As a business, it's easy to get caught up in all the messages that we are trying to push out to our respective audiences—the selling and telling of our own story—and forget some of the most basic yearnings humans have.
Why are the JOB page and the ABOUT US page so frequently lackluster on business websites?
For most, it's probably a practical reason. Once that content is developed, there's generally little reason to revisit it. It falls into that perilous category of important but not urgent, and there it languishes—missing untold opportunities to persuade, compel, and sell.
You already know the importance of telling your story.
But do you know how to make sure your story will lead to that “ah-ha” moment with your audience? Do you know how to make it rise above so-so storytelling and leave your audience touched, persuaded, or engaged?
At the heart of great storytelling are two things: identifying the right story, and telling it well.
We know that stories are what move the human heart. This has been true since the dawn of time, and is true for individuals as well as businesses. As humans, we are especially drawn to stories that feel true, authentic, and well-told. And when delivered with the power of music, motion, and imagery via video, a story’s impact is multiplied.
For most businesses, it’s very likely that customers will interact with your company more online than in-person. It's also the case that nearly everyone searching online for your type of business won't get past the first page of Google results; and once they visit your website, they won't stick around if they can't immediately find what they are looking for.
Are you in the midst of layoffs? Budget-cuts? A merger or acquisition?
If you are downsizing, then you know the anxiety it produces among employees and the way it impacts morale, productivity, and customers. Communication during these times is a powerful tool that can help keep your employees engaged during difficult times. Here are 14 internal communication tips we’ve seen work during difficult times:
There’s no better way to bring your mission and values off your walls and into your halls than by showing your leaders and employees walking the talk.
And there’s no better communication tool than video to build a values-driven culture. Video can capture symbolic moments in which people bring values to life in authentic ways—and spread the role-modeling throughout the organization.
Custom Video Packages to Grow Your Business
Video is more likely to be viewed and remembered than all other media. It’s powerful, easy to share, mobile-friendly, and suitable for many different types of uses, from in-person events to social media.
We offer several video packages designed to grow your business and build your brand.
Build your brand internally and externally with the most effective tool available: video. This package can take many shapes—from showcasing your produce or service to a CEO message that unpacks the most powerful ideas behind your brand.
Mission, vision and values
Video is exploding as a tool for inspiring employees and customers with your company’s mission, vision or values. And for good reason: As Simon Sinek says, people don't buy what you do, they buy why you do it. Starting with the "why" is the best way to inspire both sales and employee engagement. This video package can feature your own employees, customers or donors talking about what your mission, vision and values mean to them—and brings your aspirations off the shelves and into the lives of real people.
Studies show that today’s consumer trusts his or her peers more than they do experts. So parlay this into making your business more successful by showcasing how you’re helping your customers. In this package, we capture a series of customers on-camera sharing their own experiences about why they love your company.
Ads aren’t the only way to engage your customers. Stories that show—rather than tell—what you’re about, why your work matters, and how you’re helping others create a powerful connection with your viewers. This package is ideal for showcasing stories that reveal compelling truths about your business.
Promote a service or product
Opening a new business? Launching a new service? In this video package, we showcase your product or service in ways that compel viewers to buy from you.
Need to explain a new service? Help customers get answers to common questions? Create content that establishes you as an online expert? Our explainer video package features whiteboards and similarly styled videos to make complex subjects simple and easy to follow.
CMBell offers individual custom videos in a wide variety of price points and styles—as well as the packages listed here.
You can grow your business
In today’s market, video marketing is an essential—and nothing works like a riveting patient story.
But not all patient video stories are created equally. Some feel flat, boring, too promotional or too predictable, while others depict a relatable experience and compel the viewer to feel connected to the organization.
Here are 8 ways to make sure your patient testimonial videos are getting watched and remembered.
1. Find a story that fits your strategy.
A story that doesn’t advance your brand is money wasted, so start by linking your story to a brand message. For example, if you want to position your organization as clinically superior, find a story of a difficult patient case that was solved successfully. Then, let the story reveal and let the viewer form his/her own conclusions.
2. Be authentic.
Viewers crave real stories—and are quick to spot things that have become too polished or corporate. Stay away from re-enactments and stock footage, tell the story as it actually happened, avoid overly promotional talk and most importantly, be sure to include the struggle.
