Women’s History Month is not just about acknowledging the achievements of women who came before us. It is about making note of the women we surround ourselves with who are making history today.

The days of all women being placed in boxes of just childrearing or homemaking are gone as women themselves continuously burst through each ceiling placed above them. The women we traditionally celebrate throughout Women’s History Month are merely the spark of the modern day woman: one made of strength, grit and passion for building and excelling in all aspects of her life—professionally, personally and more.

An attribute of the female power network that never fails to disappoint, surprise, and most importantly, empower me is the success that spurs from women supporting women.

I have worked nearly my entire career until joining NP Strategy in male dominated industries like journalism and politics and rarely had a female boss. Due to those early years, I typically built relationships with male mentors and never understood the importance of honing in on those female leaders until later in my career.

Madeline Albright might have the most famous quote on this subject but I’ve always liked Gloria Vanderbilt’s take the best, “I always believed that one woman’s success can only help another woman’s success.” I truly believe this.

And men, don’t stop reading now. This dialogue is almost more important for you than it is for the women reading this today.

In my role working with clients at every level of the corporate ladder and managing internal relationships across a female dominated firm, I have to be incredibly cognizant of the behavior around me and the performance I exude. Here are a few tactics I recommend we all consider when working with our team members to build a supportive and cohesive environment in our workplace:

1) Fully commit to the understanding that your colleagues’ achievements can assist in your long-term success. I have personally experienced or watched colleagues worry about the success of a partner or colleague to the detriment of their own efforts. It shouldn’t work that way. You can always learn from your friends, colleagues and family members and being able to see success in action will only help you in achieving your own goals.

2) Don’t just say you support women—put in the work to back it up. There are many instances in which women in leadership preach about their interest in seeing other female leaders, or promote their organization’s efforts in hiring female employees. However, when it comes time to share opportunities or work with other females on their individual success, it turns into a game involving egos and a lack of interest in moving the ball forward on a larger scale. Voicing your commitment to DEI is not enough. Implement support at every step of leadership.

3) Use your time and energy in building up the next generation. I have heard, and admittedly been part of, conversations about the work ethic of the next generation and the differences in what we’ve seen in generations before us. Without teaching and spending time with these young people and displaying the work ethic and professional behaviors we expect, we are effectively setting them up to fail. Help them understand the importance of work-life balance while reminding them the importance of deadlines.

With the ongoing growth of women leaders from Lou Kennedy at Nephron Pharmaceuticals to Vice President Kamala Harris, women are the future of business and politics. We can do the job just like men, if not better, with high heels on and a dinner to cook for two kids and a spouse at home. If we all work together to achieve each other’s successes, our potential is great but our accomplishments will be greater.

In 2012, I left a thriving career in Washington, DC to move back to my native state of South Carolina. Apart from family and friends, a driving factor in my decision to move back to South Carolina was my desire to be able to make an impact in my community.

Looking back, it’s hard to believe that Columbia has been my home for nearly a decade. When I first moved to Columbia, I had a handful of personal relationships, but very few professional relationships. Nevertheless, I was determined to hit the ground running and get involved.

I quickly sought out individuals and organizations I aligned with to see how I could be engaged in the community outside of my job. My involvement with local organizations allowed me to not only build my network in Columbia but also strengthen my skill sets. One organization gave me public speaking opportunities while another organization helped me learn patience as I aided an elementary student with reading. Each experience helping me grow as an individual, both personally and professionally.

Due to my steady commitment to one organization, in particular, I’m proud to share that I am chairing the Board of Directors of the Columbia Chamber this year. The Chamber matches my personal interests of wanting to make a difference for my community while also complimenting my professional interest in helping businesses succeed. As I look back on my decision to move back to South Carolina to try to make a difference, I’m beyond grateful for the friends and mentors who have encouraged and guided me along the way allowing me the opportunity to serve in this capacity.

So, my plea to you is to get involved in your local community! Some people choose to get involved through elected office, while others give back through their churches. Whatever your outlet, get in the arena and you will realize you get way more out of it than you give.

