Creating Stronger Marketing Connections

Why the Rule of Three Ruled out The Four Stooges

183:787277428 (Todd Sebastian) — Wed, 23 Aug 2023 13:07:23 GMT

"I came. I saw. I conquered."

"Blood, sweat, and tears."

"Life, liberty, and the pursuit of happiness."

What do these famous phrases have in common? They follow the rule of three . It's a neurological principle stating the brain prefers items clustered in threes more than any other number . A cluster of three is easy to understand and easy to remember. That’s why we have the saying “simple as 1,2,3.” The Latin phrase "omne trium perfectum" (everything that comes in threes is perfect, or, every set of three is complete) conveys the same idea as the rule of three. Three entities combines both brevity and rhythm with having the smallest amount of information to create an appealing pattern.

The rule of three is rooted in writing, suggesting that a trio of events or characters is the most humorous, satisfying, and effective. The Three Little Pigs. The Three Musketeers. And, of course, The Three Stooges. Not four. Three. Four would not have been nearly as funny. Over the course of the iconic comedy act, there were four characters who comprised The Three Stooges: Curly, Larry, Moe, and Shemp. Early on, Curly replaced Shemp. Near the end, Shemp replaced Curly. The four never appeared onscreen as a foursome, with only one exception .

This proven technique is used in a host of media, including prose, poetry, oral storytelling, films, and advertising. An analysis of the S&P 500 reveals that 26% of the companies have three words in their slogan, which is significantly higher than any other number. Three words work the best. A few notable examples include "Just do it" (Nike), "I'm lovin' it" (McDonalds), and "Invest with confidence" (T. Rowe Price).

At LINK, the rule of three rules. We love it and live by it, in everything we do. And we strongly encourage our clients to do the same . In brand positioning, we suggest three reasons to believe the brand promise. In business planning, we suggest three strategies to support the overall objective. While we don't force three, focusing on three forces choices—which is what strategy is all about. And this makes the plans easier to remember and execute. In marketing communications, we suggest focusing on three key points. If you tell someone "Here are 12 reasons why you should buy XYZ," their brain puts up a blockade. It wants nothing to do with the information you are offering. But if you say "three reasons," their brain responds favorably. It likes things grouped of three, so it makes room to receive the information.

Give it a try. Follow the rule of three in your next business plan, brand positioning, presentation, or marketing communication. See how people respond. See how much they remember. I think you will be pleasantly surprised.

These are my thoughts on how organizations can create stronger plans and communications to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 16 of 16)

183:787277428 (Todd Sebastian) — Wed, 31 Aug 2022 17:24:16 GMT

A simple enough question with a not-so-simple answer. To be an outstanding “face” of an agency and to build strong client partnerships, you need a multitude of talents. A balance of style and substance. A blend of left- and right-brain thinking. A combination of internal and external influences. A lot is required.

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

#11: Be a GREAT LISTENER

#16: Be YOURSELF

There are definitely many qualities and skills that are essential to being an effective client leader. The list that I have shared is by no means exhaustive. There are several factors to consider and remember. It’s hard. So, it’s easy to forget the most important thing: be yourself.

The last thing you want to do is appear insincere or artificial. As in any relationship, you succeed by letting your unique personality shine through. People don’t warm up to a perfectly honed and balanced set of skills and qualities; people warm up to other people. Be human.

A big part of being human is not being perfect.

And that’s okay. In fact, it can be endearing. If you adopt the mindset that you are the face of the agency—and therefore everything you do impacts your clients’ perceptions of it—this can be a daunting and difficult balancing act. How can you professionally represent your agency and not be perfect all the time? Simple. Be yourself. Be proud of who you are. Showcase your unique personality. Admit mistakes in a contrite and honest fashion. Genuinely laugh at your imperfections. Readily accept the imperfections of others.

You can't be perfect. You should be yourself. Focus on this first and everything else will come much more easily and naturally.

These are my thoughts on how companies can connect more strongly with their clients/customers, from my book Tell Your Clients Where to Go! A Practical Guide to Providing Passionate Client Leadership . I would love to hear yours.

Thanks for reading. I hope you found this list helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

Why I'm Lovin' this Valentine's Day Campaign from McDonald's

183:787277428 (Todd Sebastian) — Wed, 23 Feb 2022 14:58:13 GMT

Two people about to kiss. A visual you expect to see on Valentine's Day. But not in a McDonald's ad. So, you're intrigued. You look closer. You're puzzled. Then it hits you. It's NOT two people. It's one person about to dig into a McDonald's hamburger. Now it makes sense. Perfect sense. Nothing else needed in the ad. Just the iconic golden arches and the tagline "I'm lovin' it," both tucked discreetly in their respective corners.

And that's why I'm lovin' it.

Any ad worth its salt needs to do three things: 1) capture your attention; 2) engage you; and 3) convey a meaningful message. This ad campaign nails all three ...

ATTENTION :

You can't help but be drawn in by the singular visual in each execution of the campaign. So elegant. So simple. So emotive. But what really grabs your attention is the unexpectedness of discovering it is a McDonald's ad. It's provocative. You're curious.

ENGAGEMENT :

Now that the ad has your full attention and curiosity, it begins to engage you. What's going on? What's the point? As you continue to engage with the ad, the pleasant surprise hits you.

MESSAGE :

The pleasant surprise that hits you is the point of the ad. It's Valentine's Day. Don't just focus on the people you love, think about the things you love. Like stuffing your face with a McDonald's burger. (Hard for me to imagine, but I'm a vegan!). I've heard other people claim this campaign is "off brand" for McDonald's. I respectfully disagree. The concept of someone loving a burger on Valentine's Day, punctuated with the tagline "I'm lovin' it," is perfectly on-brand.

These are my thoughts on how businesses and organizations can leverage the power of visuals to create stronger marketing connections with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 15 of 16)

183:787277428 (Todd Sebastian) — Thu, 17 Feb 2022 19:38:46 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

#11: Be a GREAT LISTENER

#12: Be CURIOUS

#13: Be ACCOUNTABLE

#14: Be FUN

#15: Be CONSISTENT

Once you develop all of the previously mentioned qualities and skills, you need to focus on displaying them in a consistent manner. Every day. In everything you do.

Clients are counting on you every day. You need to show them every day that they can.

Show the same passion. The same proactive nature. The same positive predisposition. The same compelling confidence. The same buttoned-up dependability and accountability. The same consultative and strategic thinking. The same leadership that makes things happen. The same effective communication and listening skills. The same inquisitive curiosity. The same fun personality.

Said simply, you need to be the same great partner on whom your clients count—every day in every way.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

How to Command the Repositioning of a Brand

183:787277428 (Todd Sebastian) — Wed, 02 Feb 2022 17:20:09 GMT

"Even the greatest of legacies evolve or fade."

This insightful line comes from the press release announcing the re-branding of Washington's NFL franchise. For the past two years, it was leveraging "The Washington Football Team" as its interim brand identity. The team scrapped its previous identity—the Washington Redskins, with an 87-year legacy—after years of pressure due to its racist connotations against Native Americans. For the longest time, the team's owner (Daniel Snyder) refused to give in to the pressure. "We'll never change the name," he insisted to USA Today in 2013. "It's that simple. NEVER—you can use caps."

Thankfully, the team finally decided to do what was right. And they did it well. Repositioning a legacy brand with fiercely loyal fans is extremely difficult. But when warranted—as in the case of the Redskins—the initiative needs to be handled decisively. As with any strategy, brand strategy involves choices (and associated sacrifices). When it comes re-building a brand—as with building a brand in the first place—three key choices need to be made.

1) WHO is your target audience?

A brand is not created in a vacuum. It needs to be created in the context of what will resonate with the intended target audience. So, to whatever degree you have the resources (time and budget), get to know as much as you can about your WHO. And involve them in the process of repositioning your brand. The more skin in the game they have, the more ownership they will assume.

Washington took a few years to get it right. This included many months of research, focus groups with fans (the key target audience), and the open solicitation of fan submissions. Compare and contrast this to the disastrous rebranding effort initiated by MLS's Columbus Crew in May 2021 . The team rushed the process, ignored their fans, and generated tremendous resentment.

2) WHAT do you stand for?

If you try to be all things to all people, you end up being nothing to no one. Your brand must stand for something. Something that is distinct from your competition and compelling to your target. And there must be obvious reasons to believe this unique stance.

In its re-branding effort, Washington looked to its location and community for inspiration. It sought an identity that embodied the values of service and leadership that define the DMV (the District, Maryland, and Virginia).The choice of "Commanders" delivers beautifully. It elicits the idea of "Commander-in-Chief," a relevant reference that everyone understands. A commander is the commissioned officer in charge of a military unity. So the term appropriately conjures images of battle-tested leaders, unified goals, and a singular mission of winning the war. Given its location in the nation's capital, the team has a clear set of believable reasons to adopt and own this brand position.

3) HOW do you bring the brand to life?

When re-branding a beloved legacy brand, the key is to keep what works and kill what doesn't. It is not an all-or-nothing proposition. If you strip away everything, you will render your brand unfamiliar to your fans.

With respect to Washington, the name "Redskins" had to go. No question. That was the impetus for the re-branding effort. But the team did a great job maintaining other key elements of the brand that had nothing to do with the controversy. The distinct colors will remain burgundy and gold. This color palette is a key piece of equity for the brand.

Washington took command of its brand. They did what was right, and they did it well. You can, too. Just focus on WHO, WHAT, and HOW.

These are my thoughts on how businesses and organizations can reposition their brands to create stronger marketing connections with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 14 of 16)

183:787277428 (Todd Sebastian) — Wed, 26 Jan 2022 16:03:10 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

#11: Be a GREAT LISTENER

#12: Be CURIOUS

#13: Be ACCOUNTABLE

#14: Be FUN

I haven’t met a client yet that doesn’t think agencies are more fun than the company for which they work. The diversity of the people and the creative nature of the work generate fun and excitement. As such, clients love hanging out with their agency teams—especially at the agency offices, which are almost without exception much cooler.

Hanging out and having fun with clients is very important for a couple of reasons:

It’s important that clients like yo u. As I have said in a previous post, this is not the ultimate measurement of a solid client partnership. But, it is a good step in the right direction. If clients are going to like you, they have to come to know you. And you need to know them. Take them to lunch. Go to a ball game. Anything that is conducive to a meaningful level of fun and conversation. Your agency undoubtedly has season tickets to several arts and sporting events. Take advantage of them and take your clients. When you go, don’t talk work. Talk family, sports, other interests … anything but work (except politics and religion!).

