Culture Key

by Joshua Hay

The impact of ChatGPT on LinkedIn remains uncertain. With the broader adoption of ChatGPT and other large language models (LLMs), LinkedIn has seen increased activity, including posts, articles, and blogs. Distinguishing between content created by individuals and content generated by LLMs is not always easy. Despite using precise prompts, some signs and patterns suggest a post might not be human-authored. These signs, based on my recent observations, don’t necessarily affect SEO or engagement but are crucial for authenticity, a key par

Three Key Signs that something is written by ChatGPT:

• Use of Adjectives: ChatGPT often mismanages adjectives through overuse or adding ones that don’t quite fit the author’s natural voice. This leads to content that sounds overly formal and out of character, especially for people who don’t traditionally write that way.
• Emojis: The nuanced use of emojis has become important in marketing communications and has proven to enhance engagement in posts and emails. However, an unnatural frequency of emojis with an excessive amount could demonstrate the involvement of ChatGPT in building the message. 
• Content Structure: ChatGPT is great at organizing content, particularly in list-making. Its introductions can be compelling but overly detailed, and it tends to insert summaries forcefully, which can feel unnatural for most social posts. 

With AI-generated content, certain patterns emerge, such as a reliance on specific terms and phrases commonly found in professional settings. While these terms are relevant, their patterned or excessive hint at a lack of human touch. When creating posts for LinkedIn, words such as “professionals,” “industry,” “innovative,” and “strategies” are sprinkled generously across posts, aiming to strike a chord with the professional audience.

The always-evolving landscape of content creation prompts continuous investigation into the effectiveness of human versus AI-authored posts. As this trend continues, it will be interesting to see how it continues to change the way we all post on social platforms.

by Patrick Bergstrom

In today’s rapidly evolving business landscape, fostering a positive and inclusive work environment is not just an ethical imperative; it is a strategic advantage. Having a culture that embraces diversity, empowers individuals, and aligns with business objectives can propel organizations to new heights of success. Today, we will explore the importance of cultivating a positive and inclusive work environment and how it can be effectively aligned with modern business objectives to unlock the full potential of an organization and its teams.

Embrace Diversity and Inclusion: A Tapestry of Strength

Embracing diversity and inclusion is the cornerstone of a thriving modern work environment. Organizations that celebrate individual differences, including backgrounds, perspectives, and experiences, are more likely to foster innovation and creativity. By valuing diverse voices, a company can tap into a rich tapestry of ideas that drive sustainable growth and competitive advantage. We demonstrate this by encouraging organizations to hire for “Culture Add”, not “Culture Fit”. Diverse backgrounds of individuals lead to better problem solving, and significantly better products and solutions. 

Promote Psychological Safety: A Safe Space to Thrive

Psychological safety is essential for employees to feel comfortable expressing their authentic selves and sharing their ideas without fear of judgment. Leaders should create an environment where everyone feels safe to voice their opinions, ask questions, and make mistakes. This open culture of trust fosters collaboration, problem-solving, and a sense of belonging. By embracing psychological safety, individuals will not only feel comfortable contributing to discussions, but they will speak up faster when they find a mistake, regardless of who made it. Longer term, this leads to more reliable products, better customer service, and significant competitive advantages in the market. 

Encourage Work-Life Balance: Nurturing Well-Being

In the modern post-covid era, promoting work-life balance is even more crucial for employee well-being and productivity. Our employees are people first, and have their own lives to live. Encouraging flexible working arrangements, promoting wellness initiatives, and respecting personal boundaries help employees maintain a healthy balance between their personal and professional lives. A workforce that feels supported and balanced is more engaged and committed to achieving business objectives. 

Align Values and Behaviors: A Unified Vision

Cultivating a positive work environment involves aligning organizational values with actual behaviors. Leaders must lead by example and demonstrate the values they want to see in their teams. By nurturing a culture of integrity, respect, and ethical conduct, employees become more committed to shared goals and work collaboratively to achieve business objectives. 

