Our Leadership & Reputation Academy is an eight-part leadership development program aimed at new and emerging leaders in and around Oklahoma City, Tulsa, Bartlesville, and Dallas. Each class is limited to 25 to 30 participants and sessions include lectures, group presentations, and role-playing.
In addition to our own time-tested, proprietary content, we draw on materials from a variety of respected sources, including the Harvard Business Review, best-selling authors, and successful corporate executives.
The program focuses on leadership development, personal development and networking. Not only is the academy beneficial to participants, but it is also beneficial to companies and organizations as a whole. This academy prepares emerging leaders, invests in talent development and is cost effective compared to out-of-state business schools.
We are now enrolling classes for August 2019 in Tulsa, OKC and Dallas.
To learn more or to sign up for our next class contact Hannah Jackson.
Inclusion and diversity are more than buzzwords or boxes for companies to check. It’s good for business.
During the inaugural 2017 Inclusion & Diversity Summit, speakers and experts from around the region empowered individuals and businesses to commit to inclusion and diversity and learn about the business case for I&D.
This year, the 2019 I&D Summit will focus on how to take the information and awareness of inclusion and diversity topics and begin integrating this information into our organizations. The event will feature two keynote speakers, along with breakout sessions and interactive discussions. These experts will share their knowledge, best practices and insights on issues ranging from corporate culture, to supplier diversity, to ROI.
Participants will attend breakout sessions that align with one of four tracks: human resources, leadership/management, small business/organization, or general.
Move your organization forward by being at the forefront of developing an inclusive work environment. As various populations grow, and our nation becomes increasingly diverse, it is imperative for organizations to understand the changing demographics and the impact they will have on your business.
DATE September 4, 2019 9:00 a.m. – 4:15 p.m.
LOCATION Metro Technology Centers 1900 Springlake Dr, Oklahoma City, OK 73111SPEAKERS
Have you ever taken off work to spend an afternoon at a museum? Gone to the movies at 10 a.m., on a random weekday? Ditched work for a day at the ballpark?
Call it constructive loafing.
A few years ago, I coached a client who had six young children and was CFO of a major health care entity. He’s a great father and husband, and plays a critical role at his business. His days are packed. He helps get the kids dressed and to school. During the day he’s in budget, staff and operations meetings. At night it’s dinner, kids’ activities, baths and bedtime stories. He had no time to himself.
I never heard him complain. He was living his best life.
One day I asked if he ever played hooky. He lit up.
“We’re taking vacation this summer,” he said. “We’re loading everyone in the van and driving to California. It’s all planned out. I have a spreadsheet.”
“No,” I said. “I’m talking about a day for you. To loaf – going fishing, sitting in a park reading a book.”
He looked at me like I’d gone mad. I could read his expression: “Just like that? Isn’t that cheating? How will they get by without me?”
Here’s a little secret: They’ll be fine without you. Your mental health – thus, constructive loafing – is in everyone’s best interest. Block your calendar and dive into something you rarely get to do, if even for an afternoon. And don’t stay home to clean the garage. The goal is to shake yourself from your rut and reset your mind. If you feel like you’re getting away with something, you’re doing it right.
One of my favorite moments is sitting down at a baseball game, a fresh scorebook in my lap. I love that it forces me to pay strict attention – to track every pitch and every movement. It locks me into the moment. It makes me appreciate every nuance of the game. For three hours, my mind stays away from emails, schedules and meetings.
What’s your best form of constructive loafing? A morning at the botanical garden? An afternoon in the country?
The Big 12 Baseball Tournament comes to Oklahoma City. I’ll be at one of the 9 o’clock morning games. Just me, my coffee and scorebook. If you’re there, come say hello. But don’t be offended if I don’t seem to notice.
Oklahomans gathered at The Bryant Center in Oklahoma City recently for a discussion on diversity.
The event is part of a continuing Inclusion and Diversity series hosted by consulting firm Schnake Turnbo Frank. Its purpose is to explore a variety of topics related to diversity in the community, the workplace and beyond.
February’s luncheon at 2200 N Bryant featured a panel of guest speakers who were asked questions about their experiences with racism in their fields of expertise and ways in which progress could be made.
The panel included Norman Markland, with Pivot; Linh Sasser, with the NAACP; Lauren Turner and Damion Shade, from OK Policy Institute; and Raven Word, with Native Alliance Against Violence.
Discussion ranged from youth homelessness and incarceration rates among people of color and women, to graduation rates and home violence among Oklahomans. A disproportionate number of minorities and women experience higher rates in these measurements.
The PRSA Tulsa team surprised a very special gentleman with the Steve Turnbo Lifetime Achievement Award! Our very own Steve Turnbo will be the first honoree this fall at the Silver Link Awards.
Steve Turnbo’s name is synonymous with Public Relations. Steve is active in PRSA and was named to the College of Fellows in 2002.
Steve was a partner in the firm for more than 25 years before being named chairman emeritus. Fortunately – for the firm and its clients – he’s still engaged, devoting his time to client work, business development and community endeavors.
We are so lucky to work with Steve every day. Join us at the Silver Link Awards on Oct 3 to honor a man who’s contributed so much to our industry and city!
Earlier this month, a retired Tulsa CEO recounted the crises he managed during his 40-year career as an energy executive. Between natural disasters, equipment malfunctions, and a fluctuating market, he found himself before glaring television cameras, hostile town-hall gatherings, skeptical juries and elected officials looking to score points.
Steering an organization through a crisis is part of a leader’s job. Handled poorly, it can cost the company dearly. Shareholder value may drop, as can reputation, regulatory standing, the ability to recruit top talent – even relationships with suppliers and banks can tank.
