Sep 10

Brilliant marketing. Bad listening

I’ve been a fan of Shinola watches ( since the iconic American brand first set up shop in Detroit (and played a key role in the city’s attempted comeback). 

Since then, I’ve purchased four Shinola watches but, like many Americans, have cut back on discretionary spending since the Coronavirus ushered in the new normal.

But that hasn’t stopped Shinola from continuing to bombard me with new offers for new and expensive watches.

But, I must say, their latest marketing effort is positively brilliant. It’s aimed squarely at the middle child in any given family (which tells me that Shinola has way too much personal data about me since I’m a middle child).

But I’m not buying the “Middle Child Detrola” for two reasons:

  • It’s way too pricey at $600.
  • It looks just like a $99 Swatch (and I’d have to be paid to wear any watch that ugly).

I understand Shinola’s desperation. And desperate times do indeed call for desperate measures. But listening before acting is more important than ever.

The marketing folks at Shinola (or their agency) need to do a far better job of listening to what their audience does and does not want and can and cannot afford.

The clock is ticking. And the brand Shinola saves may very well be their own.


Sep 08

Review and Revert

Every now and then, the editors at Cody’s ConsultantSpeak Style Guide (not to be confused with the A.P. Style Guide, the Oxford English Dictionary or Roget’s Thesaurus) publish an updated Top 12 list of grossly abused and overused ConsultantSpeak words and phrases. 

For the uninitiated, ConsultantSpeak is the “inside baseball” jargon used by a large percentage of the professional working world.

I’m guessing it’s called ConsultantSpeak because, having represented a couple of The Big Four accounting firms and a host of strategy consultants, I was always hearing (and reading) new words and phrases that they, and they alone, understood (but were later adopted by the business community at large).

In any event, due to the Coronavirus, my editorial board has advised me to update my Top 12 list with three, new ConsultantSpeak words:

1.) Pivot: Every CEO, CMO or CCO is constantly peppering her or his commentary by declaring how critical it is to pivot the business and adapt to the New Normal.

2.) ReSet: See Pivot for explanation.

3.) Furlough: Many businesses had to announce they were being forced to furlough employees due to the pandemic’s impact on their bottom line. Sadly, and especially in the travel, tourism and hospitality sectors, the ConsultantSpeak word furlough has now been replaced by another F bomb: Fired.

But enough with the new additions.

Here’s the previous Top 12 list. See what you think. (Note: We follow the David Letterman approach of counting down from 12 to one):

12.) “There are no bad ideas”: Why does every brainstorm have to be prefaced with this introductory phrase? C’mon. There are LOTS of bad ideas. Why is it politically incorrect to say, “Wowza, Mike. You REALLY missed the mark with that thought! Ugh.”

11.) “Marinate”: We once employed an account supervisor who HAD to use the word marinate in every e-mail or phone call with clients or colleagues (“Let’s do this. We’ll marinate on the ideas and come back to you with a recommendation STAT!”).

10.) “Solutions provider”: Do you know of any white collar organization that doesn’t refer to itself as a solutions provider? Many of these very same companies also yearn to be a disruptor. Alas, few businesses have disrupted and problem solved at the same time. But there’s a pot of gold waiting for anyone who can.

9.) “Synthesize”: I can’t think of too many meetings I’ve attended in which someone didn’t suggest we synthesize our ideas before finalizing a program. Does synthesize mean prioritize? If so, why not say so?

8.) “Socialize”: Arguably my favorite ConsultantSpeak word, socialize simply means sharing ideas with teammates. So why not use the word sharing? The answer is obvious: Some consultant decided that synthesize sounded a whole lot more sophisticated (and, in consulting, the more sophisticated the word and phrase, the higher the fee).

7.) “Circle back”: “OK, well let us think through what you’ve told us and circle back with a recommended strategy.” Why do we have to circle back? Can’t we just come back (or go back, if you prefer)?

6.) Hard stop”: “Just a heads-up before we begin that I have a hard stop at 3pm.” Ok, well what time does your soft stop begin? Should we factor that into the conversation? And is a soft stop a two-minute warning for a hard stop?

5.) “Walk back”: “You’ll just have to tell the reporter we need to walk back that quote. It’s taken out of context.” You may disagree, but I believe the Trump Administration deserves full credit for popularizing the words walk back (as well as their ugly step sister, walking back).

4.) “Shifting sands”: You don’t hear this one very often, but it can be a killer when used properly. “Look we’re dealing with shifting sands and no one knows how this will turn out.” Not having grown up in the desert, I never knew sands shifted. But I immediately understood the meaning. And for the editors at Cody’s ConsultantSpeak Style guide, “That’s gold, Jerry. Gold.”

3.) Yada, yada”: Since we’re speaking of Seinfeld, I’ve often wondered if the Generation Z workforce knows why yada, yada, has replaced etc., etc., in most e-mails and text.” #ElaineBenes

2.) “Sunset”: This is a beautiful ConsultantSpeak word to let you know that an underperforming person, product or service is being shown the door (See: Furlough).

