Executive Media
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Your story matters
04/12/12 03:55 PM
Motivation, old-school style
Executive Media has helped businesses and organizations write their stories for years. It’s about branding and messaging and all those things you do to build reputation in the midst of constant changes in communications.
One often-criticized change could, I believe, become a simple tool to inspire ambition in millions of school-age kids. You can help.
I’m talking about obituaries. Today’s newspapers write stories about the lives of the dead only when they are famous. For the rest of us, an obituary is what we in the public relations business call “paid media.” If you want the newspaper to include a story about the life of a loved one, you write it and you pay for the space. Obviously, I’m avoiding the word “advertising.”
At first, many families resented the cost and rejected the opportunity. More frequently now, loved ones believe that a life lived well deserves recognition. The result, in many cases, has been compelling stories of love, origins, lifelong interests and achievements.
This week’s Indianapolis Star has many examples:
I believe these stories can give kids ideas. So read obits to your children and grandchildren. Encourage teachers to use obituaries in the classroom.
And I believe we should construct our lives to make good reading when we’re gone.
Executive Media has helped businesses and organizations write their stories for years. It’s about branding and messaging and all those things you do to build reputation in the midst of constant changes in communications.
One often-criticized change could, I believe, become a simple tool to inspire ambition in millions of school-age kids. You can help.
I’m talking about obituaries. Today’s newspapers write stories about the lives of the dead only when they are famous. For the rest of us, an obituary is what we in the public relations business call “paid media.” If you want the newspaper to include a story about the life of a loved one, you write it and you pay for the space. Obviously, I’m avoiding the word “advertising.”
At first, many families resented the cost and rejected the opportunity. More frequently now, loved ones believe that a life lived well deserves recognition. The result, in many cases, has been compelling stories of love, origins, lifelong interests and achievements.
This week’s Indianapolis Star has many examples:
- A man born in Washington, IN whose Indiana University journalism degree led him into religious writing and then to leadership of Christians for Peace in El Salvador;
- A man from Fishers who won membership in the International Jewish Sports Hall of Fame for his world records in track and field;
- An Indianapolis woman who helped start a successful publishing company and who was “the matriarch to a large and loving family; a mental health crisis-line counselor; a champion for racial harmony; and a stalwart friend.”
I believe these stories can give kids ideas. So read obits to your children and grandchildren. Encourage teachers to use obituaries in the classroom.
And I believe we should construct our lives to make good reading when we’re gone.
How many words do you have?
02/27/12 11:35 AM
Talk is not cheap
Almost 100 years after it was published, the advertising world still reveres "The Penalty of Leadership," a 413-word essay on the glories and trials of excellence that appeared as a Cadillac ad in the Saturday Evening Post. The key idea is that "The reward is widespread recognition; the punishment, fierce denial and detraction," but that one excerpt does little justice to the compelling words of its author, Theodore F. McManus.
You can read the text here. You probably won't. It takes three minutes.
Today, as image and sound become more dominant in communications and attention gets shorter, words become more precious. Yes, Clint Eastwood's "Halftime in America" ad for Chrysler ran through 250 words of narration, but the Super Bowl is one of the few times where America will sit still for two full minutes.
When we at Executive Media began coaching "elevator pitches," we aimed at 90-second messages. Now we know you need to set the hook in about 30 seconds.
That's about 75 words. Short is tough. When a person creates his own message, he or she tends to include material more important to himself than to anyone else. That's why help with perspective is important.
Almost 100 years after it was published, the advertising world still reveres "The Penalty of Leadership," a 413-word essay on the glories and trials of excellence that appeared as a Cadillac ad in the Saturday Evening Post. The key idea is that "The reward is widespread recognition; the punishment, fierce denial and detraction," but that one excerpt does little justice to the compelling words of its author, Theodore F. McManus.
You can read the text here. You probably won't. It takes three minutes.
Today, as image and sound become more dominant in communications and attention gets shorter, words become more precious. Yes, Clint Eastwood's "Halftime in America" ad for Chrysler ran through 250 words of narration, but the Super Bowl is one of the few times where America will sit still for two full minutes.
