CPG Newsletter

NEWS ENGAGEMENT LEADERSHIP ROI ORGANIZATION

See what’s making headlines Learn the importance of employee A leadership perspective from Quantifying an emotional return The impact of Millennials has shifted
at CPG PG1 engagement PG4 30,000 ft PG6 on investment PG8 the org chart PG12

W/ EMOTIONAL ENGAGEMENT

PG10

PG2

HELLO!

William Gibson, one of the best known science fiction writers, once said, “The future
is already here; it’s just not very evenly distributed.” As our world continues to change
at an ever-increasing pace, the way in which we connect, communicate, collaborate
and lead teams is transforming in unprecedented ways. How and where we work has
shifted tremendously and the hyper-connected society that was envisioned in movies
like Back to the Future, (released in 1985 when we were founded) is now a reality.

These meaningful changes inform how our teams go about designing transformative
experiences for our clients. Two specific areas where we’re being asked to assist
more and more frequently are culture change and leadership development. As you’ll
see on page 2, we’re at the center of a “culture orchestration” movement for one of
the largest global shoe manufacturers, Caleres. We’ve also been fortunate to help
one of the top brands in the world, Southwest Airlines, craft their leadership and
engagement strategy. To that end, we’ve shared an insider view on leadership, the
Southwest Way, thanks to our good friend, Cheryl Hughey (page 6).

Another undeniable development on our radar is the emergence of Millennials.
According to Deloitte’s 2014 Millennial Survey, 75% of the global workplace will be
Millennials by 2025. How a company conducts business every day and how they
choose to communicate and engage with their people will be more important than
ever. Our partner, David Stillman, shares more on this (page 12) and specifically how
progressive brands are “leading from the middle.”

Some folks are blessed to arrive at the future sooner than others. As we celebrate
30 years of driving Belief through Experience for our category-leading clients, we
briefly pause to honor our past (page 13) and continue to accelerate towards that
bright future.

FRED BENDAÑA
SVP, SALES & MARKETING
[email protected]

NEWS

a

From left to right: Ellie Dupuis, Meredith Goette, Allie Sharon Reus Named
Yeakey, Kerry Crump, Haley Spoeneman, Jody Bivens. Director of Client
Experiences
TEDxStLouisWomen Inspires
Sharon joined the CPG team in 2014 and has
Hundreds as Part of TEDWomen recently been named Director of Client
Experiences. In her new role, she oversees
CPG once again hosted and produced TEDxStLouisWomen a team of account directors and experience
in our hometown. Nearly 700 turned out for the event, one producers, and is responsible for quality
of 250 TEDx events that took place globally surrounding assurance on all client accounts. She brings
TEDWomen 2015 in Monterey, CA. With the theme Momentum, more than 25 years of experience in meeting
TEDxStLouisWomen streamed live talks from TEDWomen and event production, communications,
and showcased a fascinating group of women across diverse television, publishing, advertising and PR.
backgrounds including business, entertainment, performing
arts, sports and healthcare. Fun fact about Sharon: she began her
career as a print journalist and spent time
TEDxStLouisWomen speakers included Southwest Airlines in television as a producer for “The Jerry
SVP, Culture & Communications Ginger Hardage, renowned Springer Show” and “The Gordon Elliott
concert pianist Jade Simmons, former U.S. Secret Service Show” in New York before moving into the
Agent Evy Pompouras, Boston Marathon bombings survivor creative services and event production
Adrianne Haslet-Davis and many others. arenas.

FOR MORE TEDXSTLOUISWOMEN

TEDXSTLOUIS.COM

Another Record- Beyond the experiential strategy, design
Breaking Success and décor, our number one job is to tell
Against Cancer the story of Siteman patients, doctors,
researchers and staff through an emo-
Since its inception, we’ve been honored tionally engaging experience. We’re
proud to report that more than $2.3
to be a part of the team at the nationally million was raised in 2015, breaking yet
another record to support the fight
recognized Siteman Cancer Center and against cancer. Here’s to breaking many
more records and ending this horrible
Foundation for Barnes-Jewish Hospital disease. For more information, visit
illuminationgala.org.
here in St. Louis. A key component to

their success is their annual illumination

gala. This is a special project for our

entire team. We helped create the event

nearly 10 years ago and have been a

part of its consistent growth ever since.