Better relationships lead to better work . When team members like one another and have fun together, they spend more time together. They communicate better. They are more honest with one another. More comfortable with one another. More willing to challenge one another. More willing to support one another. More willing to take risks together. And as a result, much more likely to create better work together.

Have fun with your clients. You’ll create better work and stronger partnerships.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 13 of 16)

183:787277428 (Todd Sebastian) — Tue, 18 Jan 2022 15:50:45 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

#11: Be a GREAT LISTENER

#12: Be CURIOUS

#13: Be ACCOUNTABLE

The best way to prove to your clients that they can count on you is to behave in a consistently accountable manner. To deliver results, not excuses. I recognize that this is not a very profound statement. But every day I see client leaders take actions that undermine their accountability. And so often the mistakes are small and the excuses are easily avoidable.

Remember, everything you do—however big or small—impacts clients’ perceptions of you and your agency.

Proving your accountability is rather simple: pay attention to basic fundamentals. Deliver on your promises. Meet or ideally exceed expectations. Don’t miss deadlines. Ever. Don’t surprise clients with budget overages. Ever. If you don’t think your agency’s work is prepared enough to show your clients yet, say so. If you make a mistake, say so. Admitting it and fixing it will build your credibility. Tying to cover it up will kill your credibility.

If you hold yourself accountable, clients will continue to count on you. If they have to hold you accountable, you can count on them losing confidence.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

Exceptional Brand-Building All Boils Down to Creating an Experience

183:787277428 (Todd Sebastian) — Tue, 11 Jan 2022 15:49:27 GMT

Dried pasta should be so easy to cook and yet, somehow, that delicious al dente texture Italian restaurants so effortlessly perfect often seems to elude even the biggest pasta fans. Leave the pan boiling for 30 seconds too long or too little, and it seems you either end up with overcooked mush or a bowl of something crunchy and inedible for dinner.

Not sure how long to cook your pasta so it is perfectly al dente? Just wait until the tunes run out.

Barilla's Spotify playlists last exactly as long as you should cook pasta. Each has been curated to match the ideal cooking time for a specific noodle. The playlists—which have names like 'Mixtape Spaghetti' and 'Moody Day Linguine'—all run for nine to 11 minutes, depending on the pasta shape and based on the cooking instructions on the back of the box.

At LINK Training & Consulting, we define a brand as a promise, elevated to an experience, and delivered consistently . In our opinion, Barilla's 'Playlist Timer' is an outstanding example of a brand-building initiative that delivers on this definition. Any microwave or smartphone timer can do the job, but 'Playlist Timer' on Spotify adds a bit more fun to the cooking process. It turns the waiting into a chance to listen to good music, entertain yourself, and discover the covers of the playlists, which are illustrated by eight Italian artists of international caliber. Ultimately, it elevates the promise of perfectly al dente pasta and delivers a unique and engaging experience.

These are my thoughts on how companies can create stronger brand experiences to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383

What Qualities & Skills Do Great Client Managers Share? (part 12 of 16)

183:787277428 (Todd Sebastian) — Thu, 06 Jan 2022 16:03:26 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

#11: Be a GREAT LISTENER

#12: Be CURIOUS

The definition of curiosity is “a desire to know or learn.” It’s a deep feeling inside that drives you to discover more. It is not enough to get the answer, your goal is to understand. Before you learn, you have to be OK not knowing. If you act like you already have all the answers, you will never seek out new ones. Be careful of this trap.

To be a great client leader, you need to be curious.

Be curious about your clients ...

What are their personal objectives? Career aspirations? What keeps them up at night? What more can you do to help them?

Be curious about their businesses and industries ...

What are the latest trends? What’s happening in related industries? What motivates their shoppers and consumers? Where’s the white space of unmet needs?

Be curious about their competitors ...

Try their products and services. What’s working for them? What are their weaknesses and, thus, potential points of vulnerability? What are the perceptions of their consumers?

If you find yourself at a loss for providing good input in a meeting, ask a good question. Sometimes a really smart question can add more value than a really smart statement. Your curiosity will make others curious. It can take the meeting in a new and better direction.

Curiosity shows you care. Caring shows you are a good partner. Clients love curious agency partners.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

What is the Most Iconic Brand Icon?

183:787277428 (Todd Sebastian) — Tue, 01 Jun 2021 17:34:54 GMT

A brand icon is one of the most powerful tools in the brand-building toolbox. The best brand icons are simple, distinct, and used hyper-consistently over a long period of time . Strong icons make their brands instantly and unmistakably recognizable—even in black & white applications. Nothing else is needed. Not even the brand name. There are many examples of strong brand icons. Some that immediately come to mind include:

Apple’ s bitten apple
Coke's bottle silhouette
Mercedes’ three-point star
Pepsi’s globe
Chanel’s double Cs
Disney’s Mickey Mouse ears
Twitter’s bird
Adidas’ three stripes
NBC’s peacock
Amazon’s arro w/smile

As great as these examples are—and the many more I didn’t mention—I believe the all-time best brand icons belong to McDonald's, Nike, Target, and Starbucks. So I decided to conduct a poll...

Somewhat to my surprise, the poll was essentially a two-horse race. A staggering 95% of the votes went to McDonald's and Nike, with the former coming out the clear winner.

According to this one poll, McDonald's golden arches is the most iconic brand icon. The simple shape of the "M" was inspired by the architectural arches that framed the first McDonald's restaurant. It is recognized globally by everyone down to three-year-old toddlers. These aren’t traditional arches. There’s a softness and a tasty quality to them. The arches symbolize strength and authority, but there’s also a creativity to this design that gets you salivating (they look like little french fries).

Beyond the shape, the color is also brilliant. It attracts attention. Yellow, or gold, is the most visible color in daylight. That's why we can see the McDonald’s "M" from a distance. And the use of red in background applications triggers appetites. There is also a deeper meaning to these colors far beyond their visibility. A golden opportunity lay hidden inside the golden color, as it alludes to the idea that owning a McDonald’s is like owning your very own gold mine. Plus, the primary colors resemble the ultimate burger-and-fries condiments: ketchup and mustard.

As I stated at the beginning, the best brand icons are simple, distinct, and used hyper-consistently over a long period of time. Strong icons make their brands instantly and unmistakably recognizable. McDonald's golden arches are as good of an example as there is.

These are my thoughts on how organizations can create stronger brands to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

How to Kill a Strong Brand in Three Easy Steps

183:787277428 (Todd Sebastian) — Sun, 16 May 2021 15:47:03 GMT

Columbus Crew SC are the reigning MLS champions. Merchandise sales are skyrocketing. Season ticket sales for a new stadium due to open in July are strong. The fan base is as loyal as it gets. So, don't mess with a good thing, right? Wrong, according to the club's ownership. It decided that now is a perfect time for a major rebranding effort.

Last week, this new visual and verbal brand identity was unveiled. And fans are beyond furious .

In our opinion, the owners made three major mis-steps in this rebranding effort...

STEP 1 : INGORE FAN INPUT

Prior to the rebranding effort, the team consulted with its Supporters Group, the Nordecke, about its plans. The fan club urged ownership to not make any changes. But it did anyway. Not only did the team not listen to its fans, it apparently lied to them. Here is what one fan club member said, "They are stripping our club of our history! Our owners lied to us. Last year in January, 2020 they said they would not rebrand us. They said the name, colors, and logo stay. They also said our supporters would have a say in major club changes after WE (the fans) saved our team from relocating! Why are the owners turning their backs on us? Why aren’t they listening? This is an outrage!"

When rebranding, we recommend that you should not only create with your end-users in mind, you should create with your end-users. Then when you launch the new brand, it’s not just you launching it. It's everybody launching it. Everyone feels like they are a part of it.

STEP 2 : LOSE THE NAME FANS LOVE

The short-hand name for the team is "The Crew." That is the simple way in which every fan references the club in every situation. It's easy to say and remember. And it means something. It speaks to the work ethic, determination, and mindset of the blue collar Ohioans who helped the team build a strong fan base.

Despite the fans' love for this moniker, the rebranding effort removed it from the club's official name. According to general manager Tim Bezbatchenko, there was an apparent need to increase the emphasis of the city in the name. Fans don't seem to agree.

STEP 3 : CREATE VISUALS THAT COMMUNICATE NOTHING

The previous logo contained several thoughtfully designed visual cues that meant something meaningful to fans. This includes the "96," which references the year Major League Soccer and Columbus Crew SC were founded. The Crew were one of 10 inaugural MLS franchises. The nine yellow and black stripes represent the others. This is a significant source of pride for fans.

The rebranding removed all of the historic look & feel of the brand. In its place, the new logo emphasizes a capital "C," which many fans think looks more like a "G" ("go Grew!"). The "C" is encapsulated in a holding shape that mirrors the Ohio flag. In our opinion, this is a very odd design choice. How many people would make that connection? And would it matter if they did? We're skeptical. It's the city's team, not the state's.

Under the "C" on the right side is a triangular shape that seems to have no purpose other than to fill in what would otherwise have been an empty space. That is not a good enough reason, as far as we are concerned.

Rebranding efforts are always a bit controversial. Change is hard. But sometimes it is necessary. In this case, it did not seem to be.

If you think it might be time to undergo a rebranding effort for your company or organization, consult with your fans. Listen to what they have to say. And don't ignore what you hear.

These are my thoughts on how businesses and organizations can create stronger marketing connections with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

********************************

May 17th update :

The Columbus Crew and its Supporters Group, the Nordecke, issued a joint statement indicating that the unpopular rebranding decisions will be reversed.

For the Love of Marketing, Stop Using So Many Exclamation Points!!!

183:787277428 (Todd Sebastian) — Wed, 12 May 2021 14:49:37 GMT

“I bet when all the punctuation marks have a party, they quietly look at exclamation point’s wife and think, that poor woman.”

—Dana Gould, comedian

I love this quote because I don’t love the use of exclamation points. As Mark Twain said, “It’s like laughing at your own joke.” People don’t need to be told to be excited when what you are offering is inherently awesome. If “The ultimate driving machine” from BMW doesn’t rev your engine, an exclamation point isn’t going to help. If your value proposition is clear, compelling, and competitive, you don't need to shout it.

