Transcript
WEBVTT
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The High Red Marketer podcast is sponsored
by the ZEMI APP enabling colleges and universities
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to engage interested students before they even
apply. You're listening to the Higher Ed
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Marketer, a podcast geared towards marketing
professionals in higher education. This show will
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tackle all sorts of questions related to
student recruitment, donor relations, marketing trends,
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new technologies and so much more.
If you're looking for conversations centered around
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where the industry is going, this
podcast is for you. Let's get into
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the show. Welcome to the High
Reed Marketer podcast. I'm troy singer here
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with Bart Kaylor. Today we interview
Chris Bender, who is the assistant deed
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for communications for the Aid James Clark
School of Engineering at the University of Maryland
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and if you have a conversation with
risks, his overall value that he will
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bring to that conversation is convincing marketers
that they should speak and think more strategically
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instead of tactically, and he makes
a great case for this within our podcast
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today. Yeah, try, I
really enjoy the conversations with Chris. I
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mean this is you know, we've
we've had several conversations with him and leading
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up to this podcast recording. But, um, he's so articulate and thoughtful
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in what he what he brings to
the table and I really appreciate his desire
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not only for himself but for really
kind of, uh, you know,
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illustrating it by example, of really
trying to be more strategic in the way
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that he does all of his work, whether it's in the way he describes
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the management style that he has with
his team or whether he's describing how to
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communicate, Um, the the impact
that the marketing is making to various,
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you know, constituents on campus.
I really think he brings a lot to
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the table. I would encourage you
to kind of listen to this and he
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has some resources that he points out, a couple you know television shows that
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he encourages everyone to watch, as
well as a book or two that he
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might mention as well. But it's
it's such a rich conversation and and again
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we're we're kind of taking it to
a strategic level on the way that we
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think about strategy today. So there's
not gonna be a lot of tactics that
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you're gonna walk away with, but
if there's plenty of notes that you can
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take on how to be a better, higher ed marketer. Here's our conversation
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with Chris Bender. We really appreciate
Chris Coming on the PODCAST and being willing
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to share his opinion and knowledge of
why marketers should think more strategically. But,
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Chris, before we go into the
conversation, if you would please share
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something new and interesting that you've learned
recently? Okay, I have a random
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one. So this is for anybody
that has house plants. So in our
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home we have approximately ten, ten, ten or so house plants and this
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is, we don't doubt, for
a much higher number. This was a
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long negotiation process with my wife anyway. So there's a plant in our bedroom
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that has what plant people I didn't
know but I now know as Spider Mites,
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and there are these tiny, tiny, tiny bugs and I had no
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idea how to get rid of them
and I thought I was going to have
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to get rid of this plant,
which I sort of like. But it
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turns out you can treat the plant
with a little bit of alcohol, like
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you put it on a cute tip
and then you rub the leaf and then
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you watch it off, and I
had no idea you could do that.
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I thought alcohol was too Abrasive for
a plant, but Kudos to one of
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my coworkers, Olga, she sort
of turned beyond this solution and now the
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plant is in much better shape,
so it will stay. Thank you.
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Yeah, that is wonderful. And
at the end of the podcast when you
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give your contact information, it's not
only for Higher Ed marketing but it's also
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for growing plants. Yeah, if
you tell us a little bit about your
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role at the University of Maryland?
Sure, so. I'm the Assistant Dean
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for Communications and I am really fortunate
to work with a super talented team of
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individuals. They are all really good
at what they do. They're all committed.
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We have a pretty flat way of
operating in that you know at the
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end of the day, if the
decision needs to get made, the people
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that know who need to make those
decisions make the decisions. But there's a
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lot of collaboration, a lot of
discussion. We talk a lot about what
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we think is the right thing to
do. I, as a management philosophy,
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more facilitation philosophy, have this belief
that, like, you get the
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best ideas when you get the people
in the room, and so I think
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my job is a couple fold.
I think one is to provide strategic direction
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for the team. You know,
the team, rightfully, is very focused
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on, you know, what are
we gonna do this week or what are
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we gonna do this month, and
I think my job as a sort of
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push us solid think about where do
we want to be in six or twelve
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months and then how do we link
the day they work that we're doing to
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that six to twelve month goal?