CONNECT  I  CPGAGENCY.COM 1

How a 137-year-old W hat’s in a brand? A logo, a slogan, an from the inside out. Sullivan and team were quick
company rebranded identity? As one of our creative to recognize that although they had been growing
by igniting its people, directors puts it, the brand is the and delivering positive financial results, they could
movie that plays in your head when not bring their long-range vision to life without an
you think of an organization. Branding engaged, high-performing employee culture, one
is perhaps more important to fashion that aligned with the new Caleres brand mission
than most any other industry. Which is why, after and identity.

passion and culture. more than 130 years of growing into one of the
fashion footwear industry’s biggest players, Brown “We were first given an assignment to re-design

Shoe Company recently rebranded as Caleres. The and re-invigorate their annual company meeting,

parent of brands such as Famous Footwear, Dr. which has historically consisted of executives

Scholl’s, Sam Edelman and many more, Caleres, presenting a one-way monologue,” said CPG

under the leadership of CEO Diane Sullivan, recently President Steve Friedman. “After deep discovery,

cemented its evolution in the marketplace with its we uncovered a need to create something far more

new identity. Derived from the Latin word calere, engaging. As a result, we designed a community

which means to glow with passionate intensity, experience that challenged employees to embrace

Caleres signifies the customer-centric, forward- and actively participate in the new movement.”

looking orientation of the organization.

To accomplish this, CPG crafted an internal campaign
“ WE UNCOVERED A NEED TO CREATE SOMETHING FAR MORE ENGAGING.
that included a series of innovative
employee experiences that

WE DESIGNED A COMMUNITY EXPERIENCE THAT CHALLENGED EMPLOYEES amplified and gave life to the
powerful culture shift. The

TO EMBRACE AND ACTIVELY PARTICIPATE IN THE NEW MOVEMENT. ” campaign, called YOUnited,
incorporated both social and

interactive communications and

“We want a name that reflects our ambitions. Brown employee experiences invol v ing genuine

Shoe did not reflect who we are today. To be a global conversations between employees and leaders

brand, our name must be suggestive,” Sullivan told across the business. With a mob brainstorm

employees at the St. Louis headquarters brand launch. challenging employees from throughout Caleres

“Our name must be more than a name. It must be a to collaborate and present big ideas to drive the

brand with which people emotionally connect.” future of the company, YOUnited was a highly

successful campaign that facilitated Caleres’ shift

To meaningfully build their global brand, Caleres to a more connected, high-performing culture.

leadership understood that it must be accomplished

2 CPG

modeled real skills they could immediately apply to I ltodpovoegePoeOnatSptnoThhlEdteeeVEnrctiNdooTotoeSgrlUlmaeaRbVtbaoErhYaolfleFiyrgEnraEsweDtttBethoAot.aCirrKntkmg
themselves and their respective teams. CPG created
a dialogue, using a “learn-by-doing” approach DIAoNuEtaSrWhUsnLieLdseIlVvAnfheNoea,scPwvRucEeSsofIuDtenEotdNnuTgeroAeecNnD.tteCEdO
to spark conversation throughout the groups,
and through a custom, gamified experience,
helped leaders think about their people and
their roles through a new lens. Coming out of
Leaders Lab, Caleres leaders initiated their
performance review process and set record levels
of review completion and comprehension.

“Leaders Lab established a key bridge between
leaders and their team members,” explained
CPG SVP Fred Bendaña. “This experience helped
cascade key messaging, further facilitated the
Brown Shoe cultural transformation, and set the
foundation to launch the new Caleres brand values.”