Embrace Technology and Innovation: A Path to Progress

In the modern era, technology and innovation play a pivotal role in shaping work environments. Adopting cutting-edge tools and platforms not only enhances efficiency but also creates a culture of adaptability and continuous improvement. Encourage a growth mindset where employees embrace new technologies and innovation to stay ahead in a dynamic marketplace. 

Foster Learning and Development: Nurturing Potential

Investing in employee learning and development is an investment in the organization’s future. Provide opportunities for upskilling and reskilling, mentorship programs, and career advancement paths. A workforce that feels supported in their professional growth is more motivated and better equipped to contribute to business objectives. 

Measure and Iterate: Embracing a Culture of Improvement

Regularly measure and evaluate the success of the positive and inclusive work environment initiatives. Gather feedback from employees through surveys, focus groups, and open communication channels. Use the insights gained to make data-driven decisions and continuously improve the work environment. 

Conclusion

Fostering a positive and inclusive work environment aligned with modern business objectives is a multifaceted endeavor. It requires leaders to lead with empathy, embrace diversity, and prioritize employee well-being. When organizations invest in building a culture of trust, innovation, and learning, they create a workforce that is motivated, engaged, and fully committed to achieving shared business objectives.

It’s important to remember organizational success goes beyond financial gains; it is measured by the positive impact we have on our employees, our customers, and even society as a whole. By fostering a positive and inclusive work environment and aligning culture with business objectives, organizations can achieve not only success, but a meaningful and sustainable legacy. Together, let’s build bridges and pave the way for a brighter future in the modern workplace.

by Brett Colbert

Colleagues, strap yourselves in for some spicy intel from yours truly, the double agent extraordinaire! You know me: the mastermind who’s danced both the agency tango and the client cha-cha. I’m sharing what we at CultureKey are seeing as the hottest trends brands are craving, and the secret strategies they’re brewing in-house for 2024.

Agency Wish List: A Buffet of Buzzwords and Beyond

Let’s face it, agencies, you’re like a Michelin-starred restaurant for marketers. We come hungry for creativity, thirsty for data, and desperate for that elusive “wow” factor. But in 2024, our palates are getting pickier. We’re tired of the same old soufflés of “omnichannel synergy” and “hyper-personalized experiences.” Here’s the good news: we’re also open to bolder flavors!

Trend #1: AI-Powered Alchemy: We’re craving AI pixie dust on everything. We want data-driven insights that predict trends before they trend, algorithms that craft personalized content like chatty friends, and robots that write catchy jingles (not happening, but hey, we can dream!).

Trend #2: Community Catalysts: Forget the “spray and pray” approach. Marketers in 2024 want agencies to be social butterfly whisperers, building brand communities that buzz with organic engagement. We’re talking influencer partnerships that feel genuine, social listening that fuels authentic conversation, and experiences that spark brand love, not just fleeting likes.

Trend #3: Sustainability Samurai: Gone are the days of greenwashing campaigns. Today’s marketers want partners that walk the walk, not just talk the talk. We’re looking for partners who champion sustainable practices, embed eco-conscious values in every campaign, and help us build brands that do good while doing well.

Trend #4: Agility Ninjas: The marketing landscape is a treacherous jungle, and we need talent who can move swiftly. We want lightning-fast pivots, nimble budget adaptations, and the ability to roll with the punches when someone or something throws a tantrum. Think of yourselves as parkour pros, navigating challenges with grace and a healthy dose of “it’s all good.”

In-House Brew: Building Brands With Our Own Blend

While agencies are like fancy restaurants, sometimes you just gotta whip up a delicious meal at home. And guess what? Marketers are getting bolder about building their own in-house marketing muscles. Here’s what’s cooking in our kitchens:

Trend #1: Data Democratization: Brands are tired of being data gatekeepers. In 2024, we want democratized access to data, empowering everyone to make data-driven decisions. Think self-service analytics dashboards, user-friendly data visualization tools, and a culture of data fluency that permeates every department.

