Evaluator

December 8, 2021 by Aaron Schoenherr

Your effectiveness as an executive often hinges on your ability to persuade. What you say and how you say it can either inspire your audience to buy into your vision for your organization or cause them to look elsewhere. Likewise, your words wield enormous influence in attracting and retaining the talent that drives your business forward, a dynamic more important and relevant today than at any point in recent memory.

You may think your instincts and hard data are enough to guide you, but you’ll be much more effective if you hone your skills based on what behavioral science tells us about human decision-making. Because you need to convince people to follow you every single day, likely even more often than you realize, it’s crucial to understand exactly what motivates your team to make decisions, change their minds, and take action.

So whether you’re trying to convince your audience you’re still relevant in an era of social reform or you simply want to strengthen your in-office culture after a long season of working remotely, here’s what you need to know to tap into the power of persuasion.

In Decision-Making, Human Beings Lead With Emotion

Much of what we believe about persuasion in business is wrong. We want to think that decisions are consistently made on the basis of fact and rational thought. After all, the ability to reason is a hallmark of the human experience.

But the truth is people don’t make decisions on facts alone. Emotion is what actually drives us. Surprisingly, this is the case even in professional services where many leaders assume that logic reigns supreme. That’s why your business development team doesn’t simply bombard prospective clients with statistics. They build relationships and tell stories about the impact your firm has on clients just like them. It’s these narratives that compel prospects to hire you.

In his book Descartes’ Error, Dr. Antonio Damasio argues “We are not thinking machines that feel. We are feeling machines that think.” We lead with emotion and then use facts to rationalize our decision to others. This is particularly true when the stakes are high and when decisions are made in groups, two common elements of decision-making in professional services.

Trust, competitiveness, curiosity, uncertainty, a desire for safety — all of these feelings factor into the decision-making process. And to evoke the emotions that drive decisions, you need to first understand the role narrative plays in influencing hearts and minds.

Compelling Narratives are the Transporters of Persuasion

Facts alone don’t persuade. That’s because cold, hard data doesn’t make people feel much of anything. Stories are what spark interest and effect change.

“Tell me a story” is the refrain of our childhoods. And we echo that refrain throughout our lives every time we reach for a novel or lose ourselves in a good movie. Your business narratives should always be rooted in fact, not fiction. But the best way to ensure your audience absorbs those facts is to transport them via narrative.

Consider the role persuasion plays in recruiting talent. If your success depends on attracting the best of the best, how might you use the power of narrative to stand out from your competition? Here are four approaches to consider:

Make it personal. Highlight the individual experiences of one person. Rather than talking generically about your firm’s employee culture, tell the story of someone who chose to make your firm their professional home. Every good story features a hero’s journey.
Paint a picture. Details make for good stories. Talk about your hero’s struggles and triumphs at your firm with specifics while avoiding generalities. Did they salvage a tenuous client relationship? Land a big account? Draw your listener in with vivid descriptions.
Use action verbs. Don’t be afraid to lean into your flair for the dramatic. Make your narrative interesting by choosing words that propel the action forward.
Awaken the senses. Put your listener in your hero’s shoes. Make them feel the pressure of that challenging client relationship. Help them imagine everything your hero experienced.

Include Elements of Your Own Story

The command-and-control leadership mindset of yesteryear isn’t effective today. Stakeholders now expect transparency and a degree of vulnerability from their leaders. And if you want to persuade them, one of the best ways to do that is to share personal experiences and anecdotes from your own life.

We recently worked with a dynamic leader of a major professional services firm who was preparing for a media interview for a story highlighting her new leadership role. She wanted her skills and expertise to carry the story and was hesitant to share too much about her personal background. But the truth is, her upbringing and involvement in a series of family businesses founded by her immigrant parents is what shaped her into the leader she’s become.

Another executive spoke with us to develop an obituary for a longtime colleague who was a pioneer in his field and a mentor to other leaders. Rather than simply saying that as a point of fact, we worked with the executive to include a short anecdote about how he had learned “much of what it takes to be a good leader” sitting on his now-deceased colleague’s couch decades earlier, listening to conversations over a speakerphone.

People respond to stories like these. They envision the sweat and tears it took to triumph over challenging circumstances. Or they relate to how a mentor’s hands-on approach made a difference that had lasting effects. In both cases, the tangible details are key ingredients to telling compelling and effective stories.

