Beth Anne Mumford

We recently replaced the countertops in our kitchen. We spent months sorting through all the options, visiting stone yards, kitchen showrooms and the local big box stores to figure out the best fit for our lifestyle and our budget. Who knew there were so many choices, and who had time to figure it out? Not us … and that’s where Josephine entered our lives. Josephine is a kitchen designer, and while we did not want to have to hire someone to advise us on how to spend our money, it turns out that her expertise helped us achieve the results we wanted and saved us time and money. She took all our ideas and led us toward the right solution—fantastic new countertops, sinks and faucets that we LOVE—and all within our budget.

Bring in the expertI usually think of Josephine when someone asks “what exactly does a consultant do?” While the CMA team may not be able to advise you on your home remodeling projects (though some of my colleagues are pretty creative), I think we do exactly what Josephine did for our home project. We offer professional expertise to organizations to help them achieve their goals.

CMA’s expertise is in building trust through meaningful communication, public affairs and creative/strategic engagement. And like Josephine, we know how to help you maximize your time and resources to achieve the greatest possible success.

Discussion is the first step

When Josephine first visited us, she did not come with ideas, but with questions. Why do you want to change the countertops? What kind of style do you like? How do you use the kitchen? What’s important to you? What’s your budget?

That’s exactly how we start our projects at CMA, and it is the only way to ensure a successful outcome. The word “consultant” comes from the Latin word “consultare” which means “to discuss.” Through that initial discussion we are able to ultimately offer meaningful solutions because we take the time to clearly understand the needs and uncover the values and outcomes that are important to the project.

Don’t mind us if we ask a lot of questions, we are communicators after all. But, knowing what an organization needs from the project and what they hope to achieve helps us provide the best possible solution and opportunity for the most positive outcome.

You have to live with it

We could have made many different choices when we purchased new kitchen countertops and they would have been okay. But, who wants to live with just “okay?”

CMA provides tempered candor and creative ideas along the way—just as Josephine did for us– but we also know that the project ultimately belongs to the organization that has sought our knowledge and our expertise. As consultants, our job is to identify and help execute the right solution, not just any solution.

Diane Hurd

A common PR controversy lately has been: Is the press release dead or alive in this digital savvy era? There was a time when distributing a release was the one clear, go-to tactic for PR pros. And, if editors liked your story, they’d publish it.

But, times have changed. News creation and consumption has moved online, and social media plays an increasingly important role in that process. Journalists have less time to do more work and as their responsibilities shift to updating websites and contributing to blogs, they need easy access to digital elements. In addition, the blogosphere continues to grow, expanding the number of available distribution outlets for your story.

In a digital world, the press release is still very useful, but it has been forced to evolve to appeal to different audiences. These days, it’s not just reporters and editors reading a release, but bloggers, consumers, competitors and influencers. If you want these audiences to engage with your story, you better make sure it’s easy for them to find it. And, just as importantly, to share it.

Below are some basic rules for crafting releases that can be translated from traditional to digital:

• We’ve heard it time and again: content is king! While the majority of traditional media still want to receive an emailed release, enhance your content with additional multimedia elements, such as links to supporting information, high-res images and video.

• Format releases for easy sharing across social media platforms (e.g. make the headline “tweetable” – 140 characters or less) and be clear, concise and focused on delivering the news – leave “industry speak” at the door.

• Insert social media bookmarks for easy sharing on Facebook, Twitter, Google+, etc.

• Include links that direct to your website or supporting information to further educate and inform your audiences.

• Optimize releases with keyword-rich content so audiences searching on the Internet will be sure to easily find you.

• Utilize services, such as PitchEngine, to develop, optimize and promote your content in one place.

In the social media age, press releases can reach large audiences in a short amount of time. The key is to provide easily-transferable and relevant content to make journalists’ lives easier. And, making their lives easier means a better chance of coverage for you and your company!

Ground beef. Cantaloupe. Bagged spinach.

And eggs…oh yes…eggs. The news today is replete with stories of food recalls, but perhaps none more visible than the August 2010 Salmonella enteritidis egg crisis that resulted in the recall of more than a half-billion eggs from states across the country.

