I used to think that it was clever to convert a telephone number into a word, using the letters on a telephone keypad. “What a great way to make a phone number easy to remember,” I thought back then.

But technology (actual mobile phone design) has changed all that, and companies that use words, rather than numbers, in their advertisements are showing that they are out-of-touch. And that’s exactly the effect that they are having with their device-dependent customers.

It actually is annoying to have to hunt-and-peck on a telephone when all you have to go on is the “secret word.” That’s why I told my church’s marketing team years ago that it was fine to list the phone number for Joy Lutheran Church as 1-847-362-4JOY, but that they should include the final four numbers in parentheses (1-847-362-4569).

What back then was annoying, today is harmful to potential sales and customer satisfaction. That’s because the correlation between letters and numbers on mobile phone keypads is no longer standard.

Here’s an example. I wanted to call OfficeMax regarding its MaxPerks(r) reward program. The only phone number listed in the MaxPerks brochure is 877.OFFICEMAX. The first thing I noticed is that OFFICEMAX is nine letters, and U.S. telephone numbers (minus the area code) are seven digits. So OfficeMax has tacked on two letters that are meaningless–and confusing–to a customer trying to dial.

The adventure continues, depending on the customer’s mobile phone. Here is a keypad similar to the one on my Nokia phone.

See how each number 0-9 is assigned to just one letter? That is not the way that old-time landline telephone keypads are designed. But more and more people are opting away from landlines, and using their mobile phones exclusively.

So when I tried to dial 1.877.OFFICEMAX, I experienced this:

• The letter O--no corresponding number
• The letter F--the number 4
• The letter I--no corresponding number
• The letter C--no corresponding number
• The letter E--no corresponding number
• The letter M--the number 0
• The letter A--no corresponding number
• The letter X--no corresponding number

Without the actual digits shared in the OfficeMax brochure, I was totally unable to call them. Frustrating! Would that be the case for my Blackberry friends? Oh yes!

However, their numbers 0-9 are assigned to different letters than on my Nokia, so the picture is even more muddled. Imagine a Nokia user trying to share a “decoded” number with his colleague using a Blackberry. They’ll never get the number right!

Ok, since so many creative types adore all things Apple, surely the iPhone designers anticipated this issue and made an app for it. Not really:



In fact, I’d say that iPhone users really have no chance, because their phone’s keypad makes no attempt to correlate numbers with letters. Perhaps it’s for the best, right?

If you work in advertising, marketing or sales, point your communicators to this post. It will save your customers much frustration, and prevent you from having a real “hang-up” with customer satisfaction.




















Tip #2: Remember your place, and circulate past it.

The above photograph was taken in 1998 or 1999. It’s a photo of executive administrative assistants from Fort James Corporation enjoying a holiday meal at the Forge Club in Vernon Hills, Ill. That’s me on the left–the only male in the group.

At that time, that’s what I was: An administrative assistant at Fort James Corporation, a global consumer products company. I’m telling you this so that you understand that my Tip #2 is based on my experiences on both sides of the management divide. It’s directed primarily at managers, but definitely does have application for “front-line” employees.

Just a few years prior to when this photo was taken, I supervised a group of administrative assistants within the Management Services Department of the Federal Reserve Bank of Chicago. My later role just before joining Fort James was manager of a small team that provided document production and other communication services to consultants and staff at a Chicago-based consulting firm for the healthcare industry.

I thought I understood how to navigate between the worlds of administrative assistants and front-line employers on one side and “upper management” on the other. I’ve held positions that provided me access to all levels of the organizations for which I worked, and I thought I knew how to “act” with everyone in the organizations.

But somewhere along the line, I forgot what it’s like to be on the bottom of the corporate food chain…until I accepted the executive administrative position at Fort James.

That move occurred a short time after I decided to quit my manager job at the Chicago-area consulting company. I had been working 10 to 12-hour days, seven days a week for several weeks, and for many reasons, had had enough. Although (maybe surprisingly) my wife supported my decision to quit–she knew how the job was affecting me–it was scary to leave a job without having the next one lined up.

To jump-start my job search (I wasn’t a member of IABC at that time, so I couldn’t use its job board), I went to Manpower to apply for communication positions. My thinking was that accepting a temporary position within a company would give the employer a chance to see my value, and me a chance to avoid another bad employment situation.

