The 90’s were a great time for television. I particularly enjoyed watching the TV series Seinfeld, the show about nothing. IMDB describes it as “the continuing misadventures of neurotic New York stand-up comedian Jerry Seinfeld and his equally neurotic New York friends.” Many of the show’s timeless quotes and sayings are very memorable and quite relatable when it comes to business.

1. “I know why we have reservations” “I don’t think you do!” – Car rental clerk and Jerry Seinfeld
   Delivering what you promise on time and in full are expectations that our customers demand. Generally, people do not act like Jerry in this clip but it doesn’t mean they aren’t thinking it. In the show, Jerry intends to “pay back” the rental car company’s poor service by damaging the rental car. “Pay back” comes in many forms including damaging your reputation in social media, initiating legal action or simply taking their business elsewhere to name a few. No one wants to be called “a very very bad man” for example.
2. “Imagine, her taking credit for your big salad” – Jerry Seinfeld
   In this clip, Julie takes credit for buying the “big salad” when George actually paid for it. This didn’t sit right with the characters. This happens in real life all too often. Substitute the “big salad” and replace it with taking credit for the “idea,” “presentation,” “results,” etc. and it will not sit well with your team either. Giving credit where credit is due is far better than taking credit that is not yours.
3. “Yada yada yada” – Elaine Benes
   Glossing over details leads your stakeholders to speculating on your true intention or drawing the wrong conclusions. If you are the Project Manager it’s ok not to know all the nitty gritty details, but make sure they are identified and acted upon by a team member(s). The importance of clear communication is one of the keys to successful interactions or projects.
4. “Not that there’s anything wrong with that” – Jerry Seinfeld
   While the quote had a different meaning in the TV show; it can be applied in many different ways including brainstorming and the creative process. Being open to new ideas and others opinions are critical to keeping ideas fresh and engaging. Kramer’s “Coffee Table Book About Coffee Tables” is a great example of out of the box thinking that could turn into a great success.
5. “I’ll ask the questions” – Kramer
   Kramer provides a humorous take on meeting management in this clip. Sticking to your agenda and utilizing time management techniques help to control your meeting and reach your desired meeting goals. The Harvard Business Review recommends making sure that the meeting is necessary, being clear about the meetings objective and to focus keeping the discussion centered avoiding unnecessary side conversations. Perhaps Kramer attended Harvard?
6. “You have to motivate yourself with challenges. That’s how you know you’re still alive.” – Jerry Seinfeld
   Being finished should seldom be accepted. Continuous product development and professional development are just two strategies to assist in staying relevant and keeping what you do or sell enticing. How can we do this better, more efficient, take out the choke points?
7. “You’re an Anti-Dentite!” – Kramer
   Don’t generalize your audience, your customers, or your stakeholders. Knowing who your target audience is an essential part of communication. Speaking their language, using terms and acronyms commonly used in their environment, putting yourself in their shoes, answering their “how does this relate to me” question, and providing actionable information are examples that hopefully will not leave your audience laughing.

Here’s to all of you who, as Kramer says, are “TCB, taking care of business”!

Article contributed by James Fox with Merck & Co. and CMMA Board Member

Whether a staff person or a freelancer, what skills, competencies and personality traits do you consider being most important? When it’s performance review time, how do you assess performance? What factors determine which freelancer or supplier you hire? Whether it’s a Producer, P.A., P.C., or A.P., what competencies are most essential – leadership, creativity, technical skills? Certainly, there’s a lot at stake if it’s a staff person , but even making a decision about a freelancer/supplier who can become the face (and voice) of your department, can be mission critical. Under the heading of “you’re only as good as your last project,” I’m reminded it’s my department’s reputation that is on the line during every interaction with a client, whether face-to-face, on the phone, via e-mail or text. I’m guessing that like me, one of your responsibilities is to make sure the assigned staff person or freelance producer working on a project is the “right one” to put in front the client.

Related to performance assessment, I’m sure every company has a process. In order to clarify performance expectations my company has defined several “Leadership Competencies that represent the key skills and behaviors needed to drive business success.” Along with the “results achieved” in your specific job, these competencies are used to assess performance and identify development opportunities. The competencies range from “Communicates Effectively and Candidly” to “Leads Change and Innovation” and “Plans and Acts strategically.” Others touch on talent development, teamwork, and the ability to influence others. In addition, my officer has shared the following competencies she feels are important to be a leader in the areas of Communications and Corporate Relations. They include:

