Month: January 2021

Last week I was talking about how internal communications is hard in higher ed. A college or university is a massively complex and internally competitive system, with students, staff and faculty operating on multiple layers at once, and with concerns and needs that bridge from “professional” — i.e. studies, to personal — i.e. mental/physical wellness, and everything in between.

This is a four-part series on internal comms in higher ed:

Part One is about the hugeness of the issue;
Part Two is here, about the hazards of conflating channels;
Part Three is a flailing attempt to make a case for resourcing this;
Part Four is a sandwich-themed run at a solution.

Putting internal messages on external channels is a delicious trap.

It’s not uncommon for me to get something in my inbox and somebody asking me “can we advertise this to students on social media?” And — absent a clear sense of who is following us where — that’s a hard request to say no to, on its face. Some students are following us on social media. I’m certain of that. We can put things on social media. That’s an absolute. So why not put a wonderful thing on social media for our current students? After all…

• We have amazing-stuff-for-students peanut butter.
• We have channels-followed-by-students chocolate.
• Why in the world wouldn’t you combine the two?

Because while it’s an amazing idea for a snack, if you are handling both internal and external messages, it’s not a great approach to either internal communications or outward-facing media.

Appealing as it is, you gotta keep the peanut butter and chocolate apart.

I’m going to lean into ‘“student recruitment” as the lens I look at a lot of this through. It’s a pretty common thread through higher ed, on the minds of most marcomms folks, and frankly a pretty big deal for me.

This all seems a bit overblown at first, especially to somebody that just wants to tell students about something they feel the students should know.

We’re trying to give prospective students a positive impression of campus, the argument goes, so showing them the breadth of our supports and services is good. Why not remind students to update emergency contact information via Instagram? Where’s the harm?

I do it myself — we ran a 14-day self-isolation-supporting contest series through social recently, to encourage good COVID practices and also student use of our faculty’s app. We just promoted our “Discipline Nights”, where first-year engineers choose an education stream. I did this partly because I have don’t have other strong alternatives to reach our students. But it felt wrong. Here’s why.

The internal-on-external argument

There’s a rationale that, on its face, supports internal messaging on outward channels, in the absence of a strong stated purpose for the channel, or even if the purpose includes recruitment.

A student considering our school…

• may see posts directed at internal students about an interesting service or feature;
• will be impressed with the breadth of services and our community spirit;
• this might make a difference when they choose a school.

It makes sense.

It’s also wrong.

The wrongness of it comes down to the need for channel focus, what the purpose of a channel is, and whether or not what you’re doing on that channel supports that exact purpose.

Social media is bananas, and channel focus is critical

Social media delivers posts haphazardly, through an algorithm that evolves constantly. There’s no guarantee that anyone will see anything you post. The algorithm, that shadowy and terrible master, waves its inscrutable hand and a post lives or dies.

That fact brings the need for focus into focus.

If I want to recruit a student using Instagram, and it’s a dice roll about what they’ll see, I need to ask myself whether I:

• want to guarantee what they see will reflect what prospective students look for in our program
• want to roll the dice and accept that they might see something about a candle-making workshop instead

Wait, though — where’s the harm in sharing a candle-making workshop? Doesn’t that just show breadth, foster the idea that this an interesting place where candle-making happens, and reinforce how lovely our school is, overall?

But social media isn’t the place to show breadth. It’s the time to pique interest, spark imagination, and get audiences to where the breadth is, but it’s not the right venue to dig into the layers of what your school offers — even if those offerings are truly great.

University choice is based on high-tier decisions.

Students, at the recruitment phase, don’t know what they don’t know.

And social media, moving at 10,000 posts a minute, delivering things according to an opaque algorithm, isn’t the venue to educate them.

To use an example from my own life: I’m a proud graduate of Ryerson’s Radio and Television Arts program, class of ‘95. It is a tremendous program, and I don’t think anyone knew how poorly its name would age (it’s the “RTA School of Media Arts” now — good call, Ryerson).

When I was a fresh-faced young lad circa 1991, I wanted:

• to learn cool media stuff
• to work with cool equipment
• get a job in TV or radio or something
• at a place with a really great reputation

That was my chocolate. I wanted chocolate.

What I didn’t know, when I chose Ryerson, was that RTA was a lot more than that. I learned an amazing amount about story structure and writing. Mandatory voice training gave me an amazingly versatile skill that’s served me well since. The most valuable classes for me — which I at the time thought were a monumental waste of time — were Jerry Good’s management courses. Jerry, if you are reading this for some reason now, I am sorry.

There were also stellar services — a great gym, amazing faculty delivering electives to students resenting the “breadth requirement”, student wellness staff — all things that I didn’t know about when I chose Ryerson. That was the peanut butter, and I didn’t know how amazing the peanut butter was when I was picking a school.

