Why You Should Use Infographics to Communicate Visually

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By Vincent Derama, Design Specialist 

For a business, it is important to send the right message to your audience, but it is equally important that the audience can understand your message. After all, not everyone is an expert. Today, any individual can access the Internet and find very specific answers to very specific questions, but if their questions involve you or your message, how do you know that they’ll remember that information?

Information graphs or “infographs” are visual tools that communicate information simply and aesthetically. They take profuse and in-depth knowledge and present it clearly and concisely through visual representation. Infographs typically contain statistical information about a specific topic or field of work, but have also been adapted to communicate themes and ideas as well.

The value of infographics as a communication tool can be attributed to the way our brain processes information. For instance, right now you’re reading this article, line by line, taking in everything in the chronological order it was written. Because we read in a linear pattern, our brain cannot process information faster than we can supply it. The brain can process visual information up to 60,000 times faster than text, however. When you look at a picture of, let’s say a beach, every element of the photo is interpreted simultaneously, so you know the image is of a beach. Even when viewed separately, say separate images of palm trees, sand, or waves, you can infer that a beach is connected to these themes. However, after just describing a beach to you, you had to process that information linearly (e.g. palm trees -> sand -> waves = probably a beach).

Infographics are a valuable communication tool. When communicating with your audience, as a business or otherwise, an infograph brings a level of professionalism and expertise in a given topic through your ability to clearly convey complex data or information. Additionally, people want more visual content. In fact, there has been an 800 percent increase in “infographic” searches on Google throughout the past two years. The viral potential for visual content is at its highest. Who knows, maybe your next infographic could be your breakout in Internet immortality.

How to Handle Crisis Communications

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By Julie Wright, President

If you’re at the center of a crisis when one hits, like it did April 15 when two bombs killed and maimed spectators and participants at the Boston Marathon, make this your mantra:

Communicate early. Communicate often. And communicate accurately.

Communicating early, when facts are still coming in and very little can be confirmed or validated, means at least letting stakeholders know that:

1. You’re on it.
2. You care.

Social media might be among the first places you let people know that your organization is working to fact find and planning to release more information as it becomes available and verified. If you’ve pre-planned your crisis communications, you will have some prepared responses to many potential crisis scenarios so that your posts are a keystroke away and do not need vetting or wordsmithing under high stress. If you have an important message that you need to get out, use social media and ask people to share your message. Many people will be glad to help.

It’s important to show people as early as possible that you are the best and most reliable source of information about your crisis and that you care. Do not assume that they realize you’re as upset, saddened, shocked or dismayed as they are. Tell them so. And if your attorneys tell you not to comment at all, just keep in mind that their primary goal is winning in the courtroom or negotiating table. They might win there, but if you don’t communicate early and empathetically, you lose in the court of public opinion that may cost you more dearly than any court-mandated settlement. (Just sayin’. If the lawyers start driving the communications strategy, it’s game over. Think of BP in the Gulf of Mexico or Toyota with its faulty brakes.)

 

If people were harmed, you care deeply and are empathetic. If people have been inconvenienced, you’re sympathetic and are working furiously to ensure that everything is returned to business as usual.

The lawyers want to be sure that you’re not excessively admitting to responsibility for their inconvenience or injuries. This is valid, but it is a terrible and irreparable mistake to withhold any response and, as a result, project an image of callousness. You cannot be too compassionate. And compassion does not mean taking responsibility.

Think about this: What if the CEO of Carnival Cruises had gotten himself airlifted to the ship adrift and suffered alongside his customers? I would feel entirely differently about the problems Carnival and its passengers have suffered through if I knew its executives shared in the discomfort. And the headline would not be: “Boss of Carnival Adds Insult to Misery By Going to Basketball Game as 4,000 Suffer Aboard ‘Stinking Stricken Ship’…”.

Communicating often is essential because media coverage can be around the clock. If it’s an evolving situation, plan to hold media briefings every few hours. Listen closely on social media so you can correct misinformation that is getting passed around as it happens. Use your social media channels to release details in between media briefings. Establish a hashtag for your crisis communications on Twitter so that people can more closely follow the ‘official’ information source.

The frequency of your communications are a way of showing that you care about your stakeholders and are serving their needs and not just your own. Today, people make judgments based on your organization’s behavior and not just a carefully crafted message labored over by your attorneys, senior executives and others.