Trend #2: Content Creation Co-ops: In-house studios are popping up everywhere kernels, churning out killer content that resonates with audiences. We’re talking video production teams, social media hubs, and even in-house copywriting crews. Agencies, don’t worry, there’s still room for you! But be prepared to collaborate, co-create, and bring your A-game to the content creation party.

Trend #3: Automation Aficionados: We’re embracing automation like never before, freeing up our human brains for the juicy stuff (like brainstorming those AI-powered prompts). From automated ad buying to content calendars, marketers are using technology to streamline tasks and optimize efficiency. This means you, agencies, need to up your automation game too! Offer tools, platforms, and integrations that make our lives easier and our campaigns more effective.

The Double Agent’s Verdict: A Match Made in Marketing Heaven

Look, marketers and agencies, we’re all on the same team: Team Brand Domination. But in 2024, the recipe for success involves a healthy dose of transparency, collaboration, and mutual respect. Marketers, be clear about your expectations and empower your agencies to be your creative partners. Agencies, listen to your clients, adapt to their changing needs, and bring your innovative magic to the table. Trust me, when that happens, the marketing fireworks will be legendary.

So remember: whether you’re on the client or agency side, the key to marketing success is a shared passion for building brands that matter. Let’s ditch the silos, embrace collaboration, and make 2024 the year we conquer the marketing world together! And hey, if any of you need a double agent’s insider tips, my inbox is always open. 

by Jason Cammorata

Anyone who knows me knows I’m an expert in traveling well, often and on a budget. I have been planning my family’s travel since I was 10. I have also navigated the worlds of business operations in Marketing, Technology and Entertainment for almost as many years. Travel and business planning actually share many similarities. Agility, good communication and the necessity to spot and capture great opportunities are a few. Here’s a quick look at how I usually approach planning my personal travel ensuring luxury and value go hand in hand.

1. Flexibility as Strategy: Hedging Your Vacation Plans

Flexibility can be the key to unlocking unexpected opportunities. This is a principle I apply directly to planning personal travel.  I often book a few refundable places at once and keep a lookout for better deals or weather updates, kind of like watching the stock market. Airfare is mostly changeable without penalty now, just pick a major airline with many destination options from your starting point. 

2. Identifying Undervalued destinations: Choosing Off the Beaten Path

Traveling to less popular travel destinations allows me to uncover unique experiences at a fraction of the cost. It can save you a bundle and cut down on the crowds. It’s like finding a niche market in business—less competition and more unique experiences.

3. The Best Travel Stories come from Plan B and sometimes plan C

The best learnings and outcomes often emerge from navigating through challenges. Once, 2 hours before departure my family’s Italy trip turned into an amazing Hawaiian getaway thanks to a booking error (I made the mistake).  This incident underscores my belief in the value of having contingency plans—a common practice in business operations that proves equally valuable in personal travel. Just make sure you learn from mistakes.

4. Team Dynamics: Communicating with Your Travel Buddies

In any successful business, selecting the right team and communicating with them effectively is crucial. You don’t always get to choose who you travel with though and sometimes travel brings out the best and the worst. I recommend several pre-trip conversations about travel styles before you depart together. Transparent communication can save a lot of headaches later. Being upfront and honest about what you’re like on the road can lead to a way better trip for everyone! For example in the morning I need strong coffee… immediately.

5. Leveraging Technology: Tech to the Rescue

Tagging spots on Google Maps before your trip is a key pocket tool. Anytime someone recommends a place to me or if I go to a place I like I tag it immediately. When I’m actually at the destination it keeps me super organized and can save the day when you need a quick actionable plan particularly in times of “hanger.”

6. Have Confidence and Say Something

If something’s off, whether you’re at a hotel or restaurant, speaking up can make all the difference. Just make sure you time it correctly. Be direct but respectful. You might get a bonus or at least sort out the issue. It usually feels good for all involved and is very productive to clear the air.

7. Leadership: Set the Tone – be Nice 

People can get grumpy and rude, particularly on flights. Maintaining a positive attitude during travel, especially in challenging situations like flights, parallels leadership in the workplace. Just as a good leader uplifts the team, showing kindness and empathy to fellow travelers will transform everyone’s travel experience and make you a much happier traveler too.