I think, too, it's to be
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a strategic advisor to leadership, so
if a slippery situation comes up or an
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opportunity comes up, you know,
to offer the best advice from the communications
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perspective about the right way to manage
it. I think three, it's to
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represent what we do both internally and
externally, and I think externally it's it's
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opportunities like this. But I think
internally, you know a lot of times,
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and we can talk about this more, communicators not just an education but
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but generally I think, don't sell
themselves as powerfully as they could. And
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so I think part of my job
is to really make sure that our internal
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internal clients, internal partners like understand
what we do, understand the value that
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we provide understand how we work and
understand how best to work with us and
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how we could best work with them. And I think the last thing is
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to keep an eye on what's going
on in the world, not just,
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you know, in communications, but
generally, like what are the trends?
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You know, what's hot, what
are people talking about? Where are they
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getting information, and like seeing what
we can learn for those things and bringing
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them to the table. And I
think all that is sort of wrapped around
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making sure that the group feels,
you know, valued, respected Um like
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we're meeting their their needs for performance
on the job, like we're thinking about
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work life balance, that kind of
stuff. Thank you, Chris, and
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I think you've mentioned a lot that
we can touch on during our time together.
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The first thing I wanted to ask
you is about differentiation. I know
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a lot of higher end marketers think
it's hard to differentiate themselves from other schools
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and would love to get your philosophy
on how marketers could better do that.
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So, yeah, I think you
hit upon it right. You know,
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the way I try to think about
it is that at the end of the
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day, you know, all of
us are doing sort of the same thing.
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You know, whether you work at
a small liberal arts institution or whether
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you work at a big R one
engineering institution. We're all trying to like,
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sell our ideas into the marketplace.
And if you think about you know
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your audience as a bull's eye.
Everyone is trying to get their Arrow into
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the middle of the bull's eye.
So you have to be thinking about,
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you know, what's going to make
my Arrow faster or bigger or come from
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a different angle, and I think
the first way to do that is research.
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You've got to have a really good
understanding of what what's happening around you.
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You know. So me as an
example, I need to know what
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the other big ten plus engineering schools
are doing from marketing perspective and I need
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to learn from that. And if
I know that we're competing for the same
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talent pool, whether it's students or
faculty or staff or speakers or donors or
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whatever, I need to be thinking
about how can we position ourselves in a
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way that is unique and different and
more powerful. I think a second thing
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is really thinking about trends that happen
outside education that can influence what we do
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education. I think it's easy,
whatever industry you're in. Right if you're
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in healthcare. I think in healthcare
communications, I think it's easy to get
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trapped and only looking at what's happening
in healthcare communications. If you're in hospitality
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communications, I think it's easy to
get trapped in looking at what the other
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big hotel chains are doing. But
I think to be really good at what
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all of us do, you know, you've got to be able to take
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a step back and say what what's
moving the needle these days? What is
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unique, what is different, what
are people tuning into, and how can
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we jump on some of those trends
or how can we utilize the lessons from
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those trends in a way that works
really well for US in communications? I
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will give you a quick example,
if you don't mind. So we just
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opened this fantastic facility called the idea
factory that's going to be home to robotics
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research, quantum research, autonomousis research, so on and so forth, and
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at the dedication event, which was
in May, we did this video,
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this kind of two to three minute
video tour of the facility, and we
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talked a lot about how to do
it. But I had watched hard knocks
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with the Dallas cowboys the previous summer. Now I'm a San Diego chargers fan.
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Noticed I said San Diego, not
L A, but I bring this
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up because you know, it's sort
of a ritual in our house. Like
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come football season we watched hard knocks
and at the beginning of the second or
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third season, sorry, the second
or third episode of hard knocks from the
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cowboys season, there is a drone
fly through of the facility where the cowboys
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practice and it is amazing. I
would encourage everybody to watch it. It's
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like three minutes and the drone just
does not stop. It goes in the
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door, it goes around the practice
facility, it goes in the weight room.
