You've Got Influence! Does having a @aol.com address make you more likely to be an influencer?

Last week USA Today’s Paul Signer wrote about an odd outlier that was discovered when the digital marketing firm Fluent conducted online campaign fundraising research.  

“A January study by digital marketing firm Fluent concluded that only 4% of subscribers to political email lists had AOL.com email addresses, while 48% of subscribers had Gmail accounts. But those AOL users accounted for 22% of total donations during the study period — November and December 2015 — with an average donation of $159. Gmail users accounted for only 13% of donations with an average gift of $31,” Signer said.  The Fluent study can be found here

In 2011, Politico’s Ben Smith wrote about the aol.com email address being a status symbol.  The article highlighted some of the nation’s most influential politicos and media types that use AOL.

Including at the time: “POLITICS: David Axelrod, Jim Messina, John Weaver, Joe Trippi, Mandy Grunwald, Dick Morris (a recent defector to gmail), Frank Luntz, Ed Rollins, Guy Cecil, Al Franken, Aaron Schock. 

MEDIA: Matt Drudge, Arianna Huffington (who was holding onto an AOL account long before AOL bought her company), David Brooks, David Corn, Robert Draper, Rick Perlstein, Ann Coulter, Tina Brown, Lawrence O'Donnell.”

From a personal review of my contacts, I can say that the 79 with aol.com email addresses outweigh the influence of any other randomly-selected segment of my contacts.  Included in the 79 are a former gubernatorial candidate, foundation executives, non-profit executives, several heads of government relations, a number of current and former state legislators, and a state cabinet head. 

There are some likely reasons for this.  For example, these individuals likely established this email address 20 years ago or more.  This already means that they are at least in their mid-to-late 30’s.  Usually they are even older because the fact that they are still using this account means that they were resistant to change when new and better email services emerged.  Often this was because they were already doing significant business on their account.  As a result, usually you will find that these individuals are mostly in their 40s-60s, which means that they are in the prime age bracket for professional influence.     

Also, they didn’t succumb to peer pressure to change their emails when AOL’s hipness ultimately succumbed to other email players like hotmail, yahoo, and than Gmail.  They were at a point in their career where they weren’t concerned when articles like Is Your Email Address Preventing You from Getting the Job You Want? started popping up. 

So next time you hear you’ve got mail and see an email from a @aol.com -you might just want to read it, it could be from someone very important.  

Chaz Cirame is the Founder of Cc: External Affairs, Inc. 

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Cc: External Affairs, Inc. – helps corporations, trade associations, public affairs firms and non-profits develop long-term partnerships to reach and exceed their goals - be they shaping public opinion, achieving legislative outcomes, or building lasting strategic alliances.  

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Setting and Achieving Big Hairy Audacious Goals

Setting and Achieving Big Hairy Audacious Goals

Setting big goals is important - it is how we accomplish big things.  Setting Big Hairy Audacious Goals (BHAGs), as Jim Collins first called them in his bestselling book Good to Great, is one of the ways exceptional or “great” individuals and organizations differentiate themselves from the "good" ones. 

Setting big goals is especially helpful because the process of achieving them will, in and of itself, make you and/or your organization better.  BHAGs force you to focus, prioritize, work as a team, and aim higher than ever before.  

10 Things to Do Before a Crisis

 

“I'm not a coward, I've just never been tested. I'd like to think that if I was I would pass.”   

"The Impression That I Get” by The Mighty Mighty Bosstones

One of my favorite lines from one of my favorite songs.  When I heard it for the first time in 1997, I surely hadn’t ever been tested.   Today, nearly 20 years later, I have been tested a few times personally and professionally.   

If you have the weight of a business, non-profit, or trade association on your shoulders, you need to be prepared to be tested with a crisis event.  You are likely to face one in one way or another at some point in your career.  You owe it to your colleagues, members, board of directors, customers, donors, supporters etc. to be prepared.    

These are the 10 steps I have learned by being tested with significant professional crises.  Taking the steps below BEFORE the crisis hits will prepare you to deal with that crisis when it ultimately does hit…and if you never have to (knock on wood) experience such a crisis, preparing for it will still prepare you for greater success.       