Integrating operational business strategies with travel planning not only leads to more efficient and enjoyable trips but also ensures that each journey is approached with the same level of thoughtfulness and expertise as any business venture. It’s about harnessing the power of strategic planning, effective communication, and quality investment to turn every trip into an unparalleled adventure.

by Elissa M. Wilson

Today’s employee wants to work for a company that shares their values and is making a positive contribution to the world in which we live.  And companies are feeling increasing pressure to build their reputation by communicating how they are delivering positive societal impact.  As a result, many companies are developing Corporate Social Responsibility (CSR) plans where they didn’t exist before. But, what happens when the work of CSR or Social Impact teams is driven from a communications lens rather than through the lens of societal outcomes?  You run the risk of a strategy where the message may not live up to the impact.

Your Communications team can and should be one of your closest allies to effectively tell the story of impact.  They are an essential partner and, ideally, will sit alongside as the strategy is crafted.  It is a win/win scenario when both Communications and CSR teams prioritize a genuine commitment to social good – the company’s reputation is authentically enhanced through effective storytelling, momentum is maintained when stakeholders can see results, and the communities benefit from meaningful engagement.

Engage your communication partners early and watch out for these pitfalls when building your social impact strategy.  Each of these pitfalls are interrelated with one leading to another.  

A Focus on Image Over Substance:  From my retail marketing days, a former boss used to say “Don’t let the story be better than the store.”  The same holds true in the world of CSR.  Make sure the storytelling is supported by action and avoid the risk of emphasizing the appearance of impact rather than substantive, long-term solutions.  If there’s one thing we’ve learned in the last decade, it’s that words matter, but they can easily be redefined or weaponized, especially when quantifiable goals can’t be substantiated.  When the goal is to “look good,” doing meaningful and lasting good is sometimes sacrificed because “looking good” is a short-term strategy.

Short-Term Orientation:  With increasing stakeholder pressure, there in turn can be internal pressure to communicate positive messages more frequently.  The strategy planning moves to “how can we get a quick win?”  This mind-set neglects the need for a sustained effort and comprehensive strategies that get to the root causes of the social issues a company is trying to address.  And when you think short-term, you will be superficially engaged.  

Superficial Engagement/Lack of Authenticity:  Short-term or headline grabbing thinking, rather than a long-term focus on making sustainable impact, will lead to a lack of depth needed to address complex social issues effectively.  And, when the primary goal is to enhance a company’s image with these quick wins, there’s a risk the initiatives may appear insincere or opportunistic.  Authenticity is crucial in social impact work.  A focus on image may undermine the trust of stakeholders who perceive the efforts as mere PR stunts or greenwashing tactics and, in some cases, can be out of sync with the values of the company. 

Misalignment of Values:  Beware the shiny object.  If a company focuses on an issue that is trendy or currently in the public eye, they may miss addressing areas where they are uniquely positioned to make a meaningful and authentic contribution with strategic connections back to the business. The result can be a lack of alignment between the company’s mission, purpose and values and their chosen social causes.  

So, what can be done to avoid these pitfalls?  There are four main actions:  Listen, collaborate, execute and measure.  And do this on a continuous and ongoing basis.    

Building a meaningful social impact strategy and comprehensive communication plan requires understanding where a company is best positioned to authentically leverage its resources, expertise and influence to drive meaningful positive change.  To understand this, it is necessary to listen to and collaborate with all stakeholders, including internal cross-functional teams responsible for all aspects of business operations and the communities affected by the issues at hand.  With knowledge, understanding and buy-in, you can craft a strategy designed to achieve meaningful and long-lasting results and set forth on the path of execution.

As part of your strategy design, identify the societal outcomes and the KPIs that you want to monitor and measure to determine effectiveness.  Company metrics are important as well, but if effectiveness is determined solely based on company results – and a successful strategy WILL drive company benefits – you will lose focus on the issues you are addressing.  