3. Take time to truly understand the whole story before the interview.
Talk with the interviewee before the recording session so you can understand his or her story and think about how to draw it out during the on-camera interview. Ask for and review any articles, other videos, web content or press coverage that give you insights into the story. Then create your list of questions based on what you’ve learned.
4. Prep the interviewee.
Before the interview, let the subject know what to expect, like:
What the video is for.
Where it will be used.
Why you are interviewing them.
It’s normal to have multiple takes.
The interview will happen like a conversation, where we ask questions and you answer.
They shouldn’t plan to read or memorize anything beforehand.
What kinds of questions we’ll be asking.
Answer the question with a full sentence, and link to the question. So if we ask “What’s your favorite color?” You’ll reply “My favorite color is blue.”
On the day of the interview, give the subject time to get comfortable in front of the camera before diving in. Engage in some conversation that isn’t part of the interview to help release the tension. Set a tone of warmth and curiosity before you even begin the interview.
5. Build trust.
Telling someone’s story begins with trust—and that begins with attentive listening by an interviewer that is truly interested in the subject. Be awake to small insights or elements of the story that could be fleshed out with more questions, and don’t be afraid to dig deeper. The best elements of a story are rarely the first answers.
6. Hook your audience at the very beginning.
Begin your story with something that draws the viewer in within the first 30 seconds, so the viewer is compelled to stay with you—like this video.
7. Build a character.
Great stories aren’t driven by a chronological listing of events, but by developing a character. Humans have an insatiable appetite to look into the lives of other humans, so look for visual and verbal details that may not even be part of the story but reveal something about the person. Go beyond the story details themselves and ask what’s important to your interviewee, what his/her dreams and motivations are, and how this experience impacted him/her.
8. Capture b-roll and location shots that flesh out the story.
Shoot b-roll that supports the story line, and select the interview location with care. Whether it’s a professor in her classroom or a senior in the home they’ve always lived in, locations can help tell the story. Even if the viewers don’t realize the full impact of the location, your subject will and this could produce a better interview.
Wherever you shoot, make sure it’s quiet, has good lighting options, and is available before and after the shoot for set up and take down, as well as for the actual interview.
Digital Communication Channels
Video outperforms all other media in getting viewed and remembered.
People remember 20% of what they hear, 30% of what they see, but 70% of what they see and hear. So it's no surprise that video is the most powerful communication tool there is. Video can combine arresting visuals with sound and motion, making it more engaging to the human brain than any other form of communication.
Video is versatile for internal communication too, because it comes in all price points and many formats—from whiteboard explainers and motion graphics to interview-driven or cinematic stories. It ranks fourth among most-used digital channels, with 81% of companies surveyed reportedly using it for internal communication, according to Gatehouse.
This is why video is becoming a central part of internal communication plans.
A microsite is a simple website that is highly focused and makes it easy for the viewer to find exactly what they came for. This is in contrast to a general company website that is designed to deliver many different messages and risks losing the viewer before they find what you want them to read.
We highly recommend microsites for targeted large-scale internal communication initiatives for several reasons: They are quick to produce, effective, highly focused, and provide great analytics.
For example, a microsite would work well to explain a merger or acquisition by featuring the primary content on the landing page—and having links that unpack the message in more detail.
Blogs are a versatile internal communication channel and come from leaders as well as employees and departments. The challenges are to keep it real, to keep it in the voice of the leader (if ghostwritten), and to keep the content coming. Most blogs fizzle when writers begin to see the work involved.
Still, they offer an inexpensive and personal way to communicate with employees—and can target special interests ranging from IT changes to personnel issues. They're also a good way to create more personal connections with a leader.
Bill Marriott's blog Marriott on the Move is a good example of a blog that carries a definite personal imprint of its author. DocInTheD is a physician and the CEO of Henry Ford Hospital in Detroit. You likely have blogs you follow that can inspire you with possibilities as well.
Facebook, YouTube, Instagram, and Twitter are among the highest-traffic social media channels and can be targeted by interest groups, departments, or topics. These interactive channels can be suited to sharing ideas and issues and for monitoring feedback from employees.
The downside, of course, is that social media cannot be controlled, which means it remains one of the most challenging channels for communicators to monitor and influence.
Enterprise communication apps that are dedicated to employee communication are on the rise, and for good reason. They provide a customizable channel for delivering text, audio, and video content to employees throughout the company—allowing employees to communicate beyond email and phone calls.