Effective, responsible communication is key to maintaining trust in the food system, and a challenge for anyone who produces food is determining a strategy for communicating prior to, during and after a recall. So if you’re a farmer or a food producer facing a recall – or are a stakeholder in the food system interested in understanding more about what happens in these cases – read on to learn more about communicating from the front lines of the 2010 egg recall.

Get Prepared – The most important thing a farm can do right now on this day is preparation. A recall consumes time and resources, and is not a good time to be just starting to think about farm communications. Do you have a crisis plan for a food recall, adulterated product or foodborne illness outbreak? Do you know your key media contacts? Is your list of customers up to date and can you reach them at any given time? Can you quickly and effectively articulate what the food safety and disease prevention protocols are on your farm? Is someone on your farm trained to serve as a spokesperson? If you answered any of these questions “no”, then you’re not ready.

Know Your Audiences – The scope of people to whom you must communicate during a recall is broad. It includes the media, consumers, your customers, suppliers, federal regulatory agencies and other public health authorities, your employees and local community leaders. Each of these audiences plays an essential role in the recall communications process.

Take the Lead of Federal Authorities – The federal agency leading the recall will have specific guidelines for communications. They include everything from what media outlets must be notified (Associated Press must always be included, for example) to what language must be used (symptoms of the type of foodborne illness, for example) in materials. Be flexible and ask a lot of questions. You should be informed on every action being taken by the agency, so that you are well prepared to discuss it with others as necessary. You are free to communicate beyond those parameters, but all communications must follow their lead.

Timing Matters – You can’t wait forever to let the public know – notification is the right thing to do, and there are legal and reporting requirements that must be followed. More importantly, if the public and your constituents believe you held back information, that action will raise questions and compromise trust. On the flip side, ensuring information is accurate and current also is key. Tell what you know when you know it, and when appropriate and necessary to do so.

Be Open and Transparent – The public nature of a recall means that all information will eventually be shared publicly. There is no benefit to a farm in being less than forthright about what’s taking place. Always tell the truth. Engage with the media and with your customers. Don’t relinquish your position as the best source of information. You are the expert, and you should be the first point of contact. That’s part of demonstrating your commitment to food safety and to doing what’s right.

Recognize the Story’s Appeal – Threats to public health and food safety are hot topics. Coverage of your recall will range from the disinterested to the sensational – and everywhere in between. More than 80 reporters were covering the 2010 egg recall on a daily basis. Many showed up on-site at the farm itself. Media will use the highest numbers possible when reporting both the scope of the recall and the people potentially affected by it. They’ll be looking for the three ideal parts of a story – a victim (consumers), a villain (the farm) and a superhero (FDA or other agency). It is frustrating, but it is reality. Again, don’t let others tell your story for you. Represent your farm at all times.

Plan for a Long Road Back – The consuming public wants their food to be safe and free from disease. A recall puts that wish in jeopardy, and for a farm to regain the trust of its customers and consumers, a consistent, transparent effort of ongoing communication is required. Farms must demonstrate that they have cooperated fully with all regulatory officials, that they have implemented all needed corrective measures, and that steps have been put in place to ensure that the situation is not repeated. Restoring trust and reputation takes time and resources, but is necessary for survival after a recall. Above all, farms must illustrate a clear change in course, a commitment to going above and beyond to ensure safe food is produced and ongoing effort to do what’s right and responsible at all times.

Hinda Mitchell provided crisis communications, media relations and strategic message development counsel during the 2010 national egg recall.

Charlie Arnot

“If you don’t know where you are going, any road will take you there.” -Cheshire Cat

One of the things I like best about the New Year is the opportunity to set goals. Early in my career I placed little stock in the value of goals. I didn’t understand how I could possibly set a goal if I didn’t know how it was to be accomplished. Before I was willing to set a goal I wanted to know the process we would use and what resources were available to achieve success. I had it completely backward.