Programs designed to deliver deep and sustaining impact will provide compelling storytelling opportunities.  Keep your communications team engaged in the strategy development and continuously informed of progress, aspirations and results so they can be successfully set-up for the storytelling that goes deep beyond a headline.  

by Phil Frank

The pace of technological and social change can easily be defined by the word “breakneck”. This means the old models of hierarchical, rigid leadership won’t cut it anymore. To compete today and to future-proof your organization, the modern leader must embrace agile management and empathetic management to navigate increasing complexity and competition.

The data is clear… companies that cling to date management styles will be left behind. Sounds like the Blues tune, “Goodnight, Irene”! Research shows 70% of transformation initiatives fail due to inflexible leadership rooted in the past. On the other hand, organizations with agile leadership reap massive rewards: over 50% higher employee engagement, 30% faster-time-to-market and 25% faster revenue growth. 

Take American Express for example. Facing fierce digital disruption from FinTech startups, Amex knew it had to act quickly to digitally transform its products and services. The CEO adopted an agile approach, implementing cross-functional teams that could rapidly prototype and test solutions. He focused on empathy, frequently engaging with employees to understand their needs. As a result, Amex was able to launch a new mobile app just 6 months after starting development – a 6x acceleration powered by agile leadership. 

To build resilient, future-facing organizations, leaders need to start honing agile and empathetic skills today. Here are three areas to focus on and tangible steps to get started:

• Foster Cross-Team Collaboration

• • Break down rigid silos and barriers to information sharing
  • Implement flexible team structures that assemble based on initiatives
  • Promote open idea exchange through enterprise networking tools

• Develop Managerial “Emotional IQ”

• • Make social and emotional intelligence core management competencies
  • Provide empathy training via hands-on workshops and coaching
  • Prioritize human-centered design and thinking in problem solving

• Commit to Continuous Learning

• • Support managers and employees in regularly learning new skills
  • Leverage microlearning platforms to enable bite-sized daily development
  • Incentivize knowledge sharing across the organization

The future will only be more turbulent and change will only accelerate. Organizations that want to ascend and grow must empower leaders who can navigate uncertainty with agility, connect on a human level and constantly expand their knowledge.

On that note, If you’re curious to grow your understanding of the power in agile management, I would suggest reading “Multipliers” by Liz Wiseman and/or “The Age of Agile” by Stephen Denning. 

Do you have any tips or strategies for driving more agile capabilities and empathetic culture?

by Patrick Bergstrom

In today’s rapidly evolving business landscape, fostering a positive and inclusive work environment is not just an ethical imperative; it is a strategic advantage. Having a culture that embraces diversity, empowers individuals, and aligns with business objectives can propel organizations to new heights of success. Today, we will explore the importance of cultivating a positive and inclusive work environment and how it can be effectively aligned with modern business objectives to unlock the full potential of an organization and its teams.

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Embrace Diversity and Inclusion: A Tapestry of Strength

Embracing diversity and inclusion is the cornerstone of a thriving modern work environment. Organizations that celebrate individual differences, including backgrounds, perspectives, and experiences, are more likely to foster innovation and creativity. By valuing diverse voices, a company can tap into a rich tapestry of ideas that drive sustainable growth and competitive advantage. We demonstrate this by encouraging organizations to hire for “Culture Add”, not “Culture Fit”. Diverse backgrounds of individuals lead to better problem solving, and significantly better products and solutions.

Promote Psychological Safety: A Safe Space to Thrive

Psychological safety is essential for employees to feel comfortable expressing their authentic selves and sharing their ideas without fear of judgment. Leaders should create an environment where everyone feels safe to voice their opinions, ask questions, and make mistakes. This open culture of trust fosters collaboration, problem-solving, and a sense of belonging. By embracing psychological safety, individuals will not only feel comfortable contributing to discussions, but they will speak up faster when they find a mistake, regardless of who made it. Longer term, this leads to more reliable products, better customer service, and significant competitive advantages in the market.