Apps vary by vendor but can allow preference settings and be used to deliver:
Access to mission-critical sites for employees
While willingness to download an app for internal communication is growing, the issue of using one's personal device for work remains a challenge.
According to Gatehouse's annual State of the Sector report, email is still the most frequently used channel for internal communication (96% use it).
It can be challenging, however, to reach those whose inboxes are full or who don't have desk jobs. Here are some tips on getting your internal communication emails read.
1. Start with the main point in a single sentence.
We’re sometimes tempted to start at the beginning to tell the whole story, thinking that a reader needs to understand what led to the point. In some cases, this requires too much work for the reader to get to the point, so they abandon ship. Start with a summary statement that gives them enough information if they go no further—or a reason to proceed.
2. Invest in writing a good subject line.
This not only helps someone decide if he or she should read it, but helps them find it later. Retrieval of emails later can be time-consuming and downright frustrating if the subject line isn’t clear. Examples:
New vacation policy starts Friday
Here's the annual president's address to employees
Announcing the addition of new partner
3. Make it easy to browse.
Use subheads to help the reader find the section pertinent to him or her.
Use bullets instead of paragraphs.
Underline, highlight, or change font colors on the key point (deadline, cost increase, action needed).
Make action items and next steps stand out visually (in the subject line, when appropriate).
If more detailed backstory is imperative, indicate where the reader can find it. Title it clearly and put it at the end, so only those who want it can find it.
4. Give your reader just-in-time information.
Many readers prefer to focus on just the next step, rather than the next 10 steps. Most don’t have time to save it and review it over a period of months as it becomes relevant.
See four more tips here.
Podcasts are being used for internal communication because they fit nicely between text and video—giving employees content to listen to while engaged in other activities that don't require visual focus. Whether doing chores, or exercising, people increasingly crave content to enrich life's more mundane activities.
Can be authentic and believable
Can feature voices of employees
Can personalize leaders
Podcasts are a versatile tool, but companies that use them will need to have an effective delivery channel (think apps and e-letters).
E-letters are more sophisticated versions of emails that aren't used for daily interactions, but for important messages. And according to Gatehouse's internal communication State of the Sector report, 84% of companies surveyed report using it, making it third among most-used digital channels by employees.
Because e-letters are developed using third-party services, they offer vastly better design options, great analytics, and mailing list management. Their ability to preserve the look of an email is higher than regular emails, making them much more engaging once they are opened. But like all email, they must compete with an increasingly full inbox.
Here are the first three of 14 tips we offer for creating e-letter emails that employees will engage with:
Use a third-party tool. It would be nearly impossible to create the essential features that these tools now offer, from sophisticated designs to insightful analytics, automated features that help you manage and grow your lists, and mobile optimization. We use Campaign Monitor, but there are others to choose from, as well.
Use great design. A reader makes a split-second decision about whether to engage with your email based on how it looks. Good design will absolutely increase your readership.
Curate content with care. Make sure that your distribution lists and topics are right for each other.
Want to learn more? You can find the rest of the tips here.
An intranet is a website that is only accessible to authorized viewers—usually your employees. Ninety-three percent of companies report using their intranet as a channel of communication, making it second only to emails, according to Gatehouse.
An intranet can be a solid framework for employee communication—allowing your teams to share content like news, blogs, forms, messages, team workspaces, directories, and training material.
Although an intranet has the ability to reach your entire workforce, because the quality varies widely its effectiveness is highly impacted by the user interface, design, and content.
Yes, your walls can talk! They are free communication channels that can reach employees and customers many times a day. Think of them as ideal places to communicate some of your most timeless messages—your mission, your history, your values.
Walls are versatile and suitable for digital as well as traditional messages. If your main traffic areas aren't delivering your signature messages to your team, it's time to make use of these targeted channels.
Displays and Banners
Portable displays are good for targeting specific messages that need to be shared in different locations. Celebrating a prestigious award? Reinforcing your new mission statement? Announcing a new service for employees? A display can make the rounds to departments and employee events to spread the word.
Screens dominate our workplace—and provide an affordable way to deliver messages, so it only makes sense to use them as an internal communication channel.
Whether it's repurposing videos or infographics on a wall monitor or showcasing your mission or values as screensavers, never underestimate the simple, hard-working nature of using your company's screens to deliver signature messages.
We don't need a study to tell us that in-person communication is the most effective channel.
But did you know that communication from direct managers is the most effective channel for reaching employees, according to a CEB survey of more than 1,000 employees?