To both continue the conversation and sustain the Meaningful engagement is an ongoing process. It’s
momentum of the campaign, CPG utilized a closed fluid and comes from all levels of an organization — not
social network app, putting the conversation in the just top-down. Throughout Brown Shoe’s history, fit
has been a key theme in everything the business
stood for. More than simply the physical comfort of
a shoe, fit embodies how the brand connects with a
particular lifestyle — and how the brand fits its people.

“ MEANINGFUL ENGAGEMENT IS AN ONGOING PROCESS. IT’S FLUID AND COMES
FROM ALL LEVELS OF THE ORGANIZATION — NOT JUST TOP-DOWN. ”

hands of all employees. Complemented with “We had a highly successful engagement campaign

campaign branding across office locations in St. Louis and we’re now executing other internal initiatives

and New York, these digital communications efforts championed by Caleres employees,” said CPG What will
achieve in 2015?
helped build awareness, anticipation and interaction. Account Director Jordan Wyner. “A key part of the

Employees quickly embraced the tool and took to rebrand was ushering people along a journey to

the platform sharing everything from peer recognition, become Caleres and helping them understand

to why they love their job, to funny photos and “shoe how they fit into that transformation.”

selfies.” With more than 20,000 opens and an

average of 35 opens per employee, the app served Most recently, a six-week communications program

as a central internal engagement and communication guided employees through the rebrand process PYROEUSNENITTESD

vehicle to leverage the excitement and new vision and outlined what the rebrand meant, both for PBIENRRSEFAPOIKRRTMINHAGRNOCUEGH

throughout the organization. Caleres and for them as individuals. TO GETWTINEGLRCEOADMY FEORBLAEACDEKRS LAB

With Caleres employees thinking differently about At the brand launch ceremony, nearly a year after THANK YOU
their company, its brands and their roles, CPG then the YOUnited experience, CEO Diane Sullivan WWEHLAETARNEDabout alignment CLICK HERE
focused on cultivating a sustained high-performing delivered her inspiring message. She did so in a
culture by giving leaders a shared language and neutral outdoor tent that, like the company itself, CLICK HERE RREESCOAUPRACNESDto keep
empowering them to lead by example. To extend was transformed into something completely new, a
the YOUnited campaign, the CPG team collaborated glowing environment that gave life to the Caleres the year us
closely with Caleres to create a first-of-its-kind brand and celebrated the central role that each focused throughout
Leaders Lab experience focused on the top 300 employee would play in its future. Caleres employees
leaders throughout the organization. A series of raised a glass of champagne to honor the past and CLICK HERE
digital activities and supporting content was first to toast their new brand, their new culture, and a
distributed to focus thinking and establish the tone new bold future. BIAS PITFALLSCLICKHERE
for the learning series. The physical experience itself
took leaders outside their comfort zones and CSLBICKAEHEIRCDE AIUWSEOBUIELHDAVCILIOCKRHERECCTLICAHKHROEREDUSGHTS?

WNHEXATT?’S CLIMCKOHREERE
CLICK HERE

IPTRAILNLT!
CLICK HERE

PRINT ALL 3 PREWORK

CLICK HERE EMAILS

CONNECT  I  CPGAGENCY.COM 3

WHY ELEMENTS THAT
ENGAGEMENT DRIVE ENGAGEMENT 1
MATTERS
1
N   early all leaders, mid-level managers and emerg- TRUST IN
ing leaders know the importance of employee LEADERSHIP
engagement. It’s an oft-discussed topic that has
recently become an even greater subject with the emergence MEAWNOIRN5KGFUL PEONSVITIIR2VOENWMOERNKT
of a shift in corporate cultures and generational gaps in the
workforce. A recent Gallop poll shows only 30 percent of OPPOGRRTOUWNIT4THIES MHAA3NNDASG-EOMNENT
Americans are engaged at work, while 52 percent are not
engaged and 18 percent are actively disengaged — costing
the U.S. economy an estimated $450-550 billion per year.
It’s no longer a question of if engagement impacts the
balance sheet, but how should organizations be leveraging
it to impact culture, retention, performance and, ultimately,
revenue and profitability.