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It's it's incredible and I had this
idea that like, why don't we
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do that for the idea factory,
because, like, drones are trending,
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it's interestring, it pulls people in
and and I don't get the credit for
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executing it, our videographer lead did
all the hard work. But I think
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the point of the matter is the
idea came from a totally different place and
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we brought it into education and used
it in a way that was powerful.
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So it's just an example to say
like, look around, you know,
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see what's happening around you, see
what's interesting, see what's unique, see
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what turns your head, you know, and then try to pull some of
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those things in. Some of them
will work, some of them won't,
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but but be open to experimenting.
I think I love that idea, Chris,
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and I I think that, you
know, a lot of times I'll
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tell my clients to take a look
at, you know, what's what's target
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doing, what's what's happening out there
in, you know, similar industries that
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are, you know, targeting you
know, generation Z or or your potential
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students. I mean, you know, look at what Apple's doing. I
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mean apple has been, you know, utilizing the iphone and you know,
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back in the day when they were, you know, doing the ipod and
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things like that, they had a
very nique perspective on how to market to
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the same, you know, age
frame, and so I think a lot
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of times we can do that.
Take a nod from what's going on in
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corporate take a nod and what's going
on in social and I think there's a
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lot of opportunities there that. Many
times, I think as higher ed marketers,
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we kind of tend to start looking
too closely to our belly buttons and
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not really looking out beyond the education
area. I think part of it too,
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is is thinking about the work that
we do in a different frame.
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So, as an example, you
know, I think a lot of times
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again, regardless of what aspect of
communications you're in, you know, if
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you're in telecom, you think about
you know, we're gonna, we're gonna
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market a telecom story we're telling,
we're selling telecom products, or if you're
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in education, you know we're trying
to get people to come here. And
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and that's true. But I think
again it's like, okay, take that
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step back and say to yourself,
well, what are we really doing here?
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and to me, I think,
regardless of whether you're in again,
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you know, telecom or hotels or
communications for education, like we all are,
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like you're selling an idea, right, and the idea for us in
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engineering education is that this is a
place where you can have access to,
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you know, the most cutting edge, interesting people, research facilities that are
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going to give you the tools to
go change the world, like that's the
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idea. And if you step back
and say to yourself, okay, so
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how do companies, how do it
think takes or how do other education institutions
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sell ideas. That's really there are
probably plenty of people to do that,
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but I would challenge people to say, like, think about it that way,
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like you're you're selling an idea,
you're selling a concept and that is
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the concept. And then what do
you need to do tactically to drive that?
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If that makes sense. It does
make sense and you know, one
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of the one of the shows I
enjoy watching sometimes when I'm traveling is shark
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tank, and I think that you
know the idea of how they're pitching their
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ideas, how they're expressing themselves with
these new things. I think there's a
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lot that can be gathered from that
and learned. Um, I know you
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had referenced the Reality Show The pitch
from a MC uh in our early pre
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pre conversation and I since then I've
watched a few episodes of that and I
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think that's that gets some different brain
cells moving as well. And maybe tell
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me a little bit about your experience
with watching that, because I think you
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applied some of the thinking with that
on that particular pilot episode. Yeah,
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so, first of all I would
encourage everybody, as a laundry folding show,
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to watch the pitch if you don't
know about the pitch, it's a
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show on AMC that ran right about
the mad men time frames. So you
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know, everyone knows about mad men
and if you you don't, then stop
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watching right now and go watch mad
men and then come back to this podcast.
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So you can probably want stuff.
Um. The pitch is the show
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is a reality show about, Um, you know, marketing firms, advertising
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agencies, and the concept basically is
that there's a client at the beginning of
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the show that's got a marketing problem
or an advertising problem. Two advertising agencies
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are brought in to try and figure
out a solution. The show catalogs all
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of the creative development they do and
then at the end they both pitch and
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somebody wins. The reason, you
know, clearly I like it because this
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is what we do and it's interesting. But the other reason I like it
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is like you get a bird's eye
view as to how other people approach the
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same challenges, you know. So
A it's a learning it's a learning opportunity
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from the standpoint of watching other people
be creative, watching how other teams work,
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watching how people collaborate, collaborate and
like you could draw things that you
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think irrelevant into your work, but
to the point. You know, you
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were just making Bart. So the
first episode, and I'm gonna have to
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give a spoiler, I'm so sorry, but the first episode is about subway
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and you know, subway is in
this episode really trying to think about how
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to sell it to breakfast products.