When we at Executive Media began coaching "elevator pitches," we aimed at 90-second messages. Now we know you need to set the hook in about 30 seconds.
That's about 75 words. Short is tough. When a person creates his own message, he or she tends to include material more important to himself than to anyone else. That's why help with perspective is important.
Carmel Mayor Brainard praises Steven Libman
01/20/12 06:44 AM
Giving Credit Where Credit Is Due
As is often the case when media are involved in reporting on a story of intense local interest, the media focuses on the sensational. In this instance, there have been many news reports regarding Steven Libman and his resignation from the Center for the Performing Arts, some of which have cast a negative light on Mr. Libman and obscured or altogether ignored his pivotal role in helping to develop one of the finest performing arts centers in the country. These reports have taken many of my comments concerning Mr. Libman out of context and also disregarded the many positive things I had to say about Mr. Libman. For example, the current audit of the Center’s operations is a regular, annual audit that Mr. Libman initiated while still with the Center, not a special audit of any kind. To the extent that there are rumors or reports saying something different, they are not accurate.
It is appropriate to formally recognize the complexity of the job that Mr. Libman was asked to perform, as well as the competence with which he performed.
When Mr. Libman accepted our offer to become the inaugural Executive Director of the Center, there was very little time to recruit personnel, program the season, develop a marketing and branding plan, oversee the completion of the new hall, and orchestrate a gala, all prior to the scheduled opening date. Mr. Libman hit the ground running and strategically assembled an excellent, competent staff of professionals, worked with the architects, acousticians and City officials, and collaborated with Artistic Director, Michael Feinstein, to develop outstanding programming for both the first and second seasons.
Mr. Libman excelled in marketing the Center, and serving as a spokesperson, both in the local community and amongst his peers nationally. His efforts were instrumental in positively communicating the Center’s mission and strengths as well as the excitement associated with opening a new venue, resulting in several large donations and pledges to the Center. At the time, there was considerable angst on the part of many in the Indianapolis arts community that our venue would financially hurt existing venues and arts organizations. Mr. Libman quickly assuaged those fears and was successfully able to collaborate with the leaders of those other arts organizations.
It is one thing to successfully operate an existing organization but a task of much greater magnitude to build an organization from nothing into a respected and nationally renowned venue within slightly over two years. Mr. Libman worked relentlessly at that task, and as a direct result, the Center enjoyed a successful inaugural season and the foundation was laid for future success. Few arts leaders could have accomplished the impressive results that he achieved, and for that we are grateful. I thank Steven Libman for his hard work.
James Brainard
Mayor
As is often the case when media are involved in reporting on a story of intense local interest, the media focuses on the sensational. In this instance, there have been many news reports regarding Steven Libman and his resignation from the Center for the Performing Arts, some of which have cast a negative light on Mr. Libman and obscured or altogether ignored his pivotal role in helping to develop one of the finest performing arts centers in the country. These reports have taken many of my comments concerning Mr. Libman out of context and also disregarded the many positive things I had to say about Mr. Libman. For example, the current audit of the Center’s operations is a regular, annual audit that Mr. Libman initiated while still with the Center, not a special audit of any kind. To the extent that there are rumors or reports saying something different, they are not accurate.
It is appropriate to formally recognize the complexity of the job that Mr. Libman was asked to perform, as well as the competence with which he performed.
When Mr. Libman accepted our offer to become the inaugural Executive Director of the Center, there was very little time to recruit personnel, program the season, develop a marketing and branding plan, oversee the completion of the new hall, and orchestrate a gala, all prior to the scheduled opening date. Mr. Libman hit the ground running and strategically assembled an excellent, competent staff of professionals, worked with the architects, acousticians and City officials, and collaborated with Artistic Director, Michael Feinstein, to develop outstanding programming for both the first and second seasons.