But I only wanted chocolate when I chose Ryerson. I was a dumb kid who wanted to learn cool media stuff, work with neat gear, etc.

Had social media existed at the time, and the only messaging from Ryerson that crossed my path had been about their English electives or management seminars or their gym equipment, my life might have turned out very differently.

If I wanted chocolate, but I saw peanut butter, zooming past with a million other factors and things to consider, and messages zipping along at a mile a minute, the idea of combining the two wouldn’t have even crossed my mind. Another school — providing chocolate — would have pulled me in.

If you have a fact-based understanding of what your prospective students want from a school, and you know how to reach them, you’re doing yourself (and them) a disservice by muddying the waters with things that not only won’t resonate, but will likely just be forgotten as they scroll past 10,000 things that don’t catch their eyes or imagination.*

There are definitely times and places to hip prospective students to what you offer that might not be on their radar: student information sessions, tours (real or virtual), the second- and third-tier pages of your website.

But social media’s not the place to do that.

Which brings me back around to one of the primary reasons that a good, planned, robust internal communications system is vital.

I’ll get into more reasons next week, but from a strictly operational perspective, and especially with limited time and resources, it’s crucial to keep those streams apart. Your best chance of success on social media is with a clear, research-backed vision and purpose, and strict adherence to that vision. This isn’t to say it can’t be fun, or interesting, or enlightening, but the job is to drive an interest to learn more — which leads to the breadth — rather than trying to front-load the breadth.

I’ve just spent 1200 words explaining why social media needs to be to the point; the irony’s not lost on me. This hopefully unpacks the internal/external trap well, though.

Next week: why I think internal comms is worth the effort, and how to approach an impossible task with limited resources.

January 31, 2021

Soundtrack:
The Free Design, “Butterflies are Free: The Original Recordings 1967-1972“
Various Artists, “Cuba: Music and Revolution / Culture Clash in Havana“
PJ Harvey, “Let England Shake“

*there’s a lot of complexity to this as well, especially since received wisdom of “what students want” plays into what a traditional plurality of students want; a colonial education system can’t self-correct without self-reflection and efforts toward EDII, which means thinking past received wisdom and what the traditional plurality is looking for. I think this leads to a nuanced conversation about how to reach students with EDII messaging through systems that still deliver high-resonance messages in ways that creatively capture EDII needs — but that’s not really what today is about, and I’d be doing that whole topic a disservice by trying to cram it into a footnote here.

A throwaway comment last week has stuck with me, and I’ve been thinking about a layered approach to marketing since then. It’s not a new idea (to me, or the world), but I’ve been mulling it over. There are lots of layer analogies out there — geological strata, atmospheric bands, the ocean — but everyone loves cake.

Branding is the frosting. It’s what the world sees first, and organizationally, what most people think of when they think of marketing & communications. Look and feel, conveyed through design, photos, videos, text. It’s the delicious outer layer of the whole thing.

(It’ll also ultimately make you sick if it’s the only thing you’ve got going on. Eating icing straight from the a tub is not a great idea — yes, I know you’ve done it. We’ve all done it. Anyway, there has to be more than just throwing a brand around if you’re going to be healthy and thrive.)

A good cake, though — the cakes I love — the frosting isn’t just on the outside. It’s also between every layer of the cake. It’s not only an outer shell, it permeates the structure. You can’t cut into another layer without getting a bit of frosting in the mix. “Branding” has to be more than bit the world sees. It has to be something that informs all the layer, and drives decisions all the way up the stack.

A good cake — as I bake them — has three layers. More than three, and you’re either preparing for a wedding or you’re going to have something unwieldy on your hands. Fewer than three, and what are you even doing? That’s not a cake. Make brownies or something. C’mon.

(at this point, I got caught up with how you write a layer cake analogy. My instinct is to organize things like a process chart: upper-order functions on top, execution on the bottom. But as somebody who has baked his fair share of cakes, I don’t think that’s good cake-baking: you build from the bottom up. So for the sake of the analogy, we’re going bottom-up. This upsets my natural visualization of processes. I just want you to know what I’m sacrificing in bringing this analogy to you. I deserve cake.)

The lower layer is marble cake: research and alignment, together. Research is something I talked about recently, and goes way past “what do people want” or “what do people like about me”. It’s a really rich, introspective process that sets you up for the next stage. Following research — or, dangerously (but sometimes necessarily) concurrent with it, alignment. What does your senior leadership believe in? What are they willing to sign off on in terms of goals and objectives?