Inaccurate information can un-do all of your tremendous communications. To increase the likelihood that accurate information is presented on a timely basis, your crisis plan should have designated spokespeople, chains of command and reporting structures so that people in the field, on the scene or troubleshooting the issue know the protocol for providing updates. They should have the names and contact information of the crisis team, there should be a clear method of capturing and reporting out the information to the crisis team, and everyone in the field should know not to speak to but instead properly redirect the media and to limit internal speculation.

Stress degrades decision making, so successful communications in a crisis are typically based on a pre-existing communication plan that reasonably anticipates various crisis situations and develops responses so that they’re at the ready when a crisis hits.

Whether you have a plan or are planning on the fly, just repeat after me: communicate early, communicate often and communicate accurately.

Four PR Trends

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By Grant Wright, CEO

Looking at past trends in an evolving industry can be a poor predictor of future trends—whether you’re talking about the stock market or the PR field.

Witness Facebook (a 9-year-old), Twitter (a 7-year-old), Instagram and Tout (both 2 year olds). These are among only a few of the game changers that disrupted the publishing industry. Each is a relative toddler by traditional business standards, and not that many years before their existence I don’t recall anyone predicting them. But their global impact on the human condition is already established.

The trend impacting the PR industry, therefore, is not which new social tool will take off, but that game changers are now the norm. Expect and anticipate them.

Here are four things (among many) I see near through long term impacting PR.

The Story Stays

We like a good yarn. Stories have been told throughout human history and they’re not going away anytime soon. So while the delivery method may continue to break speed records in the unprecedented data age we’re now in, if there isn’t a compelling story to whatever the communication is, it won’t leave the station.

In creating your communications, think about your story. How compelling is it or could it be, and why should others care? And if you don’t have one, then either create one or rethink your communication strategy for most effective resource use.

Multimedia Explosion

We are a sensorial species, and with the written word there’s a terrible lack of engagement of the senses. True, imagination can help make up for that. However, the way I imagine Utopia and you do can be very different, meaning there’s a significant control loss of the intended message. But what if I could not only tell you a story, but also engage you in it by your five senses? Instant communication around the planet is now possible with video covering sight and sound that will only increase. But I think it’s only a matter of time before technology allows for an online cook ‘book’ to not only convey with what and how something’s made, but also how it should look, feel and even smell and taste.

Additive Manufacturing

 …aka 3-D Printing will change everything, and this means for PR too.  I think 3-D printing is truly Roddenberry’s Star Trek replicator come to life like the cell phone, and why I see it profoundly impacting PR is that currently the world’s societies are built largely around traditionally manufactured goods and related services – shoes manufactured in China are consumed in the USA; medical implants created in New York are used in Canada; an airplane is created and assembled from many different places; etc. Things today are still made for us and we don’t make things for ourselves. PR supports all of this ‘traditional’ world commerce that in the next decade will dramatically change with the advent of 3-D printing for the masses. Like intangibles such as information value decreasing with increased accessibility, so will the value of physical goods change. As it does, PR will change as well, becoming less about conveying a compelling call to action to buy consumer products, say, and more about strategically helping communicate things like B2B opportunities, services expertise, key events, experience opportunities, and political and societal agendas.

Local & Smaller

It’s well established doctrine for good communication to know thy audience, and reach them where they are. With billions of us now having our heads buried in our smartphones more than we’d like to admit, guess where audiences are? Sure, we’re still driving down the freeway ready to notice a billboard, pouring over that quaint thing called a newspaper at Starbucks occasionally, and watching commercials whip by as we watch our favorite DVR’d show.  But increasingly we’re more interested in our immediate environs – our local neighborhood - than otherwise. So as opposed to a broad shotgun approach, PR will increasingly need a precise rifle approach tailored to local geography and interests. And in doing so rely less on large real estate like a full magazine, in-depth television reporting or a regional newspaper spread, but instead plan for consumption to be increasingly on a screen just four or five inches wide—that if it’s showing a picture of a rose, soon enough will probably smell just as sweet.

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Where’s the Beef?