Since so much of communication is conveyed in nonverbal cues, in-person message delivery provides more information to take in like eyes, body language and voice tone. And, we know that emotions are contagious—and much easier to deliver in person than in print.
Companies that are serious about internal communication should focus on training and resourcing their managers and leaders in communication.
Live Forums and Meetings
Forums and meetings are effective ways to deliver your ideas because of their ability to combine in-person communication with other effective channels. They offer the increased efficiency of one to many, maximizing the time of busy leaders.
But like other channels, this one is only as good as the content. So here are some tips on making live meetings work better:
Coordinate messages: If you have multiple speakers, have someone review all of them with an eye toward the entire event—and edit out redundancy.
Focus: Leaders have a tendency to want to share a great deal of content, so create time limits and help them focus on unpacking their one big idea. Too much content can prevent hearers from remembering the most important ideas.
Variety: To work, events like this need to be created with a nod to theater and experience, engaging the senses with variety, taking breaks, involving the audience, and creating time for reflection and personal application.
Include video: This provides a welcome break to talking heads.
Newsletters, magazines, and other print channels aren't dead, but complement your digital channels.
Help reach non-desk employees
Are easily shared
Are good for the pick-up-since-it's-handy impulse
Can be repurposed digitally
Since they can be more costly than other channels and are harder to measure than many digital options, use them in situations where other channels aren't effective.
There are times when a simple letter from a manager is actually effective—like when the message itself is compelling and doesn't require a lot of visual support. Think things like a positive change in benefits or other things that have a high personal impact on employees. It can be easy to forget this lowly channel, but its affordability and suitability for certain kinds of communications should keep it on your list as an option for occasional use.
To make this effective, however, personalize the letter as much as you can. If it's truly from the president, it won't need much added visual treatment.
Upon occasion, it will make sense to send something to your employees' homes. Whether it's a reminder postcard, a newsletter, an invitation, or a simple letter, employees have more time to read at home than they do at work. And, if it's a high-impact message, it won't hurt to have it available for other members of the family who might be interested.
What can I as the on-site project manager do to contribute to a good interview?
Get the talking points or video goals to the interviewer (crew) well before the shoot. This gives the interviewer time to think about how to best draw out the story.
Give the interviewee time to think about his/her content and the purpose of the interview. Make sure they know going in what to expect and how to prepare.
Allow adequate time. Depending on the piece, 30–60 minutes may work. (The crew can tell you what’s needed for your particular project.) We usually book an interview with extra time in case the person is late or has to leave early, since rushing an interview almost always results in a quality compromise.
What kind of spot should I reserve for the shoot?
Reserve a space for the interview that gives options on the set-up. Look for things like:
Natural light (and windows with shades that can be used to control the light)
Interesting textures as background—brick walls, nice windows, or architectural details
Interesting furnishing elements, art, or plants
Does it contribute context?
Sound control. Good audio is essential to a good video—so make sure the room has a door and isn’t near a noisy location, like an elevator or a highly traveled hallway.
Enough space. It’s best not to film a person sitting right up against a wall, as having depth is important. Aim for a space that has at least 15’ in depth. That gives the crew room to make the set-up more interesting and keep it from looking like the dreaded driver’s license photo.
What is b-roll?
B-roll is supplemental footage that may or may not have sound. It’s often used to intercut with the interview, to bring a story to life, and to cover edits.
What makes good b-roll?
Time. It’s easy for a crew to feel rushed when they’re intruding on a work space. But allowing a bit of time to set up the shot and shoot it is essential to getting good footage.
Focal point. Having one prominent element of interest in the shot guides the viewer’s eye.
Good lighting. Natural light is great, but isn’t always available. Having the time to light the shot is important if natural light isn’t available.
Close-ups. Sometimes showing just a piece of the story (hands, an object on a desk that reveals something of the person being interviewed) is powerful. You don’t need to tell the whole story in every image—just evoke a piece of it.
What about teleprompters?
Whenever possible, it’s best to avoid them if you’re going for a natural, comfortable style. In some cases, where language must be precise (such as when there are legal considerations), a teleprompter can be helpful, but there is usually a tradeoff in the overall tone. If you’re looking for an authentic, personal interview, teleprompters generally disappoint. Our crew is very comfortable drawing out a story from people who aren't accustomed to being on camera, so we generally prefer this option.
Who does the interview?