Mr. Libman excelled in marketing the Center, and serving as a spokesperson, both in the local community and amongst his peers nationally. His efforts were instrumental in positively communicating the Center’s mission and strengths as well as the excitement associated with opening a new venue, resulting in several large donations and pledges to the Center. At the time, there was considerable angst on the part of many in the Indianapolis arts community that our venue would financially hurt existing venues and arts organizations. Mr. Libman quickly assuaged those fears and was successfully able to collaborate with the leaders of those other arts organizations.
It is one thing to successfully operate an existing organization but a task of much greater magnitude to build an organization from nothing into a respected and nationally renowned venue within slightly over two years. Mr. Libman worked relentlessly at that task, and as a direct result, the Center enjoyed a successful inaugural season and the foundation was laid for future success. Few arts leaders could have accomplished the impressive results that he achieved, and for that we are grateful. I thank Steven Libman for his hard work.
James Brainard
Mayor
01/17/12 12:20 PM
STEVEN LIBMAN APPLAUDS SECOND YEAR OF SURPLUS
FOR CENTER FOR THE PERFORMING ARTS IN CARMEL
Statement from Steven Libman, former President and CEO of the Center for the Performing Arts:
“Today’s release of the regular annual audit of The Center for the Performing Arts, Inc. fills me with both pleasure and pride. It gives me pleasure because this regular annual audit demonstrates that through the end of the Center’s 2010-11 fiscal year, financial matters were handled with the high standards of care and professionalism that I demanded as President and Chief Executive Officer. Pride because the positive operating results and cash balances demonstrate the extremely fast development of the Center from a building and a vision into a vibrant, successful regional asset for performing arts through the hard work of the Center’s staff.
“Finally, I am especially proud of the Center for ending each of the first two years of operation with a surplus – a great accomplishment for a start-up performing arts center. This wonderful achievement was possible due to the very talented senior staff that I recruited and hired. Their dedication and leadership is what has enabled the Center to continue to move forward successfully.
“I congratulate the Board and the present staff for the Center’s solid performance and wish them the best of luck in the future.
“With respect to the internal review reported by Board Chairman Rollin Dick, I believe any organization needs to increase the sophistication of its financial controls as it grows and matures. At the start-up of the Center, we had a small staff and a very short time to prepare a season. We followed all Center procedures that were in place at the time. Given the success of the Center over the past two years, such items as expense reporting, human resources and contract procedures should be improved continually.”
Your Super Bowl PR guys in Indianapolis
11/19/11 07:13 PM Filed in: Public relationsIndianapolis
Public relations at the Indianapolis Super Bowl? We can help.
Everyone likes to plan ahead. Nevertheless, the way the Super Bowl in Indianapolis works – and every other sports championship – is that the matchup is set at the last minute. You may not have known you’d have a great opportunity in Indy. You may not have known how big that opportunity might be.
The last thing you want to add to your worries is who can work with media on your behalf. Who can advise you on what works in the market. Who can set up events and provide staff, producers, audio-video resources, transportation and hospitality.
We can.
We at Executive Media have been working in the Indianapolis market for nearly 20 years. We have capacity and no conflicts.
We do public relations, media relations, production, crisis management and more. We’ve worked with most of the major national firms that do not have offices in Indianapolis. We’re here, we’re ready for the Super Bowl. And we’re happy to help.
Everyone likes to plan ahead. Nevertheless, the way the Super Bowl in Indianapolis works – and every other sports championship – is that the matchup is set at the last minute. You may not have known you’d have a great opportunity in Indy. You may not have known how big that opportunity might be.
The last thing you want to add to your worries is who can work with media on your behalf. Who can advise you on what works in the market. Who can set up events and provide staff, producers, audio-video resources, transportation and hospitality.
We can.
We at Executive Media have been working in the Indianapolis market for nearly 20 years. We have capacity and no conflicts.
We do public relations, media relations, production, crisis management and more. We’ve worked with most of the major national firms that do not have offices in Indianapolis. We’re here, we’re ready for the Super Bowl. And we’re happy to help.