The phone was ringing when I returned from the meeting with a Manpower recruiter. She was excited as she told me that I would be perfect for a position with a Fortune 250 company that was relocating its headquarters to the Chicago area. The starting salary, if they brought me on full-time, would be exactly the same as the salary I had made at the Federal Reserve. A step backward from the salary I had earned at the consulting firm, but no doubt a better deal on a work/life balance basis, I thought. The situation sounded great…until she told me the position: Executive Administrative Assistant to the Senior Vice President/Controller.

“Administrative assistant,” I remember almost stammering into the phone. “B-but I’ve MANAGED admins in my past jobs.” I ended the call with a promise to consider the offer. The conversation that followed with my wife was very difficult and humbling. This job would provide a decent salary at a company that was doing well. I could prove myself in full view of the company’s top executives, and work toward moving into a more suitable communication role after paying some dues.

On the other hand, it could be a career-ender, with me painted into a professional corner that would keep me from getting back onto the successful career path I had been traveling along.

I’ll talk more about what happened at another time. To bring this back to the original point of this post, I interacted with people from all levels of Fort James. At times, I could clearly see that someone was looking at me as a lowly admin, and sometimes would seem perturbed when I would assert myself based on my overall experience and skills.

Even in my current position, I’ve worked with a couple of management-level people who clearly wanted to limit their interactions with me and others “below them” according to our internal band levels. This kind of “superior attitude” isn’t directed solely at administrative assistants!

The point I’m making is that, during this holiday season and in the year to come, when you have an opportunity to gather socially with coworkers, don’t blow it off if they are either above or below your pay grade. It’s valuable and important for connections to be made throughout the organization, and people on the “front line” do like to rub elbows on occasion with their managers and other leaders.

Circulate within your organization, and circulate “good will” to all employees.

The public debate within the United States over Internet privacy, and whether to change U.S. laws related to it, is uncovering troubling considerations that most likely will impact any future changes in the browsing habits of individuals, as well as the design of browser security by organizations.

On Wednesday (Dec. 1, 2010), the Federal Trade Commission issued a preliminary staff report that proposes a framework “to balance the privacy interests of consumers with innovation that relies on consumer information to develop new products and services.”

The proposed report suggests implementation of a “Do Not Track” mechanism, such as a “persistent” setting on consumers’ browsers, that would allow consumers to choose whether their online searching and browsing activities could be collected by others.

“Technological and business ingenuity have spawned a whole new online culture and vocabulary – email, IMs, apps and blogs – that consumers have come to expect and enjoy,” said FTC Chairman Jon Leibowitz. “The FTC wants to help ensure that the growing, changing, thriving information marketplace is built on a framework that promotes privacy, transparency, business innovation and consumer choice. We believe that’s what most Americans want as well.”

The report states that industry efforts to address privacy through self-regulation “have been too slow, and up to now have failed to provide adequate and meaningful protection.” The framework outlined in the report is designed to reduce the burdens on consumers and businesses.

But groups representing advertising and media agencies, along with individuals, have expressed concern that a “Do Not Track” option could unintentionally disrupt useful features and measurement. For example, said one commenter to an Advertising Age post about the report:

I personally would rather have less information about me circulating without my consent–and by “consent,” I mean much more than a one-time “accept” on a site’s log-in dialog box with a link to a too-lengthy and too-dense “privacy statement.”

Anyone who has ever worked in an organization knows about the “grapevine”—the informal rumor-mill where fact and speculation mix together to breed various strains of truth, half-truths and outright misconceptions.

Strategic, open communications can reduce the grapevine’s activity and influence. This is even more apparent, and important, as companies and their stakeholders (including employees) engage more in the range of communication channels powered by social media tools and platforms such as blogs, Twitter, LinkedIn and Facebook.

Companies today are looking to join in the conversations occurring within and outside of the company walls. Those conversations can change and move rapidly, which makes it more difficult for company “spokespersons” (either formally designated or ad hoc) to be a trusted participant if they haven’t spent time engaging with others.

