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Judith Cushman & Associates Retained Executive Search in Communications
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The Cushman Report To subscribe to the email version of The Cushman Report, please send a note to info@jc-a.com with "subscribe" in the Subject line. Click here to view past editions. The Cushman Report Breaking News, Trends and Information about the Communications Marketplace November/December 2001 As I began to prepare for COMDEX (in Las Vegas November 11th-16th), I had an insight about the impact of terrorism on our work and workplace. It was a painful article to write and I hope you will share your reaction to it with me. I will post the responses without attribution (if that is preferred). You will now find a COMDEX media events/party list on the site and I would appreciate receiving information to make it as complete as possible. Judy (425) 392-8660, Issaquah, WA COMDEX IN LIGHT OF THE SEPTEMBER 11TH TRAGEDY STAGES OF THE GRIEVING PROCESS CONFUSING MESSAGES AND UNCERTAINTY COMDEX PARTY LIST AND WILL YOU BE AT THE SHOW? BIOTECH TASK FORCE FORMING AT THE TECH 2002 CONFERENCE -- SEATTLE, MARCH 3RD and 4TH COMDEX IN LIGHT OF THE SEPTEMBER 11TH TRAGEDY As I head to COMDEX 2001 I find myself thinking how different this year is from all the other times I have prepared for this event. Yes, I am going through all the motions, contacting friends and clients and putting together a party list. But the energy is different the world is different and the content of the show seems less relevant. COMDEX had become a smaller, more focused trade event before September 11th and the recession has taken its toll, but that is not what accounts for what I am sensing. I had an insight as I was thinking about writing this newsletter and I want to share it with my subscribers and ask for comments and feedback. What we have all experienced with the terrorism of September 11th and the subsequent anthrax attacks, is a change in how we feel about ourselves and our world. We have, if my sense is correct, suffered collectively a death in our family. The attack is intensely personal, devastating and frightening. The media have immersed us in the stories of families whose loved ones never came home and have shown us with chilling immediacy how vulnerable we are all. There can be no denial that any one of us could be a victim; there is no security and no way to protect ourselves from threats we can only identify after there have been casualties. We are finding that our expectations and the way we live and travel must change. We are in throes of redefining what is important and where we must focus our energies. We are experiencing the grieving process collectively and that has enormous implications for how we work and what we are capable of accomplishing. I have no sense that we truly understand and are responding in a meaningful way to this collective grief in the workplace.
The Wall Street Journal wrote about counseling services offered to workers at a national financial services company that lost many employees in the September 11th attack. The company expected that these services would be sought by its New York employees. To the company's surprise, scores of employees nationwide took advantage of the service. Why should that be a surprise if we are all feeling connected? STAGES OF THE GRIEVING PROCESS What then are the stages of the grieving process and the impacts in the workplace? Here are excerpts that seem relevant from articles I've culled on loss. As I read them I couldn't help but think how strange and yet how important it is to learn about such an intensely personal and sad subject. As professionals we must help our organizations communicate with sensitivity about this subject in the workplace. We must also gain an understanding of how impactful this is on our ability to do our jobs. "There are stages of grieving which are a natural response and are marked by feelings which may seem confusing or even 'crazy' both to the grieving persons and to those around them. There is no absolute time limit for any of the stages. Grief and loss are so painful that sometimes efforts are made to deny or push the feelings out of mind. "Grieving is 'work' that allows both fond and tragic memories to come to mind, experiencing and sorting our the grief from the rage (helplessness), and eventually replacing the helpless rage with some type of positive action for the future. The pain of grief does lessen or change with time and the person is changed by the experience.
There is general agreement among the experts on acute post-loss grief that these phases are not discrete and sequential. They tend to overlap and proceed in a jagged pattern of a forward thrust, then retreat to an earlier phase, then a forward movement again. Each phase must be experienced to a peak of intensity before it can be resolved. Normal grief is healthy and should, under favorable environmental conditions, lead not only to recovery, but also to growth and healthy change." (Excerpts from ADD [Against Drunk Driving] The Grieving Process Booklet, Dr. Glen Davidson) Key points of advice: communicate honestly how you are feeling; reach out for help and acknowledge feelings of anger, sorrow and helplessness. "Beware of allowing yourself to be 'put on a pedestal' by others who tell you what an inspiration you are because of your strength and your ability to cope. Reach out and try to help others in some small ways. A little step forward may help prevent you from dwelling on yourself." (Selected comments from the same source.) Complicating our reaction to the initial terrorist attack is the ongoing nature of the assault we are experiencing over anthrax. We do not see an end to the feelings of insecurity and are uneasy and distracted by what is a lurking danger. Our leadership is struggling with what to do and how to reassure the public without jeopardizing safety. The messages are confusing leading to more disquiet. What do I see as workplace issues? Specifically what can we recommend as communications professionals? Aside from acknowledging the tragedy, which has happened universally, employers cannot ask employees to ignore their emotions. There should be ongoing opportunities for employees to come together to share and talk about their fears and concerns. Discussions and materials should point out how to recognize behaviors reflecting the stages of the grieving process. Employers should look at how to lead and at the same time, communicate company wide participation in ongoing, appropriate charitable activities. Ceremonies and observances that bring groups together are essential.. Employers are encouraging workers to be productive and resume their lives, but at the same time there should be flexibility to meet individual needs. Performance will slip under stress and that should be acknowledged -- not criticized. Separately, political leadership at this time is crucial in determining how quickly we move forward and through these stages. It is critically important that we believe our spokespeople and trust them to do the right thing. That means honesty in admitting what is not known, especially in this health crisis.