Exclamation points are everywhere in marketing. Social media posts. Home pages. Emails. Ad copy. Even straight-forward product descriptions (e.g., All natural! Gluten-free! Vegan!!!). Using exclamation points does not make your marketing more effective. In my opinion, the more you use, the less believable it is. It feels desperate and unprofessional. Like a used-car salesman in your face begging you to be interested.

Effortless, understated marketing copy is much more effective. It projects confidence, credibility, and dignity.

Nike's "Just do it." tagline is widely considered the all-time best. Three simple words followed by a period. Period. No yelling. No superficial enthusiasm. It comes across as sincere and genuine. It motivates without cheerleading. The addition of an exclamation point would not only add no value, it would flat-out ruin the line.

As with any rule of thumb, there are exceptions. Here are three examples that—in my opinion—justify the use of exclamation points:

"They're gr-r-r-reat!" This memorable message from Frosted Flakes was delivered by an exuberant and lovable cartoon character. That made it fun and endearing, not desperate.
"I want my MTV!" was designed to enlist and empower consumers to demand the channel from their cable providers. In this instance, the exclamation point provided appropriate energy.
"Snap! Crackle! Pop!" Rice Krispies used fun characters and bold sound cues to emphasize the magical experience of their unique cereal. The exclamation points add positive volume to the sounds.

Legitimate exceptions are extremely rare. Instead of trying to create the next one, just use some restraint. Don't use an exclamation point. I guarantee your marketing message will be stronger without it.

These are my thoughts on how businesses and organizations can create stronger marketing connections with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What is the All-Time Best Question in a Marketing Campaign?

183:787277428 (Todd Sebastian) — Tue, 11 May 2021 13:14:36 GMT

A lot goes into crafting a great marketing line—whether it's a headline, tagline, slogan, or campaign idea. Among many factors, it needs to be provocative. And what better way to provoke a thought and/or action than to ask a question? In my opinion, many of the best statements in marketing history have been questions.

So, I decided to conduct a poll on LinkedIn, to test what I consider to be the four best questions ever asked in marketing:

"Pardon me, would you have any Grey Poupon?" This 1980s campaign successfully elevated the quality perception of the brand, thereby justifying its premium price.
"Where's the beef?" Introduced in 1984, this slogan playfully pointed out Wendy's superior burger-to-bun ratio, thus distinguishing it from key competitors.
"Got milk?" Promoted by the California Milk Processor Board starting in 1993, this simple-but-hard-working question encouraged consumers to increasingly check and replenish their fridge.
"Can you hear me now?" Throughout the 2000s, these TV spots addressed the most important consumer pain point and encouraged brand switching to Verizon's ever-improving connection reliability.

According to this one poll, which question is best? Well, it's questionable. "Got milk?" and "Where's the beef?" ended up in a dead heat.

The point of this post is less about which marketing question won and more about the power of a question in marketing.

There is dynamic power in a good question. I've experienced so many business meetings that moved in a better direction after someone had the courage to ask a question. Often a really smart question can add more value than a really smart statement. One person's curiosity makes others curious.

The same is true in marketing.

Here are a few more marketing questions that immediately come to mind, because of how provocative and memorable they are:

"Where do you want to go today?" (Microsoft)
"Is it in you?" (Gatorade)
"What's in your wallet?" (Capital One)
"Do you Yahoo!?"
"Have you ever had a bad time in Levi's?"
"Have you driven a Ford lately?"
"Is it live or is it Memorex?"
"How do you spell relief?" (Rolaids)
"Does she...or doesn't she?" (Clairol)
"What would you do for a Klondike Bar?"
"This is your brain on drugs. Any questions?" (Partnership for a Drug-Free America)
"How many licks does it take to get to the center of a Tootsie Pop?"

Marketing needs to be provocative. And what better way to provoke a thought and/or action than to ask a question?

These are my thoughts on how businesses and organizations can create stronger marketing connections with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

LinkedIn Poll on Brand Color - Results & Recommendations

183:787277428 (Todd Sebastian) — Wed, 14 Apr 2021 17:55:22 GMT

Executional elements can help brands stand out in their respective categories and resonate with their prospective consumers. But most brands can likely expect to own only one (in most cases, unless you have a massive marketing budget). So, you have to make a choice and then sacrifice everything else. What do you really want to own? Logo font (e.g., IBM)? Tag line (e.g., Allstate)? Shape (H&R Block)? Brand look (e.g., Apple)? Signature visual (e.g., Old Spice)? Nomenclature (e.g., McDonald's)? Sound (e.g., Intel)? Something else?

Many brands focus on color to help build brand equity.

So, I decided to conduct a poll on LinkedIn to see what my connections think. I chose four brands—across a variety of product/service categories—that immediately came to mind in terms of their strong ownership of color. I purposely eliminated brands that would drastically tilt the playing field. If I included Tiffany, for example, I am quite certain it would garner nearly all (if not 100%) of the votes. Its ownership of color is so strong that "Tiffany blue" has become the colloquial name for the shade of blue universally associated with the brand. I also left out Tide and its ownership of the highly recognizable orange that dominates the laundry care aisle of every retailer.

THE RESULTS:

John Deere: 56%
UPS: 33%
T-Mobile: 9%
Maker's Mark: 3%

MY TOP THREE RECOMMENDATIONS:

1. Differentiate from competition

Before making a choice on your brand color, audit your category. Carefully.

I believe one of the reasons for John Deere's clear win in this poll is how distinct its color is. The brand carved out its distinct color palette a long time ago. Green—complemented with a bright yellow as a secondary color—was an obvious and good choice, since it is the color of grass. And at the time the color was available. If you were to launch a new brand in this category today, you would be wise to stay away from green, no matter how tempting it may be. An audit would also rule out red, which is currently being used by way too many brands including, but not limited to, Toro, Troy-Bilt, Craftsman, Honda, Makita, and Yard Machines.

In the mobile service provider category, T-Mobile's bold magenta really stands out. Over time, I am confident this will become an increasingly valuable asset. T-Mobile is working hard to leverage the unique color in other ways, as well. The name of their top-tier plan is Magenta (with a registration mark). Now they are introducing Magenta MAX, their "best plan ever." Similarly, UPS looks for ways to activate—and increasingly build equity in— its distinct category color (e.g., the advertising campaign "What can Brown do for you?").

2. Resonate with consumers

Consider the psychological impact of your color choice.

As noted above, green was an obvious chose for Johne Deere. According to proven color theory , bright green conveys fresh, lively, outdoorsy, and foliage—all appropriate rational & emotional associations for the brand.

Brown works so well for UPS, because it conveys secure, durable, and warm—all intended to increase your confidence and comfort level when relying on the brand with your important deliveries.

3. Operate with consistency

Once you pick a color, stick to it. Consistently. Across all consumer touch points.

Maker's Mark has the potential for stronger brand equity in the deep red they use for the distinct wax seal on it bottles. The issue is that Marker's Mark has increasingly deviated from the iconic red to a variety of other colors for a variety of reasons (e.g., to denote different proof levels; for limited-time offerings; for sports-related promotional purposes; etc.). It appears that Maker's Mark values the executional equity of the wax, not the red wax.

These are my thoughts on how organizations can create stronger brands to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

Where the Buck Stops is Where the Planning Starts

183:787277428 (Todd Sebastian) — Wed, 31 Mar 2021 15:14:51 GMT

In order to increase operational efficiency— and ultimately effectiveness —many organizations have adopted the RACI model . Its purpose is to provide a framework for implementing and adhering to a clear and focused decision-making protocol. To this end, organizations start by identifying the critically important initiatives and tasks, then manage them by assigning the following roles:

R : The person/people responsible for planning and completing the work.
A : The single-point decision-maker who is ultimately held accountable for the results.
C : The person/people consulted prior to key decisions (but not involved in the work or decisions).
I : The person/people kept informed after decisions are made and/or work is complete.

It's important to note that responsibility and accountability are not interchangeable terms . This may appear to be an obvious point, but it's actually remarkably misunderstood in the business world. A person can be held accountable for the results of a particular task even is s/he is not responsible for actually planning and/or doing the associated work.

This brings me to the point of this post.

At LINK Training & Consulting, we created an evolved version of the RACI model for consulting with our clients: ARCI . Our planning does not start with the R. It starts with the A. The single person who is ultimately accountable for the results. Since this person is the "one throat to choke"—as one of my favorite clients so eloquently puts it—s/he should lead the thinking on the rest of the model for that particular task. First and foremost, s/he should decide who is responsible for actually getting the work done. Does s/he want sole responsibility, to be part of a team, or to fully delegate the work? This should not be decided before accountability is assigned. Rather, the person who is deemed accountable should decide it. As the sign on President Harry S. Truman's desk read, "The buck stops here." So this is where planning should start; with the person who is ultimately going to held accountable. The re-arranging of the A and the R is critical important in our opinion.

These are my thoughts on how organizations can create stronger plans to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 11 of 16)

183:787277428 (Todd Sebastian) — Tue, 23 Mar 2021 14:11:08 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

#11: Be a GREAT LISTENER

For most agency people, talking comes quite naturally. Listening—truly listening—is the hard part. We usually pretend we are listening. But let’s be honest. More often than not we are actually thinking about what we are going to say next and just waiting for the slightest pause in the conversation to say it.

Active listening is critical for two reasons: 1) clients want—and deserve—to be heard; and 2) you need to really hear them if you are going to help them.

You need to hear what they say and what they don’t say. Ask numerous questions to inspire your clients to talk and to share as much as possible—especially in the early stages of a new relationship or project. Ultimately, you will provide your point of view if you are going to be seen as a consultative partner. But, listen to what clients think first. They will feel like they have been heard and you will undoubtedly benefit from what they say. Leverage their comments as a context for framing and supporting your point of view.

Listening is often not enough. You need to learn to understand what clients really mean by what they say. For example, “This is a great range of work,” doesn’t necessarily mean, “Wow, you have explored options I never would have thought of.” Instead, it usually means that the clients have nothing positive to say and that’s the closest they could come to a compliment.