Here are a few things to consider when deciding whether to engage:

• Are you passionate about the organization?
• Can you commit time to the organization?
• What talent or attribute could you bring to the organization?

My friends in development have taught me that giving back is not just about providing financial resources, it’s more about sharing your time and your talent. I hope you will join me in giving back to your community!

I recently celebrated five years at NP Strategy. Since I began as the first full-time employee, we’ve built an incredible group of 25 individuals across two states and five cities. We provide a number of services, but I’ve always felt most ‘at home’ in our stakeholder engagement efforts, where I can combine communication skills developed during my years as a journalist with the engagement strategies I used during my time as a political operative.  I’ve relied on both while assisting corporations and small businesses with some of their most difficult needs.

However, when I think about this service and how it has affected me and the people I work with each day, the most meaningful influence can be traced to my days working with Congressman Jim Clyburn. His skill of being able to combine his notable aptitude to help his constituents with his skilled understanding of how to use his political capital at the precise time it’s needed is one of the most intriguing things I’ve ever witnessed.

Recently, national political reporters Amie Parnes and Jonathan Allen released an excerpt of their book, “Lucky,” due out in March. It highlighted February 26, 2020, when Congressman Clyburn’s endorsement of then-candidate Joe Biden changed the landscape of the election, and with it, the course of our country’s future. To appreciate Congressman Clyburn’s instinctive ability to affect substantive change, thus providing an opportunity for his constituents and the country as a whole, you have to appreciate his history.

His younger years, growing up in a parsonage in Sumter, South Carolina, shaped his worldview. He has never forgotten where he came from and his best quality as an elected official has been his ability to truly listen to his constituents. He is currently in his 15th term as a congressman, where he serves as the third-ranking Democrat in the House as Majority Whip.

Congressman Clyburn has been a staunch supporter of many important pieces of legislation. He was critical in the passing of the Affordable Care Act and consistently focuses on the growth and opportunity for HBCU’s across our country. He has also introduced the 10-20-30 formula, which would fundamentally change how persistent poverty communities in our country are funded, thus giving them the opportunity to grow and thrive.

I became Congressman Clyburn’s Communications Director in 2014 and learned so much from him during our state’s most recent difficult moments – the shooting at Mother Emanuel, the removal of the Confederate Flag, and the 1,000-year flood in Columbia. For me, it was a masterclass in compassionate, effective leadership.

I’ve tried to walk a similar path in helping clients navigate their own journeys, both professional and personal while helping build our industrious communications firm. And yes, it is these blessed experiences that have shaped my history and, hopefully, our shared future.

Jesica Johnson Mackey of NP Strategy joins other distinguished leaders from across South Carolina to participate in the Diversity Leaders Initiative (DLI), an award-winning program of Furman University’s Riley Institute now in its 17th year.

While DLI classes are typically sorted by state geographic region, the fall 2020 class is the first-ever statewide cohort. The intensive four-month program will be held virtually due to COVID-19, a pandemic that underscores the need for such a program, said Dr. Donald Gordon, executive director of the Riley Institute.

“The extreme hardship brought on by the pandemic has exacerbated the existing social and economic divisions that we address through our Diversity Leaders Initiative,” Gordon said. “The road ahead will present its share of challenges, but our new group of leaders are uniquely positioned to create real-world solutions within their own enterprises.”

DLI class members are selected through a rigorous application and interview process after being nominated by existing Riley Fellows. Participants are accepted based on their capacity to create impact within their organizations and communities.

Jesica will take part in a highly interactive curriculum consisting of case studies, scenario analyses, and other experiential learning tools that maximize interaction and discussion among classmates and facilitate productive relationships. Working alongside classmates, Jesica will also develop a capstone project that raises awareness of community need.

DLI classes are facilitated by expert Juan Johnson, an independent consultant who was Coca-Cola’s first-ever vice president for diversity strategy.