I have listened and watched Mayor Rudy Giuliani closely as he leads I think President Bush understands how to deliver patriotic messages, e.g.. "We will defeat the enemy and we will not negotiate with terrorists." That is what as Commander and Chief he should say and his sincerity is undeniable. But speaking to the country and suggesting we continue our normal lives and move forward is not what we are ready to do. We are still feeling a loss and the uncertainty of ill-defined threats. That is our emotional state which must be acknowledged before we can go on-which is precisely what the grieving process is about. CONFUSING MESSAGES AND UNCERTAINTY Ill-defined messages about continuing our normal lives but "be on the alert" do nothing to ensure safety while leaving citizens uneasy about what actions they can take to protect themselves. We need much more clarity and honesty on a national level about what we know and don't know. We are dealing with bioterrorist threats of a scale and scope never before conceived and we (as citizens) need the facts about what is being discovered. Our leadership must explain what health officials/scientists are doing to find the answers. As in the diagnosis of a serious illness, the most difficult time is before the findings are known. That period of uncertainly is more disquieting and painful than knowing the results (even if the news is bad). We experiencing the same process with the anthrax attacks and need to have confidence that we are receiving all the information that is available. In looking at the potential array of services we provide as communications professionals, I feel that for the near term we have "shutdown". We are responding to what is required of us. Dealing with crisis has left us little psychic energy for breakthrough thinking. I sense that we are focusing on specifics and preparing for events that require high quality tactical execution. Frankly, I don't think company leadership notices that a high level of strategic output is just not happening. We are, like everyone, moving through emotionally draining times and putting one foot in front of the other. Our day-to-day issues are so compelling that we are not focused on the future. Even if we had more time, how could we plan for the long term given the economic uncertainties and the changing business environment? We are in the midst of change and holding on until we can see our direction more clearly. As we discuss the economy and ask when it will turn around for the communications field, I think we must also acknowledge the unique creative elements to what we do. If we are too distracted and too focused on survival, we simply cannot create opportunities and forge ahead opening new territories. We must wait out the crisis and watch while companies re-think their business plans. It is then that the growth will occur. In the meantime there will be a certain level of hiring for important tactical jobs. I also continue to see a need for high-level counselors to help CEOs with their messaging strategies through this period (witness the leadership change at United over the statement made by the FORMER Chief Executive questioning the viability of the company). I also believe high-level public affairs executives are, and will be, filling critical roles since business is dependent upon Federal economic legislation during this crisis. COMDEX PARTY LIST AND WILL YOU BE AT THE SHOW? A few specifics about COMDEX--I will be at the show and, as I have written to many friends, bringing thousands of copies of the Media Reception/Party List to distribute in the press room. If you plan on attending and would like to say hello in person, drop me a note with the dates you'll be in Las Vegas, your cell phone number, the hotel you'll be at and any specifics about times you are free (jcushman@jc-a.com). I'm flying in Sunday late morning the 11th and leaving Wednesday mid-afternoon, the 14th. This year I am providing the list as an industry service since my technology clients are "on hold" and not underwriting this effort. With limited staff, I have sent out notices asking for help so I can gather news and copies of party invitations. I will post general information about an event, including any restrictions. Contact names and e-mails will only be listed with approval. Please be aware that there are e-mail duplications in my COMDEX lists but due to limited staff, I cannot eliminate all of them. Thank you for your patience and please just delete the extra copy. BIOTECH TASK FORCE FORMING AT THE TECH 2002 CONFERENCE We are steaming ahead to solidify plans for the conference. I have submitted a proposal to the Life Sciences (Biotech/Pharma) programming committee and we are moving forward with the proposal. I am suggesting that a Communications Policy Advisory Task Force be created to take a leadership role in fostering education among key publics around major issues such as Bioethics, cloning, patient privacy, personal medicine, etc. An association of communications professional does not overlap with such scientific organizations as WBBA (Washington Biotech/Biomedical Association) or BIO or the MASS. BIO COUNCIL. The role for communications professionals is to enable the goals and objectives of these entities by offering strategic communications advice and research about how to disseminate a message effectively and how to respond to public concerns but not the actual scientific content. If you are interested, I can forward a copy of the proposal. If anyone should be added to the list of potential contributors, please send a note with contact information. Thanks. |
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Judith Cushman & Associates 15600 NE 8th St., Suite B1, PMB 178, Bellevue, WA 98008 s (425) 392-8660 Fax (425) 746-8629jcushman@jc-a.com s www.jc-a.com The Judith Cushman & Associates web team would appreciate feedback concerning this site. Please e-mail your comments, questions and suggestions to heathers@jc-a.com. |
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