• Intellectual horsepower and curiosity – intelligent and agile, deals with concepts and complexity comfortably, able to make sound, reasoned judgments
• Ability to deal with paradox – can manage through seemingly irreconcilable differences
• Composure – is calm and calming under pressure
• Understands others – can see and relate to different perspectives, sensitive to differing feelings, emotions and cultures
• Relationship management – understands the importance of building and nurturing both internal and external relationships
• Creativity – develops new and unique ideas, is original and innovative, adds value
• Courage – able to take and express a contrarian view in a constructive way
• Influence – gains trust of others and builds relationships in order to influence effectively

Clearly, these are all good qualities/traits and they play an important role when I’m assessing performance or deciding who I want on my team. Having said that, my experience has led me to put more emphasis on what might be considered the “softer” skills. I look for excellent personality traits and interpersonal behaviors, rather than actual production expertise, technical skills or years of experience. Certainly, experience is very valuable and I usually assume that anyone who’s survived in this business for more than five or ten years, most likely has perfected the majority of the competencies and traits listed above. So, as I’ve alluded to, I lean towards initially assessing a person’s heart rather than their head. Quite simply, first and foremost, I want to work with a nice person. Someone who;

…has a positive attitude.

…has a genuine passion for the crazy business we’re in.

…can look me in the eye and carry on a conversation.

…can tell a joke, and laugh at one.

…I wouldn’t mind spending a tough day/night in the trenches with.

…I can rely on.

…I can trust.

…is not afraid of hard work, but also knows that hard work needs to produce results.

…understands that actions most often speak louder than words, but also knows when and how to “speak up.”

…understands that you’re not entitled to anything – you need to “earn it” – especially respect.

You can teach someone what a good production schedule looks like or how to frame a good shot, direct an edit session or audition talent, but you probably can’t teach them the traits I mention above. They either have it (the heart, passion and personality for our business) or they don’t. In my opinion, if they have good interpersonal skills and make decisions based on ethics and integrity, they’re more than half way home to becoming a great Producer/Director.

Again, just my opinion – would appreciate yours.

Article contributed by Tom Bowman, CMMA Board of Directors

LeAndra Martinez is an aspiring producer living in Los Angeles. She graduated from college in 2011 with a degree in film production and has since shuttled through low-paying jobs, burdened by massive student debt. She told The Huffington Post that she does not want to accept government assistance even if she qualifies.

As we look this month to bridge the chasm between LA and Topeka, we need also to consider how we raise awareness in the viability of the latter as a possible future, for many talented graduates entering the job market. Ask yourself, where does your succession and sustainability plan fit into your corporate culture and its future? What happens after you leave? As an association, are we here solely to acknowledge and celebrate our presence in the current circumstance, or, are we here to plant the seeds, and nourish the future of Enterprise Media Communications for generations to come?

The above article highlights the predicament with colleges and universities in which, they tend to hype the “Go to Hollywood, NYC, Vancouver or Toronto and make movies and television productions” ideal as the only alternative for people pursuing a career in media. We know this is a very hard world to break into and maintain. Your success relying as much on luck and the whims of those established, as it does on your ability and expertise in any given position. It sometimes takes years to generate a consistent living. None of these institutes, it seems advises, “Go, and fulfill your dreams in Topeka!”

Rarely do any of these centers of higher learning acknowledge the existence of the Enterprise Media Communications world, which thrives in places like Topeka and Jacksonville, Seattle, Boston, Philadelphia and Dallas. They don’t recognize these opportunities, which pay for the cars, the kids, and the house; and offer the 401k, the vacations, and other ‘perks’ from which, a financial or technical degree would result. Media is a business, and so many outside this community, do not appreciate the amount of business acumen involved in media production. Average people don’t realize a producer’s degree emphasizes the business of media, rather than the actual creation of films and videos.

We know that, many Fortune 500 companies, government agencies, and non-profit organizations, have some form of Enterprise Media Department; and many companies across the country engage with their employees, clients and customers via video. The Board of CMMA has often talked of how to reach out to this talent pool and begin to nurture among them, the prospect of a vocation in Enterprise Media Communications. It’s unfortunate that so many grads in this field are not made aware of the opportunities it offers.

Is it the choice of educational degree, or lack of known opportunities, which hinders the successful transition to the working world for graduates possessing a media degree? I assert it is part of our legacy as members of CMMA, to develop a form of outreach to educational institutions across America, raising awareness among those who endeavor to create great stories, to this profession we hold so dear. I realize in the face of corporate layoffs and fewer resources, it is difficult to look beyond our own set of circumstances to what the future brings. However, we need to be the standard bearers for the future, along the road to Topeka and the opportunities available there in which, a new generation of enterprise communicators could put their skills to good use; or, we are not great communicators at all.