“DLI is unique among South Carolina’s leadership programs,” Johnson said. “In addition to developing new relationships and affecting positive change in their communities, participants gain deep knowledge of how to effectively manage and lead diverse workers, clients, and constituents,” Johnson said.

Graduates of DLI become Riley Fellows, members of a powerful cross-sector of South Carolinians that includes corporate CEOs, legislators, superintendents, religious and nonprofit heads, and business and community leaders.

“With more than 2,300 Riley Fellows statewide, each new class amplifies the impact of leaders willing to work together to make South Carolina a better place to live and work for all its residents,” Gordon said.

To see a full list of participants and for more information about the Diversity Leaders Initiative, visit riley.furman.edu/diversity.

Do you react or respond?  That question felt like a stab to my heart and almost made me fall off the treadmill one evening.  Why? Because in the heat of the moment I react far too often, and later wish I had just kept my mouth shut.

The stress of the pandemic has only made the challenge of providing a “measured response” harder for everyone. We have seen it with clients who have employees responding in highly emotional ways to the surprise of both the supervisor and even the employee.  We have seen it in the news media with raging soundbites.  We have watched it at the grocery store when someone accidentally gets too close or goes the wrong way down the cereal aisle.

Even if we don’t realize it, the pandemic has pushed many of us to our tipping points. And unfortunately, we can shove others over the edge if we burst out with an emotional reaction. What can we do to help this situation?

Reflect on the difference between a reaction and a response
The first is emotional with little thought or consideration. The latter is controlled, thoughtful, and intentional.

PAUSE
When the next offense or sticky situation occurs, commit to pausing – even if only for a second – to ask yourself, “react or respond?” This quick pause could save you the heartburn of firing off hurtful words that may feel good at the moment, but cause heartache long after they are said.

Draft a “deferral” line
Determine a canned response that fits your personality and allows you to exit a sticky situation before you blast off a reactive chain of words. For me, I’m going to use something like, “I have so much on my mind right now that I need more time to think about this. I hope you understand.” Then I’m going to zip my lips and exit like the building is on fire.

Discipline your face
One reason I was a news reporter out in the field – and not an anchor behind the desk – is my face too often reflected my thoughts. Even when I could keep my comments to myself, my facial expression gave me up. So consider how you will refrain from rolling your eyes or deploying the death stare the next time someone irritates you. And prepare to put a pleasant smile on your face as you pause to consider “react or respond?” [For some of us, it may require looking down at the ground to talk our face into cooperating.]

These simple tactics will not immediately win an argument. In fact, you might leave feeling like the other person got the last word. But in the long term, a measured response wins every time. You avoid the regret of reactive remarks, and you leave the door open for restoring a relationship or showing grace to a stranger who likely needs it today.

When thinking about client feedback, it’s normal to feel overwhelmed by the possibilities; perhaps this is why we often wait until the end of a project to solicit feedback. But why not get ahead of it? To help alleviate the anxiety that can come from client feedback, set the stage by surveying clients at the beginning. What better way to meet and exceed expectations than to know upfront how you’re being evaluated? You’ll know firsthand what your clients’ needs are, and therefore have a better chance to exceed their expectations.

Ask questions such as, “How often would you like updates? How do you prefer to communicate – by phone or email? How much detail would you like? What should I know about you and your company as we move forward?” The strength of your business partnership relies heavily on your relationship dynamic – which is often fueled by good communication.

To enhance this relationship, start by understanding expectations and finish by building trust. Express genuine interest in getting to know your client. Consider how your client is being evaluated. If you have a single point of contact, think about what you could do to make that person and their team successful in the eyes of their organization. When the client succeeds, you succeed. It’s that simple!

Hopefully, your shared success will lead to a long-term relationship. Remember that seeking client feedback is important whether you are starting your first project together or have been working together for a decade- you can still continue to grow and strengthen each other.