While it is important to be a good listener, it is even more important that your clients know you are listening. Demonstrate it by taking notes. Nodding. Restating what they said as a segue to what you are waiting to say. And again, ask questions. Lots of questions. Questions show you care. They show you are curious. They show you are passionate. They show you are listening. And if you listen to your clients they will listen to you.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

Does YOUR Brand Have Enough Executional Equity? (here's a test)

183:787277428 (Todd Sebastian) — Wed, 17 Mar 2021 15:48:48 GMT

We are bombarded by brands every waking minute. The ever-increasing siege of branded messages creates deafening noise within every single product/service category.

Does your brand cut through the clutter of its competitive set?

Can you change your brand name to any other word in your logo font and still expect to be recognized? Coca-Cola can. (top left)
Can you mask the vast majority of your visual identity? John Deere can. (top right)
Is your brand's overall look & feel clearly obvious to everyone? Burberry's is. (bottom left)
Is your brand identifiable if your name is removed from the message? Chipotle's is. (bottom right)

These brands stand out because they have strong executional equities. These equities were all created by first making tough choices, then nurturing them with care and consistency.

Coke has leveraged the same font script for well over a century. When combined with the particular color choice, the word 'enjoy,' and the flowing line underneath, we see 'Coca-Cola' regardless of what word is actually there.

John Deere chose the bold green-yellow color palette a long time ago. It stands out and is immediately recognizable. I show this image in my branding workshops. Participants identify it immediately, even without the context of telling them what the product category is.

Burberry's check pattern was created and trademarked in the 1920s and ubiquitously applied to various consumer goods ever since. When this truly unique pattern is applied to a new product, that product is immediately and clearly recognized as belonging to Burberry.

Over a decade ago, Chipotle made a very bold choice for a food marketer. Rather than picture a burrito cut in half to showcase the mouthwatering ingredients, it decided to wrap it in foil and risk the elimination of any appetite appeal whatsoever. This highly unconventional approach is brilliant. The foil-wrapped burrito has become the brand's signature visual. There are dozens of fast-casual Mexican chains in the United States. But we recognize the billboard as Chipotle, even when I remove the name from it. The combination of the signature visual, the consistent use of white space, the copy tone, and the font make it unmistakably Chipotle.

All brands talk about equity elements, but not enough actually own the elements. If you don't own them in the eyes of your target audience, you don't have the equity you claim.

At LINK, we counsel our clients to do the following, in order to truly establish executional equities for their brands ...

CHOOSE : Most brands can likely expect to own only one executional element within their respective categories. Maybe two. No more (in most cases, unless you have a massive marketing budget). So you have to make a choice and then sacrifice everything else. What do you really want to own? Color (e.g., Tide)? Logo font (e.g., IBM)? Tag line (e.g., Allstate)? Shape (H&R Block)? Brand look (e.g., Apple)? Signature visual (e.g., Old Spice)? Nomenclature (e.g., McDonald's)? Sound (e.g., Intel)? Something else? If you try to own too much, you will end up owning nothing.
NURTURE : Once you make this tough choice, stick to it. Nurture it. Implement it with hyper consistency across all target audience touch points. Capture it in a detailed brand guidelines document and make sure all brand stakeholders adhere to it. Consistency is key. Be consistent over time and across communication channels.

These are my thoughts on how brands can create stronger executional equities to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

Take These Three Steps When Tasked with Branding a Person

183:787277428 (Todd Sebastian) — Mon, 15 Mar 2021 23:41:44 GMT

Brand strategy may not be brain surgery, but developing a personal brand position for a world-renowned neurosurgeon is certainly a tough challenge. We were tasked to do just that for Michael T. Lawton, MD, who is credited with saving Sharon Stone's life when she suffered a stroke with hemorrhaging in 2001.

To this end, the team at LINK took these three critically important steps:

1. GET INSIDE-OUT PERSPECTIVE

Unlike products and services, people can talk. So, when helping people crystalize their personal brands, get them talking and then listen carefully. Listen to what they say and—more importantly—how they say it.

If you watch any of the videos that Dr. Lawton posts regularly on his social media feeds , you will see what we had the privilege and pleasure of experiencing. Yes, he is incredibly intelligent and precise with his words. Of course he is; he's a brain surgeon. We expected that. But we did not expect—and were pleasantly surprised by—the artistic manner with which he detailed his love for what he does. He views neurosurgery as much as a creative endeavor as a scientific one. He truly believes that operating on a brain is a beautiful task. A beautiful sight. A beautiful gift. Dr. Lawton's words. His eyes light up when he talks about it. This insight led the team to create the beautiful image at the top of this article. This is Dr. Lawton's signature visual. It showcases brain surgery as he sees it.

Another thing that became crystal clear in our wonderful conversations with Dr. Lawton is that he is never satisfied with past results. He knows he has a rare and special gift of healing, and there is so much more he can do with it. So, true to the restless wanderlust that he is, he's on a never-ending mission to push harder, find new solutions, and make an indelible mark on the world. This led the team to create the statement that captures Dr. Lawton's personal brand purpose (his "why"): "FEARLESSLY PUSHING BOUNDARIES." This concept is what motivates Dr. Lawton every single day. It is his North Star.

2. GET OUTSIDE-IN PERSPECTIVE

Everyone has blind spots. Even the most logical and rationale of people. It is simply human nature to see yourself somewhat differently than others see you. So, when helping people crystalize their personal brands, it is critically important to do a deep dive and get objective feedback from other people close to them (with the clear assurance that all comments will remain anonymous, which helps ensure the most honest input). So, we invested many hours interviewing Dr. Lawton's colleagues, residents, friends, and mentor. We shared with Dr. Lawton the aggregated feedback, which he listened to carefully and appreciated greatly.

3. FIND THE SWEET SPOT

Once you have both sets of perspectives, get to work on finding the unique and compelling sweet spot between the two. The common ground between how the individual sees him/herself and how others see him/her. For Dr. Lawton, that is the idea of "FEARLESSLY PUSHING BOUNDARIES." This is not only his personal motivation. Everyone else we talked to unanimously agreed that Dr. Lawton is driven by his unrelenting determination to give purpose to his sister's death from a brain tumor and to give ever-increasing hope to patients and their loved ones. To accept challenges, reject norms, and push boundaries. Fearlessly.

There is much more that goes into the process of developing a brand position for a person. But these three steps are a great start.

These are my thoughts on how individuals can create stronger personal brands to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

Who Invented Data Viz? (and how you can optimize its impact)

183:787277428 (Todd Sebastian) — Mon, 15 Mar 2021 13:00:33 GMT

Data visualization—also known as data viz—is the practice of translating information into a visual context, to make data easier for the human brain to understand. In turn, this makes it much easier to glean insights and identify trends, patterns, and outliers within large sets of data.

Not long ago, the ability to create smart data visualizations was a nice-to-have skill. For the most part, it benefited design- and data-minded managers who made a deliberate decision to invest in acquiring it. That’s changed. Now visual communication is a must-have skill for all types of managers, because more and more often, it’s the only way to make sense of the work they do.

Despite the fact that data visualization has only recently become ubiquitous, its origins trace back to the mid-19th century. But who was the originator?

In the 1850s, Florence Nightingale was an English social reformer, statistician, and the founder of modern nursing. She came to prominence while serving as a manager and trainer of nurses during the Crimean War, in which she organized care for wounded soldiers at Constantinople. Nightingale gave nursing a favorable reputation and became an icon of Victorian culture, especially in the persona of "The Lady with the Lamp" making rounds of wounded soldiers at night.

Florence Nightingale is also regarded as the first person to truly master the graphical representation of statistics.

She first developed a form of the pie chart now known as the Nightingale rose diagram , equivalent to a modern circular histogram, to illustrate seasonal sources of patient mortality in the military field hospital she managed. The vivid and engaging graphs she made to back her public health campaigns convinced the Queen of England and other authorities that deaths due to filth and poor sanitization could be averted—saving countless lives.

The combination of hard data and striking images is powerful.

Data visualization attracts attention and persuades people. Studies show that people form impressions of images in 500 milliseconds -- just half a second. That is too brief to truly understand what the graph is about, but not too brief to generate engagement and interest. We respond to images without conscious thought.

To optimize the impact of your data visualization, LINK offers the following three considerations :

Focus on the most critical data : It's easy to get overwhelmed with data. We often have more than we need and can manage. So take the time to weed through it and find those data that will best support your story. As with virtually everything else in business, less is more. Nightingale was quite well known as a 'data nerd.' She was constantly establishing more sources to generate more data. But she was also great at teasing out the hardest-hitting data to support the story she wanted to tell.
Tell a compelling story : Don't just share data, tell a story. The Nightingale rose diagram is a tale with two halves. The first circle captures catastrophe. The second captures redemption. In between, the reasons for the positive change: the elimination of filth and the improvement in sanitation within hospitals.
Keep it simple : The simpler your story—and the visualization thereof—the better. Prior to the invention of data visualization, statisticians like Nightingale relied on complex tables of data and information to share their recommendations. However, Nightingale knew the Queen would never pay attention to such complexity. The Queen loved the rose diagram, though. It immediately got her attention and interest. And it was easy for Nightingale to explain the meaning of it.

These are my thoughts on how companies can create stronger marketing visuals to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

Did this Clickbait Communication Cross the Line?

183:787277428 (Todd Sebastian) — Mon, 08 Mar 2021 18:22:09 GMT

In an attempt to 'celebrate' International Women's Day, Burger King led with these five words. Controversial clickbait. No additional context or explanation. A quick review of the Twitter feed immediately reveals the inevitable backlash from women and the unspeakably misogynistic taunts from men.

A representative female reply : "I get that you were using this comment as bait for a larger conversation to actually empower women. But listen to all the women telling you that using a sexist comment as bait isn’t cool. This was the first tweet I saw on international woman’s day."

One of the countless misogynistic comments : "But it worked. And they're right. Women do belong in the kitchen. Preferably barefoot and pregnant. Hahaha hahaha!!"

Did the Burger King marketing team really not anticipate this sort of reaction? Or, even worse, did they ?!?

Ultimately, the restaurant chain had good intentions: to set the stage for unveiling the new Burger King H.E.R.Scholarship (Helping Equalize Restaurants). This program aims to help women advance in the culinary world. In a subsequent tweet, Burger King announced the program and explained it in detail.

Great initiative. Not great marketing. The immediate and massive negative reaction makes that very clear. But that didn't stop Burger King. In response to the criticism, the company stubbornly tweeted, "Why would we delete a tweet that's drawing attention to a huge lack of female representation in our industry?"