  1. Fix your known problems. Every company, non-profit and trade association I have ever worked with has had known problems that they chose not to address-some have had many. As big or small as these problems seem on a normal day, they become huge obstacles when you are in a crisis, so don’t wait another moment.  Carpe diem and fix them now. 
  2. Do a SWOT Analysis. If you aren’t familiar with SWOT analysis, it stands for Strengths, Weaknesses, Opportunities, and Threats.  It is where you take a hard look at your organization and look at it with a critical and forward-thinking eye.  You can pay consultants to help with this and it can be a good idea to have an outside facilitator to take this on.  However, if that prevents or delays you from doing it now, go ahead and do it internally.    
  3. Tell your story. One of the most challenging things to do in a crisis is to define yourself.  Once the Fiasco vortex (as Crisis Communications Guru Eric Dezenhall calls it) starts it is virtually impossible to establish or reestablish the narrative.  Tell your story over and over again.  Know that when you are completely and totally sick of saying it, it is just beginning to set in for external audiences.  Having a solid foundation will give you a head start when others try to redefine you in a negative light.
  4. Invest in your allies and supporters. Do your supporters know your story? Do you have clear and successful channels of communication with them that you can activate in time of crisis?  As part of the Cc: External Affairs Allies Audit system we ask identified existing allies to explain your mission and what you do.  The first round of results you will often find to be disturbingly bad.  Keep refining your message and communications channels until your allies can tell your story just like you would. 
  5. Know thy enemies. No matter what the crisis is there are likely people who want you to fail.  Many of these people actually stand to benefit (via publicity or financially or both).  Do a comprehensive audit of the people with a vested interest in your failure and determine which ones are likely to add fuel to the fire.  These enemies may be  competitors, ideological adversaries or a media working to satiate the public’s demand for justice. Develop a plan to mitigate their success.    
  6. Count on Murphy’s law. Anything that can go wrong will go wrong. Crises never come at a good time and they often come at the worst time.  Plan on this and plan on redundant systems to get you through when the first system/technology/ human resource fails for one reason or another.  Also factor Murphy’s law into your planning for the future.  While this year maybe the most successful you have ever had, a crisis maybe just around the corner.  Plan for success, budget for failure. 
  7. Proactively build relationships with the media. Reach out to media covering you today on a regular basis.  Make sure they are one of your first calls when trouble arises. Also reach out to the media that would likely cover you when things get turned up a notch.  If you take the time to establish relationships, you can hopefully garner some good, or at least fair, press during a crisis.
  8. Develop a clear chain of command/decision making. Crises require decisive decision making and a lot of it.  You will be overwhelmed by how much good, bad, and outright terrible advice everyone offers you.  Developing a decision-making matrix and clear chain of command will help push the good advice to the top and the bad advice to the wayside.   While committees, stakeholders and staff input are vitally important, there needs to be a leader that turns the ideas into action.      
  9. Identify a spokesperson you trust and invest in media training to prepare for a crisis. You think you are media trained because you have been on TV a couple of times or done some friendly interviews.  However, a crisis inevitably skyrockets you to the front lines of adversarial media and dealing with an opponent in the press requires entirely different approaches, strategies, and skill sets.  Identify a spokesperson you can put your organizational trust in who can put your best foot forward.  Make sure to get them top-notch media training so they ready to handle adversarial media. 
  10. Test your rapid response system. Pick an upcoming initiative to stress test your crisis communications channels.  How quickly can you respond?  How quickly can you communicate your important message to activate members, customers, allies?   Do an after-action report and review to identify your weak spots.   

These steps are easy to skip when you get caught up in the day-to-day of running your organization.  It’s easy to lose sight of the important work of preparing for a crisis.  However, a crisis can derail all of your previous good work if you aren’t prepared.  

Hopefully, you’ll never need them in a crisis. Even if you don’t, they’ll make your organization stronger and your staff better prepared to taken on whatever challenges the world does throw at them.   

Chaz Cirame is the Founder of Cc: External Affairs, Inc. 

Cc: External Affairs, Inc. – helps corporations, trade associations, public affairs firms and non-profits develop long-term partnerships to reach and exceed their goals - be they shaping public opinion, achieving legislative outcomes, or building lasting strategic alliances.

Why politicians need to stop fearing and start loving - the “Gig” economy

Originally published on LinkedIn:

Recently, Hillary Clinton issued a policy address that was critical of the sharing or, as she called it, the “Gig” economy.  NYC Mayor Bill De Blasio introduced a plan, which he quickly retracted under pressure from constituent ride sharing users, to greatly limit Uber and Lyft services.  City councils around the country are putting up bureaucratic walls and limitations to stop ride sharing (Uber and Lyft), short-term rentals (Homeway and AirBnB) and others services that are just starting to emerge.  I would encourage them (and all politicians) to stop fighting and start embracing the “Gig” economy. 

Five lessons learned from the top lobbyists in the country

What makes a good lobbyist become a great lobbyist – someone who is truly effective? In the world of government relations, there’s no simple trick. The “relations” part of the job title requires one to form, well, actual relationships.

I’ve been fortunate enough to meet and learn from many of the best lobbyists in the country. Combined, these folks have hundreds of years of experience working the halls of Washington and every state in the union.