Categories
Just for fun Theory

The hedgehog, the fox, and the honeybee

Something short this week. This has rattled around in my head for about five years, and I’m finally writing it down.

Prior to starting at the law faculty, I had very limited exposure to academia. I was in for-profit marketing / advertising, where there were a lot of terrifically brainy people, but we all tended to be the same kind of brainy: fast-thinking, creative, aggressively innovative, think-around-the-problem types. Succeeding in advertising requires a lot of different things, but optimally rapacious curiosity and the ability to take vast amounts of information on board in a hurry. If you don’t understand the client and the client’s business to a fair degree of acumen pretty fast, you’re not going to be able to help them.

Academia was definitely not the first time I’d met another kind of brainy: dogged, deep, and intense thinkers in one very finite area, but not necessarily interested in or curious about others. I started thinking more about types of brainy, and landed here. It turns out there are lots of ways to think about this, and probably some folks have got this down to a different and better degree than I do, but on a cursory Internet search, it doesn’t look like there’s a definitive take on this. So here’s mine:

Intelligent is deep, but not wide. “The fox knows many things, but the hedgehog knows one big thing,” as Isaiah Berlin said, then later regretted saying because people kind of ran away with it. I’m one of those people, because he was originally writing about lenses for political philosophy and here I am further bastardizing it with this small bit of nonsense. Intelligence is the hedgehog trait. An intelligent person who is very interested in the history of woodworking can tell you when the first lathe was created or the average width in microns of a sharpened chisel… or not, if they’re interested in going really deep in a woodworking subset, in which case they might be absolute geniuses at wood grain but know nothing about how a table saw works.

Smart is wide, but not necessarily deep. Smart is the fox trait. Smart people know a lot of stuff, and have a crazy huge sampler tray of knowledge to draw from. A smart person could know that the reason your microwave isn’t turning on is that the turntable is broken, but also the evolutionary path of the platypus and where we’re at as a species on the path to colonizing Mars. Smart people do well at trivia night.

Clever is wiggly, and belongs to neither foxes or hedgehogs, but aligns itself more with foxes. Let’s call it the honeybee trait: honeybees, like many foraging species, use chaotic patterns to optimize food searches. They’re seemingly all over the place, but in a way that ultimately serves a goal. A clever persion might look at your broken microwave and use their knowledge of a systems planning process for a Mars mission to devise a way to figure out what is wrong with the microwave, and apply their understanding of the history of the lathe to tinker with the broken turntable inside it.

Nobody is only ever one thing. Intelligence, smarts and cleverness exist in everyone, in unique mixes. In my experience, they also wax and wane with time. I would say I am more clever than smart or intelligent, at the end of the day, but can find myself sliding into long periods of intense interest in a single subject, and crowd out most of my brain with a single point of focus. Similarly, I can get sick of something and spend weeks dabbling in various ideas, and dip into a dozen different areas of knowledge.

Clever seems to be the most baked-in trait: you’re either curious and prone to lateral thinking, or focused and not given to crossing mental wires. There’s no good or bad to it; lateral thinking can lead to disasters as well as successes (“I bet I can fix this fusebox with that piece of chewing gum” is lateral thinking, but also dumb as hell).

That’s it. No grand thesis of life, just some categorization that’s been rattling around in my head for half a decade, waiting to get written out. Intelligent, smart, clever: the hedgehog, the fox, and the honeybee.

Categories
Higher Ed Marketing & Communications Sponsorship Theory

Sponsorship should not be a function of marketing

When I started my Best Job Ever in July, I took over a marcomms shop run by somebody who had done it for 11+ years, and the circumstances of their leaving were less than ideal. There wasn’t a lot of leftover explanation of processes and systems; given that vacuum, there was also some reshuffling to move things into the marketing and communications shop that didn’t reside there before I started.

One of those things has been sponsorship. It’s going to be part of my budget; I’ve got a medium priority (i.e., back half of 2021) to come up with a comprehensive strategy around sponsorships.