Companies with engaged
employees outperform
those with unengaged
employees by up to 200%. 2

ENGAGED CREATE GENERATE ATTRACT BUILD
WORKERS New Products and Services New Ideas New Customers Economic Growth

1 D eloitte University Press
study Feb 2015
2 G allup 2013 State of the
American Workforce Report
4 CPG

WHO IS ACCOUNTABLE? 39% 59%

Managers have the MANAGERS EMPLOYEES
greatest impact on
employee engagement. Who are directly supervised by highly engaged leadership teams are 39% more Who are supervised by highly engaged managers are 59% more likely to
likely to be engaged than those supervised by actively disengaged managers. 2 be engaged than those supervised by actively disengaged managers. 2

LEADERSHIP DRIVES CULTURE WHICH IN TURN DRIVES PERFORMANCE.1

How to create meaningful IMPLEMENTATION 80
engagement programs
and experiences 80% of organizations believe their
employees are overwhelmed with
1 Create an engagement information and activity at work,
council—made up of current yet fewer than 8% have programs/
and emerging leaders solutions to deal with the issue. 1

2 Bring employees STATUS OF RETENTION AND
together through intimate ENGAGEMENT STRATEGY
events and make this a
place to give them a voice UPDATED IN THE PAST 18 MONTHS 28%

3 Develop a strong, CURRENTLY UPDATING 38%
meaningful culture to
clarify your purpose and 16%OUTDATED
serve as an umbrella for all 18%
communication initiatives NO STRATEGY

4 Identify ambassadors
throughout the organization
to serve as champions for
your internal communication
initiatives

CONNECT  I  CPGAGENCY.COM 5

of being flexible and being respectful
of everyone. It’s important when
working as part of our team not to take
yourself too seriously and to accept
everyone’s differences. It’s really not
that hard, and life is just too short.

