/’sas∙s’ē/ is a cute name for a company. Yes, we are “sassy,” but the reality is, we stand for something:
Defining /’sas∙s’ē /
strategy (strat•e•gy n a devised plan of action to carry out and achieve a goal): /’sas∙s’ē/ helps clients identify short- and long-term goals, define what matters and create a strategic plan of integration and implementation.
accountability (account•ability n the obligation to accept responsibility for one’s actions): /’sas∙s’ē/ encourages clients to use their own resources efficiently, assign tasks and fulfill objectives and goals set forth while defining measurements for growth.
synergy (syn•er•gynthe combined action of two things that is greater than the sum of their effects individually): /’sas∙s’ē/ believes in the trifecta; i.e. the integration of marketing, PR and social media. Working in tandem, this powerhouse matrix for growth can work to increase corporate identity, awareness, messaging and corporate platform
sustainability (sustain•ability nsupport, keep up, prolong): /’sas∙s’ē/ believes that a company is only as strong as its foundation; it is the foundation that enables a company to sustain and grow. Out of that foundation must come a creative strategy and timeline for growth that not only promotes the business but also allows it to adapt to new market trends, continually re-strategize and incorporate creative initiatives.
e-commerce (e-com•mercenon-line development of business relationships, selling information and services via networks): Use new on-line outlets (e.g. Blogs, social media sites, forums) and community outreach initiatives to build growth through word-of-mouth (WOM) as well as viral-word-of-mouth (VWOM).
I tell you all this not only because you should know what we do (if you hadn’t already perused our website), but also because coming back from a business trip on Southwest, I came across an article in Spirit, Southwest Airlines’ magazine, that echoed the sentiment of our business model. Below, I have reprinted some of the information contributed by Jake Breeden, the author of Tipping Sacred Cows: Kick the Bad Work Habits that Masquerade as Virtues. I like Jake’s breakdown because it takes a different approach to exactly what we tell our clients. Thanks Jake for the angle. I’m sure you’ll have no problem with me throwing kudos your way and quoting your article, especially because I did provide a link. And especially because your ideas are down to earth (such an obvious overused line!) and doable.
Teamwork:
Teamwork when it works: “Collaboration is successful when individuals with the courage to commit to their own work bring ideas to the table,” writes Breeden.
Teamwork when it backfires: “People seek safety in numbers to hide from the shark of accountability. Collaboration fails when it becomes a habit,” says Breeden in the Spirit Magazine article.
Innovation:
Innovation when it works: “It’s okay to draw inspiration from existing ideas,” writes Breeden. And allow me, please, to throw in a great line from my mother, a great NYC PR woman, Corinne Shane – “there are no new ideas, only new people rehashing old ideas.”
Innovation when it fails: “Creativity fails when workers are more focused on return on ego than return on investment,” writes Breeden. That’s a biggie. If we are only motivated by ego, then we would all be in front of the camera wearing pounds of make up and no one would running the damn camera making us look intelligent (okay, attractive). Note … I have given credit below for the man who worked the camera and took Breeden’s headshot. Nice photo.
Preparation:
Preparation when it works: “Embrace the concept of onstage, rather than backstage, preparation. Do your homework, but don’t be afraid to bring unpolished ideas to the table for input,” write Breeden in his book, Tipping Sacred Cows: Kick the Bad Work Habits that Masquerade as Virtues. I love this one for so many reasons. I’m an off-the-cuff kind of gal. I think best under pressure. I’m deadline driven from my years in radio and television. As a TV reporter for many years, the camera people were always happy when they were teamed up with me for a live shot rather than a taped package. That’s because I never failed to be “on” when under fire. The producer screamed “go” in my ear and I took off, no room for error. I was prepared, I knew what I was going to say – generally – and I hit it out of the ballpark. But with taped standups, I practiced too much and there was no room for creativity. My camera person would be forced to do take after error-filled take. Now, as an executive, I always do my research on a client, but I never lock myself into an idea. I arrive at a meeting with my cuffs undone!
Preparation when it fails: “Change your mental model from ‘I prepare before the event and deliver during the event,’ to ‘I’m in a constant state of preparation’,” write
Breeden, oh so on the money.
Fairness:
Fairness when it works: “Instituting a fair process of allocating rewards and punishment where they’re deserved provides employees with equal opportunities,” writes Breeden.
Fairness when it fails: “Fairness does not equal sameness,” writes Breeden. I wonder, is it possible that this brilliant tip was born out of taking concepts learned in parenting into business?
Photo by Joe Henson.