You can theoretically move forward without the research (but you’re accepting a lot of risk if you do). Conversely, proceeding without alignment among your senior leadership is also risky, but good research gives you a fundamental basis for action if your senior leadership can’t dedicate time to reviewing or approving marketing work (they may be distracted, by, say, a global pandemic that has completely forced everyone to rewrite how education is done from scratch). It’s something you can reliably point to if asked down the line.

It’s a marble layer because the two things complement each other. You shouldn’t do without either at all, but if you have no market research funding, focus on institutional alignment, and speckle in what you can (existing research in your area, best practices, etc.).

Both — again — have a thin spread of frosting across them before you move on to the second layer. Brand is part of the research; it’s also part of the internal alignment process.

If the bottom layer of your cake isn’t super solid, it risks collapse. More importantly, if you try to change the lower layer of the cake once it’s made and frosted, it’s a total disaster. You can’t just hack out the bottom layer of a cake, and swap in another layer, without some sort of baking calamity.

The next layer up is strategy. You know what the goal is, but how do you get from now to a desired future state? The first layer — itself a set of goals and objectives — gets operationalized.

You (hopefully) have researched and know your audience, their wants and needs, what your strongest offerings that meet those are, and where / how your audience looks for information. This should be enough for you to build out the actual plan; a primary set of strategies and a contingency plan. Without research, your upper two layers become research in retrofit — which comes into play in the next and final layer (with, of course, brand spread between, gluing the layers together and seeping into both).

The top layer is actually another marble layer — it’s execution and analysis. Like the bottom layer, you can get by without one of the two (analysis), but it’s… not a good idea. Given the option between the two, though, execution always wins. And if you didn’t conduct research down at the bottom layer, analysis becomes much more crucial on the top layer.

Why not two layers? First, because cakes that are more than three layers tall start to get a bit goofy. Second, because we’re well past the age where execution and analysis are really discrete steps. We live in the age of the rolling campaign, where we learn as we go and adjust on the fly. I’m not going to wait until a long period of paid social tanks weeks after week after week on a given platform to pull budget and reinvest in what works — if there’s a dogged strategic reason to pursue an experiment to its bitter and expensive end, of course, that’s one thing, but I don’t have the budget (or time) to entertain that kind of thing very often.

And this is why I like the cake analogy, rather than a three-course meal with the brand as, i dunno, the plate or something. It’s all happening inside the same cake. This is important, because a deficiency in one layer can be compensated for on the other layers. If you have rock-solid research in the lower layer, and strong institutional alignment, this buttresses any deficiencies in your other two layers. Excellent research, and a deeply informed set of goals built by experienced and knowledgeable people, will push you through strategic deficiencies. You can’t build strategy or execution with nothing underneath them, but excellence at either the strategic or tactical level can backfill some issues with the opposing layer. If market research at the outset turns out to be flawed, or institutional alignment was weak, then analysis at the top of the chain can turn a project into its own exercise in both. It’s a lot more agony, because you’re learning as you go. It’s more expensive, and more work, and ultimately not really the best approach, but it’s doable.

Cake! It’s delicious, and if done well, deeply satisfying. As somebody’s who is trying to slash baked desserts for a while (happy 2021, everybody!), I feel a bit weird writing about something this fundamentally bad for you, but not every analogy is perfect.

We bake a lot of cakes in this work. There are internal communication cakes, student recruitment cakes, research promotion cakes, sponsorship cakes — the list goes on. The bakery can be overwhelming, and sometimes we have to let some cakes fail to let the larger cakes succeed. To further torture the metaphor, we’re ideally applying the same icing to all of them… or are we? Is a consistent brand something that is absolutely mandatory, or — heresy!! — are we living in a world where brands themselves need to change to contextualize to different audiences and purposes?

That’s something we’ll be unpacking fairly soon.

January 10, 2021

Soundtrack: Kruder & Dorfmister, “1995”; The Kleptones, “OV,” “LO” and “ER”

Addendum:

I’m far from the first person to think of layer cake as an analogy for marketing. There’s a marketing company in California NAMED “Layer Cake.” It’s been used to describe other marketing processes, content strategy, and data-based marketing. It’s a good metaphor!

Other layer cake/marketing analogies I found, and found interesting:

Another “marketing cake” analogy:

https://www.linkedin.com/pulse/20140820035553-2108776-the-layer-cake-of-awesome

Cake as content development:

https://www.superdeluxemarketing.com/blog/building-a-content-strategy-three-layer-cake-style

Cake as marketing data analysis processes:

https://www.demandgenreport.com/features/demanding-views/bad-data-driven-marketing-fix-your-layer-cake

Cake and influencer marketing:

https://studio.whalar.com/why-influencer-marketing-should-be-a-piece-of-cake/

I’ve been expressing a desire/need for more market research at work recently.

As always, I’ve sketched it out as a graphing project; what seemed easy/evident at first flush actually got tricky. It seems obvious when you look at it now, but sussing out the axes was a bit of a journey.