CHERYL HUGHEY WHAT LEADERSHIP ROLES WHEN DID YOU FIRST START WHO DO YOU ADMIRE FOR THEIR
DID YOU HAVE GROWING UP? MANAGING PEOPLE? LEADERSHIP QUALITIES AND WHY?
LEADING
WITH A My mom always tells me that even at I was working at the Dallas ticket I’ve worked under so many great leaders
SERVANT’S an early age I always wanted to take counter as a customer service agent over the course of my career. Truly, and
HEART the lead. I wasn’t afraid to say I’d be and I soon became a supervisor and I’m not just saying this because she’s
the one to design, lead, or organize stayed in that role for about six years. my current leader, but Ginger Hardage,
Cheryl Hughey, Senior something. I was our high school’s I was very inspired by my leaders then, SVP, Culture and Communications at
Director Culture Services mascot my senior year, and I would and loved being in a role where Southwest Airlines, really stands out.
at Southwest Airlines, call it a leadership role. Really, it was employees would look to you for She’s got such a great balance of ultimate
shares her perspective about having the courage to step up guidance. Back then we didn’t have a care for her employees, but at the same
on leadership and and represent what our school stood lot of formal leadership training, you time, there’s a clear expectation and
35 years at the airline for — a strong spirit and a desire to win! had to learn a lot from each other. accountability. I feel that I’m achieving
we LUV. my higher potential a lot quicker under
HOW DID YOUR PARENTS WHAT FEEDBACK HAVE her leadership.
From left to right: Southwest Airlines team INFLUENCE YOUR YOU RECEIVED OVER THE
members Cheryl Hughey, Natalie O’Donnell and LEADERSHIP STYLE? YEARS REGARDING YOUR I UNDERSTAND YOU WERE RECENTLY
Callie Boyd, pose with Senior Producer Quenten LEADERSHIP STYLE? AWARDED THE CHAIRMAN’S AWARD
Schumacher on a recent visit. A member of our One thing my mom and dad both had TO RECOGNIZE YOUR 35 YEARS OF
Chicago office, Quenten maintains a foam board was unbelievable work ethic. You I am a big feeler and have strong SERVICE AT SOUTHWEST. HOW DID
presence in our St. Louis headquarters. could always depend on them, and empathy. Holding people accountable THAT FEEL?
they would give one hundred percent and giving strong, clear, constructive
at everything they did. I was raised feedback is probably where I have to My team surprised me and made it seem
to be honest and to think not only really work, and will always have to like Ginger had been chosen, and then
about yourself, and now I’m at work. But it can also be my strength. I they switched it right at the end. To be
Southwest Airlines where we call that like harmony and I genuinely like honest it was still a blur when I went up
the Servant’s Heart. people. I see what their goodness is. to accept. When I saw Gary Kelly, CEO,
But that also makes it hard when and the way he was smiling and the hug
DID YOU HAVE AN IDEA having to make tough decisions. that he gave me, I could tell it was real.
OF WHAT YOU WANTED TO DO I’m at the point in my career having the
RIGHT OUT OF COLLEGE? HOW DO YOU HIRE? WHAT great responsibility of recognizing oth-
QUALITIES DO YOU LOOK FOR? ers, so to switch it — to put me in a bit of
I actually didn’t go to college. After a different position, I felt so honored.
high school I decided to join the work At Southwest Airlines we absolutely
force and go out on my own. My older understand getting it right and hiring WHAT ADVICE WOULD YOU GIVE TO
sister worked for the airline and I was for the values we stand for. In a recent SOMEONE WHO IS IN THE MAILROOM
intrigued by the opportunity to travel. interview, one thing I loved that the AND HAS DREAMS OF ASCENDING
I feel like I went to the University of candidate said, as he pointed to the THE LEADERSHIP RANKS?
Southwest Airlines. They taught me wall, “I could get along with that wall
everything and that’s where I received right there!” Meaning he could get That’s a great question. Number one is
my formal training as a leader. along with anyone. To me, that meant work hard and lead by example. You
that he understands the importance also need a high level of integrity so
people can trust you and they know you
do what you say — walk the talk. To me,
working hard, genuinely caring about
others and doing whatever it takes to
get the job done helps build credibility,
and ultimately great leaders. When I
think back over the years, it didn’t
matter what position, role or title you
had if you demonstrated these charac-
teristics. People will genuinely respect
you and look to you for guidance.

6 CPG

THIS GUY

10 THINGS YOU DIDN’T
KNOW ABOUT ME

He’s our reigning Employee of the Year, 9
Art Director extraordinaire and breaks 8
the Millennial mold for his taste in music.
7
3
2
1   I have a six-month-old baby boy named Emmitt
2   I played college football at Susquehanna University
3   I frequently shop at Art Mart for projects
4   I won Nickelodeon’s Nick-or-Treat as a kid
5   My dog’s name is Indiana
6   Playing on my Spotify right now is Pallbearer
7   I’ve lived in six different states
8   On average, I work on 15 projects per week
9   I prefer Marvel comics, but I love Batman
10   My initials are CPR

CHRIS ROSS
ASSOCIATE
CREATIVE
10 DIRECTOR

6 4
1 5

CONNECT  I  CPGAGENCY.COM 7

Leslie Clark, WHAT WERE SOME KEY INSIGHTS OFFERED
Director of FROM THE EQ SURVEY?
Marketing,
Butler MFG. One, we needed to improve upon our breakout
sessions. Two, we should hold firm on several of our
QUANTIFYING ENGAGEMENT: award banquet traditions. Three, we need to focus
ONE BUILDER AT A TIME on delivering more content and less entertainment
in our general sessions.
As brands continue to search for value and ROI across their event
marketing portfolio, we’re continually innovating ways to help our DID THE PRE- AND POST-EVENT FORMAT
clients meaningfully engage their audiences and quantify an emotional GENERATE ANY UNANTICIPATED INSIGHTS?
return on their event investment. WHAT IS ONE SPECIFIC LEARNING?