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By Maureen Legg, Account Executive

Communicating Value

No one ever likes losing a customer or client, especially when they leave for the wrong reasons or never share any of their doubt or discontent about your product or service. We often mistake no news for good news, but many people actually prefer the door to the daunting prospect of sharing their discontent.

Sharing their discontent with you, that is. They have no problem sharing with all their colleagues.

This problem is more common among consumers of services than actual products. With a physical product, if something doesn’t perform as a customer expected, they can return or exchange it. Consulting services, like those we provide at (W)right On Communications, require more proactive communication with clients to increase their understanding of the work product and value of the outcomes. And whether you’re in the communications consulting field or a seller of world-class widgets, the following five communication steps can increase client satisfaction and build client loyalty.

The Plan’s the Thing

As a service provider, it is important to establish upfront a client’s needs and expectations and how you plan to meet (and hopefully exceed!) them. Agreeing on a well-defined set of goals and objectives makes evaluation of your services turnkey. Documenting this communication in a plan of action keeps everyone on the same page.

Don’t Stop Thinkin’ About Tomorrow

With a plan in place, you can grow your relationship with your client by bringing to their attention relevant current events and new ideas that could impact their business. This is a value-added service you can provide that demonstrates what you bring to their team. If your contribution becomes an action item that requires amendments to the original plan, advise your client of the financial implications upfront.

Just Do It

One of the biggest benefits you can bring to the party is the ability to get things done. Find ways to solve problems apart from relying on the client for an assist. And meeting deadlines is a must. Lingering projects for any reason lead to apathy about your value and a lack confidence in your ability.

Making Dollars Make Sense

When a client complains about the bill, it means they are not fully aware of all the benefits they are receiving from you so they don’t understand the value. It’s up to you to continually communicate the benefits of your service. That can take the form of regular progress reports with measurable metrics (you can even send this with the bill). Periodically meeting with your client to review the bills gives them a chance to ask questions and for you to describe the value-added services that are often not reflected on the bill. This also gives your client the opportunity to clarify what kind of outcomes they are expecting so that there is no miscommunication.

Three Little Words

Checking in with your client from time to time is the easiest way to diffuse percolating issues. Simply asking, “How’s it going?” can initiate a meaningful dialogue that leads to good will (maybe even an accolade or two) or course corrections in advance of a crisis situation.

In a digital world, it’s easy to think we’re having conversations because we’re communicating with one another. But there’s no substitute for being in the moment with a live, back and forth, give and take conversation with real-time facial expressions and tangible emotional engagement.

And remember – it’s cheaper to keep a client than to find a new one. Beyond lost revenue, you’ve just cost yourself the time and resources to cultivate new business.

Rise Thee Visual Web, Rise!

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By Grant Wright, CEO

Did you receive some sort of electronic device over the holidays? A smartphone like an iPhone or Android? A video game, camera, iPod, tablet, or laptop or maybe a new PC or Mac?  If you didn’t chances are you know someone who did.

A year ago I wrote that for the first time smartphones sales exceeded yearly PC sales. And a few months back, I mentioned that there are African countries that have largely skipped the landline era and gone straight to mobile phones, with there now being more than 715 million in Africa. In the U.S., Comscore reports 114 million Americans used smartphones in July 2012, and that this represents roughly half the potential market. So, add another 100 million or so and the American market’s done. Thinking about the 2012 holiday period, I bet there was a healthy dent in this remaining half. So, what will people do with, and demand of, all these powerful devices?

 

Where I’m going with this is that I think we’re in for another sea change, and soon. Like many things, communication evolves, sometimes slowly, and sometimes with startling disruption – witness the printing press, typewriter, PC, Internet, email software, mobile text, Facebook, Twitter...

Sure, there are relative periods of stability – long like the ancient days of cave walls and word of mouth; medium like the era of print newspapers and magazines; and short, like mobile texting.

It’s this last one which days are especially numbered, at least as we know texting today. With so many smartphones capable of so much more than a simple text message; with WiFi proliferation and data costs dropping like a rock; carmakers now incorporating WiFi and imminently 4G in vehicles – texting and Twitter don’t stand a chance. Why type something when you can just Voxer someone or blast a picture or a quick hi-def video with Tout? All hail thee visual web!