Our crew generally conducts the interview, but you’re welcome to if you have experience doing this and would prefer to.
How much footage will it take to do a video?
This varies widely by project. It’s not uncommon for us to shoot a 20–40 minute interview that gets cut down to two minutes. That doesn’t include another 20–60 minutes of b-roll.
How much time should we allow for an interview?
It depends on the project. Person-on-the-street interviews can happen almost instantly once they are set up.
An update from an executive can take 30–60 minutes. An interview for a story can take 30–60 minutes, depending on the video’s desired length. Allow an additional 30 minutes for set-up (depending on conditions) prior to the interviewee arriving—and another 15 minutes for take-down.
Will we need a script?
Scripts make for efficient delivery of content, and are generally used when you need an audio-only portion of the video. CMBell employs script writers who are experienced in writing for this specific application—as it is different than other kinds of writing.
Generally speaking, people who aren’t trained actors have difficulty delivering a script in a believable way. Unless it is a situation with legal concerns, where the language must be precise, we prefer to conduct an interview using talking points.
Tips for writing talking points
Create a bulleted list of ideas you want to cover. Things like “Top priority: Increase quality scores by 20%” work as great prompts for both interviewee and interviewer.
Include hard-to-remember data (if any) so that we can prompt the interviewee if that information isn’t top-of-mind.
List talking points in order of priority. Talking points are used by the editors (who are often a different team than the videographers and interviewers) to ensure that the client’s points are all made. If the video has a time limit, sometimes this means deleting content. Prioritized lists help the editors know which things must be in, and which are optional.
Provide any background stories or videos that have been developed on the topic.
Provide a script or send the talking points in prose form using full sentences and paragraphs. This makes it harder for both the interviewer and the interviewee, who need to maintain eye contact.
Provide the talking points the day of the shoot. Both the interviewer and interviewee benefit from time to think about the content.
Change the talking points substantially after submitted.
What should we tell the people being interviewed?
The purpose of the project.
How long the interview will be.
What kinds of things will be explored in the interview (talking points).
They can prepare by reviewing the questions and purpose in advance. It can be helpful to write something out to help them think about their message before the shoot, but they should not plan to memorize or read what they write.
Wear what they’d normally wear in their work or life (depending on the story). If they’re in uniform at work generally, they should appear that way in the video (as a bonus, uniforms provide instant credibility).
Camera lights tend to wash out faces. Participants who normally wear make-up may wish to bring along any make-up to touch up before the shoot. Generally, we do not have make-up artists at the shoot.
Avoid excess in apparel and accessories. Stay away from large wild patterns and wrinkled or worn clothing (for professionals) if a professional look is desired.
There will be a professional team there to guide them through the interview. Our job is to make them feel at ease, explain the process, and draw the story out from them. We’re patient and try to give them as much time as needed to deliver their message.
We will do multiple takes to ensure we get the best one—so there’s no pressure to be “perfect.”
Be yourself. Authenticity is more important than getting everything precisely right.
Who handles releases and HIPAA-compliance issues?
The client is always responsible for obtaining and archiving release forms. Additionally, the client is responsible for ensuring HIPAA compliance if the shoot is health care related. This means paying attention to content that is being shot and reviewing the edit to ensure that no HIPAA violations have occurred.
If shooting in a health care setting, patient care is always first. We are accustomed to working around the complexities of health care and are respectful of your first obligations.
Keep the set quiet. It’s especially important to have 2–3 seconds of silence before and after each interview question is completed, to allow the editors content to work with.
Save questions and comments for the end. Sometimes it is best to run through the entire interview and keep the momentum of the story going—as it preserves the energy.
Plan on multiple takes. We generally take safety shots (extra takes) that allow us to have additional options for our editors.
What is my role in producing this video?
Determining the message and goals of the project.
Providing talking points, if the video calls for them.
Doing a pre-interview with our crew to discuss the elements of the story.
Finding and securing shoot location(s).
Arranging for interviewees.
Acting as site navigator—escorting and introducing the crew and setting expectations for participants.
Getting and storing release forms from anyone in the shoot.
Ensuring HIPAA compliance.
Providing additional assets—photos, existing b-roll if you have some—that flesh out the story visually.
Reviewing the video for accuracy and seeing that anyone who needs to be involved in the review is.
Being the single point of contact for CMBell and supplying all changes to us directly, rather than delivering them through multiple sources.
Are there things I can do to keep costs down?