Because you enraged your target audience with a highly offensive stereotype that should never again see the light of day. That's why.

Given the ever-increasing amount of content being created every second -- combined with our ever-shrinking attention spans -- clickbait marketing is here to stay. But that doesn't give marketers the right to be offensive. There is a difference. There is a line in the sand, and we think Burger King crossed it with this unnecessary ploy. There are a million ways their marketing team could have gone with the announcement of this worthwhile scholarship program. It's a shame they chose this one.

One woman summed up the mistake of this PR stunt as follows : "The engagement on your original tweet -- which is literally just a sexist trope -- is 527% *higher* than the tweet announcing the scholarship program. Way more people are seeing you validate sexism on #InternationWomensDay than are learning about your scholarship program." We couldn't have said it better.

These are my thoughts on how companies can create stronger marketing to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

********************************

March 9th update :

Burger King removed the original tweet and issued an apology .

Top Three Tips for Getting the Best out of Your Agency/Consultant

183:787277428 (Todd Sebastian) — Thu, 04 Mar 2021 18:18:27 GMT

In the late 1960s, the Rolling Stones was on its way to becoming one of the most famous and successful bands on the planet. At the same time, famous pop artist Andy Warhol was creating highly acclaimed work at The Factory in New York. Given the unquestioned sales impact of album cover artwork, The Stones hired Warhol to design the cover for their upcoming album 'Sticky Fingers.'

On April 21, 1969, frontman Mick Jagger sent the letter showcased above to the famed pop artist, giving him more details on the job. In our opinion, Jagger knows how to give direction that gets results . In particular, he does three things that we encourage anyone hiring an agency/consultant to consider ...

1. MAKE YOUR BRIEF BRIEF

By definition, a 'brief' is a short and concise statement or written item. When writing a 'project (or creative) brief' to give your agency/consultant direction, take the word 'brief' to heart. Focus on what matters most. Details that are not critical to the project's success serve only to cloud the key objective. Make tough choices on what to include in the brief, then sacrifice everything else. Choices and sacrifices are what effective strategic thinking/planning is all about. We believe that briefs for any project—regardless of complexity—can and should be confined to one page (maybe forcing people to use typewriters, like Mick did, would help!).

In his letter, Jagger focuses on only one specific piece of direction: consider the complexity of the album cover format.

2. GIVE THEM TIME TO CREATE

Strategic consultation and creative execution takes time. If you rush the process, you ruin the potential. Patience is hard, but it pays off. There is a rather famous saying in the agency/consulting world: "Clients get the work they deserve." If an agency/consultant only gets a few days to do an important job, the client gets suboptimal work. You deserve the best work, so give your agency/consultant the proper time to do it.

Jagger gets it. In the last paragraph of his letter, he makes sure to let Warhol know he shouldn't feel rushed.

3. ENCOURAGE THEM TO EXPLORE

If you put tight constraints on your agency/consultant, you will not get their best work. If you tell them exactly what you're looking for, that's exactly what you'll get. If you truly want the best work for your money, give your agency/consultant room to explore. The more latitude they have, the more prolific they will be. You hired them, so trust them.

Jagger is deferential to Warhol, essentially giving the artist free rein (and a blank check, but one step at a time!)

Ultimately, Warhol created one of the most famous and celebrated album covers in history. When the album came out in 1971, the sleeve featured an actual, working zipper. When you pulled it down it revealed the model's underwear. Interestingly, Warhol completely ignored the one and only piece of advice offered by Jagger: complex designs can cause problems. As it turns out, Jagger was right. The elaborate design did end up causing some problems. When the albums were stacked together for shipping, the zipper pulls were scratching the record on top.

Despite the zipper scratches, the artwork was a hit and played a pivotal role in the Stones' path to superstardom. 'Sticky Fingers' hit No. 1 on the Billboard chart, as did the band's next seven albums. The production issue was later resolved by simply transitioning away from an actual zipper to the original photograph. But the band was thrilled it allowed Warhol to work his magic. The zipper issue was more than offset by the buzz it created.

A lot more goes into the process of giving your agency/consultant effective direction. But these three tips are a great place to start. If you want to learn more, we offer the unique TELL YOUR AGENCY WHERE TO GO! TRAINING: A Practical Course on Giving Direction that Gets Results .

These are my thoughts on how companies can create stronger project briefs to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

A "Freaky Good" Logo Evolution (further proving less is more)

183:787277428 (Todd Sebastian) — Tue, 02 Mar 2021 20:05:24 GMT

For quite some time, Jimmy John's has been laser focused on its category-differentiating "freaky fast delivery" message. While this communication strategy was clearly successful in accelerating growth, it also began to undermine the "freaky fresh ingredients" message, which the chain also valued. This dynamic was the driving force behind the recent and comprehensive brand refresh, which includes the logo evolution showcased above.

When it comes to logo design, we believe less is always more. The simpler, the better -- particularly in the digital age. In our opinion, the new Jimmy John's logo is a "freaky good" example, for the following three reasons ...

1. ADDITION THROUGH SUBTRACTION

The Jimmy John's team tasked with this redesign did a great job stripping away all unnecessary and less-important elements, in order to emphasize the brand's key executional equity. By eliminating the inner white circle, the "Since 1983" (which can be told in other communications), and "Gourmet" (which never seemed to be a part of how consumers viewed the brand), the team was able to more strongly emphasize the "JJ" (the brand's most ownable element, by far).

2. CLEAR FOCUS ON WHAT MATTERS

As noted above, the team wanted to cast a stronger light on the brand's fresh ingredients, not just the speed of delivery. To this end, the simple but clever addition of the two stars is a perfect solution. These stars help to create the look & feel of a seal. A stamp of quality, if you will. And at the same time, the stars are reminiscent of images found in car racing, thereby reinforcing the speed of delivery message.

3. REMAINING RECOGNIZABLE

T he key challenge in refreshing a highly recognizable logo is making sure it stays that way. Making sure you don't simplify it so much that it loses its identity. In our opinion, the Jimmy John's team thread this needle perfectly. The new logo is significantly simplified while still being remarkably recognizable. Freaky nice work!

These are my thoughts on how companies can create stronger brand logos to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 10 of 16)

183:787277428 (Todd Sebastian) — Tue, 02 Mar 2021 14:09:01 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

#10: Be a GREAT COMMUNICATOR

Regardless of the type of agency for which you work, you are ultimately in the communications business. Your agency serves to help clients communicate successfully with their customers, consumers, and constituents. So if you are going to be the face of a communications company, you must be a great communicator.

Becoming a great communicator is complex. But I have found that if you focus on the following sequence, you will be well on your way: be clear, be concise, be passionate, be persuasive—then be gone . This applies to all forms of verbal and written communication, from formal presentations to brief emails.

Clients should understand what you are saying and they must be moved by it. To ensure comprehension of what you are saying, you have to be crystal clear and concise. Most clients are hard-driving type-A personalities, with the attention span of a gnat. They have a million things going on and they are in a perpetual state of multi-tasking. You must attain their attention and maintain it long enough to make your point. To get their attention, get to the “What’s in it for me?” as quickly as possible. Don’t make clients work for it or wait to hear it.

To hold their attention, be passionate and persuasive. If you are excited about an idea, you are much more likely to create excitement in them. If they are excited, they will pause long enough to hear more. But they won’t engage forever. Make your point powerfully and quickly. Then, be gone. Don’t waste your clients’ time.

And whatever you do, don’t make the mistake of “un-selling” your idea by saying something that concerns your clients and/or allows time for their change of mind. If they buy the idea, stop talking. Stop selling. You have reached a successful end point. Continuing to engage clients now can’t help any more. It can only cause harm. Stop the presentation. Zip up the portfolio. Say “thank you.” If clients understand and buy your idea—often indicated by clients saying “got it!”—your job is done. A great communicator knows when to stop communicating .

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 9 of 16)

183:787277428 (Todd Sebastian) — Tue, 23 Feb 2021 15:12:32 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#9: Be a RELATIONSHIP BUILDER

The true definition of a “relationship” is a fundamentally misunderstood concept in the agency world. A true client relationship is not defined by your clients liking you. Or going to ball games. Or nice lunches. Or drinks after focus groups. Or having fun reviewing creative work together. Don’t get me wrong; having a solid personal relationship is important. But, you ultimately have to evolve it into a strong professional relationship. One built on trust. Respect. Need.

You need your clients to need you. To view you as an indispensable business partner.

Like any relationship, you must work at it. And while it takes two, you should approach it with the attitude that you have the lion’s share of work. It is not 50/50. You need to earn your clients’ respect and trust. They don’t necessarily have to earn yours.

To earn their respect and trust, start by showing your passion. Let your clients see it in your eyes. Then, demonstrate initiative as quickly in the relationship-building process as possible. The sooner you come to your clients with strategic, thoughtful, and well articulated business-building ideas, the sooner you will exceed their expectations and the less likely they will see you as a stereotypical agency order taker. And the sooner you will garner respect.

To turn respect into unwavering trust, it is critical that your proposals focus on generating long-term growth for your clients, not short-term sales for your agency. You need to make what you have to offer clear to your clients, but you can’t stop there. You also must make it very clear how your proposals are in your clients’ best interest, not yours. Articulate clearly the value your clients can expect to derive from what you offer.

Once your clients are excited about your ideas, follow-through is critical. Deliver what you promised—and more—on time and on budget (if not ahead of schedule and under budget). This will continue to build your clients’ level of respect and trust for you.

When your client’s respect and trust is established, you also earn the right to take more risks on their behalf. You earn the right to be wrong. You earn the right to speak more freely and openly about what you believe, because your clients will know you have their best interests in mind. You earn the ability to be a better consultant, because you will have built a better client relationship.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

Six Essential Steps to Creating Strong Brand Names

183:787277428 (Todd Sebastian) — Thu, 11 Feb 2021 16:40:50 GMT

Here's something you will likely never hear: "Hey, while you're at the store, pick up more Pearl Milling Company syrup."

The name is not the least bit memorable. Even if you could remember it, it is way too long to recite.

At LINK Training & Consulting, we adhere to "The LINK Essential Six" when creating brand names. While we applaud parent company Quaker Oats for eliminating the previous brand name Aunt Jemima due to its racist undertones, we believe the new name misses the mark on most of the following six steps ...