If there’s one thing we can all agree on (there doesn’t seem to be much these days), it’s that we want answers. We want to know when the ‘new normal’ will look more like the old; when – and how – we can safely send kids back to school; when our favorite restaurant will re-open for business. None of those questions have easy answers.

But consider the questions you can answer. If you’re a business owner, non-profit group or even a government entity, there’s something about your specialty that can answer someone’s question. As a video producer, I’ve spent a lot of time during this pandemic helping several clients do just that: answer questions from possible customers or just casual observers. In doing so, we’ve helped elevate their brand and showcase their expertise. The videos explain a process or make suggestions on dealing with life during a pandemic. And while tutorial-style videos are far from new, they’re finding a renewed utility during COVID-19.

Businesses who have been forced to slow down, or those in professional services with more time on their hands, have started producing “Top Tip” style videos to maintain a presence and, hopefully, keep their brands top of mind. To get started, consider these tips:

Start with the Basics

Unless you’re producing content for a very targeted (and advanced) audience, choose a topic that will get the most viewers ‘into your tent.’ Find the easiest access point for someone who might be unfamiliar with your business – for example, a caterer may do something as simple as a video series on basic cooking techniques – and save the advanced material or in-depth discussions for later.

Get to the Point

We’ve all searched for recipes online only to find entries that lead off with five-paragraph essays on why the author has such a deep, emotional bond to beans. Just give me the recipe! For video, introduce yourself and your company, but do it fast, and deliver on the viewer benefit you promised in your video’s title. Speaking of timing…

Be Brief

We all know attention spans are non-existent these days, and no one wants to sit through a commercial for your company (especially if they’ve just seen an ad before your video played!) before getting to the reason they clicked in the first place. Keep it simple and communicate clearly. Think in a framework of “Top 3” tips to help keep your message tight and watchable.

I’ve noticed that people most frequently stumble over the brevity. It’s ok to simplify your message – just make it clear that what you’re presenting is the tip of the iceberg, and that there’s much more to your brand or mission (i.e., ‘watch the next video!’)

Executed well, these videos can be an affordable and effective tool to do a little advertising and make some new connections. If you’d like to talk more about getting started with a video series like this, give me a call. I’d be happy to answer any questions you might have.

Due to social distancing recommendations caused by COVID-19, virtual meetings are the new platforms to replace in-person interaction. Clients, stakeholders and employees are all using this tool to operate businesses, make new connections and maintain relationships. With everyone using this tool, how do you make sure your company isn’t causing virtual meeting burnout for attendees? Consider these three tips the next time you plan a virtual meeting.

3 Tips to Avoid Virtual Meeting Burnout:

Keep Your Meetings Short

Have agendas for your virtual meetings to ensure efficiency and keep them under 45 minutes. The average attention span for a meeting attendee is much shorter on virtual calls compared to an in-person meeting.

Use Interactive Tools

Virtual meetings are great to engage, but just seeing people on a call does not always equal true engagement. Consider adding interactive tools, visuals or even music intros during your next virtual meeting. Many virtual meeting platforms offer live polling to encourage attendees to provide feedback. Whiteboard features are also available for interactive team brainstorming sessions. A brief 5-minute interactive exercise can provide a memorable experience for your attendees

Go back to the basics

Conference calls are still a useful tool to connect with clients, stakeholders, and employees. Before sending out your meeting invitation determine your goals for the meeting. Can you achieve your goals without sharing a screen or seeing your attendee’s face? If the answer is yes, host a basic conference call. This will provide a break for the potentially numerous virtual meeting requests that clients and employees receive daily.

I’ve long been a fan of the insights of author Seth Godin. Last week, one of his blog posts spoke to me:

I used to ask, “If you stole Steven Spielberg’s address book, would it help you get a movie made?”

The point was that even if you had the phone numbers and names, calling them up and saying you’d stolen them wasn’t worth very much. The data has no value without trust and connection.

Now, twenty years later, all the address books have been stolen. Everyone has all the data. Identifying the right people (or spamming everyone) is easy and cheap.