So what’s your story? What can you share from your background that will allow your audience to see and connect with you and your firm? You don’t have to “tell all.” But find kernels of your personal experience that will resonate with your listeners and craft them into narratives that persuade.

Audiences Engage with Concrete Language, not Jargon

Concrete language turns the brain into a simulator and enables your audience to experience what you’re describing. By contrast, jargon causes empathy to flatline. Sometimes it’s essential to use certain business terms and phrases to establish credibility with certain audiences. But by itself, lingo won’t help you persuade.

Think about the words you use to describe your business. Do they awaken emotion and stimulate interest? Can your audience draw what you’re describing — or at least picture it in their mind’s eye? Or are you leaning on meaningless (and even trite) business-speak? There’s almost always a way to translate jargon into narrative.

For example, we recently helped a client who struggled to describe what their firm does. In official communications, they used words like “synergy” to talk about a complex service offering. We helped them transform this buzzword into a much more persuasive analogy using jazz music. In jazz, musicians play off of one another, take turns taking the lead, and embrace improvisation as they work together to create beautiful music.

This client’s service offering functioned just like that. Describing their work in jazz terms gave their audience a better idea of what to expect than the word “synergy” ever could.

Effective Communicators Master the Art of Persuasion

To communicate effectively, don’t shy away from the fundamental humanity of your audience. Connect with them by evoking their emotions, telling powerful stories, and using concrete language to draw them in.

Greentarget is well positioned to help you skillfully participate in the persuasive conversations that will drive your business forward. If you need help crafting the narratives that will elicit the response you’re looking for, reach out. We’d love to hear from you.

October 12, 2021 by Abby Aylman Cohen

In the crowded financial services sector, it can be hard to set your firm apart. After all, there are many firms that offer investment strategies in the major asset classes, like large cap equity, high yield bonds, global equity or even emerging markets – all of which can be difficult to distinguish from one another.

To stand out in this homogenous market, performance and product attributes aren’t enough. You need to sell your firm’s talent and ideas. In other words: Don’t sell your product, sell your people.

Your team’s insights, expertise, and points of view can help you thrive in a competitive landscape and volatile times. But you can’t just blast out content from your fund manager or chief economist and expect it to make a splash. To rise above the noise, you’ve got to position your team members as authorities who draw on deep experience to offer unique (and useful) insights.

Here are three best practices to get started.

1. Develop Useful Insights That Meet Your Audience’s Needs

As we’ve said before too many thought leaders get hung up on what they want to say without stopping to consider what their audience wants to hear. So to create messages that keep your audience at the forefront, you first need to define — and seek to meet — their needs. To get started, ask yourself and your team:

Who is our ideal client?
What problems are they trying to solve? (e.g., What do they not understand about the implications of their investment decisions? How can they be more strategic with their assets?)
For the issues you’ve identified, what content already exists on those topics? How credible is it?
What viewpoint can your organization share to not only enter that conversation, but add to it meaningfully?

Ultimately, the goal here is to be useful by offering a fresh perspective (something your audience hasn’t heard before that makes them think) and/or practical guidance (that they might not be able to get anywhere else). As our research shows, utility attracts your audience more than any other characteristic.

That’s what RBC Global Asset Management did to set themselves apart in the increasingly crowded ESG space. Five years ago, when data on how many investors were deploying ESG strategies – and where and how they were doing so – was less common, they identified the need and surveyed their clients, prospects, consultants and advisers to provide this data to the market. They’ve been doing the survey every year since.

To amplify this effort, we work with their team of experts to secure media opportunities on a wide array of ESG issues, as well as share their expertise and approach through owned content, such as blogs and podcasts. For the 2020 research alone, RBC GAM garnered more than 40 media placements, including those in The Wall Street Journal, Financial Times, and Bloomberg News. Social media posts received more than 225,000 impressions and the report was downloaded 5,500 times from the survey microsite.

2. Say Something Meaningful (Even if it’s a Little Provocative)

If you really want to differentiate yourself and provide utility, it’s essential to say something meaningful – something that will inspire your audience to action.

Too many firms play it safe and hedge their bets. They give noncommittal advice and leave their clients to wade through endless possibilities. By contrast, true authorities draw a line in the sand, make their case, and back up their position with well-supported rationale.

