Ben Stroup

The first time I talk to a group about the changing rules of conversation, I typically share my 10 Commandments of Social Media. It is usually one of the most talked about parts of the learning event. I recently turned it into an article for ChurchExecutive.com.

Here is a peak at the list. Read the entire article here.

1. Encourage user-generated content.
2. Make it shareable.
3. Keep relationships the primary focus.
4. Provide value.
5. Create excellent content.
6. Use social media strategically, not casually.
7. Keep it short and simple.
8. Measure–and measure again.
9. Market your social media presence.
10. Be patient.

What words of wisdom would you add to the list?

Blogging is not dead. Sorry. In fact, my friend and social engagement guru, Bill Seaver, says that if he was forced to decide on just one social platform, it would be his blog. I agree.

If blogging is so important, why do 95 percent of people abandon their blogs? Simple. It’s hard work. It’s tough to stay on top of it, do the research necessary to understand what your audience is talking about it, and put something of value in 200-400 words on a regular basis. Even though it is hard, I can say with certainty that it has been the single more important tool I use to sharpen me personally and professionally.

It’s not easy. People think that blogging is free, so it’s not that valuable. Not true. Because blogging is free and accessible to anyone with an internet connection, a ton of people start blogging. But again, the statistics tell a bigger truth. Discipline defines those who benefit from blogging and those who just give up.

Commitment separates those who have enough conviction about what they want to say to do it consistently. Commitment also disqualify those who aren’t deeply committed to the conversation.

Is what you want to say worth the effort of blogging? If you’re answer is no, then you also haven’t earned my attention either.

It happens. In spite of our best efforts, there are times when we can’t seem to meet the expectations of our clients. So what do you do when a client project goes wrong?

1. Revisit the initial project expectations. My recommendation is that you get these in writing at the very beginning of a relationship. This documentation is sometimes referred to as deliverables, creative briefs, concept papers, etc. If nothing else, write something down somewhere and send it to the client to make sure you completely understand their expectations. Failing to fully understand the client’s expectations is often the source of most difficult situations.
   
2. Pick up the phone or schedule an in person meeting. Don’t try to settle things via email. My experience has taught me that human interaction solves most problems. Name it. Say it. Deal with it. And move on. (The only exception to this is when the conversation becomes hostile or legal matters are involved. At that point, it is a good idea to get as much in writing or email as possible.)
3. If you are at fault (e.g. missing deadlines, quality of work, etc.), then admit it verbally and quickly. Don’t make excuses. Life happens to everyone. The client hired you to do a specific task not so they could hear about all the drama in your life. Most people appreciate honesty.
4. Send a summary of any and all substantive conversations back to the client for review. This is as much a preventative measure as it is one that helps resolve a difficult situation. Your notes document what you discussed and provide the opportunity for the client to clarify if necessary.
5. Establish a revised set of expectations and timelines. Send this to the client for review and confirmation. This new set of expectations should replace the initial one and provide detailed steps (with dates) to completing the task or project in a way that satisfies the client’s expectations. Make sure those dates are reasonable and provide some measure of margin for the unexpected. You want to get it right on the second try.
6. Do what’s best for the client. Sometimes that means incurring expenses you don’t have to or taking steps that are above and beyond “the contract.” People know when you are working for their best interest…or yours. Don’t take the cheap or easy way out.
7. Walk away with integrity. If you are in business long enough, you will eventually have to let a client go. After you’ve exhausted every avenue to make the situation right, it may be time to recognize that you may never be able to please a particular client. I have strong termination clauses in my agreements, but I have waived those on rare occasion when it provided a path out of a toxic situation. Try to operate with as much integrity as possible. Don’t leave room for someone to say negative things about your character. People forget project details; they remember how they were treated.
8. Go find another client. There is plenty of business and opportunity out there. When one project fails, go find another one.

Difficult situations are part of being in business. Learning how to navigate through these experiences will give you confidence as you move forward and will sharpen your ability to discern client needs and your capacity to meet those expectations.

How have you handled difficult situations in your line of work?

I really enjoy the opportunity to interview great leaders who are doing new and different things. In my latest Church Executive Magazine article, I had the opportunity to interview Tim Stevens from Granger Church, Scott Anderson from Eagle Brook Church, and Joel Mikell and Bill McMillan from RSI Church Stewardship about how technology is influencing how capital campaigns are conducted in churches. I know you’re probably a bit skeptical about the whole conversation, but the deeper I got into the interviews the more convinced I became that technology is already influencing how churches approach and execute capital campaigns. I was impressed with what I discovered, to say the least.

If your church that has experimented with technology and capital campaigns, I’d love to hear more about what worked and what didn’t (if you’re brave enough to share).

P.S. In case you don’t get the magazine, here is my joint editorial conversation with Ron Keener on church giving.

The Domino Project is a huge success. Seth has proven his theory and provided a model for others to follow, tweak, and make their own. As a writer, I couldn’t be more excited about the future of publishing. This “rebalancing of power” or “democratization of publishing” (however you want to refer to the chaos) lowers the barrier of entry for ideas to enter the marketplace. The fate of our ideas will rest in whether or not they are read and shared or ignored and forgotten.

In one of Seth’s recent posts, he outlines what he believes will be the deciding factor on your success as a writer and author in this new world:

The quality is going to remain in the writing and in the bravery of ideas, not in teams of people making expensive digital books.

I have always believed what makes or breaks a book is not the form in which it takes shape–whether that is bits and bytes on my iPad or paper and ink on my bookshelf–but in the ability of the writing itself to move people emotionally, even inspire them to take action in some measurable way. That possibility is what made me fall in love with writing and publishing in college, and it is the dream I bring to every freelance project I accept.

What do you want to say? How do you want people to respond? In what ways will your message and the response of others change the world? These are the questions that should guide anyone with the audacity to sit down at a keyboard and put words on a page.

Do the words quality and bravery resonate with you, too? Why?

Like it or not, your church is a brand. Whether you use the word “brand” or not, your church is a “brand”. If it helps, call your “brand” a “reputation”.

Why? Because, your brand is the gut feeling a person feels when hearing the name of your church. Either way people hold feelings and emotions in their heart and mind about your church. The feelings will fall in one or two categories – negative or positive.

That feeling which they hold; is your brand. Marty Neumier states, “Your brand is not what you say it is. It’s what they say it is.” So, how will people know what to say about your brand? Easy. Through interactions and experiences. People experience your brand in one of three ways – in person, online or through shared conversations with others who have experiences with your brand.

The idea alone that your church is brand should be enough to give attention to the experiences that shape your brand.

The word “branding” began simply as a way to tell one person’s cattle from another by means of a hot iron stamp. Your church is uniquely “branded” by God to fulfill the Great Commission in a culturally relevant way within your community.

As no hot iron stamp is the exact same, nor is any church.

Why Does It Matter?

• A Brand Clearly Communicates Who You Are, What You Do and Why It Matters
• A Brand Builds Trusting Relationships
• A Brand Creates Intentional and Meaningful Audience Experiences
• A Brand Fosters Enthusiasm Around A Vision
• A Brand Guides Effective Decision Making

Tim Peters helps churches grow by resolving challenges with branding, marketing and technology solutions. He loves seeing churches of all sizes come alive when they identify the best solutions to advance their cause. With 10+ years of branding, marketing, and strategy experience, he has consulted small businesses, mega churches and multi-million dollar for-profit corporations. With a spontaneously creative brand and a systematic personality, Tim is seen by many as one of the best idea generators and executors in the field. He is the CEO and Co-Founder of Resolute Creative.