There’s a natural fit there: one of the outputs of sponsorship is recognition. So why not put the people most in charge of our public-facing presence in charge of sponsorship?

My office is best positioned to analyze the optics and media value of a sponsorship. I know how much an ad costs in a national newspaper; I know how much it costs to produce a video; I know the rates for advertorial space in specialty magazines. Sponsorship, with “your logo goes here” and “we’ll mention you in our press releases thusly,” fits right into that matrix.

The difference between the former things and the latter things, though, is that media impact is the sole point of conventional paid media placement.

Even that’s not precisely true. There’s an optics and support component as well, in terms of what you chose to affiliate with in a media buy. I wouldn’t counsel us buying ads on a white-nationalist website, for instance; in fact, we have specific exclusion protocols set up ourselves and with media companies for this reason, so that when Google (for instance) is automatically placing ads, they don’t wind up anywhere nefarious. Social media channels are also on their way to their own kinds of polarization, where presence in one channel sends a message about the nature of your organization as well as the content in the message itself (Marshall McLuhan, I can’t quit you). A video on TikTok sends an inherently different message about who you’re speaking to and why than the same video on Twitter (and I’d argue that they shouldn’t be the same video anyway).

Fuzzily diagrammed — I’m still working through this, mentally, so don’t pay too much attention to it. Back of the napkin chicken scratch as I work through this.

Graph describing relative value of paid print, paid social media, editorial and sponsorship content. Sponsorship does not fare well in most categories.

We’ve got:

  • Paid placement (print and social)
  • Editorial and organic content (web, print, social)
  • Sponsorships

And the outputs:

Optics: do we look good through our presence here? This is very high for sponsorships (the appearance is generosity), lower for editorial (we’re obviously self-motivated to be telling these stories), quite low for paid (it’s transparent that we’re spending money to say this thing).

Story: how much fidelity is there to an overall narrative? Do we control it? Pretty much a three-way tie at the top here, but sponsorship fares worse: we’re telling our story through the sponsor’s lens, and that carries more inherent risk.

Value: if you came in and plunked a stack of cash on my desk, how would I spend it? This is something we could spend a lot of time on, but my approach to structuring and building a shop that creates and sustains narrative is (obviously) that capacity to create and disseminate editorial/organic content is far and away the best bang for your buck. Then social’s better than print for specific targeting reasons, then print, and sponsorship justifiably at the bottom — you’re not paying for marketing, you’re paying for the organization to do what they do. A key part of this in the sponsor relationship is that getting value out of the sponsorship often requires the same capacity load as just running editorial and organic content.

Placement: how precisely do you control where your message ultimately appears? Print offers total control, social offers targeting but more fuzziness in exchange for spread, editorial/organic is at the mercy of those who share it, and sponsorship is largely ultimately out of your hands.

Message: Do you control the precise message you’re sending? Again, a three-way tie for paid / editorial / organic, and sponsorship fares worse.

Persistence: what endures over time? Only editorial, through SEO and ongoing web presence, really endures. Print advertising, paid social, sponsorships — all pretty ephemeral, social the fastest to vanish.

Caveat: I literally came up with this in 15 minutes on a Sunday morning, so don’t lose too much sleep over it. I can poke a bunch of holes in this myself on quick review, but I think it holds together in broad strokes.

So what’s the point?

“I believe in what you’re doing and want to give you money to support it” is the heart of a sponsor relationship. The more you drive sponsorship decisions into the marketing sphere, the more transactional the relationship will become, and — I’d argue — the higher the risk that the organization you’re sponsoring will become worse at what they do because their efforts turn more and more toward generating ROI opportunities for sponsors than pursuing their core mandate.

There’s no shortage of voices trying to encourage — or force — the relationship. Articles like this one present sponsorship as a marketing activity.

