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My learning is that you cannot create fans, you have to earn them. As our team has embarked on the journey to build a fan-centric culture at Microsoft, I have learned so much about how to focus our efforts. There are four things things, that while simple and maybe obvious, make all the difference.
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Sometimes "the fan building moment" occurs when that little but delightful thing shows up unexpectedly. It can be simple, like the chocolates you didn't specifically ask for, laid out on your pillow in your hotel room. The cup holder in your car that can handle your extra large coffee mug. Pandora nailed one for me when they introduced a feature to automatically enable my top 4 radio station plays for offline use. It's the thoughtfulness, the going the extra mile, that demonstrates you really care about your relationship with your fans not just the use of your product. In our own experience with Xbox, it was the E3 2015 announcement of Xbox Backwards Compatibility and Xbox Play Anywhere features that elicited some of the biggest cheers from our fans. You hope to get such cheers from a new release of a game like Halo, but to get this kind of reaction for Xbox Backwards Compatibility reminded me yet again how delivering on the things that your fans really value trumps all. In this case it wasn't a great new game that we wanted to sell, rather it was recognizing the value and investment our fans had made in their game library on the Xbox 360 and enabling them to bring it forward that was the delight.
Leigh Love as she is affectionately known by her friends and followers is music lover and social media enthusiast. When she's not making kick-ass, world class marketing campaigns at her full-time job, she's attending as many shows, concerts and festivals as possible. Music is her first love, followed by food, sleep and travel. This blog however just focus on music, travel and events.
It turned out that the bold statements over the past year from organizations promising to become antiracist and promising to address white supremacy were just fleeting campaign slogans aimed at not looking like the bad guy.
Initially, it all felt exciting. Initially, it was statement after statement after statement, then it was throwing dollars, throwing dollars, throwing dollars. For a while, it felt like I was sitting at a jackpot machine at Dave & Busters, watching all the tickets shoot out, anticipating what it would be like to cash it all in for a massive prize at checkout.
The classic example of this is when Starbucks released their statement committing to end systemic racism and then a few weeks later instituted a new dress code policy that forbade their employees from wearing any pro Black Lives Matter paraphernalia.
Before they were called out, they, like many others, published performative remarks vowing to end racial justice (or pledging dollars to give to BIPOC-led orgs) without an accompanying commitment that addressed the structural racism within their institutions (i.e. policies and procedures that uphold white supremacy culture in hiring practices, their leadership [board included], and other representation).
As I continue to confidently (and also kind of reluctantly) enter check-ins and cultivation conversations with donors asking direct questions about their internal antiracist work and equitable grantmaking practices, I have to admit that my once gleaming hope for power shifts and systemic change in the philanthropic space has shattered a little bit (or maybe should I say it got more than a little bit dinged up).
I fell into the fundraising space because I love telling stories, and I love using my skills and talents to be a champion for my people. From my background in international development, I knew of the inequitable practices that exist when providing international aid to developing countries. I learned how the people most affected by inequalities are not invited to the table to decide how they should be supported, by how much they should be supported, and to what extent they should be supported. I know the detriment of this practice, especially when it does not consider the historical context or when it does not have an equity lens applied to the planning and implementation process.
So I was thrilled to see that, in the United States, those with the money finally saw that it is time to place a mirror on themselves, to evaluate their contribution to systemic racism, historically and presently. I was even more ready to milly rock on any block when I knew this type of internal review (if done properly) could start a power shift that would impact how the wealthy people viewed their new roles in society (hello, reparations) and give up the power.
My hope is that the faux woke organizations will soon realize that they have some serious work to do, and I hope that my questions in our meetings will spark some kind of man-in-the-mirror moment for them. But even if not, I know that I must continue to have the courage to dust my shoulders off, cling to true allies in this space, and keep collectively fighting the good fight.
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Meet Claudia Boyer-La Rochelle, Vice President, Design for Buffalo Jeans. In her interview, Claudia shares her ultimate career goals to specialize in fashion sustainability, and the steps she has taken to transition Buffalo toward a more sustainable business model.
Describe when you took the lead in implementing a change or improvement within your organization. What challenges did you face and how did you engage stakeholders to support the change?
One of my passions is pursuing the Eco-cert Certification, which aligns with my goal of creating more sustainable products. I have been leading this effort by rallying my colleagues and establishing a committee to drive change. I love to generate innovative ideas through research and collaboration.
Outside of work, I have been blessed with several long term and rich friendships, based on loyalty and respect. I am a figure skater on a synchronized team and we have been provincial champions for five consecutive years. Oh, and I love to cook.
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SS: I love that. I know on the human side, one of the ways that you focus on this is by developing a sales council to support your enablement strategy. Tell us about that program. What did it entail and how did it impact your enablement strategy? 152ee80cbc
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