I failed to understand the amazing power that goals can unleash. If you set a goal and focus your attention, it’s amazing how the resources and process seem to appear. For generations successful people have touted the power of goals and it is the topic of hundreds of business books and articles. I can’t offer any revolutionary insight on what I think is an important pursuit, but I can share what works for me.

It starts by focusing on the destination. At the end of the year, where do I want to be personally and professionally? It’s a bit like picking a location for vacation. Do I want to go to the beach or mountains, with the family or a golf outing with the guys? This is the most important part of the process. Be intentional about knowing where you want to be at the end of the year. That vision creates the foundation for building your goals. Like Alice in Wonderland, if you don’t know where you are going, any road will take you there. Once I determine a destination I can begin to plan my journey. Will I fly or drive? How long will I stay? What will I do when we get there? What time of year do I want to go? The questions begin to chart my course; much like goal setting can chart your success.

Good goals are written down and SMART. Unless you write it down, it’s an aspiration, not a goal. Put it on paper and share it with others to build support and accountability for achieving your goals. SMART is an acronym for the attributes of meaningful goals. They should be:

Specific – What exactly do you want to achieve?

Measurable – What is the quantifiable measure of success?

Achievable – With adequate focus can you make this happen?

Relevant – Why is this goal important to you now? How will it make a difference?

Timely – When will you accomplish the goal?

Once you have your SMART goals on paper share them with someone and schedule time on your calendar each week to review them. Ask yourself what you are going to do this week to achieve your goals?

Goal setting is one of the most powerful things you can do. Setting SMART goals, reviewing them regularly and sharing them with others will create a focus that will lead to personal and professional success. I think that’s a great way to start the New Year!

By Randa Niederhauser, CMA

Randa Niederhauser

“Not everything that can be counted counts, and not everything that counts can be counted.” —Albert Einstein, attributed

It’s that time of year again, and here in the Accounting Department at CMA we’re doing lots of counting. We’re counting up the year’s financial performance. We’re counting how well we deployed our staff, and how well we met our budgets. As we close out 2011, we’re also preparing for 2012 by planning projects and estimating our income and expenses. We use numbers to measure many aspects of the business. But as Albert reminded us, not everything that can be counted counts. So we are constantly asking ourselves if we’re counting the right things. We want to make sure that our measurements result in information that helps us make the right decisions for the business.

At the same time, we are mindful of the things that can’t be counted.  We can’t put a value on the confidence that our clients have in us to help them achieve their goals or on the dedication and teamwork that we have among the staff at CMA. We are also grateful for the opportunity to make a difference in the food system that people all over the world rely on every day.

Whatever religious or cultural traditions you observed during the holiday season, I hope you took a few moments to appreciate the important things in your life that can’t be counted. For me that was having extended family home for the holidays and some time off to spend with my kids.  But who’s counting?

#1 - What’s in Your Social Media Toolbox?

#2 – It May Go to the Wee Hours, but it Will Always Take a Team

#3 – You Could Say the “C” in CMA is for Commitment

#4 – Taking the Relating out of Relationships – Barriers to Building Trust

#5 – Website Maintenance…Who Knew!

Diane Hurd

While businesses communicate a lot of different things – from business objectives to sales and revenue targets, etc. – there is one fundamental component that they often overlook: their values.

At CMA, values are the foundation of who we are and how we operate. And, we spend a lot of time discussing the principle of communicating with target audiences through the use of shared values. This approach was born from our revolutionary trust research that proves confidence, or shared values, is three- to five-times more important than demonstrating competence (technical ability) in building trust.

Why does this matter? As Theodore Roosevelt articulated, “People don’t care how much you know until they know how much you care.” The necessity of articulating strong values to stakeholders is an essential component of a healthy business.

Below are a few key ideas to keep in mind about communicating values in a meaningful way:

• Establish values across the company, not just at the top. If everyone doesn’t feel ownership over them, the values lose meaning quickly. Buy-in from employees is important so that they feel a certain ownership of them.
• Seek input from employees. Ask employees what is important to them and seek their input on how well the company is living up to its values. Involve them in keeping the company accountable.
• Live your values. More importantly than just communicating values, businesses must “walk the talk.” Embrace the company values and be mindful of them in everything you do. And, never forget that actions speak louder than words.