Some of the bigger challenges occur in times of change, when information may be less available or less readily shared, and the unknown can seem more apparent and more ominous. Does that describe the situation at Hewlett-Packard, following the sudden resignation on Friday of Mark Hurd, HP’s chairman, chief executive officer and president? (Read more in my previous post.)

A few HP executives have been quoted in articles appearing online. For example, in the U.K., a Guardian newspaper’s online article quoted HP’s general counsel Michael Holston as stating that Hurd engaged in a “systematic pattern” of submitting falsified financial reports to hide a “close personal relationship” with a former HP contractor.

The official HP blog, Data Central, on Saturday offered scant information other than a retread of the corporate statement published on Friday. It stated that “Comments are closed for this post and will not be published.”

Let’s hope that the communications internally at HP were much more transparent. After all, Hurd was not universally loved within HP for his tough business decisions that led to thousands of job cuts over the years. How will HP’s communications staff manage this time of change?

That was exactly the topic of a session led by HP communicators Robin Andrews and Desiree Sylvester in 2005. It was titled, “Keeping employees focused and engaged in times of change,” and it was delivered on the day before Hurd accepted the IABC EXCEL Award at the IABC International Conference in Washington, D.C.

Much of what Robin and Desiree shared in that presentation could hold true today, such as the “communication challenges”:

• Balance focus on delivering day-to-day business vs. change
• Manage leaks in the media
• Everything said internally was expected to be shared externally—very difficult to give employees additional or advance information

Check out the presentation and then let’s see what surfaces from HP’s employees. Will they feel like their feelings and opinions have been heard?

Another more minor observation. I had noticed that on Friday, the day of the Hurd resignation announcement, the HP site was not completely updated. Although the press release was posted under HP’s News Releases section, the company leader page still indicated that Hurd was in charge.

From the HP website on 8-6-2010, the day Hurd's resignation was announced.

On Saturday, the site was updated to indicate that Cathie Lesjak
was named interim chief executive officer and would remain chief financial officer.

A few times in recent weeks, I’ve been unable to watch video news items promoted on Yahoo!. I click the link to watch�

�and get a “not available” message:

Has anyone else had this experience? Is the video source pulling the videos because of a surge in traffic, is this a conspiracy to make Yahoo! look bad, or something else?

Finally, President Obama and I agree on something. Unfortunately, my chance of seeing it happen in my home is about the same as Obama’s chance of passing his health-care reform.

In an Associated Press news article titled, “Obama: No weeknight television for Malia, Sasha,” the U.S. president says the one sure way to help kids learn is to stop them from watching television on school nights.

The story quotes Obama as saying, “The girls don’t watch TV during the week. Period.” He later adds, “Very early on, we set expectations for Malia and Sasha in terms of them taking responsibility for their own education. They got alarm clocks at age 4 to begin waking themselves up, making their own beds and getting themselves ready to get to school on time. We monitor them. But they are expected to be prepared to learn when they go to school.”

I’ve fought a losing battle for years in the Keefe household around time spent in front of the TV. Unfortunately, my wife was in the habit of using television to fall asleep at night, and that habit continues to this day. The kids watch some television “to wind down” after school, and actually spend several hours in front of the tube every day.

Most of the shows we watch add nothing to the value of our lives; they are just time-wasters. I have enough other interests and commitments to keep me from lasting long in front of the TV, and the kids are active enough in sports and church groups so that they do engage in healthy pursuits.

I just wish that they could see how much of their lives are being wasted in front of the boob tube.

On Feb. 16, 2010, IABC/Chicago held a professional development session titled, “Making the Most Effective and Efficient Use of Your Time.” Barbara Talisman, president of Talisman Associates, Inc., delivered the presentation.

UPDATED 2/28/2010: I finally was able to upload the video to the IABC/Chicago YouTube channel. I’ve deleted the PodPress videos, which took too long to load, and embedded the YouTube video. Enjoy!

In this 8:45-minute video, Barbara is interviewed by IABC/Chicago volunteer Wanda Whitson. They discuss:

• The benefits of a social media policy for organizations, and the risks if companies don't have one
• Some of Barbara's favorite social media tools
• An example of a successful social media campaign for an external audience
• Who 'owns' social media within an organization
• Then, two session attendees share one learning that they obtained from the session

For information on upcoming IABC/Chicago events, go to http://chicago.iabc.com.