And two firms come in and one firm
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does this whole like Zombie thing,
right, they do this, Um,
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they do it. It's called ZAMBIES. It's like breakfast and zombies, zambies,
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and it's it's rate. It's first
of all, it's great today,
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I think, but it was at
the time when all the zombies were the
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rage and, like you know,
so it's timeline. This other firm came
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in and they did this campaign that, if I remember it was called like
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let's remake breakfast. And you know, you watch the show and I admit
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I was convinced the Zombie firm was
gonna win. Now, maybe the shows
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that I'm totally like shower was all
into that trend or whatever. But the
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other firm one and after the show
Tony Pace, who was the guy at
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that point that was the CMO for
subway, talked about you know, you
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gotta go with the durable idea,
and it really stuck with me, you
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know, because I think what we
have to be able to do is find
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an idea that has both breakthrough and
durable, you know, something that punches
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through, punches up, gets out
of the clutter, gets into the center
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of that bowls light, whatever you
want to say, and at the same
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time like sticks with people. And
again I think it goes back to at
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original point we were talking about tenners
so minutes ago. At some level,
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you know, all of the work
that we do is similar, just like
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all of the work that hotel marketing
is similar, just like all of the
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work that auto marketing is similar.
So, like, what are you gonna
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say that's gonna make you stick apart? And I think actually the more fund
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and on a question is like how
are you going to say it that's different?
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You know, think about the Lexus
or infinity commercials. When they first
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hit. They were really unique and
like people tuned in just because the delivery
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method was really unique. That's great. Yeah, I think there's so many
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ways that we can kind of look
at that and I agree with you that
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I think sometimes looking outside of our
own bubble is so valuable and I think
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that's a great idea. We talk
a lot about it on the show.
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Schools are really struggling today that make
the same at spend work. CPMS are
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up eighty nine year over a year. On facebook and instagram. Our College
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00:16:55.279 --> 00:16:59.799
clients are no longer looking for rented
audiences. They're looking for an own community
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00:16:59.799 --> 00:17:03.000
where they can engage students even before
they apply. This is why Zemi has
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become so crucial for our clients,
with over one million students, close to
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00:17:07.480 --> 00:17:12.039
ten thou five star ratings, consistently
ranked as one of the top social lapps
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00:17:12.440 --> 00:17:17.720
and recently one of Apple's hot APPs
of the week. There simply isn't anything
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00:17:17.720 --> 00:17:21.039
out there like it, and we
have seen it all. Zemy not only
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provides the best space for student engagement, but the most unique and action Wal
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00:17:25.359 --> 00:17:30.759
data for the one sixty college and
university partners. We know firsthand from our
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00:17:30.799 --> 00:17:34.000
clients that Zem me is a must
have strategy for Gen z check them out
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00:17:34.039 --> 00:17:41.240
now at colleges dot Zem dot com. That's colleges dot Z E M E
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00:17:41.519 --> 00:17:47.480
dot Com. And yes, tell
him Barton Troy sent you. If you
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00:17:47.599 --> 00:17:52.680
have a conversation with Chris, his
overall value that he will bring to that
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conversation is convincing marketers that they should
speak and think more strategically instead of tactically.
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I think you summed it up in
a nutshell. I mean, you
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know, Troy, you should print
t shirts and just like like that's say,
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just that right, and I will
say I um, I will say
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I learned this lesson from experience.
So I have been in the tactical I
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had been in the tactical camp for
many years and over the course of my
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career I figured out why the strategic
camp is more power for one and how
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to get there. But but here's
what I mean. I think that we
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in communications do so much good work
and I see communications, and I think
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other people probably do too, as
a business function, not necessarily a service
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function, and I don't mean business
in the big B like we're here to
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make the money. I mean like
we're here to help drive an organization forward,
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and we will always have a service
capacity in that. You know,
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if something comes up that's immediate,
which it always does in our field,
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we jump on that thing, whether
it's an opportunity or a lunge. But
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a lot of times what happens I
think for communicators across the board, not
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just an education, is that we
think about ourselves in this tactical sense.