At the 2013 Consumer Electronics Show happening in Las Vegas as I write this, one theme seems to be even larger smartphone screens to come. Personally, I don’t want to hold a brick to my head (been there done that with cell phones in the 80s). And who knows where a smartphone ends and a tablet begins. Smablet anyone? Another CES theme seems to be the connection of all the new devices to traditional devices like TVs. But ALL of these devices point to the need for more audio and visual content, and less thumbing of the written word.

While the need for compelling information, good storytelling and devices like humor and emotion are among the few communication components that are ‘traditional’ anymore, how the information is conveyed, story told and emotion evoked is ever changing. Increasingly, the cut-through will be achieved through multimedia – sound, video, graphics, animation and, I predict, soon enough smell. Yep, they’ll figure a way to trigger your device to release bacon and perfume scents. Forward thinking firms are already thinking of ways to respond to, if not lead, the rise of the visual web so as to remain connected to their target audiences wherever they are.

(W)right On celebrates its 15^th anniversary this month, but we’re just getting started. Owing to our great team and amazing clients we are privileged to serve, (W)right On was recently honored as a 2012 Most Admired Company for its professionalism, integrity and accountability. But like it also leads on the more tangible fronts such as social media evolution and communication program results, you can expect (W)right On to remain on the forefront of the visual web rise. Will you be there too?

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Fear Is Its Own Food

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By Grant Wright, CEO

It struck me the other day that America was consumed by fear for so many months leading to the election. Fear of more Obama. Fear of change to Romney. Fear that the housing market isn’t strong enough. Fear that it’s too strong and becoming unaffordable again. Fear of Obamacare. Fear that Obama really does care. Fear that things won’t be OK. Fear that things will be OK for us, but we’re not doing enough for others. Fear. Fear.

Watching a morning ‘news’ channel that for months pedaled little more than outrage, speculation and what-ifs, suddenly overnight seeming to set its communication priorities on a discussion of coffee varieties; reading of Mitt Romney no longer having Secret Service or his campaign plane, and leaving a meeting a couple days later by getting into the back seat of his son’s ordinary gray Subaru; seeing the media offer us the latest catchphrase to turn our suddenly vacant fear capacity to “fiscal cliff” (listen for it, it too was everywhere overnight) – reminds me to stop and refuse to buy into it.

Don’t get me wrong – if you’re a gazelle with a cheetah bearing down on you then fear is a good thing. And arguably a little more tempering fear and prudence preceding the 2008 financial meltdown would have been a good thing. But we’re not gazelles and so much of what we fear is manufactured by others who profit ridiculously by playing to our fear response. So it can be hard to know good fear and harmful fear.

I recently heard someone quote a study that something like 98 percent of what we fret about never comes to pass. Arguably, at least some of it doesn’t come to pass because we worried about it and prevented it. But still, the extraordinary price we humans pay by worrying is, well, extraordinary.

Antacid sales worldwide each year alone reportedly top more than $10 billion. Sure, a lot of this is to do with other health factors like the obesity epidemic here in the U.S., but I’m guessing another big factor in this is simply people worrying, often needlessly.

KPBS radio recently reported that each year in the U.S. hospitals and surgeons have to pay out a total of more than $1 billion to surgery patients who have had something left inside them, like a sponge. And this is because there’s on average 4,000 items unintentionally left inside patients each year. Should I fear this if I need surgery? Of course not, in the same way you can’t worry about your plane being the one to crash from the roughly 50,000 commercial flights that take off every day somewhere in the world.

Since we live in the information age, we are bombarded with things to worry about like no time before. Things to potentially worry about have always happened; it’s just that we never knew about a lot of them.

So, how do we filter but not become callous? I don’t know. If you have a sure-fire solution let me know. For now, and for me, I do my best to balance and try to err on the side of concern versus indifference. As they say, what goes around comes around. So we can hope to put out more good than less, and if we’re lucky maybe some of that will come back to us. But you can’t, and shouldn’t of course, have that expectation.

At (W)right On, we advise our clients not to make decisions from a platform of fear. It is a poor platform. Better to make it from a reasonably and intelligently informed position, and then put full effort behind making whatever that decision have the best possible outcome.

Fear. Worry. Unless there’s a cheetah chasing you, in the inimitable words of Meher Baba made even more famous by Bobby McFerrin, “Don’t worry, be happy.”