Encourage Work-Life Balance: Nurturing Well-Being

In the modern post-covid era, promoting work-life balance is even more crucial for employee well-being and productivity. Our employees are people first, and have their own lives to live. Encouraging flexible working arrangements, promoting wellness initiatives, and respecting personal boundaries help employees maintain a healthy balance between their personal and professional lives. A workforce that feels supported and balanced is more engaged and committed to achieving business objectives.

Align Values and Behaviors: A Unified Vision

Cultivating a positive work environment involves aligning organizational values with actual behaviors. Leaders must lead by example and demonstrate the values they want to see in their teams. By nurturing a culture of integrity, respect, and ethical conduct, employees become more committed to shared goals and work collaboratively to achieve business objectives.

Embrace Technology and Innovation: A Path to Progress

In the modern era, technology and innovation play a pivotal role in shaping work environments. Adopting cutting-edge tools and platforms not only enhances efficiency but also creates a culture of adaptability and continuous improvement. Encourage a growth mindset where employees embrace new technologies and innovation to stay ahead in a dynamic marketplace.

Foster Learning and Development: Nurturing Potential

Investing in employee learning and development is an investment in the organization’s future. Provide opportunities for upskilling and reskilling, mentorship programs, and career advancement paths. A workforce that feels supported in their professional growth is more motivated and better equipped to contribute to business objectives.

Measure and Iterate: Embracing a Culture of Improvement

Regularly measure and evaluate the success of the positive and inclusive work environment initiatives. Gather feedback from employees through surveys, focus groups, and open communication channels. Use the insights gained to make data-driven decisions and continuously improve the work environment.

Conclusion

Fostering a positive and inclusive work environment aligned with modern business objectives is a multifaceted endeavor. It requires leaders to lead with empathy, embrace diversity, and prioritize employee well-being. When organizations invest in building a culture of trust, innovation, and learning, they create a workforce that is motivated, engaged, and fully committed to achieving shared business objectives.

It’s important to remember organizational success goes beyond financial gains; it is measured by the positive impact we have on our employees, our customers, and even society as a whole. By fostering a positive and inclusive work environment and aligning culture with business objectives, organizations can achieve not only success, but a meaningful and sustainable legacy. Together, let’s build bridges and pave the way for a brighter future in the modern workplace.

by Julie Schaefer 

What happens when one of the world’s most prestigious institutions faces a reputation management challenge? Following the devastating October 7th attack on Israel by Hamas, 30+ student groups at Harvard University penned a statement, which sparked attention from school alumni, the business community, faculty and staff, and many other stakeholders. Harvard’s formal response was slow and tepid. Using this incident for learning, our Chief Communications Officer authored an insightful case study in reputation and issues management. Originally published on Winning Presence, this analysis delves into the series of events, highlights where Harvard faltered, and uncovers key takeaways for effective issue management in the digital age.

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On October 7^th, the world witnessed a horrific attack on Israel and massacre of its people by Hamas, a terrorist group funded and backed by Iran. Nearly two weeks later, we have heard mostly unified messages of support for Israel to defend itself from such atrocities, and the denouncement of Hamas and its terrorist actions. Yet instead of denouncing terrorism and the brutal torture and murders of Israelis, more than thirty student groups at Harvard signed a letter blaming Israel for the horrific attack and massacre. The school’s public response has been slow and tepid, and they’re now facing a serious, reputation management issue. It’s a pure case study in issues mismanagement and how to quickly escalate an issue to a crisis as a result. So what happened?

First let’s dig into the student letter penned on October 8^th. An excerpt reads, “We hold the Israeli regime entirely responsible for all unfolding violence. Today’s events did not occur in a vacuum. In the coming days, Palestinians will be forced to bear the full brunt of Israel’s violence.” The student groups, exercising freedom of speech and advancing the culture wars that prevail on many of today’s US university campuses, should have prompted a swift university reaction.

In the students’ joint letter, they hold Israel responsible for being attacked by terrorists. Free speech is a beautiful part of our nation, but it should be exercised with deep knowledge of the issue on which you’re speaking out. Know the position you’re taking and why. The students took a position that is largely uninformed on the region’s complex and lengthy history. It’s also an anti-Semitic posture and fully lacking in basic human empathy. So by applying values and purpose as a screen for response, the university should have immediately crafted their position and enacted a complete stakeholder engagement and reputation management plan. But I don’t think that’s what they did based on how the timeline has unfolded to date.