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So somebody says to us, you
know, here's a prime example. You
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know, a communicator might say,
I want to get us in the New
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York Times and you know, leadership
might say, well, that sounds great.
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You know why? And some communicators, and used to be me,
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would say well, because it's The
New York Times, it's a really important
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media outlet, and that is a
true statement. But that is a totally
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tactical way of working at it and
the people that are outside communications like they
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don't think tactically and they don't understand
things the way we understand them. You
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know, it's it's the same thing
as if I set to somebody in leadership.
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You know, we got five thousand
impressions on this particular ad that inside
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a communications meeting. That has value. But like if I'm going to go
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talk to someone in leadership or someone
in another part of the organization, what
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they want to know is, number
one, how our work relates to the
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strategic goals or the strategic plan for
the organization. And too, they want
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to know the impact that it had
not the reach, the impact, you
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know, impressions is reached, people
taking action is impact. And so to
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me, I think in communications,
in marketing, it's really important that we
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we present ourselves in a way that
is strategic and linked to the overall goals
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of the organization. And I think
that's especially true in engineering, you know,
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just like it is if you work
at a pharmaceutical company or you work
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at a telecom company, you know
Um or you work, you work in
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healthcare and education, education, healthcare, those people that work in those disciplines
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are process oriented thinkers, right,
you know, linear, process oriented thinkers.
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Communicators, for the most part,
are pecular thinkers, and there's nothing
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wrong with that. It takes both
to like drive the world forward. But
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you can't communicate the work you're doing
this way to an audience that thinks this
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way. So you've got to find
ways to make your work, to describe
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your work, excuse me, in
a way that is linear and process Orient
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and has links back to bigger tent
poles and just we're putting up a twitter
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post. Sorry, I totally wanted
to sell box. No, that's exactly
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I mean. That's that's so important
because I, you know, I see
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so many times, and I think
that Um agencies that support higher education are
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guilty of this as well, where
I'll see reports from different Um, you
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know it's a digital agency or whatever, and they so focused on the you
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know, the clicks or the or
the you know, impressions or all the
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other things, the things you just
talked about. But at the end of
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the day, I think that,
you know, as Higher Ed marketers,
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we owe it to ourselves to go
to that level of strategy and the strategic
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level of thinking and say, how
did we move the needle today? And,
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like you said, it's like,
you know, what is the impact
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rather than what's that you know,
impression and Um you know, the more
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people we have on a school visit
or the more people that we have that
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have actually taken the called action of
applying or, you know, we requesting
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more information or depositing or whatever metric
we want to use. We've got to
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be able to measure that impact and
tie that directly back to the tactics that
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we did and I think that when
we can do that, that's when strategy
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starts to happen and when we can
be strategic because, you know, we
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can spend all day long. You
know what I call moving the deck chairs
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on the titanic, and it's just
like, you know, we have these
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impressions, we have this and you
know, Oh, isn't it great,
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but at the end of the day, if we don't have students showing up
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and, you know, and and
and moving the the mission of the school
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forward, we're just we're just,
we're just messing around and we're just doing
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a lot of busy work. Yeah, there's a good there's a quit good
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test that, you know, I
would encourage people to use and I'm sure
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there's a lot of the audience that's
already using it. You know, when
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you're thinking about doing something, whatever
this something is, it's easy to ask
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yourself what you're doing and it's easy
to let me rephrase that. It is
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often easier to ask yourself what,
but step back and say why. Why
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is the relevant question. Are we
doing this to drive the strategic plan forward?
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Are we doing this because it links
to some other higher initiative that we're
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trying to launch? Like make sure
you've got a good answer to the why,
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not only for yourself so that you
know what you're doing, but so
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that you can explain it to other
people in a way that makes sense to
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them. Now I love that idea. I love that start with. Why?
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I think that's a great way to
go with that. There's a book
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with the title plane to win that
Chris is a big believer in and recommends
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to marketers that he speaks to Chris. What is it about this book that
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makes it so impactful? So I
was first introduced to this book several years
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ago when I worked for Nova designs, which is a global biotech company,
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and the book basically, at its
most foundational level, is about corporate strategy.