Article contributed by Gerry Harris, CMMA Eastern Regional Director

What does it take to be an effective leader of a corporate communications team? At a time when market forces, globalization, and a new generation of employees are changing the workplace, the old command-and-control approach to management no longer works. Corporate communications managers must engage with employees in a way that leads to their success, the success of the department and the corporation.

Here are eight behaviors central to your success as a corporate communications manager.

1. Vision/Purpose: As the leader of an organization you need set a clear, compelling vision for your team and the work they deliver. A well-reasoned vision for the work of your team is critical in uniting your people behind a purpose they can feel confident in supporting.
2. Character: People follow those they can believe in – leaders who demonstrate integrity, honesty, determination, and respect for others. There are times you should take the project lead. Not to show you are “part of the team,” but to stay grounded in the understanding of their needs and to earn their trust and loyalty.
3. Listen Courageously: It’s important to be a good listener, remain open to input from all stakeholders and respectful of their ideas. A successful leader must develop the ability to listen carefully and act courageously when called upon to do so.
4. Communicate Clearly: Interpersonal skills and the ability to motivate people has become a core competency of leadership. Be transparent – those around you will respond positively if your decision-making process is viewed as open, fair, and consistent.
5. Demonstrate Flexibility: The speed of business requires constant monitoring of business trends, directions, and opportunities. However, being flexible does not mean constantly changing direction. Your credibility as a leader requires focus and directing the effort of your team on the most promising opportunities.
6. Embrace Risk: Guardians of the status quo can never be leaders. It takes courage to seek new and better ways your team can contribute value back to the corporation. Be prepared for change and when the opportunity is right, pursue it.
7. Technical Competence: As a member of the management team you’re accountable to the organization for delivering business results, not demonstrating technical prowess. You do not need to be a technical expert in all aspects of communication, but you must stay informed about the forces shaping our industry.
8. Build Your Team: A leader is only as effective as the team they build. Be passionate. Inspire others to dream and provide them the opportunity to achieve. Recognize and reward their efforts and that of others to reinforce those actions. As a leader your success will be measured by the success of others.
   Leadership Journey

If you truly aspire to a leadership position, or want to make the most of your opportunity, work hard at these eight skills. It promises to be a rewarding journey.

Article Contributed by Tom Morse, Principal Multimedia Project Manager, SAS

It’s been a sheer pleasure to watch videoconferencing grow up and get personal all at the same time. In just a handful of years we’ve gone from fuzzy analog images over phone lines to razor-sharp content flying over the Internet. We’ve gone from viewing on dull oversized tube TV’s, to thin bright HD monitors in a conference room…and in my hand.

It’s a dream come true to be able to join a video-based conference using many different tools; a codec in a dedicated meeting room, my PC in the office, or my tablet or phone from anywhere. It allows me to tell my story with passion or collaborate with others valuable to my cause. That’s where it gets personal. It’s become a tool that allows individuals to reach into an organization or for the organization to reach out to the individual.

There are a number of excellent tools currently available. I love watching the healthy and burgeoning competition amongst providers. I eagerly await the creation of new providers and innovative software. I can’t imagine corporate life without a personal conferencing tool. But what will it take for companies to fully embrace this burgeoning technology?

Bandwidth: We must have multiple megabytes, both up and down, wired and wireless. It has to be available everywhere whether it’s work, home and between the two. Think ubiquity.

Security: We must have confidence-inspiring security solutions for IT departments. Executives have to know that their conversations are secure. No one wants to be responsible for the leak of key information.

IT Integration: We must have apps and software that will be accepted by IT and the many requirements they have. The tools must play well with various operating systems, hardware, and software that already exist inside the enterprise.

Perception: Key stakeholders in an organization need to acknowledge that personal conferencing is a serious tool for business. It isn’t simply a novelty used to allow geographically distant grandparents to see their grandkids.

Corporate Climate: People at all levels of the organization must WANT to be available. They need to actively promote their ability to connect with video, audio, and data sharing. They need to set boundaries and timeframes of availability. This could be a big shift of reality for some people and their businesses.

Evolution: Continued change and improvement in this communication segment for business is inevitable. Companies continue to tighten travel budgets. Reporting structures span continents. People need to be “present” more than ever. Personal conferencing will become a strategic advantage to those who chose to embrace it.

I think that CMMA members are uniquely positioned in their respective organizations to be leaders in this area. Who is going to investigate the options and facilitate the demos? Someone has to organize the effort and champion the cause. I suggest that you pick up the banner or throw down the gauntlet….sooner than later.

Article Contributed by Roger Hansen, CMMA Board of Directors