Image credit: ajlber / 123RF Stock Photo

Don’t Just Talk, Say Something

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By Maureen Legg, Account Executive

You’re at the end of your rope and they’ve given you enough to hang yourself. They wanted the job done yesterday but they’re not playing with a full deck. That big idea they had is on the tip of your tongue but you can’t put your finger on it. You’ve got a lot on your mind and need someone to take this project off your hands so you can get a grip and figure out what the heck they want. Well, wake up and smell the coffee, my friend. You’ve got to break a few eggs to make an omelet. So if you really want to whip up something special you’ve got to bite the bullet, mosey back in there and ask them what they meant.

Communication.

As communications professionals, we know better than anyone that it’s an art. Especially when it comes to giving direction. But what many people don’t realize is that it is also a critical component of productivity.

How many times have you stalled on a project because you really weren’t sure what was being asked of you?

As the loquacious Mike Meyers said in The Cat in the Hat,  “Well, sure, he can talk. But is he saying anything? No, not really…”

Quality communication not only engenders efficiency, it also boosts employee morale and impacts client satisfaction. Did you know that Communications is one of the top 10 college majors, according to The Princeton Review? And yet, the workplace is a minefield of unclear communication. People get confused. They waste time. They do it wrong. They miss deadlines. They feel bad about themselves. It’s a vicious cycle that can be broken by brushing up on a perhaps obvious but often underutilized skill set.

Be specific. If you’re asking somebody to do something, presumably you know a bit about what it’s going to take to get it done. Share that wisdom with your co-worker. While everyone loves a “self-starter,” pointing them in the right direction utilizes your big brain and helps them to be successful.

Invite questions. Co-workers may be embarrassed that they don’t know something they are expected to understand. While it’s great when someone “gets you,” giving them an invitation to clarify lets them off the hook when they don’t.

Bear the burden of successful transmission. I once had a supervisor say to me, “You need to read my color chart to figure out the best way to communicate with me.” Successful communication is not a one-way street. As a supervisor, take responsibility for making sure the task is understood.

Check in. Instead of waiting until it’s too late and they are long down the wrong path, schedule a status call to confirm all is well or respond to new questions that have surfaced.

Set deadlines. You know…with a date and time. Contrary to popular opinion, ASAP is not a real deadline, and “when you get a chance” is not really respecting someone’s time.

Confirm expectations. While we assume everyone has the same quality standards, reminders that the data should be proofed, fact checked or recalculated is never a waste of time.

Stay on point. Burying direction in a long and complicated explanation only dilutes focus and understanding on the receiving end. Try bullet-pointing the direction via email and then following up with a live discussion. This also gives a co-worker time to digest the direction and formulate questions.

Keep the team in the loop. Being clear on who’s doing what avoids duplication of a task and allows everyone to plan their workflow. It also enables managers to communicate effectively with clients about the status of projects.

Communicate about communication. In fact, make it a core value in your workplace. Review this skill set, discuss expectations and determine how course corrections will be made on a one-to-one basis.

In conclusion, I know that you believe you understand what you think I said, but I’m not sure you realize that what you heard is not what I meant.

If that’s the case, call me.

Image credit: studiom1 / 123RF Stock Photo

6 Stories Your Organization Should Be Telling

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By Rebecca Chappell, Account Executive

“Even if you have reams of evidence on your side, remember: numbers numb, jargon jars, and nobody ever marched on Washington because of a pie chart. If you want to connect with your audience, tell a story.” – Andy Goodman

As professional communicators, one of the biggest challenges we have when collaborating with both nonprofit and for-profit clients is getting them to see that what they think is news may not be what the general population views as news. While smaller media outlets are typically supportive of community-based events and announcements, if you’re seeking attention from the likes of the Los Angeles Times, the Wall Street Journal or holy grails such as the “Today” show, you’d better be able to answer the question: so what?   

The “so what?” is where the heart of the story resides.

Whether your company is a small business or large corporation, think about all those facts, figures and acronyms listed in your annual report. Impressive? Sure. But why should anyone outside of your company care? It’s simply not enough to say your company exceeded profit margins or goals for the year. What were the challenges the company faced and how did it overcome them? Is your company’s successful performance the result of a group of employees that went above and beyond expectations? What does this year’s success mean in terms of the company’s future? How does your company’s success benefit the community at large?

