was only one bottom line: profitability. Then people and companies interested in making the world a better place, not just making money, decided social impact should have equal billing. Fair enough. A bit later, environmental impact demanded a place at the table, so now we have three bottom lines. And from that the vibrant corporate social responsibility (CSR) movement emerged that in many ways has changed the way Wall Street, and even Main Street, does its business, or at least talks about the business it does.

The social enterprise movement has also generally incorporated that three bottom line perspective. Consider the definition we’re using here: “harnessing the power of the marketplace to solve critical social or environment problems.”

But I would argue that there really is only one bottom line that matters for a social enterprise. That’s the social impact as it relates to the mission of that organization. Sure, the venture has to be financially successful, even sustainable to use the current buzzword (for which I’m still searching for a meaningful definition; do you have one?), but without mission impact, there isn’t anything there. Or, to put it differently, as we point out to the nonprofits we work with, only go down this path to expand your organization’s mission impact. For social enterprise, making money is just a means to that higher end.

So while we’ll spend a fair amount of time talking about strategies for generating that revenue, which at times can be all-consuming, we’ll need to keep our eyes on the prize. For social enterprises, mission matters. Ultimately it’s the only thing that does.

Feasibility Testing: A Lost Art?

Entrepreneur testing his business idea

I know, you’ve got a great business idea. Everybody says it’s a winner, even your business friends. It’s amazing no one else has thought of it before. You’re feeling you should jump on it right away before someone else gets there first. But you realize you need to do some research before taking the plunge, so you’re game for that, as long it’s not too time-consuming or expensive.

So it’s time to gather some data to show it’s a good idea, right?

Not exactly. All too often, this research begins with the presumption that you have the right business idea. I call that the confirmation bias trap, and it’s so common that most businesses fall into it. Truth is, many business startups make big mistakes in their first year, and many of those mistakes could have been avoided by doing some basic feasibility research, rather than just looking for confirming data. Successful business leaders will often tell you that it was not their first idea that worked out, but an offshoot of it.

So use your research into customers, competitors, pricing, business models, and so on to refine your idea, or even radically change it. Doing some feasibility testing can’t guarantee you’ll get it right the first time, but it sure can reduce the number and severity of those painful first year mistakes. Or even demonstrate that your great idea is not so great after all.

Our next blog will offer strategies and steps for doing feasibility testing.

How Many Members Should Be On a Board? Really?

A meeting board room

(Much of this blog post was published in April of 2010. This post is republished now with additional information from guest blogger, Alan Hough, whose valuable comments are added later on below.)

A common question about Boards is “How many members should we have?” Usually that question spawns a range of answers.

For for-profits, some answers might be “The less members you have, the less the Board will be a pain for the CEO” or for publicly listed corporations, “It depends on requirements of Sarbanes Oxley.”

For nonprofits, “Get people with a passion for the mission” or “Get members who’ll raise money.”

These answers miss the point.

The number of members depends on the approach for staffing your Board. Board members should consider the different approaches and decide which one(s) they’ll use.

Functional Approach

In this approach, members are selected for the skills they bring to the Board to address current strategic priorities. For example, if the organization wants to add many products or programs, then get members who understand product development and marketing. So the number of Board members you have depends on the number of strategic priorities.

Diversification Approach

Members are selected to represent different racial, ethnic, gender or other groups. This is a popular approach on nonprofit Boards. The number of Board members depends on the number of diverse groups you want represented.

Representative (Stakeholder) Approach

Members are selected to represent different major stakeholder groups, for example, different groups of customers/clients, collaborators or geographic regions. The number of Board members depends on the number of different stakeholders you want represented.

Hybrid Approach

This approach combines one or more of the other approaches. For example, a Board might have 20-25 members because it uses a representative approach to include members from various stakeholder groups and also members who have strong contacts with investors or funders. However, that same Board might have an Executive Committee that is staffed with a functional approach — with members who bring skills to address current strategic priorities of the organization.

Group Dynamics Approach

Many organizational development consultants consider groups larger than 10-12 members to have another level of complexity not apparent in small groups. For example, the nature and needs of larger groups are often similar to those of entire ongoing organizations. They have their own various subcultures, distinct subsystems (or cliques), diversity of leadership styles and levels of communication. Thus, many people assert that the size of a Board should not be larger than 10-12 people.

“What Others Are Doing” Approach

Governance experts assert that Boards seem to be getting smaller, for example, Ward (2000) asserts that corporate (for-profit) Boards are getting smaller, from 10-12. Thus, Board members might consider this advice when determining the number of members to have on their Boards.

Passion Approach

This is a popular approach for nonprofit Boards — members are selected who have a passion for the mission. Unfortunately, it usually just results in passionate Board meetings.

Regulatory Approach

Some investors or funders might require certain Board members or skill sets on the Board. For example, public for-profit corporations must conform to rules of Sarbanes Oxley (SOX) legislation, especially regarding inclusion of independent Board members. (Some SOX regulations affect nonprofit corporations, too, and SOX is very likely to affect nonprofit corporations even more in the future.) Nonprofit associations might have bylaws governed by the membership, which dictates the number of members to have on the Board.

Additional Comments About Nonprofit Boards

(The following additional comments are added by guest blogger, Alan Hough.)

In relation to board monitoring (or at least the number of reports that a board receives) O’Regan and Oster (2002) found that there was a strong negative relationship between the number of reports received and board size (>30 directors) and also if the CEO nominated directors to the board.