Let’s think back to our ESG example. There’s a wealth of ESG data out there — and many ways to approach ESG investing. To win over your audience, you need to say something meaningful that will make an investor choose your strategy. You may believe that investing in fossil fuel companies is an essential step towards developing more sustainable solutions. Or you may believe the opposite, that a sustainable fund should never include gas and oil exposure.

Whatever it is, you need a position. And you need to communicate something that matters — even if it’s conceivably provocative. You must show your audience you’re thinking about challenging issues and prove you have the brainpower to guide investors in smart directions.

3. Be Ready to Engage Different Points of View

When you have the courage to say something meaningful, it stands to reason that someone will disagree. That’s a good thing. There are few better ways of honing your authority position than participating skillfully in the marketplace of ideas.

A researcher at the London School of Economics and Political Science — Iain Begg — wrote that public engagement is a great way for technical experts to stay sharp because it forces them to render complicated, theoretical or abstract ideas in practice, concrete and accessible terms. He put it this way: “The challenge of having to explain scientific propositions in terms that informed, non-specialist audiences can grasp, forces academics to think about how those outside academia will view the research.” Making the theoretical and abstract accessible also builds trust and credibility.

The bottom line? Enter boldly into the marketplace of ideas. And beyond that, understand the value of inviting others to interact with and iterate on your own. Be prepared to listen and consider alternate points of view along the way. The work of refining your firm’s position of authority is never done, and there is plenty of wisdom to learn from others as you do this important work.

Differentiation Starts with Authority

Setting your financial services firm apart from your competitors is challenging — but it’s not impossible. The key to doing it well is to establish your firm’s authority and promote unique points of view. This requires you to identify your audience’s needs, deliver useful information that solves their problems, say something meaningful to earn their respect, and engage skillfully with those who disagree.

We can help you identify and develop the points of view that will establish you as the authority you are. Just reach out — we’d love to explore how we can help direct a smarter conversation at your firm.

October 5, 2021 by Pam Munoz

To enhance their company’s reputation in a complicated social landscape — and to ensure long-term profitability — elevated CMOs must design smart, authentic ways for executives to communicate about public responsibility.

“Agua!” That one simple word sent Coca-Cola’s stock plummeting by $5 billion when elite soccer star Cristiano Ronaldo moved two bottles of Coke out of view and asked for water during a press conference. No matter that the soft drink giant was the UEFA European Championship’s sponsor. The meaning of Ronaldo’s gesture was clear: As a health-conscious athlete, I drink water, not Coke.

And just like that, Coca-Cola experienced the economic impact of dragging their feet. How long have they known that their signature product increases the risk of insulin resistance, obesity, type 2 diabetes, and high blood pressure? And how long have they sidestepped using their power to positively influence health and wellness in a meaningful way?

It’s not an option for companies and their leaders to avoid entering into the fray of complex social challenges anymore. You might not be selling beverages that have the potential to damage people’s health. But your stakeholders still expect you to hold your professional services firm accountable for the ways in which you do impact your community.

As the C-suite’s new utility players, forward-thinking CMOs will help executive leaders skillfully participate in challenging, important conversations across a spectrum of social concerns. Use the following questions as a starting point to help your CEO enter into — and influence — the dialogues that matter in our world today.

How Do We Communicate Effectively in an Era of Reform?

As the keeper of your company’s narrative and steward of its expressed written mission, you are the best-placed, most-equipped person to serve as the company’s sextant. In this capacity, you’re required to measure the angles between controversial social issues to help your brand navigate uncharted territory.

In The Square and the Tower, Niall Fergusson offers a warning to CEOs who seek to maintain control using outdated, top-down methods. He says, “Hierarchical institutions have been challenged by novel networks, their impact magnified by technology…We should probably expect continued network-driven disruption of hierarchies that cannot reform themselves.”

Reform is hard. So is dismantling age-old expectations and norms associated with positions of power. But we can’t afford to bury our heads in the sand as social issues increasingly become business issues. Nor can we rely on authoritative communication styles of yesteryear. Rather, we must communicate with vulnerability and demonstrate a willingness to listen. If we don’t reform ourselves, we will be left behind.

But in order to help your CEO traverse this new terrain, your organization needs to grapple with a foundational question. What do we stand for?

What Issues Should Our Professional Services Firm Speak Out About?