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But really what the book is about, at least to me as reading
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it as a communications person, is
how do you think and communicate in a
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strategic way? So, as an
example, you know most people, let
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me rephrase that, there are,
there's there's an opportunity in communications when you're
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putting together a new initiative, like
to think about you know your goal,
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okay, you know here's the goal, you know here's the objectives. Great,
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but what this book, I think, really forces you to think about
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is like, can you think one
level up? So, in other words,
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what's the ambition? The goally ambition
are different, right. The goal
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is what you want to get done
with the particular effort that you're undertaking.
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The ambition is like if everything went
to plan, if you had all the
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people, all the resources, all
the time that you needed, what would
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the outcome look like? And the
reason it's important to map that out is
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because it really makes you think about
ultimately what you're driving for, because ultimately
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you're not necessarily just driving for that
goal. You're driving to move the needle
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in some bigger way, like we've
just been talking about. And and I
359
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think what the book forces you to
think about is, how do I get
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into that mindset and then how do
I communicate in that mindset, you know,
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and it's a really interesting read.
Um, so I would encourage folks.
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You know, I know that we
don't all have a lot of free
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time, but you know, if
if you have downtime and books on like
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corporate strategy like that are interesting for
you, check it out. There's a
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process that it talks through about how
to think in a in a strategy Egypt,
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way from like big too much more
focused, and there's a way that
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I found to adapt it for communications
that works really well and I'm sure other
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people will be able to do the
same, but it is. It is
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really good in helping to train people
to think in the ways we've been talking
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about for the last couple of minutes. there. That's great. I think
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that resources like that Um that.
I think that you know that. That
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book, I think, is a
great way kind of moving yourself up on
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the ambition. But then also,
like we talked earlier about, you know,
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the pitch and other looking for those
places outside of what we do every
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day to kind of challenge us to
move, move up the ladder for strategy.
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I think is is so critical.
So that's that's great, good,
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good, and and there's an I
mean there's another relevant example on that.
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You know. Okay, so a
lot of times when let me again rephrase
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that. Sometimes I don't want to
say I don't I don't want to overgeneralize.
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Sometimes we in communications have this tendency
that we think about, you know,
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okay, here's our strategy, you
know, here's the audience and then
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here the pctics we're under deploy.
You know, first of all those should
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really be flipped. The audience should
dictate the strategy. But the second thing
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is that sometimes we get in this
this mode where we go like regardless of
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the different audience segments, we're going
to run the same strategy and the same
386
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tactics and like that. Again,
that's not a strategic way of looking at
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it. So you've got to say
to your stuff, okay, for for
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this particular effort, whatever the effort
is, there's three distinct audiences. If
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there are three distinct audiences, we
need to have three distinct strategies and three
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distinct lines of tactics, three sets
of deliberals, three sets of measures.
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That, like, that's the only
way, you know, you really move
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00:27:33.599 --> 00:27:41.039
the needle, and it's it's more
granular than I think sometimes we force ourselves
393
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to go. But you know,
to to Bart's point earlier about like impact,
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it's the only way to really make
impact is to align the very particular
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things with the very particular audience.
So it just again, it goes back
396
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to the idea from the book and
it goes back to the thing we talked
397
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about early. You're about being strategic
versus tactical. The more you can force
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yourself to be granular and linear and
link back to big things, the more
399
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detailed and well thought your strategy will
go. Chris, we end every episode
400
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by asking this question to our guest. If there's a piece of advice or
401
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an idea that you could share with
marketers that would have immediate impact for their
402
00:28:26.839 --> 00:28:32.240
career or life or their processes,
what would that be? Can I share
403
00:28:32.240 --> 00:28:37.839
it too? Absolutely all right.