In relation to board influence, when I last looked at this issue (2007) the results are quite mixed. There was a negative relationship between board size and board involvement in strategic decision-making found in one study (Judge and Zeithaml 1992), no significant relationship found in another (Ruigrok, Peck and Keller 2006), and a curvilinear (inverted-U) relationship found in a third study (Golden and Zajac 2001). Board size was a strong predictor of funding levels in U.S. human service nonprofits, although not of funding increases (Provan 1980). Directors of large boards of New York City nonprofits were more likely to give personally to their organisation, even after controlling for organisational size and subsector of operation, but were less likely to attend board meetings (O’Regan and Oster 2002). However, there was no relationship found between board size and director activity in another group of U.S. nonprofit organisations (Miller, Wiess and MacLead 1988). There was a negative relationship between board size and organisational reputation in Canadian nonprofits (Bradshaw, Murray and Wolpin 1992).

So be careful when asserting that a Board must have a certain number of Board members. It depends.

There is a vast range of free, online resources about Boards in the Free Management Library in the topic
Boards
.

What do you think?

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Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
Read my weekly blogs: Boards, Consulting and OD, Nonprofits and Strategic Planning.

How to Start Strategic Planning: Plan for a Plan – Part 1 of 5

Strategy planning concept illustrated with chess pieces

In this post, we’ll discuss one of the most important phases in strategic planning – a phase that far too often is forgotten, resulting in plans that sit untouched on shelves. The plan for a plan should be developed by a Planning Committee and should answer 15 important questions — do this before the planners start identifying goals to go in the strategic plan. This post (Part 1) is part of a 5-Part series and each Part will review 3 questions. Part 1 reviews questions 1-3.

Not doing a plan for a plan is like going on a trip without a map and then complaining that you didn’t get where you wanted to go. Planners have the illusion that the sooner they imagine some goals and get those goals on paper, the sooner they’ll achieve those goals, as well. So that’s where they start – fantasizing goals. Wrong.

Or, far too often, inexperienced facilitators and planners will start planning by fantasizing words on a mission or vision statement. While that can be creative and exhilarating, it rarely results in a useful plan. (But it does stimulate the creative juices – and it can make Board members, who otherwise are usually detached from the organization, to quickly feel useful in the planning process 🙂

Here are the first three questions the plan for a plan should address:

1. Are We Really Ready for Strategic Planning?

  • Does our organization have enough money to pay bills for at least the next 3 months? Don’t use strategic planning to generate quick revenue. It won’t do that. Instead focus on cash flows.
  • Does our organization have a history of not implementing plans? If so, you need leadership development more than planning. Learn how to build in performance management to do what you say you’re going to do.
  • Are our Board members willing to be involved in planning sessions? If they want only a one-meeting retreat, then don’t consider it strategic planning. It’s a brainstorming session.
  • Can our Board members and other leaders make decisions together? If not, planning could be a nightmare. Do Board development, not planning.

2. Who’s in Our Planning Committee?

The job of this Committee is to ensure a high-quality planning process, not to do the planning. Its members might hire a facilitator, do the plan for a plan and review various tangible results from planning, such as the drafted Plan. The Committee should at least include:

  • Chair of the Board
  • Chief Executive Officer
  • Leader of each of the major products or program
  • Someone who’s been in a well-done strategic planning process before

3. Why Are We Doing Strategic Planning?

There are different reasons for doing planning and each of those reasons could require a different approach to planning. Typical reasons include:

  • It’s just that time of year. (The best time to do planning is the middle of the fiscal year in time to produce a Board-approved budget for next year.)
  • Our organization has had recurring major issues among Board members or employees. Often, this is the result of their not being on the same page – planning can get them all on the same page.
  • Our organization wants to add a new division or major product line.
  • Our investors or funders want a plan. Be careful – don’t just burp out a stack of paper and call it a “plan.” Investors and funders are smarter than that.

The next post (Part 2) will address questions 4-6 in the plan for a plan.

Your thoughts about the plan for a plan?

Here’s many more resources about strategic planning.

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Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
Read my weekly blogs: Boards, Consulting and OD, Nonprofits and Strategic Planning.

10 Tips for SEO Reputation Management

[Guest Submission by Chesa Keane, continuation of theme from previous blog post]

  1. Focus on Google for search results; the other search engines will follow suit over time.
  2. Review your website for keyword placement and density (keyword/total word ratio); you won’t be found if the keywords are not present in the proper configuration (i.e. there are requirements for the number of keywords used in different parts of the code that creates the page).
  3. Update your website frequently; stale sites drop fast and fresh information keeps your site sticky (viewers stay and return).
  4. Present clear calls-to-action; give your visitor a reason to respond.
  5. Validate your web pages for error-free code; Google will downgrade poorly constructed websites.
  6. Content must be relevant to both the website and the web page.
  7. Avoid Flash content and frames pages; these websites cannot be reliably indexed.
  8. Obtain inbound links from relevant, high-profile websites with good PageRank.
  9. Create multiple points-of-presence (e.g., blogs, article publication, activity at forums, social media), where you can get as many positive messages out as possible, pushing the negative messages down on a search engine results page.
  10. Monitor your results constantly and adapt quickly based on the results.

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For more resources, see the Free Management Library topic: Crisis Management
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Chesa Keane, principal of Reno, Nevada-based TAO Consultants, Inc., has been offering web design and search engine optimization (SEO) advice since 1995, soon after the advent of the modern World Wide Web. She is Bernstein Crisis Management’s preferred provider of SEO Reputation Management services.