When you put that decision in my hands, however, you’re asking me for a professional evaluation based broadly on three things:

  1. Optics — how does it look for us to be supporting this?
    • FOMO — who else is in? How does it look for us not to be present?
  2. Storytelling — what value can we generate by talking about this ourselves?
    • Does that story mesh with a strategic, overaching goal of ours?
  3. Value adds — what will the organization do to promote our brand and story?
    • Will this be a resource the organization can generate, or will it take capacity and collateral on my end for them to fulfil that part of their mandate?

This is all well and good — it’s a reasonable matrix for evaluation of a spend — but you’ll notice that nowhere in there do we see “are they doing work that is good and of value, and that we want to support”. It’s kinda in the “optics” category, but optics is just as much about the organization’s media presence and recognizability, how readily understandable their work is, and so on.

It’s sponsorship as fast carbs: an approach that prioritizes looking at short-term or immediate gain and not at ideals or long-term prospects.

As much as it removes things from my control, I am, on balance, a bigger fan of the other approach: the Dean or other senior admin make values-based judgments on what we want to sponsor and support, and there’s a hand-off that says “make the most of this from an optics and marketing perspective.”

I’m pro-sponsorship. Avidly so. I just think it’s best supported for reasons that start with mission and values, and not originating through the marketing lens.

This tail-wags-dog approach doesn’t align well with my ideals and ideas around what sponsorship could and should be. It can work, and I’ll make it work, because that’s what I do, but the aforementioned report on sponsorship planning will be a solid matrix of what we get from sponsorships, in terms of optics, marketing, communications and partnerships… and a full-throated defense of doing things that other way, where the institution supports and aligns with organizations that meet its mission and goals first, and marketing becomes a byproduct of sponsorship, instead of the primary driver.

In the interim, if you’re doing great things in the engineering space and want sponsorship, hit me up! I can’t promise much — the budget is small! — but the more data points I can get into the “mercantile” matrix, the better it’ll be when I make the case for sponsorship to be a function of ideology, not direct benefit.

Categories
Higher Ed Marketing & Communications Theory Workplace

You can’t flip every turtle when the turtle farm’s on fire

Helpful’s in my genes.

I can’t, er, help it — it’s a combination of positive attributes, like being somebody who cares about people and wants them to be happy, and negative attributes, like being an inveterate people-pleaser. It’s also in the professional DNA; marketing is a combination of being creative and being productive, where the desire to do and make interesting things intertwines with the desire to get stuff done and move projects forward.

It’s generally all good. Broadly speaking, wanting to get things done, and to help people, is a good way to be. Being a self-starter whose first instinct when I see a problem is to solve a problem has gotten me to pretty good places careerwise. It’s also won me a lot of friends.

So no problem, right?

Wrong.

The problem with being helpful is that it’s driven by an emotional state. Somebody’s in distress — external emotional state — or something isn’t right and it bugs me — internal emotional state.

Emotional states don’t necessarily lend themselves to super great decision making. I can get pulled down into a micro-focused area of detail while neglecting a broader, bigger priority. It’s the whole urgent vs. important issue, writ small, and writ constantly.

Being a manager — and managing good people who similarly want to help — has really helped me come to grips with this, and develop better strategies to make sure I’ve got my eyes on the big issues while still moving things forward on the micro level.

The analogy I’ve been using lately, which I’ve gotten quite fond of, is flipping turtles.

I watched Blade Runner a few times in university, I guess. For those who haven’t seen it, this is essentially the Blade Runner Turing test for replicants — androids passing as people.

“The tortoise lays on its back, its belly baking in the hot sun, beating its legs trying to turn itself over, but it can’t. Not without your help. But you’re not helping.” Why aren’t you helping? Are you a human, or a replicant?