The CMO-as-sextant role requires you to articulate how your company’s brand promise plays out in a charged social and political environment. To do it well, you must be truthful and authentic while simultaneously remaining accountable. This is necessary even if — or especially when — your best efforts to do better are met with criticism.

For example, remember when Dove tried to make bottles that reflected body diversity or when Target introduced transgender lavatories? Some sang these companies’ praises. Others decried them. But despite backlash, both companies boldly sparked conversations that were necessary and valuable — and that were in line with their own stated values.

In the professional services landscape, many firms are making a concerted effort to include Environmental, Social, and Governance (ESG) reporting in their mantle of accountability. Lawyers, accountants, investors, and engineers measure ESG to answer to stakeholders and governments. But the thoughtful CMO should be thinking about how executives can communicate ESG-related issues to all audiences.

Furthermore, CMOs can and should measure audience sentiment and response to these efforts. In this way, CMOs can connect the dots for executives and show how speaking out on societal issues can impact brand reputation.

ESG is just one example. You may be focused on going beyond the performative in how your firm responds to issues of racial injustice. Or you might want to combat misinformation and speak out against fake news. Whatever the issue, it all comes down to this. What are your firm’s values? What issues matter to you? And in what way do you hope to leave your corner of your industry better than you found it?

Is it Time to Communicate a Broader View of Profitability?

Part of charting a course toward a different, reformed future is opening an authentic conversation about what it means to be profitable. That’s because stakeholders now demand that the pursuit of profit be tempered by a concern for doing what’s right. It’s not enough to make money. Organizations also need to consider the planet, marginalized groups, future generations, and society as a whole.

Weigh what it might mean for your CEO and your firm to embrace a more holistic view of profitability. How would that allow you to communicate a meaningful brand promise to your stakeholders and audience? What stories can you tell about the ways your firm is integrating business needs with social needs? And how might this evolved approach to financial governance actually lead to greater loyalty and commitment from stakeholders, employees, and clients?

Revenue is important. But if we want to create a more just, healthy, and sustainable world, it just might begin by expanding our definition of profitability.

CMOs Must Continue to Equip Executives to Communicate About Social Concerns

If your CEO doesn’t take a stand on an issue or concern that resonates with your market, somebody else will. And if that ‘somebody’ happens to have the power and influence of Cristiano Ronaldo in the Digital Age, watch out.

Your stakeholders expect vulnerability, authenticity, accountability, and a willingness to listen. So in order to augment your organization’s reputation and remain profitable in this new era, you need to prepare your CEO to engage in challenging conversations. All of that starts by asking the right questions.

If you’d like some help directing conversations that matter at your firm, connect with us. We’d love to hear from you.

September 16, 2021 by Greentarget

Count the headlines earned by Amazon, Berkshire Hathaway, and Merck when they announced their CEO succession plans – turnover at the most senior levels gets attention. It may be one of the few “all eyes on you” moments a firm can count on.

As such, these moments present valuable opportunities for a firm to articulate strategy and communicate a fresh vision for the future. However, recent research has found that most organizations are unprepared for the opportunities –and challenges –that a turnover will bring.

In a new report we worked with History Factory to develop, 90% of the 160 c-suite respondents surveyed agreed with the statement, “in today’s unpredictable environment, succession planning is more important than ever.” Yet the report also showed that less than half of corporations have taken the time to develop a succession plan. This is particularly remarkable considering that CEO changeover reached 20-year highs in 2019 — and after a brief pandemic-induced pause, now continues to rise.

Greentarget has helped many clients manage leadership transitions at the c-level. Given these experiences and the market research we conducted with History Factory, we recommend that leaders consider the following when facing turnover in the c-suite.

1. Tell a Compelling Institutional Narrative

An executive transition is one of the few occasions where your firm will garner earned media attention and public interest, whether you’re actively seeking it out or not. What’s more, the passing of the baton gives you a rare strategic opportunity to refresh your firm’s market position, either by affirming your unique value proposition, previewing a strong new direction, or underscoring your commitment to serving clients and stakeholders.

Keep in mind, though, that most people view CEO transitions with some level of suspicion. For example, a company’s stock price almost always takes a hit when a new CEO is announced. This happens even when a company rolls out thoughtful transition communications. “What’s really going on over there?” is bound to cross the minds of more than a few stakeholders.