In doing so, our team developed our Engagement pulse on attendee engagement. As one of the Before the meeting, Builders didn’t view the awards
Quotient (EQ) — a research-based survey tool that nation’s leading designers and manufacturers of ceremony or the exhibitors as a strong justification
targets and measures meaningful engagement commercial metal building systems, Butler to attend the meeting. But after the meeting, their
from an experience or campaign. Administered as annually gathers their Builders from across North perception of those two events rated much higher.
a survey before a program, and then again follow- America — each of whom is an independent
ing the event, we’re able to quantify engagement design-build contractor. WHAT DATA FROM THE EQ SURVEY WAS MOST
metrics by asking attendees to rate key areas INSIGHTFUL TO YOU? HOW MIGHT YOU ACT
around learning, training, brand loyalty and the Leslie Clark, Butler’s Director of Marketing, ON IT NOW OR IN THE FUTURE? WHAT MIGHT
efficacy of communication channels. shared with us some key learnings… YOU DO DIFFERENTLY?

In 2015, we executed our EQ survey with Butler “Our Builders are so varied in their styles, sizes We discovered that we need to offer Builders a
Manufacturing™ as part of our experiential and business that sometimes this ‘one size fits all’ choice of breakout sessions. We have taken that to
strategy for their business meeting to gauge a approach to the meeting can be difficult, and the heart and are modifying our traditional approach
EQ survey results only help us address this issue.” by offering them their choice of 2 of 4 breakout
sessions in 2016. If this is manageable and a success
for us in 2016, then we’ll look at offering even more
breakout sessions in 2017! But this requires more
budget and proactive planning when looking at
meeting space with the hotels. This all impacts our
decision to add more sessions. Also, we need to
more actively engage Builders on what subjects
they would like covered in the breakout sessions.
This has always been a challenge between what we
want them to learn and what they want to learn.

TO WHAT EXTENT DO YOU NOW HAVE
A GREATER UNDERSTANDING OF YOUR
BUILDERS’ OVERALL LEVEL OF ENGAGEMENT
AND ADVOCACY FOR BUTLER?

Quite frankly, I was surprised by the level of response
we received to the pre-survey (55% participation rate).
This told me that they wanted to be involved in the
content of the sales meeting and are interested in
helping us make meaningful changes to the meeting.

WHAT CHANGES TO THE SURVEY/FEEDBACK
PROCESS MIGHT YIELD GREATER ENGAGEMENT
BY BUILDERS NEXT YEAR?

More definitive or tangible questions in regards to
how we could add more depth to the general session
in terms of different speakers or specific content they
are interested in. Or, we’d like to know if there is a
different format they’d like to see. For example, should
we shorten the general sessions to only one day and
include more offsite or interactive activities?

8 CPG

CPG is a member of the Nitrous Effect,
a unique cross-company collaboration of
senior specialists that solve complex
brand challenges better and faster than
the traditional multi-agency model.

LIVE EXPERIENCES BRANDING SOCIAL EVENTS VIDEO DIGITAL EVENT MARKETING
INTERNAL ENGAGEMENT STRATEGY GALAS DIGITAL MOBILE MOBILE TOURS
ADVERTISING CONTENT USER EXPERIENCE SAMPLING
IMMERSIVE DIGITAL ENTERTAINMENT

NITROUSEFFECT.COM

(EWAMNILODLTABILOEWN) AIYSS The difference between business success and extinction isn’t simply having a
THE KEY TO good idea or product. It’s having people — not consumers — who are passionate
MAXIMIZING about your brand and engaged with it at an emotional level. People give their
ROI best because they really want to; it’s about capturing hearts as well as minds.
And there’s no better way to emotionally connect with your people than live
10 CPG events. Producing a strategic, engaging experience can deliver meaningful results
and leverage your return on investment. Here are just a few key methods for
achieving those results:

Be Strategic Emotionally Engage

Whether your event is for 300 or 3,000, it’s important to plan Successful companies will tell you that some of the most
strategically all aspects of the meeting. Thinking strategically effective marketing and communication they do is internal. An
vs. tactically will result in a connection on a firmer and more audience is more likely to be receptive to a meeting’s content,
lasting basis. Begin by setting clear objectives. What exactly to believe it and remember it when they are emotionally
do you want your audience to walk away with? Many times engaged. Offering engaging vs. passive elements throughout
communication or motivation is the ultimate goal, but often your meeting will result in higher energy and a stronger
there are other just as important objectives. Determine the connection. A large business meeting or convention is, in many
key messages early and focus on engaging your audience ways, a theatrical experience. It must be approached, from a
throughout the conference to keep the energy at a level that’s design standpoint, to not only deliver the appropriate content,
consistent with your strategic plan. but maximize the engagement (see the following figure).

MAXIMIZING
ENGAGEMENT

1   DIGITAL 2   AUTHENTICITY 3   HUMOR 4  VIDEO
Digital tools amplify your It’s difficult to build any sense Humor is an age-old and universal Video is a key component to
experience and are an opportunity of loyalty and respect if your method to connect with people. any meeting. It’s not just a break
to connect far beyond your event. audience isn’t convinced what It’s a great way to break the ice, from the ordinary, it’s truly a way
Rather than asking attendees they’re viewing is authentic. tell a story and engage. The use of to use a variety of elements
to shut down their devices, Interview your own people across comedians, spoof videos, improv (music, imagery, animation)
encourage their use to increase a broad demographic and use groups, etc. are all timeless ways to inject a specific emotion,
interactivity and engagement. real stories to communicate to connect. effectively deliver a message
Poll your audience in real time, success and how they’ve overcome and provide a rhythmic structure.
utilize social media, augment common challenges. Testimonials Just as important is production
live content. Explosive digital are an important element to quality — think about the last time
growth is only going to become developing authentic emotion. you saw a poorly produced video,
more prolific. Embrace it. it can be counterproductive.

Tell a Story Extending the Message

The best way to connect with people is to remember they A crucial element to business meetings is keeping the
are just that — people. Sounds like a no brainer, but this is engagement going after the event is over. Post-event
one of the toughest feats to successfully accomplish. Turning communication is critical to sustaining the momentum
information into stories that everyone can comprehend and created at the conference. While it’s impossible to achieve
emotionally relate to is a powerful occurrence, one that the energy levels reached at the event, touchpoints following
influences belief, motivates change and inspires people to the meeting contribute to leveraging your return on
act (think about your favorite TED talk). Executive investment. Effectiveness is greatly increased through
presentations communicate a message, but do they tell a targeted, relevant messaging used before and after the
story? Do they offer an engaging story of compelling event across a variety of mediums.
characters, a motivating plot and act as an agent of change?
Bringing it All Together
Create a Brand Experience
We compete in a crowded, emotion-driven economy. People
Your brand is what your key stakeholders and end are naturally predisposed to make decisions based on their
consumers view as your external identity and ultimately level of emotional engagement. It is the key to productivity
relate to. Effectively understanding your brand means and sustainable profitability, because an emotionally
understanding the message and experience you want engaged audience produces exceptional outcomes.
to deliver that’s in alignment with your culture and strategic Successful organizations understand that an integrated
vision. Creating a brand experience is an important element strategy produces the greatest ROI, and having your live
to effectively drive home the messaging and emotional events as part of that integration with a strategic, emotionally
engagement to your audience. The meeting’s theme, engaged focus is investing in one of your most important
identity, marketing, experiential strategy, guest speakers, assets — your people.
scenic design, entertainment, videos and digital presence
all reflect the brand and contribute to a memorable
brand experience.