The whole tortoise analogy sticks with me: it’s a great illustration for helping, especially the kind of minor-effort, costs-nothing help that people in creative roles can exercise a dozen times a day. It’s just another 15 minutes to make the web page look a bit better; it’s just five minutes to proofread something for somebody; it’ll only take an hour or so to fix this, or do that. Going the extra mile, bailing somebody out of a jam, taking care of something nobody’s even noticed is wrong (yet). Walking down the road, flipping turtles over. It feels great! Happy turtles all over the place.

And while I switch it to turtles (I like turtles! Plus, flipping a tortoise seems like it’d be a recipe for back strain.), it also conveys that pervasive guilt I feel for not helping. Every email unanswered in my inbox is a pang. Letting copy go out the door without making sure it’s absolutely deathless prose feels like shirking. Saying “no” to people is unsettling. I feel like I’m letting turtles bake in the hot sun. What’s wrong with me? Am I a replicant? Why am I not helping?

Because, as I’m now very fond of saying:

You can’t flip every turtle when the turtle farm’s on fire.

Me, July 2020 and constantly thereafter

And in roles like mine, the turtle farm is quite frequently on fire. COVID hasn’t made things easier, of course. Even outside of a COVID context, however, higher ed marketing and communications is in a continual state of expansion: the expectation is best-in-class websites running seamlessly on constantly varying and upgrading platforms; seamless adoption on new and evolving social media platforms with ever-changing algorithms; mastery of storytelling among wildly diverse audiences ranging from high-school students (and parents) to 75-year-old alumni to Nobel-prize-winning academics to industry leaders and government wonks; quality analytics and reporting on all channels to show value; broad strategic branding and positioning work; institutions are reckoning with their colonial pasts, and under constant scrutiny for past and current misdeeds on the diversity and inclusion front… and the beat goes on.

Which is the job. It’s a thrilling, evolving, breakneck process of continual evolution and refinement and I’m there for it.

But it does mean that various parts of the turtle farm are continuously and spontaneously bursting into flame. Plunging in and reprogramming how a page template renders images on a phone screen represents an hour you’re not spending on a plan to change CMSes and move your antiquated site to a whole new web platform. Re-reviewing a set of social posts for an upcoming speaker event is time you’re not spending on the annual budget. Helping proofread the annual report is time you’re not spending reviewing recruitment trends and making sure your tools and messages are on point for the latest iteration of messaging.

There are a lot of turtles to flip, and not flipping them can make you feel like a negligent monster.

But the turtle farm’s on fire. If the ten turtles flip today keep you from saving a hundred tomorrow, you’ve made a bad choice.

This isn’t a solve-the-problem post. It’s an articulate-the-problem post. Managing the work — figuring out what constitutes a turtle to flip, and what constitutes a turtle-farm-fire (and sometimes a flipped turtle is an indicator of a fire — maybe they’re flipping over in their hurry to flee the flaming turtle farm, and maybe I am investing too much thought in working this metaphor to death) is going to be something I unpack and look at a lot.

For now, though, the analogy stands. I like it. You have to stop flipping turtles when the turtle farm is on fire.

Now if you’ll excuse me, I’ve got some turtles to save.

Addendum: I solicited some friends for a name for a fictitious turtle sanctuary, thinking it’d play into the above somehow, but the name just didn’t seem to play out well in the context of the piece, and I wound up liking a farm more than a sanctuary because it sounds snappier (no pun intended) in a pithy phrase. Sorry, friends! Special shout out to Nathalie Noël for “Shellter,” the best turtle sanctuary name of them all.

And here is a list of more turtle sanctuary names, if anyone wants to start a turtle sanctuary. My gift to you.

  • Turtville
  • Slowpokes Ranch
  • The Turt Yurt
  • As The World Turts
  • Turt Around, Bright Eyes
  • She Shells Sanctuary
  • Sancturtary
  • Snap Judgments
  • Sanctum Sancturtum
  • Reptile Resort
  • Turtal Recall
Categories
Higher Ed Marketing & Communications Theory

Confidence, Internal Comms and the Fall 2020 Semester

I think internal communications is about to have A Moment in higher ed.