Your audience will want to know the why behind a high-profile change. So seize this moment by telling them a compelling story you want them to remember. Share your outgoing leader’s accomplishments. Lay out the meaningful strides your company made during her tenure. Then paint a picture of what your firm is capable based on this strong foundation.

2. Capture the Intellectual Capital of Your Outgoing CEO

Recent research published by Harvard Business Review quantifies a startling truth: the amount of market value wiped out by badly managed CEO and C-suite transitions in the S&P 1500 is close to $1 trillion a year. That’s trillion with a T. Among the primary reasons for this, the researchers argue, is the loss of the outgoing CEO’s intellectual capital.

Don’t let a veritable wealth of information walk out the door with your departing leader. You need to thoughtfully gather that institutional memory so it can be transferred to your incoming CEO.

Your incoming leader needs to demonstrate an awareness of:

Company timelines and achievements
Market position and competitive analysis
Industry challenges and trends
Past and current strategic priorities
Organizational ethos and values
High-profile client accounts, past and present
Employee culture, including talent-related strengths and opportunities

History Factory’s report offers thoughtful guidance and examples on how to draw institutional memory out of your departing CEO and use it to prepare the new leader. Reflect this transfer of institutional memory in your communications plan to convey stability and momentum. Your audience and stakeholders need to be confident your organization won’t take a step backward as a result of the transition. They need to know your incoming leader is sufficiently aware of the past to be ready for the challenges that lie ahead.

3. Communicate the Value Your Incoming CEO Brings (But Don’t Rush to Herald a New Vision)

Introducing your incoming CEO can be tricky. You want that person to lead, but you also want your employees and clients to confidently follow. While you may be eager to signal a new direction, vision, and momentum, resist the urge to move too quickly. After all, CEOs who introduce a bold new direction right away run the risk of alienating employees, clients, and stakeholders in the process. It’s more important for the new leader to affirm your firm’s organizational culture and demonstrate genuine excitement about becoming part of it.

Rather than introducing the specific priorities your CEO will tackle, focus on communicating the value your new executive brings to the table. (For example, are you one of the increasing number of companies appointing its first woman or person of color as CEO?) Share why they are best suited to lead the organization into the future, and give them adequate time to formulate their compelling new vision.

Are you promoting a leader from within? Tell the story of that person’s journey at your firm. How has your outgoing CEO offered valuable mentorship and leadership along the way? In what ways will the new leader build on and enhance the strategic direction your firm has taken to this point?

Only after your new CEO has had a chance to get the lay of the land should you really hand over the microphone. It’s time to broadcast his vision for the future while continuing to value the good work you’ve already accomplished.

A Positive CEO Transition Requires Thoughtful Succession Planning

To navigate the challenging dynamics of an executive transition, you need a solid and thoughtful communication plan. This is your firm’s newsworthy moment. Make the most of it by telling a compelling institutional story, capturing and transferring your outgoing CEO’s intellectual capital, and introducing your incoming CEO’s vision thoughtfully.

You don’t have to go it alone. We’ve been down this road before. We’re well-positioned to help your organization seize the strategic opportunity an executive transition offers.

Want to talk it through? Just reach out — we’d love to hear from you.

August 18, 2021 by Pam Munoz

Toyota recently made headlines when social justice watchdogs called them out for making $55,000 in donations to 37 politicians who objected to certifying the 2020 election. The backlash was fast and fierce. Consumers called for boycotts and it wasn’t long before the hashtag #ToyotaHatesDemocracy began trending on Twitter.

As it so often happens, Toyota’s official response only made things worse. Their statement was vague and included familiar corporate PR speak, saying, “Toyota supports candidates based on their position on issues that are important to the auto industry and the company.” This led many in the Twitterverse to retort that democracy must not have been one of the “issues” factored in. Though Toyota has since tried to walk back and amend its response, the general consensus is too little, too late.

If you think that because you’re not in a consumer-facing industry this kind of blowback can’t happen to you, think again. Professional services firms are increasingly expected to treat social issues as business issues. Whether it’s answering for how diverse your firm is (or isn’t) or explaining why you’ve chosen to do business with a controversial figure, there will come a time when you’re forced to respond to criticism.

What should you say if you have no idea what to say? Or if, like Toyota, the answer you do have isn’t good enough?