Values have become a phrase that people toss around, yet take very little time to actually research and commit to. The most powerful way we communicate our values is in the decisions we make and the actions we take.

What do you do in your organization to communicate your core values?

Mark Crouser

After dinner one evening, my wife and I were putting away the leftovers and cleaning up the kitchen, planning to play with our 16-month-old son for the remainder of the evening. As we finished rinsing the dishes, a slow bead of water trickled from the base of the kitchen faucet. Water – a novice plumber’s worst nightmare.

To the garage I went, digging through my toolbox, hoping the simple twist of a wrench and tightening of a nut would fix the problem. But it wasn’t so simple, with the leak was coming from inside the fixture.

Once the water was turned off, without any real plan in mind, disassembling I went. In a matter of minutes, the entire faucet fixture had been completely removed from the sink, leaving behind only three holes, and whatever else it is that collects under sink fixtures. Was my approach little extreme? Sure, but I’d assumed the quickest remedy to stop a leaking faucet was to pull out the entire fixture.

Minutes later, I was standing in the Plumbing aisle of the nearby hardware store, faucet fixture heavy in my hand. Derek, as was scratched onto his orange apron in permanent marker, directed me to the o-rings, believing that after five years, the one inside my faucet had cracked and caused the leak. $3.98 – that’s a simple fix, right?

Once I got home, there was another round of disassembly, this time for the fixture itself. Setting to work with an Allen wrench, screwdriver, and my watchful wife offering advice, I was able to take out the old o-ring and replace it with a new one.

As I then faced reassembly of the fixture and water lines, with parts and pieces strewn across the kitchen counter, the thought hit me, “To do this right, why didn’t I begin with a plan?”

A similar thought may have crossed your mind a time or two. Maybe you had a communications opportunity, or worse, were in the midst of a crisis.

Fortunately, the next time I’ve got a leaky faucet, I can shut off the water and take the time to get it right. But in the midst of your next opportunity or crisis, shutting off the flow of information won’t be an option. The best step is to plan now, whether for the opportunity or the crisis.

Doing so could save you from mopping up a wet mess.

Kerry Burtman

In the “Wizard of Oz,” the man behind the curtain pulls levers to get things done. Here at CMA, we don’t have levers, or curtains for that matter. What we do have is a team of people committed to doing what it takes to get the job done.

When you come visit our Kansas City office, Missy is probably the first person you’ll meet. From her desk in the reception area, she prepares and processes accounts payable and receivable transactions. Her in-basket is continually filled and emptied as paperwork is processed. Although she has plenty to keep her busy, anytime you stop by with a request, she’s always willing to lend a helping hand. She will do what it takes to get the job done.

Down the hall and around the corner from Missy, you’ll find Laura. This year, she provided administrative and planning support for one of our biggest client events. She took this task on in the midst of planning her wedding, too. I can’t decide which of the two events were the most stressful! While preparing invitations and wedding plans in her free time, by day, Laura managed countless event details. She assembled hundreds of attendee folders and name tags, prepared dozens of boxes for shipping and printed and organized thousands event documents, all while coordinating their receipt and logistics with hotel management.

Missy and Laura are just two of the many examples of CMA staff who do what it takes to get the job done. Charlie’s grueling travel schedule (on the road 52 of the last 65 days) means I nearly have to reintroduce myself when he’s in the home office for a few days. Mark has spent weeks at a time traveling to remote farm locations with a film crew to get great footage for our clients. As I type this, I can hear Allyson, with her accent that could only be from North Carolina, saying, “I can do that. When do you need it?” Across the country, our staff in Missouri, Iowa, Ohio, Indiana, Pennsylvania, Kansas and Nebraska all have the same attitude – a commitment to getting the job done.

And while CMA didn’t invent the “do whatever it takes” attitude, it is something that is an important part of who we are. With that, excuse me, won’t you? I’ve got work to do.