I work at an engineering school; one of the best in Canada; in some areas the very best in Canada and arguably the world. The key areas of focus in my role are:

• Student recruitment (undergraduate and graduate)
• Research promotion (which also drives faculty recruitment, and grad student recruitment)
• Alumni relations
• Reputational and rankings improvements
• Internal communications

For the purposes of graphing why market research is desirable, we’re making a huge, and possibly dangerous, assertion: that we know who our “key people” are. There are four to seven “key people” sets in the above list, depending on how you look at it (arguably even more).

Let’s set up a graph. Hypothetically, we’re a small gum company; fun flavours and stylish packaging, great taste, not in every grocery store but well known thanks to some celebrities chewing our gum in public. Our key person in this case is an adult professional, not a 10-year-old child, which explains how some of these things plot:

This exercise will land you in four quadrants, each with their own vital question:

• Highly desired, not recognized for — this is a marketing problem. Your key people want it, you’re not telling them you have it.
• Not desired, not recognized for — this is a resource allocation problem. If people don’t want it, and they don’t care that we do it, why do it at all?
• Highly desired, highly recognized — have we succeeded to the point that sustained marketing is needed? What’s the competitive profile — can we afford to slack on this and focus on other areas, or do we need to maintain superiority?
• Not desired, but recognized for — do we want to stop working on talking about this (easy), or try to create desire for it among our key people (hard)?

Valuable stuff!

But it’s exponentially more valuable if paired with externally sourced and neutral evaluations of the same criteria. So once you’ve plotted your graph with market research, you also need (ideally concurrently) a Z-axis:

Of all the things you are evaluating, where are you offering something superior (or unique)? Where are you just on par, and where are you lagging?

We can then re-graph, using circle colour to denote one of three quality options…

This is where we move up from lower-tier marketing/communications (are we telling people what we want them to know?) and into the higher end of marketing: gauging true strengths and weaknesses, and making institutional, and frankly existential decisions about who we are and what we do.

This exercises moves us from four quadrants to twelve (superior, par, inferior), and three possible actions per quadrant. And some really rich, really challenging, questions.

IT’S TIME FOR A TABLE! Apologies for those of you on mobile.

Desirability	Recognition	Quality
High	Low	Inferior	Do we invest in improvement in this area, and further in becoming known for that investment and improvement?
High	Low	Par	Is this being marketed by other institutions — if not, do we want to try to seize that notional space and occupy the gap?
High	Low	Superior	How do we improve our recognition in this key, high-quality area?
Low	Low	Inferior	Are we investing resources here — and if so, why?
Low	Low	Par	If we are investing resources here, do we fish or cut bait? What rationale is there for improvement?
Low	Low	Superior	What value are we missing here? Should we be trying to drive more interest and recognition in this area?
Low	High	Inferior	How do we shift recognition in this area to a more important area that needs support?
Low	High	Par	Would improving quality in this recognized area put us in a position to create demand?
Low	High	Superior	Do we want to investigate opportunities to create desire in an area we excel at, and are known for?
High	High	Inferior	How do we improve the quality of this area, and avoid a worst-case scenario of disappointed and upset users?
High	High	Par	Do we need to invest in improving this area, or is our current level of quality competitive for the market?
High	High	Superior	Do we want to invest in this as a marketing exercise, or is it tapped out as a reputation driver? Does the competitive space allow us to slacken and reallocate resources?

And now we’re into deep marketing work — digging into mission and values, looking hard at the actual markets you serve, and asking what, institutionally, you need to do to serve your interests but also best serve that market.

It’s worth reiterating that the wheels fall of this bus entirely if you don’t have a good and accurate idea of who “key people” are — once again, this takes you all the way back to mission and values, and your ultimate purpose in the market. Something as simple on its face as “student recruitment” begins to fragment quickly: do you only care about students with great GPAs? Students who demonstrate innovation and creativity? Students who might be a strong cultural fit in an institution with a strong cultural presences? Are EDII initiatives encouraging you to broaden your idea of an “ideal” student and market to different populations in new ways? And this for academics and researchers, for grad students, for alumni, for the general public… “key people” is a simplification, and itself a trap, if not approached prudently.

Both axes are also unpackable as their own research exercise. The “recognition” axis in particular demands its own approach: one that asks where your key people look for information, how they want that information presented to them, and whether you’re doing a good job at both of those things (and avoiding the places and formats they don’t care about). More graphs for another day…

January 3, 2021

Soundtrack: MF DOOM & Czarface, “Czarface Meets Metal Face”; Laurel Aitken, “Skinhead Train: The Complete Singles Collection 1969-70”; The Avalanches, “We Will Always Love You”.