Kürzlich bekam ich ein Feedback zum letzten Campaigning-Seminar, das ich hier anonymisiert wiedergebe:
„Liebe Mit-Campaigner, ich habe gestern meinen Input zum „(Name des Projekts)“ in der Vorstandssitzung präsentiert. Mein Vorschlag für „back to the roots“ d.h. Ansetzen bei der Vision (was will die (Name der Organisation)? was wollen die (Name des Projekts)-Kunden?), ist – nach einer lebhaften Diskussion – auf fruchtbaren Boden gefallen. Sich der „vier Ebenen“ (Vision, strategisch, operativ, taktisch) bewusst zu werden, hilft sehr, (scheinbar) festgefahrene Probleme nochmals neu anzugehen. Es ist halt oft so, dass man die eigentlichen Ziele während des taktischen „Feuerlöschens“ aus den Augen verliert und sich dann möglicherweise irgendwo wiederfindet, wo man gar nicht hin wollte…“
Und weil’s so schön ware, biete ich gerade nochmal ein Seminar an, am 14. und 15. Januar 2013: http://www.amiando.com/CampaigningSeminar
You may believe it or not. But I believe that „Is it true?“ is the key to success. However, you have to understand how to use those few words wisely…
On 8th June 2011 Swiss parliament decided to phase out nuclear power. Four weeks later it struck me. This was probably the consequence of a strategy that a former work mate and I had created back in 1992 – 19 years earlier! A master piece of long-term strategic planning? Maybe. Maybe it would have happened anyway. But certainly we did ask ourselves the right question in 1992, again and again and again. Or better: he asked me…
In 1991 I had started to work as a (anti-) Nuclear Campaigner for Greenpeace Switzerland. My job then was to prevent unlimited operating licenses for two of Switzerland’s oldest nuclear power plants, Mühleberg and Beznau II. My work mate in this campaign was Berni. His job was to prevent final repositories for nuclear waste. Our office was very narrow and we had to sit back to back, as it was not possible to position our desks in the centre of the room. We were facing the walls. Berni had started his job two years earlier. He became my coach and trainer for the next two years. I learned from him most of what I know about campaigning today, when I design strategies, create ideas and manage campaigns or change-projects for clients.
Our situation was tough. Management didn’t have a favour for the (anti-) nuclear campaign, so we had to be successful in order to prove that our budget was justified. But our budget was always too small… Tough situations are when you learn most. We had to be very creative. We permanently came up with new ideas of what we could do in order to achieve the next goal. But how do you prevent (over-) activism and promote strategic action in such a situation?
„THE Most Important Question To Success – Is It True?“ weiterlesen
„ITIL is to the IT industry what Henry Ford did to car manufacturing“ – that’s how a campaign strategy workshop started yesterday which I moderated for Glenfis AG, with the goal of promoting their ITIL jobs portal. It was a fascinating workshop that gave me new insights in how IT is going to change during the next years and how it might change our lives. As Henry Ford’s assembly belt production made cars available to everyone, I asked whether ITIL can lead to similar changes in software production, and the answer was yes. We started with developing the campaign identity along the line passion-vision-mission, continued with the strategy checklist from goals to an interpretation of the Strategic Campaigning Guidelines™ and finally did a creative workshop on possible actions and measures to be taken. Unfortunately I cannot reveal any details about the strategy that we came to, but it was an inspiring workshop and I wish them good luck. This I can say.
Despite of being on a holiday in Melbourne, I wrote an article on the pro:campaigning-Blog on important scientific findings for change management (how to make people change their behaviour). They are not new, however and I am always amazed how long it takes for science to find out things that are so obvious…… Read the article here.
The following text I sent as a newsletter before Christmas. Again I am only writing in German for a mainly German speaking audience. What I basically say is that it was announced that in 2010 in the USA for the first time more money was been spent for online advertising than for print ads. This year might mark a turning point for corporation communication and marketing. Personally I can see a huge demand for Social Media Campaigning. We are already 70% booked for next year and mostly with Social Media Campaigning. On top Kiwi Custom and my agency business campaigning Switzerland developed a Social Media Cockpit to allow professional marketers and communicators, as well as agencies or corporate departments, to handle all the different social media platforms as easily and flexible as possible. But why such a focus on one tool, when I always say that Campaigning is the opposite of tool-orientation? – Because Social Media Marketing is not just another tool or toolkit. It’s a new way of thinking, it requires an open and authentic culture of dialogue. This has always been part of our understanding of Campaigning. Most „new“ features being discussed in the context of Social Media can be found in my book, which was published in 2003.
Because this new way of thinking, Social Media Marketing, requires a cultural change for most companies, these companies need Change Management or Organisational Development first, before they can hope to be successful with this new approach. You cannot simply delegate Social Media to a communication or marketing department. Interdisciplinary approaches, as they are typical for Campaigning, are key success factors.
Social Media finally create an environment that demands an approach that is typical for Campaigning.
In this sense the rise of Social Media could also mean a breakthrough for Campaigning, or at least what our industry association pro:campaigning and myself understand under Campaigning. Focussing on Social Media in this context is not focussing on one toolkit but rather on our unique strengths that have always been a differentiator between Campaigning and other approaches. E.g. our „first listen then talk“ guideline, as well as TRUE target group orientation.
Read the newsletter (in German):
„Happy New Year And Why Social Media Is More Than Just A Toolkit“ weiterlesen
A few days ago I came across the following video. It explains recent scientific results on what motivates us effectively (and not only theoretically). E.g. financial incentives for complex tasks that require creativity lead to WORSE results. (To take this serious would have to mean an end to all bonus programs for top, highly skilled professionals with complex problems to solve.)
It seems that for tasks that require highly skilled people and creativity only a clear purpose or vision around a goal to make the world a little better, a challenge of mastery and true involvement lead to better results. In the end it comes down to the purpose. That is not new, as it at the core of our campaigning approach. Every new campaign project that I get involved to starts with the question how it can make the world a better place to live, at least a little bit. Watch the video, as I can never explain it as good as the guys who made this:
Wrote a guest post on Jules Zunich’s Z Group PR Blog. Enjoy reading.
Campaigning heisst, Menschen motivieren, messbar Ziele erreichen, alle Register ziehen können, um aus dem Budget das Maximum herauszuholen.
Campaigning ist eine Methodik, die immer wieder Furore macht, weil sie sich dazu eignet, auch unter schwierigsten Bedingungen anspruchsvolle Ziele zu erreichen. Allgemein bekannte Beispiele sind die Präsidentschaftskampagne von Barack Obama, die Greenpeace-Kampagnen der achtziger Jahre und die Produkte- und Marketingstrategien von Apple.
„Zertifikatslehrgang Campaigning: Beginn am 8. April 2010 (Medienmitteilung)“ weiterlesen