Our advice? Get real. Lead with vulnerability and humility. Listen and learn from the people around you in order to develop authentic communications that demonstrate a positive commitment to change.

Throughout this piece, we’ll look at the benefits of vulnerable communication as it relates to an emerging, salient example. Many businesses have recently added Diversity, Equity, and Inclusion (DE&I) metrics to their RFPs in an effort to hire firms who align with their values. The challenge? Most professional services firms are not diverse. So you will need to do some hard work to demonstrate you are truly committed to meaningful change and improvement.

With Vulnerability, Communications Can Be A Tool –Not a Shield

Transparency was the leadership theme throughout the 2010s. But today’s expectation goes even further. Leadership now requires a new level of vulnerability, openness, and skilled participation. Hiding behind your marketing messages or simple lip service is easier than ever to recognize. Your stakeholders, employees, and the public will see right through it.

With vulnerability, your communications can be a tool – not a shield. Vulnerability strengthens your position, increases your likelihood of winning over your prospective clients, and engages your employees in living up to your organizational values.

That doesn’t mean it’s easy. Many organizations use corporate speak not because they think it’s the best way to go, but to mitigate legal risk. There’s a balance here, though. You can still admit your firm isn’t perfect or that you don’t have all the answers to sensitive social issues without making statements that could pose legal risk. In the meantime, doing so will reduce skepticism and buy goodwill while you develop the meaningful messages and actions you ultimately want to deliver.

In the DE&I context, responding vulnerably and authentically to this kind of scrutiny might mean owning up to the fact that your firm has a long way to go. If your workforce is not diverse, don’t pretend it is. Instead, be sincere and admit you need to make improvements, and then, when you’re ready, lay out your plan to do just that.

Vulnerability Opens the Door to Collaborative Communication

Let’s be honest about this — if your leadership team lacks diversity, you shouldn’t be working on solving your DE&I shortcomings in a vacuum. Ask for help from people who have insights you don’t. Invite employees, stakeholders, clients, and even community members to weigh in on how to make measurable changes that will move your firm forward.

To go beyond the performative and gather strategic input that will help you make authentic improvements, you might need to take a hard look at your current state. Ask questions about what your workplace is like right now for members of underrepresented groups. Really listen to their experiences. For instance, question:

Is your firm’s culture accessible and inclusive for women, Black, Latinx, AAPI, indigenous, disabled, LGBTQ+ and other marginalized groups?
Do underrepresented groups have access to high value projects, clients and other work that affords them advancement opportunities?
Are all members of underrepresented groups safe from harassment? Do they receive equal pay for equal work?
What will it take to fill more seats at your leadership tables with people who represent a broad spectrum of diversity?

Resist the urge to ignore these uncomfortable or sensitive issues. Explore, debate, research, question, and reflect on these important topics with the people around you. Then, work together to formulate communications that convey the tangible improvements you plan to make.

Vulnerability Invites Greater Accountability to Your Values

Your organizational values should act as your guardrails and guiding principles in all the areas you strive for change. So when you’ve developed the communications about how your organization is working toward improving your DE&I metrics, you also need to be vulnerable enough to invite your employees and stakeholders to call you out if you don’t follow through on your good intentions.

Your employees, clients, and stakeholders may have better insight into your firm’s shortcomings than you do. Accountability gives them the freedom to speak up and tell you if they feel you aren’t making the positive changes you committed to. The best way to ensure they feel comfortable holding you accountable is to give them direct access to you and other leaders who have authority and power. Vulnerability and accessibility lead to accountability.

Need Help Harnessing the Power of Vulnerable Communications?

Responding to a DE&I metric on an RFP is just one example of how professional services firms are wrestling with how to communicate when they don’t know what to say. It can be challenging to drop the protective cloak of marketing language in favor of vulnerable communications — especially in conversations that make us uncomfortable or when legal risk is involved. But doing so will enable you to build stronger relationships with the employees, stakeholders, and clients whose buy-in and trust are essential in allowing you to reach your business objectives.

Whatever you do, don’t rely on tone-deaf marketing statements like Toyota did. Using communication as a tool instead of a shield — whether it’s responding to an RFP or releasing a public statement about a hot-button issue — shows empathy and will help you attract new clients and talented employees who are just as committed to social concerns as you are.

If you realize you need help harnessing the power of vulnerability in your communications strategies, just reach out. We’d love to hear from you.