If you’re a nonprofit, it’s even more important to resist the urge to weigh people down with a laundry list of programs, statistics and financials. Yes, those things are necessary to be transparent, but if you want media to pay attention and potential donors to contribute their hard-earned dollars or time to your organization, you have to also be personal.

In her book “Corporate Legends and Lore: The Power of Storytelling as a Management Tool,” Peg Neuhauser draws a parallel between nomadic Indian tribes of the American Plains and today’s modern organizations. As tribes moved from place to place, Neuhauser writes, they each carried a bundle containing significant artifacts from the tribe’s past. At campfires and rituals, this “sacred bundle” would be opened and the tribal elders would recount the stories behind each artifact.

Every organization has its own sacred bundle. In PR we often help clients to identify the artifacts for their bundle – the newsworthy stories that set their organization apart. We then package these stories as press materials, marketing collateral, website content, personalized annual reports and more.

Perhaps now you’re thinking to yourself that your organization doesn’t have any good stories for a sacred bundle. To help you out of this predicament, Neuhauser recommends identifying basic narratives such as:

How We Started

This is the story of how your organization was founded – who started it, and why. This often captures the need for your work to exist as well as the approach your group has taken to address this need.

Emblematic Victories

These demonstrate your group’s effectiveness. Instead of just saying “we made a difference!” this is your chance to demonstrate how that difference was made.

What We Learned in Defeat

Everyone falls off the proverbial horse from time to time. The trick is to get back up and ride again. Lessons learned in the course of defeat should be embraced for what they can teach you, and others.

Nature of Our Challenge

Stories about the fundamental nature of the issues your organization is tackling remind staff and community the reason their time, attention and energy are needed. They also serve to connect to the media and public with individuals and/or families in need versus numbers and statistics.

Performance Stories

Employee performance stories show the exemplary levels of professionalism, creativity and commitment your people bring to the organization or challenge at hand.

Where We Are Going

Look ahead five, 10, even 20 years from now. What would the world look like if your company did its job, met its goals, adhered to its vision? Paint a big picture that evokes a feeling of the future that staff, media and the community at large can invest in emotionally.

Now that the creative juices are flowing, the only thing left to do is capture your thoughts and look for regular opportunities to share your sacred bundle with media and the community. Happy storytelling!

Journalism Skills for a PR World

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By Kristina Houck, Research and Online Content Specialist

Thinking about leaving the newsroom for the PR world?

Many reporters successfully make the transition into public relations. (Several of us on the (W)right On team have a journalism background.) To do so, you’ll need to learn about the field and obtain new skills. Still, you will find more than a few journalism skills useful in your new career. Here are the top four:

Write well

Although you will be doing much more than writing as a public relations professional, you’ll still depend on your excellent writing skills to succeed. As a reporter, you’ve likely received a number of news releases that read like sales pitches or user manuals. Because of your writing and editing experience, you will know how to present the facts without the frills while making sure your client’s message is compelling, but also accurate and clear.

Communicate effectively

Your interview skills will come in handy in the PR world, which actually requires a lot of time listening to clients as you come up to speed on their industries, business models and products or services. Instead of speaking with sources on the phone, you will pitch to media. To get your client’s message across, you will need to know how to communicate effectively with others.

Understand newsworthiness

As a reporter, you’ve had years of experience pitching story ideas to your editor. You’ve also received countless phone calls and emails from PR pros looking to get their stories published. Therefore, you understand what gets published and what doesn’t. You also understand what makes the front page and what receives a brief mention. Understanding newsworthiness can help you relate a client’s message to a current events story or a larger trend piece so your story gets picked up.

Work on deadlines

Reporters know a thing or two about deadlines. You’ll need to manage your time as a PR professional, too. Instead of working on multiple stories with different deadlines, you will work on multiple accounts with different expectations. Many PR firms require account executives to document the time they spend on each account, so be sure you use your time wisely.

Happy job hunting! Oh, and if you’re actively seeking a new opportunity, check out ours at (W)right On Communications: http://www.wrightoncomm.com/careers.htm

Email Tip That Will Save Your Bacon

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Have you hit 'reply all' by mistake? Sent a nasty response and then regretted it? Or simply sent a message and then remembered some piece of information or a question you left out?