1. BE UNIQUE

Does the name stand out, especially from other names in the brand's category/class? Does it separate well from ordinary text and speech? The best brand names have the "presence" of a proper noun, verb, or adjective.

2. CHOOSE ONE APPROACH

Does the name strategically (i.e., choicefully) follow one of a few potential paths, based on what is most appropriate for the category/class in which the brand competes? Three typical paths include:

Descriptive : Clearly communicate what the brand is/does, in a logical and rational manner (e.g., WebMD; 1-800-Flowers; Urban Outfitters; AutoZone)
Emotive : Connect with your audience, by conveying an important emotion-oriented benefit (e.g., Sure; PUR; DieHard; Aleve)
Provocative : Be unique and memorable, by making up a new and interesting word (e.g., Hulu; Google; Twitter; Swiffer)

3. KEEP IT SIMPLE

Is the name easy to say ? Easy to spell ? Easy to remember ? Brevity helps. The shorter the name, the easier it is to successfully accomplish all three.

4. APPEAL TO YOUR AUDIENCE

Will your audience enjoy saying the name? Names that are intellectually stimulating or provide a good "mouth feel" have a head start over those that don't.

5. ASSURE PROTECTION

Is a viable URL available? Can the name be trademarked? While many names can be trademarked, some names are more defensible that others, making them safer and more valuable in the long run.

6. SET UP A STORY

Will your audience be interested in the origin of the name? Does it help set-up the telling of a compelling brand story? Make sure it does, then make sure you actually tell the story.

These are my thoughts on how companies can create stronger brand names to connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 8 of 16)

183:787277428 (Todd Sebastian) — Tue, 09 Feb 2021 16:24:16 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#8: Be a LEADER

As noted several times in previous posts (though it can never be stated enough) clients are counting on you to help them deliver results. You are their partner and key point of contact with the agency.

So, clients need to see that you are in charge and in control. Do you have a vision for how to manage your clients’ businesses? Have you rallied the rest of your agency team—creatives, planners, analysts, management—in support of this vision? Does the team listen to you, demonstrate respect for you, and respond to you as the representative of the clients? Is the team inspired by you? Persuaded by you? Do your clients see it? Ask yourself these tough questions and be tough with your answers. If you can honestly answer “yes” to them, then you are well on your way as a leader that your agency and your clients need.

To go beyond “order taker” you must be able to make things happen—quickly and effectively. Not all clients will secure the benefit of your agency’s “A-Team.” If your clients do, not all of them are necessarily going to obtain the best work from this top talent. Not all clients receive a significant amount of your management’s precious time.

It is your job to be a strong leader and make sure your clients realize more than their fair share of your agency’s resources, talent and thinking, to build their businesses.

To do this, you need to be aggressive. You need to be visionary. You need to be inspiring. You need to be persuasive. You need to be a champion. You need to be unwavering and relentless. Said simply, you need to be a leader.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 7 of 16)

183:787277428 (Todd Sebastian) — Mon, 20 Jul 2020 15:38:30 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#7: Be STRATEGIC

A daily demonstration of passion and initiative can be very impressive. Unsolicited business-building proposals are a great way to show your clients how excited you are to help them succeed. But, in order to avoid looking like a used-car salesman, you need to be strategic.

This is an area ripe with opportunity to shine, because among the majority of clients it is a key perceived shortcoming. Most clients think their agency representatives are spread too thinly and, as a result, don’t have enough time to develop a strategic understanding of their businesses. If you can demonstrate successfully to clients that you are fully engaged and that you have sound strategic ideas for their businesses, you will quickly shatter their pre-conceived notions and rise above the status quo.

At its core a strategy is a CHOICE.

So, to be strategic you have to be selective. To achieve an objective, you need to assess all your possibilities and identify only a manageable number of options that will have the most impact. A strategy requires sacrifice. This is how your clients manage their businesses and it’s how you should, too.

In order to successfully sell new business-building proposals, the first thing you need to do is gain an understanding of key client dynamics. How are your clients evaluated? What is on their work & development plans? How do they go about securing approval from their management for new proposals? What are their company’s criteria for reviewing commercial innovation ideas? When is the best time to submit proposals? It’s great to share unsolicited strategic proposals with your clients, but if you do so two weeks after their annual budget-planning process is complete, your chance of success is drastically reduced.

Once you understand these critically important client dynamics, set out to develop and share with them your carefully thought-through proposals that truly make sense for their businesses. But you can’t sell a solution until you strategically assess the situation and simplify the problem or opportunity. To do this, you must truly know their businesses, industries and competitors. And you need to really understand the unique benefits of what your agency offers. Then, look for ways to strategically marry what your agency can do with what your clients need.

Once you have done this, work hard to develop a compelling but simple proposition for your clients. If your proposition is too complex, and thus takes too much work on your clients’ behalf to understand it, you will compromise the potential of what may be a big idea.

Share compelling ideas with your clients, but don’t talk price. First, make your clients excited about the possibilities. Then, work with them to determine the value.

Lastly, you must focus on quality, not quantity. If your clients perceive your proactive efforts as just a constant attempt to sell them everything your agency offers—regardless of how relevant it may be—your good intentions will go awry. Focus on the clients, not the sale. You must be selective. You must be strategic .

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 6 of 16)

183:787277428 (Todd Sebastian) — Sat, 11 Jul 2020 16:21:21 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#1: Be PASSIONATE

#2: Be PROACTIVE

#3: Be POSITIVE

#4: Be BUTTONED UP

#5: Be CONSULTATIVE

#6: Be CONFIDENT

Your clients are counting on you. They need to deliver results and they need your help. You are their key partner. In order to count on you, clients count on your confidence. You must be confident—and you must show it. Clients can smell fear. Don’t let them.

The best way to demonstrate confidence is to be comfortable. Be comfortable in your understanding of your clients. Be comfortable in what your agency does. Be comfortable in what you do. If you know your stuff cold, you will have a very strong confidence level—and it will show. In the way you carry yourself. In the way you engage with clients. In the way you present your agency’s work. Your clients will sense your confidence and be drawn to you like a magnet. They will want you to be their partner because they will know you can help them deliver results. Your confidence will boost your clients' confidence .

These are my thoughts on how companies can connect more strongly with their clients/customers, from my book Tell Your Clients Where to Go! A Practical Guide to Providing Passionate Client Leadership . I would love to hear yours.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 5 of 16)

183:787277428 (Todd Sebastian) — Mon, 06 Jul 2020 15:59:34 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#5: Be CONSULTATIVE

An agency “order taker” traffics work back and forth between clients and the agency. Clients receive what clients request. At best. If the clients don’t feel that the work meets expectations, they request changes. The order taker takes the work and the client-directed changes back to the agency for the internal team to review and address. The order taker then brings the revised work back to the clients for a second review. If the clients are not happy, it’s back to the agency with more changes. And so the vicious cycle continues. Order takers don’t add value. And they most certainly don’t build client partnerships. They approach their roles with a service orientation, not a consultative orientation.

To end or avoid this vicious cycle you need to stay ahead of your clients. You need to lead your clients’ thinking, not react to it. You need to provide proactive advice. Ideas. Counsel. Direction. Effective client leaders are, in fact, leaders. Not reactive order takers.

If you ask clients what they want, they will undoubtedly say, “I’ll know it when I see it.” I have heard this disconcerting statement countless times in my career. Heck, I may have even said it when I was a brand manager at the beginning of my career! It is not the client’s fault. Without any leadership and consultation from the agency as to what the agency can and should do, clients are forced to try and tell the agency what it is they need from them. This isn’t good for anyone. Work will be kicked off without a truly clear concept, objective or direction. Inevitably, the delivery of the work—timing, budget and quality—will suffer, because the clients will keep making subjective changes in lieu of a clear, conceptual framework and consultation from the agency.

Be a consultant. Ask questions. Probe deeply. Really listen to your clients. Peel away the surface issues and dive down to the real problems your clients face. Tell them what you think. State your opinion. Be decisive. Offer ideas. Share “game changing” solutions.

Clients want thought leaders, new ideas and people who speak their minds. They do not want “yes-men,” or people who will back down from a true discussion on their businesses in an effort to satiate them. Know your subject matter and own your thoughts (and the rationale behind them). Clients will truly appreciate your passion and drive—even if your ideas run counter to their line of thinking.

Before your agency initiates any work, make sure your team has a clear, concise and compelling project brief. Don’t hope or expect your clients will create it. Take the initiative to draft the brief and share it with your clients for input and approval. Lead the strategic thinking. Define the project scope. Articulate the ideal end goal and key interim milestones to achieve it. Be a consultant, not an order taker.

If your ideas ultimately create value for your clients, as they should, don’t be bashful. Make sure your clients are fully aware of the value they received. Document it in a success story and share it with them. Then, offer to share it with their management to help your clients look like superstars.

If your clients want your agency to do something that doesn’t make sense and/or doesn’t address the real problem, tell them. For their sake. Never say “no.” But don’t be afraid to disagree tactfully and offer alternative suggestions. Do it with confidence and conviction, but also with empathy. Clients tend to resist and/or become defensive rather than readily acknowledge the real problem (especially if they created it). You can push hard as long as you position carefully.

Know when to back down. Remember, it’s about battles and wars. You don’t need to win all of the former to prevail in the latter. Show your clients that you’re smart, but tactful. That you think, not just react. That you’re empathetic. That you’re passionate and proactive. That you have great ideas for their businesses. That you want their businesses to succeed. That you are a consultative partner .

(If you don't understand the picture associated with this post, watch this -- the two best consultants ever!)

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 4 of 16)

183:787277428 (Todd Sebastian) — Tue, 30 Jun 2020 17:39:42 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#1: Be PASSIONATE

#2: Be PROACTIVE

#3: Be POSITIVE

#4: Be BUTTONED UP

In order to succeed, you need to gain clients’ confidence. A great way to do so is to be buttoned up and organized. Remember, clients are counting on you. They have placed a ton of faith in you.

You can’t appear out of control. You can’t constantly show up late to meetings. You can’t appear unable to manage your calendar. You can’t lose important documents. You can’t keep asking the same questions over and over again. You can’t miss deadlines. You can’t forget things—even the smallest of details. You must be and look 100% buttoned up— and it has to look effortless.