Steering an organization through a crisis is part of a leader’s job. Handled poorly, it can cost the company dearly. Shareholder value may drop, as can reputation, regulatory standing, the ability to recruit top talent – even relationships with suppliers and banks can tank.
Yet, during the executive’s comments at our firm’s Leadership & Reputation Academy, another impact seemed to hurt most: the loss of confidence among staff.
More than a decade ago, a company employee was accused of embezzling more than $6 million. It was a prototypical case. The embezzler was “the last person you would expect,” the executive said. As the heist worked, the employee gained more confidence, took more chances and ultimately was caught.
He was found guilty and served time. But now the leadership team had another dilemma: facing employees who had serious questions about the competence of company leadership. “How could this have happened? How do you let $6 million slip through the cracks? How could our financial controls have been so lax?”
Those were tough days, the executive said. There was no shortcut to regaining trust. It required an overhaul of the company’s financial controls and processes. Mainly, though, it took effective communication – listening, understanding, honesty, and not being defensive. You can’t spin your way out of it.
I’m curious how Boeing’s internal culture has been affected by its recent airliner crashes. The external ramifications are obvious, and that’s where most leaders and crisis experts would focus attention. But Boeing’s long-term viability may hinge on its ability to preserve the tenacity and confidence of its engineers. No one wants to be part of a company whose reputation – for being able to keep planes in the air – has taken a blow.
Boeing’s challenge now is to answer those tough questions from employees. Especially the questions that are never asked. “How could this happen? What does this mean? Is this the company I thought it was?”
As with any other crisis, a key to recovery is leadership’s ability to stay hyper-focused of the questions brewing inside.
It happened. That very thing you talked about, but never thought would actually take place. Or that thing you never thought about that blindsided you at 11:15 p.m. on a Tuesday.
A crisis.
Whether it’s a building fire, employee injury, workplace violence, a legal matter, or viral twitter post: crises are inevitable.
The good is news is that you have a plan. Right? Organizations can always proactively prepare by having a plan in place.
If you don’t have one yet, here are a few pointers. Of course, we’re happy to help create, modify, test or finalize your crisis communications plan with you. Just give us a call.
While not all crisis plans are alike, there are key essentials to every effective crisis communications plan.
Answers when you have no answers. It’s the wee hours of the morning. Something has happened. Seems bad, but you aren’t sure. You’ve only got three texts to go on and you’re headed to the office in your pajamas. Fox News is already calling. You have to be ready. You have to respond. Have a response template ready for those in-between moments.
Phone numbers. For everyone. You’ll need to reach a lot of stakeholders like employees, media, elected officials, the fire department, your safety lead. Make sure you have after-hours phone numbers for all.
Prepare your call-answerers! Imagine the leadership team is in the war room and preparing the perfect solutions to your issues. Meanwhile, people are googling your company and calling the mainline where your number one executive assistant is being bombarded with questions he has no answers to or training for.
Fact sheet to collect facts/information: determine what has happened by immediately identifying as many facts as possible and conveying these immediately to the appropriate member(s) of the Crisis Response Team
Breaks. Seriously. Plan breaks. Depending on the longevity of your crisis, make sure someone is in charge of ensuring the team is adequately rested so they can perform how you need them to perform.
Templates. Media templates. Phone scripts. Employee emails. When you’re stressed out, it’s helpful to have guidelines.
A plan of action to notify media/key stakeholders: There are various audiences outside your organization who will require timely and relevant updates throughout the incident. Identify who they are, list contact information, and outline a plan for distributing that information, such as email, phone call, social media.
FAQ sheet: while you can’t prepare for every crisis, it is helpful to develop a FAQ sheet with drafted responses to likely questions from media, employees and the public.
Sandwiches. Perhaps you’re not the type to miss a meal; but when you’re fielding calls from media, team members and family members, it’s easy to forget about dinner. Make sure you plan for your team’s nutrition, so no one faints during your time of need.
Evaluate & Modify. Always plan to review the plan after a crisis – and make modifications. Make sure to review it often with your team and make updates as appropriate. It is important to have your team become familiar with the plan and be able to access it easily. And of course, it is important to keep your PR agency up-to-date on any changes to your plan, so they are prepared to support your team.
Do opposites really attract? Sometimes. But if your organization’s mission isn’t at the forefront, opposites can collide.
When our firm’s two longest-serving partners merged to establish one company, it wasn’t because they were clones.
Russ Florence recently shared in The Journal Record how differences in leadership style can serve to complement one another, using our very own Steve Turnbo and Chuck Schnake as an example. Read the entire column here.
Our very own Tahira Taqi was awarded the Oklahoma City Black Chamber of Commerce’s 2019 Diversity & Inclusion Award. She was given the award at the annual gala and awards banquet.
Tahira was recognized for the work she does with our Inclusion & Diversity Consortium meetings and Inclusion & Diversity Summit. Not to mention inspiring change in Oklahoma City and across the state. We’re so proud of all she’s doing in our community.
Learn more about our inclusion and diversityservices and how they might help your organization.
We are proud to announce Hannah Jackson is now vice president in our Tulsa office.
Hannah joined the firm in 2013 as an account executive. Jackson has a bachelor’s degree from the University of Central Oklahoma and a master’s degree in integrated marketing communications from Oklahoma State University. Before joining Schnake Turnbo Frank, she was the communications manager at the Tulsa Regional Chamber.
She is the immediate past president for the Association for Women in Communications-Tulsa chapter.
To learn more about Hannah’s expertise. Visit her full bio.