CONNECT  I  CPGAGENCY.COM 11

LEADERSHIP FROM THE MIDDLE That means, in turn, that leaders can
(INSTEAD OF THE TOP) more easily leverage knowledge, special
skills or innovative ideas from anywhere
One of the latest trends in leadership today is a shift away from the traditional within the organization.
“corporate ladder” org chart where employees hoped to climb to leadership positions
at the top. The impact of Millennials has shifted today’s model to becoming flatter It also requires a higher level of
with fewer levels, with leaders positioned in the middle of a hub. openness and transparency. As Stillman
says, “There’s no more ‘well, that’s not
your department, you don’t need to
know.’ Everyone knows what is being
done and why.”

This type of structure has clearly been
influenced by social media, which has
no hierarchy. Position and experience
don’t matter — only the number of
people you influence.

With this structure shifting today’s
corporate environment, it doesn’t
matter what department a person is
in or how junior they are. It only mat-
ters what they can contribute. Senior
leaders need to consider this school
of thought as Millennials begin to take
on greater leadership roles. It’s no
longer about getting to the top, but
figuring out where talented leaders
can have the most impact.

“In the past, the goal was to make it to the important. They didn’t want to make the David Stillman is known as
top of the ladder. That worked really well sacrifices it took to get to the top. They an innovative and strategic
for 80 million competitive baby boomers. wanted to be successful, but also wanted entrepreneur who co-founded, with
It was easy to gauge your success by how work life balance… and they wanted to Lynne Lancaster, BridgeWorks in
be able to contribute directly to the 1997—the premier company dedicated to speaking,
“THERE’S NO MORE ‘WELL, THAT’S company’s success. writing, and researching on generational gaps in
NOT YOUR DEPARTMENT, YOU DON’T the workplace and marketplace.
NEED TO KNOW.’ EVERYONE KNOWS Stillman goes on to say that in the
WHAT IS BEING DONE AND WHY.” hub — or network — model, “Leaders are
more connected to the entire organiza-
high you had risen,” explains generational tion and can get the best information,
expert David Stillman, co-author of the best ideas and best solutions.”
best-selling book When Generations
Collide. But starting with Gen X, and now The greatest advantage to this model
even more with Gen Y, titles became less is that it removes barriers and creates a
much greater level of connectivity.
Knowledge and influence are no longer
concentrated at the top. All team mem-
bers have a greater ability to contribute
directly to the organization’s success.

12 CPG

RETROSPECTIVE STACKING
THE DECK
1 FOR 30 YEARS

2 A look back at some
classic CPG business
30 CHEERS! cards.

We’ve come a long way since two young Six Flags employees founded a slide 1985
show company in a garage in 1985. The tools and mediums have changed,
but our mission remains the same: design transformative experiences that 1988
connect people and drive results. As we celebrate our 30TH anniversary, here
are a few of our favorite snaps over the years. Here’s to the next 30 years. 1995

2000

4

3

2010

2016

1 2 3 4

From left to right: Keith Alper, CPG founders Keith Alper and Director of Finance Lee Gerstenhaber Director of Events Neale Rebman
Andy Deutschmann and Steve Steve Friedman circa late 1980s on a company float trip circa 1995 celebrating her 20th anniversary
Friedman pose in the new offices with CPG in 2008
in 2011

CONNECT  I  CPGAGENCY.COM 13

Who does full-service creative, strategy, experiential
engagement and event production? We do. Who do
the world’s leading brands count on for results?
Bingo, CPG.

MEETINGS ININNNOOVVAATTIOIONN

EENNGGAAGGEEMMEENNTT JUST A FEW
OF THE TOP BRANDS
COUNTING ON US

TO HELP DRIVE
RESULTS!

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Group, Inc., St. Louis, MO USA, and may not be used, shared, or distributed cpgagency.com
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