I highly encourage you to find and stick to an organizational system and set of tools that work for you. Experiment with a few options until you find some that are foolproof; that ensure nothing falls through the cracks. That manage every complex detail of your job. That keep all important information at your fingertips. Phone numbers. E-mail addresses. Action items. Deadlines.

It takes time to become and stay organized. But, this time is more than offset by the time it will ultimately save. You won’t waste time looking for lost items, putting out fires created by missed deadlines, or explaining to a client why you missed an important meeting.

Remember, you are the face of the agency. Everything you do—no matter how big or small—reflects upon your agency and impacts your clients’ perceptions of it. The slightest miss on your behalf can have a significant impact on your client partnerships. And your agency tenure.

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 3 of 16)

183:787277428 (Todd Sebastian) — Fri, 19 Jun 2020 15:32:08 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#1: Be PASSIONATE

#2: Be PROACTIVE

#3: Be POSITIVE

Being a client leader is often a thankless job. In the fast-paced environment in which you work you’ll find that clients don’t have time to provide a great dealt of unsolicited feedback. If and when they do, more often than not it’s critical, not positive. Do a great job on something and you might receive a “thanks” at best. Screw something up and trust me, you’ll hear about it in excruciating detail. Certainly there are exceptions. But in general, clients tend to be tough and demanding. And that’s to be expected. They are under tremendous pressure from their management and looking to you to help make sure they deliver results.

To succeed and be happy you can’t be deterred by the pressure. You cannot become cynical, negative or doubtful. You must have thick skin and you must remain positive. Negativity is carcinogenic. Your clients will see it and begin to lose confidence and respect in you. They are counting on you. Nothing less than a consistently strong “can do” spirit will suffice.

This is why being passionate about what you’re doing is so important. You should be in this position because you love what you do. Keeping this in mind at all times will help you to maintain a positive outlook. Your passion will perpetuate a positive predisposition .

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 2 of 16)

183:787277428 (Todd Sebastian) — Fri, 22 May 2020 15:41:29 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#1: Be PASSIONATE

#2: Be PROACTIVE

Outstanding client leaders don’t wait for their clients or managers to provide direction, make recommendations, or ask for something. They are not followers; they are leaders. They are not passive; they are aggressive. They are not complacent; they are restless. They are action-oriented go-getters who are hell-bent on making things happen. Said simply, they are proactive.

Being proactive is a great way to demonstrate your passion. Learn as much as you can about your clients’ businesses, industries and competitors. What are their short- and long-term objectives and strategies? What are they doing well? Where do they need to improve? What are their competitors up to? And most importantly, what keeps your clients up at night?

In addition to becoming an expert on your clients’ businesses, you need to have a very firm handle on your agency’s business. What solutions does your agency provide and what unique value do they offer?

Once you understand your clients’ needs and your agency’s solutions, take the initiative in finding ways to marry the two. Don’t wait for your clients to indicate a problem or opportunity and ask if your agency can help. Beat them to the punch. Provide your clients with a steady stream of unsolicited ideas and proposals that demonstrate how passionate you are about growing their businesses. Your clients won’t approve every idea. But, if your proposals are strategically sound and thoughtful, your clients will appreciate every one .

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

What Qualities & Skills Do Great Client Managers Share? (part 1 of 16)

183:787277428 (Todd Sebastian) — Fri, 22 May 2020 15:10:17 GMT

There is no right or wrong answer to the question. It's subjective. Anyone who has ever had success as a client manager or as the leader of an account team will have his or her own opinion.

This multiple-edition post captures my list of quintessential qualities and skills for your consideration.

#1: Be PASSIONATE

Renowned philosopher Georg Wilhelm proclaimed, “Nothing great in the world has been accomplished without passion.” I couldn’t agree more. Without exception I believe that you cannot maximize your potential in a particular pursuit if you don’t love what you are doing. If you don’t take tremendous pride in your effort and results. If you don’t wake up every morning raring to go. If you don’t find yourself thinking constantly about the future and what’s next.

Having passion is critical. Exhibiting your passion is just as important. Doing so instills your excitement in other people. When this happens, when you motivate and persuade others through genuine enthusiasm, anything is possible. As a client leader, you can’t expect your clients to be excited about your agency or its work if you’re not animated and excited about it. Remember, you are the face of the agency. If you are passionate, excited, energetic and inspiring, your clients will perceive your agency in the same manner.

This is particularly true in meetings with new clients who likely have not yet formed an opinion. First impressions make lasting impressions. Nothing beats clients walking away from an initial meeting with you and your agency thinking, “Wow, those people love what they do!” Clients will want you doing it for them. They recognize that agencies do their best work when inspired, excited and passionate. These traits serve as magnets for clients.

I often find that client leaders—particularly junior ones—may be passionate about their role, but at the same time feel like they have to be overly professional in client meetings. This is especially true in new business pitches. As a result, they can come across as too stiff, serious, disengaged, or simply boring and uninspiring.

Don’t get me wrong ... you need to be professional in order to garner trust and respect. But, don’t be afraid to let your passion flow. When presenting, don’t stand in a stationary position with your hands by your side. Walk around. Exude energy. Be animated. Smile. Laugh. Project your voice without yelling. Say you love what you do, with every action. Say how much you want to work with the clients. Say how much you love their brands and businesses. Do it with sincerity and conviction by looking the clients in the eyes when you say it.

The power of this approach never ceases to amaze me. It’s engaging. It makes clients want to hear what else you have to say. To want to work with you. To entrust you with their “babies.” To invite you to be their strategic partner. Passion is powerful .

Thanks for reading. The rest of the list will be published over the next few weeks. I hope you find it helpful.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

Before You Leave Work Today ...

183:787277428 (Todd Sebastian) — Wed, 26 Feb 2020 14:00:58 GMT

... find a way to surprise and delight at least one client with something they were not expecting. It can be something complex, such as a significant business-building proposal. Or, it can be something quite simple, such as a copy of a relevant industry article, accompanied by a cover note offering some of your unique perspective. Maybe it is a new competitive product you found while doing store checks. Or an ad for a completely unrelated item, that inspired an idea for your client's business. Or a deliverable delivered one day early. It could be anything, as long as it is relevant to your client and adds value is some unexpected way.

The key is to demonstrate to your clients that you are passionate about their businesses and constantly seeking new ways to help them grow.

You may be thinking, "Makes sense for client-facing professionals. But I don't manage clients in my position." Yes, you do. Everyone does. Maybe you an have an internal "client," such as a boss, or a group of co-workers you support in some fashion. If you are managing someone's expectations, you are managing a client. And the best way to manage their expectations is to exceed them. This will separate you from the horde of "order takers" in the business world. There are many ways to exceed clients' expectations. Surprising and delighting clients is one of the best.

Ask yourself every day before leaving work if you have surprised and delighted at least one client with something they were not expecting. Don't leave until you are satisfied that you have.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

Why Manners Matter (part 4 of 4)

Tue, 04 Feb 2020 21:58:05 GMT

Good manners are important in any interpersonal relationship. A client relationship is certainly no exception. Displaying good manners is just as important in your business life as it is in your personal life. Good manners show you are a good person. Being a good person garners trust and respect. Trust and respect help build business partnerships.

Part 1 of this series Why Manners Matter stressed the importance of saying "thank you."

Part 2 discussed the difference that proper email etiquette can make.

Part 3 touched upon the positive impact of saying "I'm sorry."

Another way to display good manners is to pay attention to all clients, not just the highest ranking in the room.

Throughout my 30-year career, I've witnessed many experienced agency leaders scoff at junior-level clients. At best, the leaders fail to listen to the junior clients. At worst, everything about the leaders' body language—and sometimes, what they actually say —makes it abundantly clear to the junior clients that their opinions don't matter.

This disrespectful behavior may not impact leaders in the present moment, but the short-sightedness will prove problematic down the road. Before you know it, the junior clients will be in positions of power—and they will remember how they were treated.

So don't just focus on senior-level clients. Go out of your way to impress the junior folks, as well. Pay attention to what they say in meetings, even if they are not the decision makers. Engage them in conversation. Seek their opinions. Exceed their expectations. They will appreciate it and remember it, as they climb the ladder. And they will want to keep you close along the way.

Furthermore, junior clients just might have something insightful to say!

Rise above the sea of disrespectful people in the business world. Pay attention to all clients—not just those that matter at the moment.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

Why Manners Matter (part 3 of 4)

Wed, 22 Jan 2020 15:57:01 GMT

Part 1 of this series Why Manners Matter stressed the importance of saying "thank you."

Part 2 discussed the difference that proper email etiquette can make.

Another way to display good manners is to simply say "I'm sorry."

Admitting fault and mistakes shows you are accountable. It shows you're human and a good human being. It shows you care. It shows you are a partner on whom your clients can count. Some people fear that admitting fault and mistakes makes them look unreliable. Not true. It's just the opposite.

If your clients discover your mistakes before you tell them, then they will question your dependability and integrity. But, if you admit your errors in a proactive and honest fashion, your clients will never feel the temptation to question you in the future. They will know they can count on you. They will know you are a good person. And they will know you are a great business partner.

Saying "I'm sorry" can really make you stand out, because so few people do it. As Elton John suggests in his infamous song, "Sorry seems to be the hardest word."

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

Why Manners Matter (part 2 of 4)

Wed, 07 Aug 2019 12:52:10 GMT

Part 1 of this series Why Manners Matter stressed the importance of saying "thank you."

Another way to display good manners is to simply say "hi" at the beginning of emails and "have a nice day" at the end.

When you engage with your clients in person, you don't just walk up to them and start talking about a certain topic, do you? Of course not. You greet them with a smile, a handshake, and a friendly salutation. When the meeting is over, you end with some semblance of a warm gesture. The same is true of phone calls.

Why would you not do the same in an email?

Email communication is already overly impersonal, by its very nature. But it is, by far, the most frequently used communication medium. So, be thoughtful. And friendly. Take an extra few seconds and display the same good manners you would in a live meeting or on a phone call. Your emails will stand out from the hundreds of other messages your clients receive every day. And you will be appreciated and remembered for it.

Small things can make a big difference in the business world.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com , or call me at (513) 240-8383.

Why Manners Matter (part 1 of 4)

Wed, 31 Jul 2019 15:01:59 GMT

One way to display good manners is to say "thank you." Often.