Yes. The biggest thing is to review it carefully at each step of the way, since a video is produced in a sequence which each layer building on the previous one. Changes to the audio that come late in the process, for example, can mean substantial edits. Think of it as deciding to move a wall in a new home in the painting phase. It's much more expensive to do so then than it would be to do so when the house plan is being reviewed.
When it comes to millennials, one of the most important actions employers can take to improve their engagement is to offer routine feedback. According to a recent Gallup report, only 19% of young workers state that they regularly receive feedback, and just 17% acknowledge that the feedback they get is meaningful.
This type of internal communication could involve technologies like Slack or others that connect managers and their teams with real-time feedback.
You can read more about the Gallup survey and how to engage your workforce here. The bottom line: millennials have grown up in a world of continuous feedback, which has deeply shaped their employment expectations. Employers who understand and respond to this will see higher employee engagement among this demographic.
You already believe in the power of story. You’ve seen how it can sell, persuade, compel, inspire—even better than a well-crafted argument. But are your stories helping you build your business?
If not, here are some possible reasons—and tips on what you can do about it:
You aren't being strategic about what stories you tell
Maybe you have a great patient story, for example, but it’s for a service line that isn’t a current area of strategic focus. Or maybe you have a story for your employees that doesn’t reinforce your key strategies, vision, or values. Prudent use of marketing dollars requires a direct link between the stories you’re telling and your business goals.
To create stories that grow your business, create a table and list all your core messages and strategies—then beside each list a high-level story idea that directly links back to each. For example, if you want to convey your commitment to quality, look for an area in your organization where your quality is impressive.
Use this list to scout stories and to identify specific customers, employees, or events that fit your story idea. Maybe it’s the journey of an internal team to improve a process, or a client story about how the quality initiative impacted them.
Track progress on your table and do a year-end review to see what worked—and where you want to improve.
You don’t have a story scout
Before a story is told, it has to be found. Most companies don’t have a person devoted to this important excavational work—and, very often, people in the midst of a good story don’t even realize it is one. In health care, we see this all the time. This sacred interchange between patient and physician is just what the physician does. She does not see it as noteworthy. Someone with fresh eyes has to awaken this mindset in an organization, teach its teams how to recognize a good story, and provide a way to get it from the front lines to your storytellers.
Assign the task of “story scout” to one of your in-house marketing or communication professionals, and give them the goal of creating the plan (above) and reporting on its progress each month.
Make a list of possible story ideas and share them with your front-line people, to help them think like a story scout.
Make it easy to submit story ideas—and offer some small reward for ones that are published.
You aren’t using the right medium
Video is the most visually rich way to deliver a story. It takes the words from the page and brings them to life with motion, sound, and images—giving the viewer’s brain a rich experience. We know that the addition of motion alerts the human brain, and this is activated in video in ways that text and still images cannot compete with.
If budget is a concern, set aside some of your communication and marketing budget for video production—even if it means shifting resources from other good projects. Today’s consumer demands it.
Shop for a video package rather than a single video. You can save thousands of dollars by shooting several videos over a day or two—rather than doing them one at a time. Videographers often require a half-day or even one-day minimum for a shoot, and by batching projects you can save money.
You don’t have an expert storyteller
A story can be inherently good, but tell it poorly, and it will not do the work of conveying the message you want. Storytelling is an art that requires experts who have devoted their careers to it, so finding the right talent to do this is imperative. Not all writers are storytellers. Not all video editors are storytellers. A storyteller can use different tools, but good ones understand the arc of an effective story and know how to deliver it in their medium.
Identify talent within or outside of your organization. The best way to judge this is to see their work—if the story keeps your interest and produces the desired emotional response, it’s been done by a storyteller you can trust.
Engage them for one trial assignment, to see if their process and product works for you.
Have them do a pre-shoot phone interview with the person they’ll be interviewing on-camera, to be sure the story is solid.
Be clear on your goals, budget, and timeframe—before you start the job.
You aren’t getting the story to the right people
All too often, a video is produced and put up on your website—and it is left to chance whether the right people will see it. To get the most for your investment, look for ways to repurpose it. How many social media outlets can you use it on? Are there other areas of your website—like recruiting—that could use it? Are there events, staff meetings, or retreats for employees, board members, or customers where it could be shown? There are multiple tools and methods to help you with the digital promotion of a video, as well, so if you don’t have the expertise in-house to help with this, hire someone who does. It will pay off in increased traffic.
