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This is what I do...

(or, it is time for the commercial message...)

Read my resumé (use your browser's back-arrow to come back here). Read some of my articles published here or abroad. Read one of my books (my publishers will be eternally grateful...). I do three things very, very well:

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Marketing Communications

Jenner in his study a long time ago...

Jenner hard at work, solving communication problems.

"Marketing Communications" covers a whole lot of territory. A wise organization brings in a range of professionals -- in-house and out-of-house -- to cover this aspect of the enterprise. That is, an organization will commonly have some one or more persons in the office, managing relations with an advertising agency, PR counsel and additional consultants for specific projects.

We are good at setting up text and pictures, to tell an organization's story. That's the heart of it. We can do this on the web or in conventional media. We can manage projects involving a wide range of coordinating media. All of it aims at one thing: We tell your story. My clients tell me we are successful in the most meaningful way: They pay our invoices promptly.

Because I have worked the "other side" of the PR equation (as a journalist), I have a very good idea of what is useful and attractive to editors and reporters looking for a story. This means that I can focus their attention quickly, getting a response, or moving along as the case may be.

Expect this outcome from consulting with me about your marketing communications program: A wider audience of qualified readers who want to hear your story.

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Are you a manager in an organization? Do you want to understand how new media and presentation techniques can work for you?

Does your group or organization have a need for hands-on training in the kind of thinking and practice that makes for success in the 21st century?

Boy, have I got a deal for you!

What teaching really is

Real teaching is a matter of mastery -- knowing all there is to know about a subject, or something very much like that. From that kind of mastery, new insights into the subject develop, and it is possible to relate the subject as it develops to a larger world of action. Masterful teaching arises from two sources: Sometimes it comes from long and careful study. Sometimes it comes from intense inquiry building upon a foundation of solid general knowledge. In either case, two skills are essential: The ordinal skill puts notions and data in their proper places. The synthetic skill configures the ordered notions and data in new and creative ways.

My colleagues and I can quickly understand your business, your special needs and what you want to accomplish. We can tailor a program for you special needs, bringing the best, talented, experienced instructors to guide your team to power-use of the skills they need and the theoretical underpinnings to understand how to build from that foundation.

What does this mean for you?

Formal Teaching

If you need formal training for yourself or your team, expect that my colleagues and I can walk in the door and immediately deliver quality performance ("knowledge workers" are evaluated on the basis of performance and quality, not productivity [sic Drucker]).

Business Seminars

If you need something less formal -- also less time-consuming -- and easily delivered in your choice of locations and formats, talk to me about one- to three-day seminars on just about any topic you might imagine. Is it more effective presentations? The use of multimedia? The role the Internet can have in your business? Do you want new insights into publicity, public relations and marketing communications? I can deliver first-rate presentations to your site, or a site near you, with a range of experts (not just me) at prices that will leave you smiling. Event coordinators: Think about having me deliver a seminar appropriate to your group. Pay a fee and put the profit in your organization's treasury.

For more information, send me e-mail.

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Systemic Analysis

Systems are bigger than the machines and networks that carry computing chores. I'm good at getting the right machines and programs; but things begin to sizzle when we get down to building the framework that lets you get the most from that hardware and and software.

As a consultant, I am in a good position to help a management team look at the way information moves in its organization. I can help keep things balanced (read: keep senior managers sensitive to lower level staff who may feel pressure to justify themselves when in reality they have done nothing wrong). Together, we chart the results and develop programs to "plug the leaks" -- eliminate the undesirable exit points in the flow, making sure that valuable information is retained and interpreted.

In working with clients, I've discovered a few things:

  1. Many organizations tend to stick with management cultures when they no longer work well
  2. A principal symptom of a management culture that is no longer au pointe is lost information.
  3. Organizations resist facing the symptom, because doing so means cultural changes.

The key to a solution appears to lie in the second point: Understand how information flows through an organization -- and the points at which it is lost -- and you understand the strengths of the organization. Find too many "exit points" in the pattern of the flow, and you have an organization in trouble, as well as the first glimpse of a solution. There is some fancy theory behind all this; it has to do with the changing role of communications in management You don't need to know the theory to see the results. But to see the results, you probably do need some help.

Expect this outcome from a solid information audit: a better sense of where the organization is, and where it can go.

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