It's a simple two-word statement, but it can have a profoundly positive impact—because too many people don't take the time to say it as often as they should (if at all). Those who do stand out.

Thank your clients for their time after meetings or calls. Thank them for the opportunity to work with them. To build their precious businesses and brands with them. For their trust in you and your company. For the opportunity to pitch for more work. NEVER take your clients—or their business—for granted, no matter how long you have worked with them.

Since there is no better time than Thanksgiving to say "thank you," here's how my company chooses to express our sincere gratitude to our wonderful clients each year:

Don't wait until Thanksgiving. Thank a client TODAY. They'll appreciate it. And you’ll stand out.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

Now is the Time for More-Assertive Client Service

Wed, 17 Jul 2019 14:00:21 GMT

The word "service" reeks of reactive behavior. Someone asks for something and someone else responds by filling the request. When client service providers remain in this reactionary mode— as too many do —they are seen as nothing more than “order takers” by their clients. They traffic work back and forth listlessly between their companies and clients. They provide clients with what is requested— but nothing more. They are seen as old-fashioned sales people who simply take and fill orders. They are not perceived as adding value.

Reactionary client service providers form transactional relationships, not strategic partnerships.

It doesn’t help matters when the word “service” is embedded in the name of the team (e.g., "client service team" or "account service team"), which is usually led by a "director of client service." This simply reinforces and perpetuates clients’ sub-optimal expectations of client service providers and the organizations they represent.

To begin the process of exceeding clients’ expectations, two important things need to happen:

First, immediately remove “service” from the name of your team and your vernacular . You may not have any control over the official designation used within your organization, but you can control how you describe your role to your clients. Rather than account service or client service, try account leadership or—even better—client leadership (because, ultimately, you are not just managing accounts; you are providing thought leadership to important individual clients). If you do have control over the official title, make the change official—in order to immediately improve external impressions and expectations.
More importantly, everyone in a client service role needs to dramatically shift their mindsets . This may not be easy, but it is necessary. Client service providers need to move beyond simply “providing service.” They need to understand the leadership role they play in building client partnerships for their organizations—and they need to attack this role in a passionate, proactive, and consultative manner.

Now, more than ever, is the time for what I call “more-assertive client service.”

Client are looking to you for IDEAS. For strategic thought leadership. For direction. For you to aggressively assert yourself as a partner in growing their business and brands. Clients want you to tell them where to go. So make sure you're heard!

If you want to be perceived as "indispensable"—which virtually every client-dependent organization and client-facing professional claims—you have to proactively and aggressively assert yourself.

These are my thoughts on how organizations can connect more strongly with their clients/customers, from my book Tell Your Clients Where to Go! A Practical Guide to Providing Passionate Client Leadership . I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

Your Customers Aren't Buying What You're Selling

Wed, 03 Jul 2019 13:29:19 GMT

Companies sell products and services. Customers buy promises of experiences.

Dyson sells vacuum cleaners. Customers buy "absolutely no loss of suction."

Porsche sells performance vehicles. Customers buy "the ultimate status symbol in the passing lane."

Uber sells transportation. Customers buy "rides on demand, at the touch of a button."

What companies sell is rationale. What customers buy is emotional.

Customers are buying something that transcends what companies sell. They are buying experiences. And that's what a brand is: a PROMISE of an experience. A successful brand promise transcends rationale business strategy, to provide an emotional experience. An emotional experience that differentiates a brand from its competitors , who offer similar (if not identical) products.

Coke is a master at it. There are countless options in the product category of carbonated soda. But Coke is the only brand to promise "happiness."

This transcendent promise distinguishes Coke from its primary rival: Pepsi, which promises "refreshment." While the concept of being refreshed is relevant and important in this product category, it is hard to argue that the concept of being happy isn't more important. What Coke promises is a powerful one-word brand concept that links to the single-most aspirational human emotion. That's why Coke is the category leader.

Think beyond the product or service your company sells. Focus on the emotional experience your customers are seeking to buy. Then build it into your brand promise in a way your competitors don't.

These are my thoughts on how companies can connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

The Secret Weapon Nonprofits Should Wield More Aggressively (and unapologetically)

Sat, 15 Jun 2019 13:46:28 GMT

The secret weapon to which I refer: a BRAND STRATEGY.

Most nonprofits have a clear and compelling mission. But they lack a competitively differentiated brand strategy to fuel the mission. In the simplest of terms, a brand is a promise of an experience, and a strategy is a choice (a very tough choice) regarding the experiential promise of an organization. A promise that transcends what the organization does, and clearly captures why people should care. In the case of nonprofits, those people are stakeholders and potential donors. And they need to know why a particular nonprofit is more deserving of their attention and money than the million other options

A brand strategy creates meaningful differentiation for a nonprofit's critically important mission.

The reason most nonprofits lack a brand strategy is completely understandable: the organizational leaders generally don't have backgrounds in brand strategy development. And they are hesitant to hire experts who do.

In his TED talk The way we think about charity is dead wrong, activist and fundraiser Dan Pallotta calls out the double standard that drives this outage. Too many nonprofits, he says, are rewarded for how little they spend, not for what they get done. Spending on marketing and advertising is particularly frowned upon, even though the investment can bring in dramatically greater sums of money to appropriate toward achieving the organization's important mission. Instead of equating frugality with morality, he asks us to start rewarding nonprofits for their big goals and big accomplishments.

When a nonprofit embraces the power of a brand strategy, the results are undeniable. Here's an example:

The Health Improvement Collaborative of Greater Cincinnati had a mission that was evolving. The organization was moving beyond the role of neutral convener, to that of a catalyst for driving healthcare change. The Executive Director realized that the brand story needed to better reflect this important evolution.

To this end, the organization selected LINK to help. We established a simple-but-powerful and more appropriate Brand Position focused on the concept of "Transformation." We then brought the brand to life with a significantly shorter and simpler name (which is much easier to say, remember, and use), visual identity (with Graff Designs), tagline, and brand story.

This investment in brand strategy makes it clear that the organization's reason for being isn't just collaboration. Rather, its mission is to transform healthcare delivery. Collaboration is the means to this more important end. The combination of the shorter and more-focused name, the communicative tagline, and the visual reinforcement of "transformation" provided by the logo's iconography tells the story of this higher-order promise in a clear and compelling manner. And, as noted by Greg Ebel, the Executive Director at the time, this evolution makes a big difference ...

"We are very excited to rollout the new Brand Position and identity. These are great tools to help distinguish our role from other local health care organizations and build awareness and recognition of the important initiatives that the Collaborative is leading, to improve and transform health care delivery."

If you run a nonprofit organization, think about your brand strategy, not just your mission. And try to ignore any stigma associated with spending resources to perfect the brand strategy.

A compelling brand strategy will significantly fuel your mission, so much so that the return on the investment will certainly justify it.

These are my thoughts on how nonprofits can connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

How a Start-Up Can Stand Out by Becoming a Better Kisser

Tue, 11 Jun 2019 18:39:15 GMT

The quality of a kiss after a first date is critical. A great kiss helps ensure you get a second date. A bad kiss is the kiss of death.

Entrepreneurs courting investors face a similar situation. They need to make the most of a first date (i.e., an initial pitch) to entice investors to want to spend more time together, to learn more about the ideas. In this case, the “kiss” is the manner with which an entrepreneur pitches an idea, and the impression left.

I have had the privilege of guiding numerous entrepreneurs, and I have found the following to be true (in too many cases):

1) Entrepreneurs are clearly passionate about their ideas.

2) They are incredibly knowledgable about how their products or services work.

3) Due to #1 and #2, they often struggle to share their ideas in a compelling manner. It's not that they are sub-optimal communicators. They simply have so much passion for their ideas, and so much they want to say about them. As admirable and understandable as this exuberance is, it tends to create a lot of surface-level noise that -- unfortunately -- clouds the power of the ideas. The "What's in it for the target audience and me?" is lost in a lot of less-important details. As a result, the pitches don't always resonate as strongly as they should. And that's a shame.

In order to deliver a truly compelling pitch that stands out, entrepreneurs need to learn to KISS* better. That is, they need to:

K eep I t S imple & S cintillating.

Learn to KISS better by following this simple 3-step approach:

1) Truly understand the target audience "pain point." This could be the problem you're helping to solve, or the untapped opportunity you're helping to seize. Learn as much as you can regarding how the target audience thinks about, and articulates, this paint point. Use what you learn as context to frame your idea. The more familiar and accurate the context, the better the set-up.

2) Frame your solution in terms of its benefit, not features . At P&G we had a saying,"Features tell, benefits sell." Your first pitch should focus on the big picture (the benefit), not the small details (the features). Until you know if investors are interested in the essence of your idea (i.e., the "What's in it for the target audience and me?"), there is no sense sharing detailed information about how it works. For example, don't talk about how the cutting-edge technology of your product works; talk about how it's going to make people's lives better, and make money for investors. The other details will only serve to overwhelm the power of the idea, and make the discovery and assessment of it too much work.

3) Develop a hyper-focused 5-minute pitch. All ideas -- regardless of potential payout -- can and should be pitched in 5 minutes or less, the first time around. Start by clearly highlighting the "pain point" on which you are focused. Then communicate the strategic core of the recommended solution: WHAT it is and WHY it makes sense. Follow this with a brief overview of HOW it might work, to give investors some confidence you can make it happen. End with a short "anticipated success story" that paints a picture -- in the most concise-yet-compelling manner possible -- of the results you expect your idea to deliver for the target audience and the investors. To capture anticipated (and actual) success stories, I personally favor the format: Situation > Solution > Success. In all, share just enough scintillating information with your prospective investors to pique their interest and make them want to hear more, in a follow-up meeting.

Don't let a bad pitch be the kiss of death for your brilliant idea. Learn to KISS better, so you're sure to get a "second date."

These are my thoughts on how start-ups can connect more strongly with their target audiences. I would love to hear yours.

Thanks for reading.

p.s. If you'd like to connect more strongly with your target audience, I'd love to help. Please message me at Todd@LINKTrainingAndConsulting.com, or call me at (513) 240-8383.

* (Modified from the KISS principle, first utilized by the U.S. Navy in 1960, which is an acronym for "Keep it simple, stupid." The KISS principle states that most systems work best if they are kept simple, rather than made unnecessarily complicated. )