When your video story is done, don’t call the project done until you make and execute a plan to get it in front of the right people.
Make a list of every social media channel you have that you could post your video on.
Make a list of events where the video could be shown. Consider employee forums, departmental meetings, employee events, orientation, board meetings, and fund-raising events.
Review your website to see if the video can be used on multiple pages. For example, a video about quality could be on a recruiting page, an "about us" page, a quality page, and a home page.
Work with an expert—in-house or outside—who can help you create digital strategies to improve traffic to your videos.
As we’ve been preparing for our 20th year, we’ve spent a great deal of time visioning and provisioning our company for the future. This has been exciting work, and you can see some of the results of this work here.
Communications has never been more important to businesses and organizations, and as we look at trends and needs among our clients, we’re convinced that our new mission statement precisely describes the space we’ll occupy: Creating signature communications that drive purpose and grow business.
As an outgrowth of that, we’ve updated our visual brand, and in this entry, we’ll take you behind the scenes on some of the work that led up to this.
Our final color palette is a nuanced mix of traditional and modern:
Navy and gold perfectly represent the classic and timeless attributes of our firm.
Orange adds a modern vibe—migrating from the deep burgundy of our previous logo into a more fiery, passionate version of red.
Our art director selected several fonts that represented the right mix of modern and traditional. In the end, we selected Optima because it has the dignity, sophistication, and clarity we were looking for. The addition of the dots between the C. the M. and the B harken to our first logo and were added back to help those unfamiliar with our name to say it.
We chose Raleway as our body font because of its clean versatility. It also expresses our belief that simplicity must be a central part of any communication.
Our signage and business package pair our tagline “Signature Communications” with the short version of our name, "CMBell"—dropping "Company” for the sake of keeping it as simple as possible.
Behind each of these was a great deal of research, exploration and internal discussion. Our entire team was involved in the process of reviewing, moving us closer to the final product with each of their insights.
This is just one of the things happening as we celebrate year 20 of our journey. If you haven’t read our 20-year story or sauntered through 20 Things We've Learned from 20 Years of Business, we invite you to visit our blog and get some inspiration for your own journey.
When Vineet Nayar joined HCL Technologies as the CEO, he vowed to transform it into a company where employees were first—and customers were second.
Nayar believed that if he could inspire his people to pursue a vision which they owned and which still aligned with the company’s, magic would happen. And his experiment proved him right.
On this premise, he set to work to make it one of the fastest-growing and most profitable global IT services as well as one of the 20 most influential companies in the world.
But it required challenging the conventional wisdom that the customer is always right.
While at some level, this commonly heard business maxim speaks truth, in application it can lead to deadly results for employee engagement if we don't talk about where the line drawn on customer behavior.
As Alexander Kjerulf, author of Happy Hour is 9 to 5, tells it, Southwest drew a line with a frequent flyer who consistently complained about things that were simply part of their business model—like no assigned seats, no first class, no in-flight meals, and the casual atmosphere.
Wearied by her repeated tirades, Southwest's customer relations people eventually sent her comments on to then-CEO Herb Kelleher, who replied: "Dear Mrs. X, We will miss you. Love, Herb."
“Believing the customer is always right is a subconscious way of favoring the customer over the employee which can lead to resentment among employees. … Put employees first and they will be happy at work," says Kjerulf.
It is not too low of a bar to expect civility of both employees and customers, and yet most of us have witnessed the lack of it too many times in the workplace. As is often the case, the challenge is in the execution. It can feel a lot like refereeing siblings in a "he started it, she started it" squabble. But, as leaders, we're called to adjudicate these situations to determine whether an employee's behavior wrongly incited a frustrated customer, or whether a customer is being unreasonable, rude, or insulting.
To preserve a workplace with high engagement, a business must live its values—not just talk about them. This could mean walking away from some clients if their behavior does not allow the company to live up to its values of treating its own people with respect. Tolerating rude, insulting, or abusive behavior by customers drains the energy of employees and lowers morale. It effectively tells the employee that they do not deserve better treatment from others.
It's important to think about where popular ideas like "the customer is always right" reach their limits. Intuitively, we know that treating people well and providing a work environment that isn't hostile can help them flourish. This kind of environment unleashes loyalty, creativity, and the desire to take better care of the customers. In the end, respecting and retaining top employees not only impacts engagement, but ensures that your customers have the very best people attending to them.