A Quick Look at the Timeline of Events* Effective October 20th:

• October 7^th: Palestinian terrorist group Hamas (funded and backed by Iran) invaded Israel where they slaughtered and tortured innocent civilians, including children and elderly, and took others hostage. Following, Israel declared war and launched “Operation Swords of Iron,” striking targets in Gaza that are Hamas and Islamic Jihad targets.
• October 8^th: A collective of student groups referring to themselves as “Harvard Palestine Solidarity Groups” penned a statement in which they blamed Israel for the attack on its nation. They called on the Harvard community to take action and stop the annihilation of Palestinians. The letter was written by Harvard Undergraduate Palestine Solidarity Committee and signed by 30 other student groups. The student letter was shared on social media and spread rapidly, receiving criticism from thought leaders, alumni, elected officials, and business leaders. That’s when the backlash began, and when Harvard needed to move into issues management mode. With strong issues management, the expectation is three-fold: 1) Strong, overarching message; 2) Relevant response timing, within 6-12 hours; 3) Accountability statement of what Harvard will do moving forward to dialogue / discuss / champion resolution of differing views toward resolution. Harvard mismanaged all three and sat silent.
• October 9^th: Former Harvard University President, Larry Summers, posted on X, “I have never been as disillusioned and alienated as I am ” Summers also criticized the silence from Harvard’s leadership, which “has allowed Harvard to appear at best neutral toward acts of terror against the Jewish state of Israel.” He is clearly a stakeholder and influencer, so Harvard missed an opportunity to engage and understand his point-of-view.
• October 10^th: Billionaire hedge fund manager, Bill Ackman, a Harvard Business School Alumni, called on Harvard to release the student names of those who signed the letter so his companies could blacklist Other CEOs followed suit and asked for the names. Ackman and other CEOs requests for names sparked a debate on social media about cancel culture and free speech. On this same day, Harvard issued a statement from its President, Claudine Gay, in which she personally condemned “the terrorist atrocities perpetuated by Hamas.” She also attempted to distinguish between the students and university, saying “while our students have the right to speak for themselves, no student group – not even 30 student groups – speaks for Harvard University or its leadership.” (Note: This was the first public statement by Harvard, two full days after the student statement was released.)
• October 11^th: A digital billboard appeared on Harvard’s campus calling the student groups anti-semitic. Some student groups who originally co-signed the letter withdrew their signatures.
• October 12th – ongoing: Business leaders cut ties with Harvard, withdrawing financial commitments. This includes the Wexner Foundation, which has given over $250 million to Harvard, and wrote a letter to the school to formally end their relationship.
• October 14^th: Students demonstrated against Israel’s counter-offense and accused Harvard of not doing enough to support Palestinian students.
• Other noteworthy events / actions: More than 350 Harvard faculty members signed an open letter to school leadership criticizing Harvard’s “tepid response to Hamas war crimes.” Congresswoman, Elise Stefanik (R-NY), calls on Claudine Gay to step down as university president. Harvard graduates send a letter criticizing the school’s response to the student group’s statement, saying “This statement is abhorrent, and we demand that you immediately condemn it publicly and clarify that Harvard University strongly opposes this dangerous antisemitism.”

The issue would have been far easier to manage with some emotional intelligence, savvy, and grounding in values and purpose. They also needed to activate a full-scale issues management approach, including stakeholder engagement, internal and external communications, to tell their story. The university’s responses to date, and their overall mismanagement of the issue, reveals a clear lack of issues management wherewithal.

Here are some key learnings to apply to any brand, business, and academic institution facing a rising issue, using Harvard as an example of what it should have done in early days, and could certainly still do in crisis mode. Although once you let an issue escalate to crisis, it is far more difficult and costly to manage.