Actually, I think it’s about to be the hero — or villain — of the entire 2020-21 school year.

I did a dumb drawing to illustrate why, up top.

We’re about to embark on the Most Online Semester of All Time. COVID’s made things weird; more than weird, it’s made them scary.

Scary for us in the institution — we have a duty to deliver the best education we can. That’s been called into question by this drive to (mostly) entirely online classes for at least the fall semester of the 20-21 school year; even the best of us (and the place I work is very, very good — best in Canada, if not North America) are anxious.

Students, though.

Fresh or recently outta high school, worried about the future, jobs, their actual grades, the fact that we’re melting the planet. We’re in a pandemic that if it had slightly more visually appalling symptoms would be a global horror movie. They’ve made the largest investment of their lives so far — some of them ever, if they don’t buy a house — in this whole higher education thing.

And we’re throwing a whole new playbook at them. Kids entering university for the first time, with preconceptions built on a lifetime of TV and movies and books about it, are off the map. We’re all off the map.

I actually feel pretty good about the coming semester. Where I’m at, anyway, the administration and the faculty have an appetite to improvise and excel. We’ve got a great senior admin team, dedicated faculty, and a top-notch digital teaching and learning team thanks to earlier online course development.

But how do you convey that?

Hence the sketch above. We need to instill confidence in the incoming students. So I’ve been thinking about confidence, and how it flows.

It doesn’t flow equally in all directions.

The ability to instill confidence isn’t equal. I think you can have a strong flow from the institution to faculty to students. Faculty, similarly, have the power to instill confidence in students.

But the transfer weakens on the inverse. Students can to an extent help faculty feel more confident — being attentive, participating, clearly demonstrating they’re learning. That’s got some value in confidence-building for faculty. The flow is weaker in the student -> faculty direction, though. It’s relatively easy for a confident teacher to build class confidence.  It’s harder for students to rebuild a faculty member’s confidence.

Similarly, faculty can increase institutional confidence by radiating preparedness. But it’s more of a positive feedback loop than a process of confidence that starts with the faculty and makes the whole institution confident.

So internal comms is about to have A Moment. It’s a vehicle for both building and conveying confidence, from the institutional level to both the faculty and students.

You can have the best plan in the world for the fall, but if you’re not sharing it clearly, you’re not building confidence. You can have the world’s greatest digital lesson plan and all the tools in the world, but if you’re not showing students that’s on the way, you’re not building confidence.

And confidence starts at the institutional level. Students and faculty both need to know the institution has their backs.

There are very valid conventional-marketing approaches to this — make a public-facing campaign, target it at your students (geography, age, interests) and benefit from the reputational splash-out into adjacent audiences. And that’s a great idea. Do something excellent and big.

Big is general, though, and you need to back up the big and general with the specific. I can tell you it’s going to be great, and that’s a good thing to do, but without the undernarrative of what _exactly_ is making it great, that supernarrative risks collapse.

Which takes us back to internal comms, and faculty or department-level messaging.

Internal comms is about to have A Moment.

It has to.

Because if we’re not on point with our newsletter game and our student-facing web game and our app game and our outreach game, we’re not going to have students hitting the ground confident and eager for the Most Online Semester Ever.

Having to unpack and unravel anxiety after the start of term is doubling the load. Then we’re downloading a stack of not only teaching duties and student-management duties to our faculty and staff… we’re compressing a pile of anxiety into the mix as well.

I’m actually confident right now, because I’ve got the inside-baseball view of the preparation, innovation and energy that’s gone into this semester. Now it’s incumbent on me, in my job, to make sure I’m helping the institution tell stories that radiate that confidence to our faculty and students.

It’s going to be a good semester, despite (and in some ways because of) this pandemic. I’ve got the keys to make it even better. Internal communications, the tousle-headed little brother of marketing, is about to have its day in the sun. It’s not the area of marketing and communications that usually gets the glory.

But this is its time to shine.