(The last one happens to me several times a day!)

How do I avoid sending multiple emails on the same topic when that happens? Easy: I've configured my email to send and receive every five minutes.

That's five minutes to realize I might have hit 'reply all.' Or a five-minute cooling down period. (Some folks might need 10 minute intervals!) And it's five minutes for 'oh yeah, I needed to ask about XYZ too.'

How many of your emails need to be sent immediately? I'll bet they're the exception and not the rule. Therefore, it's no big deal to manually hit 'Send/Receive' in Microsoft Outlook from time to time when you need to send a message right away.

Change your email options in Outlook by clicking the 'Tools' menu. Select 'Options' and then click the 'Mail Setup' tab. You'll have to unclick the 'Send immediately when connected' button--that's actually the default setting for Outlook. Then click the 'Send/Receive' button to the right to specify how frequently you want your email sent.

I've been doing this for years and just told a few of my colleagues who loved the idea. I thought I'd share it here, because in my opinion, it's a 'best practice' when it comes to email. Do you have any tips for email communication to share?

Are your employee communications as productive as your employees?

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With fewer employees doing more of the work, the economy has really put the squeeze on workers during the last 12 to 18 months. For those fortunate enough to be considered in the employed rather than the unemployed category, they’ve stepped up, done more with less, and the statistics show it. According to the U.S. Bureau of Labor Statistics, productivity has increased more in the last year than it has in the last 48 years. Read that again: the productivity of American workers has increased so dramatically over the last 12 months that 1962 was the last time the workforce saw such an increase. Specifically, from the first quarter of 2009 to the first quarter of 2010, productivity increased 6.3 percent.

Can this rate continue? Or is this a cause-effect relationship that will be a mere blip on the radar a year from now? Is your business prepared to make this a long-term trend? Businesses today don’t need sprinters, they need marathoners. It is foolish for employers to do nothing and expect that this trend will continue. It is more important than ever to have a strategic employee communications program in place. Whether your company consists of 5 or 50,000 – employees must feel connected, engaged.

If they are not already, have your corporate communications team work closely with human resources. Make sure employees are getting the need to know information as well as the nice to know.

At (W)right On, we’re leading internal communications programs for small businesses as well as for large, international businesses with tens of thousands of employees in hundreds of locations spread across the world. Don’t let language barriers, multiple time zones or diverse cultures be excuses. If you’re a small business, don’t just assume employees feel connected. Make the effort to communicate, it builds employee morale which will help keep productivity on the upswing.

Paraphrasing our favorite character from "The Office," Dwight Schrute. "Would I ever leave this company? Look, I’m all about loyalty. In fact, I feel like part of what I’m being paid for here is my loyalty. But if there were somewhere else that valued loyalty more highly, I’m going wherever they value loyalty the most."

The front line is the only line

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If you have the greatest company in the world, the best finance team, great IT support, well-respected managers, the whole nine yards - that’s fantastic. You should be proud. However, none of that matters if you have poor customer service representatives (CSRs). To the customer, those CSRs are your company. They make or break the sale. They leave the customer satisfied and likely to return or they leave them unhappy and likely to tell everyone they know not to buy your products or services.

Think about it. If Peyton Manning is your quarterback, you’re not going to surround him with a bunch of bush league offensive linemen. No, you want the best.

In a survey, the National Association of Retail Marketing Services found that companies lose 10 customers for every one that complains and 90% of unhappy clients will not do business with the same company again. Considering how much it costs to attract a customer, it makes no sense at all not to invest in a service program and satisfy and keep those hard-won customers.

This isn’t a new concept. It’s one that holds true through the evolution of customer service from face to face, to phone, to online interactions.

The person managing your Twitter and Facebook accounts is one of the most important CSRs there is. Is the person behind those social network accounts familiar with all aspects of your company? Have they been properly trained to respond to customer complaints? Do they follow through with people who connect to them, whether it’s a neutral, good or bad comment? It’s not enough to just be: you must become an engaged and active presence.

Consider this person an extension of your front line, because they’re not just picking up the phone and dealing with 50 customers a day, they’re online dealing with thousands – or more. Without a solid front line…the rest won’t matter.