For information on the consulting services offered by Talisman Associates, Inc., go to www.3talisman.com.

My grandfather, Clarence Fieberg, was in the trades for all of his adult life. He worked up the ranks at McNulty Construction Company, eventually earning a role as a vice president.

This is my grandfather, whom we called “Pop-pop,” along with his wife, Gladys, her mother, Maud, my mom, and her six children. That’s me in front, threatening to shoot the photographer (my dad).

Among its projects, McNulty Construction helped build the Pentagon in the early 1940s. Pop-pop commuted by train for months as he worked on the Pentagon project.

One day, his boss told Pop-pop that the firm had won another large project bid in the Washington, D.C. area, and that it would be a multi-year commitment. Pop-pop talked things over with my grandmother, and they decided to move to Washington so that they would be together.

They went ahead with a few suitcases, leaving the rest of their belongings to be loaded onto a moving truck. They had barely arrived in Washington when Pop-pop was offered a kickback from someone related to the new project. He refused it, and when he was told, “that’s the way things work around here,” he reported the incident to his boss at McNulty. “McNulty Construction doesn’t take bribes,” his boss affirmed.

Pop-pop called the movers back in Chicago and told them to stop loading the truck. McNulty Construction pulled out of the project, and Pop-pop returned home.

I remember feeling very proud of Pop-pop years ago when he told that true story to me and my siblings. He spoke matter-of-factly, as though it was understood that honesty was not something to compromise.

I wish that I remained forever unsoiled by the attitude that “it’s the way that things are done around here.” But I eventually became jaded growing up in Chicago, and reading numerous newspaper accounts of widespread graft, favoritism and an apparent lack of accountability for wrongdoing. It wasn’t just in the newspapers, it was in companies where I worked, among people who worked alongside me, or were in management positions.

The attitude that “right doesn’t matter, getting your way does,” even reared its ugly head in the youth sports in which I coached and in which my kids participated. Many people had a great perspective–that sports was a way to teach the values of honest work, determination, and discipline. But it seemed like there would always be a few coaches or parents on the sidelines, dragging down the team with ways to “play the system” or complain about fair calls that didn’t go their way.

Anyway, I thought about Pop-pop and McNulty Construction recently when I shooed the dishonest tradesman out of my home (read Part One of this post for the background). I’m not “Ivory Soap pure” by any stretch of the imagination, but every once in a while, I can do the hard thing, the right thing, that let’s me feel good about looking at myself in the mirror.

Sometimes, I guess I see part of Pop-pop looking back.

My friend and former Fort James Corporation colleague Arline Datu picked me up at the Depot Minneapolis hotel and took me on a driving tour of St. Paul. More about that in a later post. I had no idea prior to that drive that the IABC Pacific Plains Region Exchange Conference planners had the foresight to schedule this year’s conference adjacent to a long-time classic local event: “The Zombie Pub Crawl.”

Yes, Minneapolis is the REAL “Zombieland, U.S.A.” as the ZPC website explains. Forget this movie version–the real-life zombies are pretty entertaining.

I could have killed myself (or let a zombie do it for me) when Arline drove past a park that was the gathering place for dozens of zombies who were getting ready to “Crawl.” I wish I had my camera ready, or that I had yelled for Arline to stop the car. Sadly, I don’t have still photos, just a narly brief video clip that I may or may decide to post later on my YouTube channel. I think the zombies who came up to Arline’s car were attracted to me–probably because they considered me the “brains” of the operation.

Oh well, time to wrap up this post so that I can hunt down some more zombies. I practice “catch and release” zombie fishing, where I don’t use a rifle; I use my camera.

My daughter, Caitlyn, and I are packing today in preparation for a 13-hour drive tomorrow with about 40 middle-schooler and adult leaders heading to Splash Camp.

The camp is a six-day combination of Christian worship, fun and unexpected growth through challenges. What challenges? Last year we had to use teamwork to get through a challenge course. My daughter had to overcome her dislike for touching fish when she happened to catch the largest walleye in the area up to that point (see picture).

So no blogging until we get back. I may try to Tweet a little (@commakazi) and update my Facebook page via mobile phone. But maybe not�we’re supposed to be leaving the technology behind. I need the phone so that parents can reach me or their kids in an emergency.