1. Review your current issues plan now, and if you don’t have one, build one. Like a fire drill, you want to have a base plan, ready-to-go, for an emergency situation. In today’s rapid communication cycles, it is not a matter of IF you will face some sort of issue or crisis, it is a matter of WHEN you will. These events are swift, always catch unprepared leaders off guard, and cycle quickly. The Harvard case study should be a reason to dust off your current plan, and / or build a new one.
2. Watch for signals of an issue on the rise. Harvard had a big signal. The War was underway and they had 30 student groups take a strong position that was predictably going to draw divisive attention and escalate. There may have been earlier signals of unrest among students prior to the Hamas attack, as well, I don’t have visibility to that. A good issues management approach involves keeping a pulse on all your stakeholders and ensuring you know everyone’s position and sentiment at all times.
3. Practice Your plan. As mentioned, like fire drills, it’s good to practice your plan and make sure your team is aligned and ready-to-go at a moment’s notice. This is a key learning for all brands. Spend time understanding vulnerabilities and draft a plan that includes all key advisors, decision-makers, third-parties, and make sure you have shared commitment for activation. In Harvard’s situation and a student letter that has potential to gain wide public attention and debate, this might include a head of student services, the university president, donor and alumni relations, and potentially student leadership. Everyone noted on the plan needs to understand that they will need to be accessible at all hours to convene and begin to work the plan.
4. Re-validate or draft your messaging so everyone is on the same page. Message development is a very aligning exercise and often reveals gaps in values. In Harvard’s case, they should review their university values and purpose and remind all on the issues management team that these should be a guide and compass for decision-making. They also should have aligned (or understood why they don’t align) with how most world leaders were talking about the events in the Middle East. Most world leaders have said that the terrorist actions of Hamas have no justification, no legitimacy, and must be universally condemned. Further, Israel has the right to defend its people against such atrocities. So that’s a good starting point to challenge internal thinking and discuss whether you agree with these public positions. If you don’t agree, understand why you’ve taken a particular posture and have the research and explanation to back it. And I can’t emphasize enough the need to screen everything through your organization values and purpose AND your personal values and purpose as leaders. If something feels off, challenge it. If Harvard stands for world peace, they should be able to take a clear stand against a terrorist attack on innocent civilians. It’s that simple.
5. Proactively reach out to influencers and stakeholders. Harvard should have proactively (on October 8^th) reached out to their stakeholders – donors, alumni, former university leadership, and groups like the Wexner Foundation. They could have shared their draft positioning and gained alignment on it prior to issuance. And, while no longer proactive outreach, they need to engage (publicly or privately) with those who have spoken out against their positioning to listen, learn, take a hit, and give themselves the ability to course correct.
6. Stay fluid and responsive, constantly measuring and adjusting to sentiment while applying strong emotional intelligence. Issues are fluid, so an organization’s response needs to be fluid as well. To accomplish this, set up a standing meeting for leaders to meet and update each other on a frequent cadence. In your working plan, every member of the crisis team should have accountability for reporting data points from stakeholders, monitoring opinion and sentiment, noting impact on business and operations, and more. Set the meeting cadence based on issue stage and management. In the early days of COVID-19, we held and led a 7AM daily call with the crisis team; then we lightened the cadence as we properly managed the issue. Outside-looking-in, Harvard isn’t engaging on social media with critics and detractors, and this sends a very dangerous message. They’re playing a defensive posture, responding “as needed,” which isn’t keeping pace with the volume or sentiment of perspectives on this subject. It’s also clear that despite requests from alumni, elected officials, and donors, Harvard still dug in and refused to issue additional, clarifying statements and taking responsibility for their prior lackluster response.
7. Mediate and repair relationships with honesty and accountability. All organizations need to accept responsibility for mismanagement, poor decisions, and Take the hit and relationship repair can begin.

At this point, as the War rages on. There is still time for Harvard to have a better approach to managing this reputation issue, which will continue to persist for the immediate to mid-term. We will stay-tuned.

Sources: Harvard.edu, Business Insider, CNN, FOX News, The Harvard Crimson, Aljazerra.com