Um, one would be and I am
404
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sure there are plenty of really,
really good folks out there doing this already,
405
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but it's just, I think,
a good reminder. Do everything you
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can to put your team's Co workers, student workers, all of it,
407
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in a position where they've got good
work life balance, where they feel valued,
408
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Um, where they have room to
do what it is that they do
409
00:29:00.400 --> 00:29:04.480
best. You know, I I
there are plenty of things that I think
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I do well as a as a
leader. There's plenty of things that I
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00:29:07.759 --> 00:29:11.079
know I need to work on as
a leader, but I think one of
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the things that I try to do
is like just get out of my people's
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way, like removal roadblocks, and
like let them do what they're good at
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doing, and I would just encourage
everybody as much as you can do that.
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00:29:22.319 --> 00:29:26.119
It just you know, you've got
great people, let him work.
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Second, much more tactically, keep
a folder on your desk of great ideas.
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00:29:33.240 --> 00:29:34.680
You know it can be things that
you pull out of a magazine.
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00:29:36.200 --> 00:29:40.799
It can be I mean my my
wife and I were at this restaurant in
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00:29:40.799 --> 00:29:44.000
New York and they had this coaster
that I thought, from a design perspective,
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is really cool. I took the
coaster. You know, they looked
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00:29:45.680 --> 00:29:51.319
at me a little nuts when I
told them. You know, Um,
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it can be things that you see
online and pronout. It can be photos
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you take and just pronount. But
like have a a physical not not a
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computer. I've like have a physical
idea folder and anytime you're thinking, you
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00:30:06.279 --> 00:30:11.799
know, let me rephrase that,
once once every regular interval, whatever that
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is for you, once every two
weeks or whatever, once a month,
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00:30:14.640 --> 00:30:18.160
go in there and thumb through it. Invariably you will see something that will
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00:30:18.200 --> 00:30:22.400
spur a thought. It may not
work for you at that particular time.
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00:30:22.519 --> 00:30:23.759
You made his bookmark it going.
I'm going to come back to that,
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00:30:23.839 --> 00:30:30.000
but it is the best way I
have found to like very practically, going
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back to the beginning of our conversation, find things that help set you apart.
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It's easy to like say that get
lost, but if you make it
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really practical and really easy, it
can actually be kind of a fun journey.
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00:30:45.440 --> 00:30:47.839
That's great, Chris. I have
to tell you that you brought that
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00:30:47.920 --> 00:30:52.039
up in our pre interview and everybody
can't see it because we aren't on video,
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00:30:52.440 --> 00:30:55.839
but I have. I have created
my idea folder and I've already started
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00:30:55.839 --> 00:30:59.559
putting things in it this past week. So thanks for that real practical to
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00:30:59.599 --> 00:31:03.839
do it, Chris. For any
of our listeners that would like to reach
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00:31:03.880 --> 00:31:07.000
out to you, what would be
the best way for them to do that?
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00:31:07.960 --> 00:31:11.480
You are welcome to email me.
My email is C S Bender B
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00:31:11.640 --> 00:31:15.519
E N D E R at U, M D dot e D U,
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00:31:17.200 --> 00:31:18.799
or you can hit me up on
Linkedin. Either one of those works.
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00:31:21.279 --> 00:31:23.880
Thank you, Chris. You are
so fun to talk to and to listen
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00:31:23.960 --> 00:31:30.039
to, and thank you for sharing
the impactful wisdom that you did. By
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00:31:30.079 --> 00:31:33.440
all means. I really appreciate the
opportunity to chat with everybody and I'm gonna
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00:31:33.480 --> 00:31:40.200
go check on my house plan.
Bart, what are your final thoughts?
447
00:31:41.200 --> 00:31:45.200
I just wanna again thank Chris for
being on the show today. I think
448
00:31:45.240 --> 00:31:49.079
he's just brought a wealth of experience
and knowledge to the to the PODCAST,
449
00:31:49.119 --> 00:31:52.160
and I'm grateful for that. This
is one of those episodes that we didn't
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00:31:52.200 --> 00:31:56.519
necessarily get into tactics of hey,
here's six of the ways that you can
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00:31:56.559 --> 00:32:00.759
do social media better, or here's, you know, nine ways to better
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00:32:00.799 --> 00:32:04.799
do your messaging. Those are tactics
and I think those have places and a
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00:32:04.799 --> 00:32:07.240
lot of our episodes have that.