Which makes the point even more urgent than ever: Without trust and connection, access to data is worthless.

– Seth Godin

The stolen address book

What are you doing to build trust and connection with your key stakeholders?

As the coronavirus has kept us all apart, finding creative ways to engage your stakeholders is more important than ever. Just because you may not be seeing them in person, does not mean they don’t need to hear from you.

Here are a few steps to make sure you are staying connected:

Identify

Take the time to identify your most important stakeholders. Are they your employees, board members, community advocates or donors? Key groups of individuals can make or break your success. Managing your key stakeholders includes identifying not only who to engage, but how and when to engage them. If you find yourself with some free time, make the most of it by reviewing your contact lists – and why not include social media friends and followers – to spark ideas. I bet you’ll find more than a few lost contacts or connections that could be worth rekindling.

Communicate

If you aren’t telling your story, someone else will. Whether positive or negative news, how you craft your story matters and people need to hear it directly from you, not someone else. Be factual, authentic and timely to earn the trust of your stakeholders – and the time of COVID-19 is no exception! Now is the perfect time to reconnect by checking up on old connections.

Measure

Finally, take a pulse of how you are doing. Seek input from others to see if your efforts are resonating. If they aren’t, you’ll need to retool your strategy. In lieu of in-person meetings, opt for video calls where you can. It’s always easier to read someone’s body language and expressions than trying to decipher over the telephone.

NP Strategy helps clients both large and small identify their key stakeholders and craft the right message for delivery to each unique audience. Let us know if we can help you!

The new world we currently live in is changing a lot of what we do and how we do it. We are no longer just matching outfits before we head into work, but we’re also making sure our new face masks don’t clash with our office attire. Another big change we’ve seen with a number of our clients is adapting events to the “no gathering of large crowds,” rule that COVID-19 has enacted.

Our team recently worked with two clients that moved their large annual events online and they’ve both been a success. They are each very different and the way they virtually adapted was different, too. However, their efforts and achievements were similar.

Here are 5 steps to turn your in-person event into a virtual success:

1) Provide ample time for guests to plan for your online event.

This allows for you to make sure they are watching, listening and not distracted. One of the events we’ve taken online was an organization’s annual retreat. This is normally a three day conference with numerous speakers, breakout sessions and evening dinners. When the decision was made to cancel the in-person programming, we quickly announced our efforts to bring the scheduled speakers into a bi-monthly webinar for nearly three months.

2) Provide something your in-person event might not offer.

Being able to bring your events online can actually be a blessing. Your speaker line-up can grow due to the ability for them to do the program from their living room. You don’t have to work around as many schedules or travel accommodations. For one event we brought online, we previously invited Georgia’s former Minority Leader, Stacey Abrams, to be a speaker for two years. This year, we were able to secure her as a speaker because no travel was necessary and we worked around her schedule.

3) Keep people engaged

The scariest part about changing your events from in-person to online is the engagement. Your speakers can’t look in the eyes of the audience. Have you ever told a joke to a webinar audience? It’s excruciating. On Zoom and WebEx, when you host a webinar, you can’t see or hear the audience unless specifically allowed but this feature also provides security to your event. However, you can provide numerous ways for the audience to be engaged. You can let your audience take polls to get an understanding of the sentiment of the audience. You can allow for an open dialogue of questions and answers. However, you want to make sure you’re able to allow the audience to ask questions, provide feedback and feel engaged in the program.

4) The time at an in-person event doesn’t always correlate online

When you’re changing your programming from in-person to online, you can’t expect the time to adjust one to one. So, if you’re taking a 3-day conference virtual, you can’t expect people to go online for three days straight. In the instance of our client, we took those three days of programming and hosted a conversation every other Thursday for nearly three months.

5) Have fun!

This is the most important piece of advice. Online events can seem tedious and time-consuming. However, you can make them fun. You can let people interact with your speakers. You can present audio and video to break up the speeches. There are a lot of things you can do that make online events entertaining and worthy of hosting.