But one of the things I think that
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00:32:07.279 --> 00:32:09.599
this episode particularly did that I that
I really value, and I've I've had
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00:32:09.640 --> 00:32:13.920
that from other guests as well,
is is taking us to that next level
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00:32:14.000 --> 00:32:16.440
up of of the why, and
I think that Chris made some really good
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00:32:16.480 --> 00:32:21.799
points about, you know, really
starting with that why and and even even
458
00:32:21.839 --> 00:32:23.920
to the point of, you know, why do we do this podcast?
459
00:32:23.960 --> 00:32:27.799
What? Why are we doing what
we're doing? It's it's to really impact
460
00:32:28.200 --> 00:32:31.279
hired marketers and and everyone who's listening, to to do our job better,
461
00:32:31.759 --> 00:32:37.440
to Um, have a greater voice
at the table. Um. You know,
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00:32:37.519 --> 00:32:38.680
we've talked to a lot of different
people, whether it's, you know,
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00:32:38.720 --> 00:32:44.319
Ethan Braden at purdue or Jamie Hunt
at at Miami, these different chief
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00:32:44.319 --> 00:32:50.039
marketing officers, and how quickly they
say how important it is for for marketers
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00:32:50.079 --> 00:32:52.480
to have a voice at the table
and to really be able to represent that
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00:32:52.559 --> 00:33:00.839
well and and be able to help
everyone understand that that what we do does
467
00:33:00.160 --> 00:33:05.519
move business forward, as as Chris
kind of illustrated in there. So I
468
00:33:05.559 --> 00:33:08.319
think that's really important and it's also
very important, as we really become more
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00:33:08.319 --> 00:33:15.000
strategic, that we show how our
work has strategic impact rather than just,
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00:33:15.200 --> 00:33:17.240
you know, sometimes we get kind
of UH. I always we've always talked
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00:33:17.240 --> 00:33:21.559
about it before and my company is, you know, we like to wear
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00:33:21.599 --> 00:33:23.160
the Beret sometimes and it's like,
okay, you know, it's it's fun
473
00:33:23.160 --> 00:33:28.200
to wear the Beret and when the
when the art awards and the design awards,
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00:33:28.200 --> 00:33:30.480
but at the end of the day, are we impacting the bottom line
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00:33:30.519 --> 00:33:36.160
of our institutions and are we really
moving forward what the institution is all about?
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00:33:36.200 --> 00:33:38.240
And I really think that was some
great things that that Chris brought up
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00:33:38.599 --> 00:33:42.960
and I really love the idea of
of really kind of moving beyond just our
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00:33:42.960 --> 00:33:45.079
goals and and looking at ambition.
You know what what is at the end
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00:33:45.079 --> 00:33:47.920
of the day that when we put
our heads on our pillows at night,
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00:33:49.319 --> 00:33:51.279
what are we most proud of that
we can say, you know what,
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00:33:51.599 --> 00:33:54.880
this really happened and this was something
that that my team was able to do
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00:33:55.000 --> 00:33:59.200
and and make a big, big
impact, and not only the lives of
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00:33:59.200 --> 00:34:01.279
our institution, it in the lives
of the students that we serve. So,
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00:34:01.480 --> 00:34:06.160
Chris, thanks again for for bringing
your wisdom to the show and you're
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00:34:06.160 --> 00:34:08.480
welcome back anytime. Thank you very
much. I hope everyone's you know,
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00:34:08.639 --> 00:34:13.000
learn something and I'm looking forward to
learning from your other guests and your audience
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00:34:13.000 --> 00:34:19.239
as well. Great thanks. The
Higher End Marketer podcast is brought to you
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00:34:19.280 --> 00:34:23.920
by Kaylor solutions and education, marketing
and branding agency and by Think, patented,
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00:34:24.239 --> 00:34:30.480
a Marketing Execution Company combining print and
digital assets for higher impact within your
490
00:34:30.480 --> 00:34:35.800
communications. On behalf of Bark Kaylor, I'm troy singer. Thank you for
491
00:34:35.920 --> 00:34:42.760
joining us. You've been listening to
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00:34:42.800 --> 00:34:45.840
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