1.) “Review and revert”: Review and revert is the Babe Ruth of ConsultantSpeak. I didn’t invent it, but I fell like a ton of bricks for the phrase when a long forgotten BNY/Mellon client responded to my draft of a press release by telling me he’d review and revert. It simply doesn’t get any better than that.😎

So what say you? Do you agree with our editorial board’s Top 12 list? Would you suggest we drop some and add others?

If so, please socialize the blog, ask your friends to marinate on it before they synthesize their thinking and circle back to you with a response.

In other words, please review and revert.


Jul 15

With all due respect

I have enormous respect for research. It’s fundamental to better understanding why things happen and where we, as a profession (and a society), are headed. 

In fact, it’s no stretch to report that Peppercomm has conducted more primary research since January than we had in the past two decades combined. Our latest report, done in partnership with The Institute for Public Relations was just released today.

Sometimes, though, I stumble across research that either tells me what I already knew, seems beyond obvious or both.

The most recent case in point is a study conducted by WeiWei Zang, associate professor of psychology at the University of California Riverside.

As you’ll see, Zang’s survey of some 800 Americans revealed that “…people who social distance may be more intelligent.” Ya think?

Zang says the findings “…support (the fact that) policymakers will need to consider individuals’ general cognitive abilities when promoting compliance behavior.” Zang added that “…people who comply with social distancing (and wear masks) have better working memory capacity which is an indicator of intelligence.”  I’d add that those of us who do wear masks and do practice social distance don’t have a death wish.

Adding insult to irony, Zang advises that future public campaigns need to be “….succinct, concise and brief.” I’d include the word consistent since some would say we’ve been receiving very mixed messages virtually every day since the pandemic first reared its ugly head.

I’m hoping Dr. Zang follows up this study with another one that asks 800 Americans if partying over a long holiday weekend at, say, Lake of the Ozarks (without wearing masks or social distancing) is a good or bad idea.

With all due respect, I can’t wait to see what those findings reveal.


Jul 14

I’m looking forward to yet another scansorial adventure

Some busy executives sit in their Del Boca Vista time shares and read books on vacation. Others, especially this Summer, pick out a destination closer to home and hole up in a quaint bed & breakfast getaway.  

Not this blogger.

I’m once again headed to the White Mountains of New Hampshire for a complete spiritual, mental and physical immersion in my scansorial avocation.

Scansorial? But, of course.

I chose to highlight scansorial for two reasons:

  1. I LOVE discovering new, or arcane words, and see it as a key part of continuous learning (which is, in turn, fundamental to success in life in general and PR in particular).
  2. The word fits me like a glove. Or a climbing harness. Or a carabiner. That’s because scansorial is an adjective associated with climbing that was first used in 1804.

Check out the definition and usage below (

PLEASE be sure to also read the quote of the day at the very end. One wonders if Wole Soyinka had the Trump family in mind when he penned the words?

Last, but not least, please feel free to share examples of how YOU assure continuous learning is part of your daily ritual.






adjective: Related to climbing.


From Latin scandere (to climb). Ultimately from the Indo-European root skand- (to leap or climb), which also gave us ascend, descend, condescend, transcend, echelon, scale, and scandent. Earliest documented use: 1804.


“After one heavy night’s drinking a student of one of the colleges had returned to find the gates of his college firmly closed against him. Undaunted, he proceeded to climb the towering, wrought-iron obstacle … The ascent went well and he even paused momentarily to celebrate his achievement sitting aside the summit of the college crest with its Latin motto which encouraged such metaphorical, if not literal, scansorial achievements.”
Hadyn J Adams; The Spinner of the Years; AuthorHouse; 2013.


The man dies in all who keep silent in the face of tyranny. -Wole Soyinka, playwright, poet, Nobel laureate (b. 13 Jul 1934)

Jun 26

How Are Communicators in Manufacturing Adapting to the New Normal?

While many PR firms have been battening down the hatches during these wild times, we have continued to reach out and conduct primary research that will benefit everyone in the field.

In today’s guest blog, Peppercomm’s Matt Purdue shares the findings of qualitative research we’ve just released that shares the thoughts, feelings and actions of CCO’s in the manufacturing sector. 

There are plenty of great take-aways and best practices to be gleaned. So glean away…


In the John Lennon classic “Nobody Told Me,” the legendary singer/songwriter croons, “Nobody told me there’d be days like these. Strange days indeed.” The great Liverpudlian could have been talking about what’s happening in the U.S. manufacturing sector today, particularly when it comes to communications and employee engagement. 

With the COVID-19 pandemic raging, many manufacturers have been deemed essential businesses. Even in regions that have gone into lockdown, these companies have continued operating their facilities. Across the U.S., millions of frontline production staff have been and are still working under strict health and safety protocols.

Meanwhile, many office staff, engineers and technicians have been forced to work remotely, trying to figure out new ways to collaborate. This complicated new normal has been particularly challenging for communications leaders – but also very rewarding. To take the pulse of how they’re working and reveal best practices, we at Peppercomm recently conducted in-depth interviews with 10 comms executives across a range of manufacturing companies.

Our findings are detailed in our new report, “Engineered Resilience: COVID Communications in the Manufacturing Sector.” As a whole, we found that these communications professionals and their teams are responding to these strange days with determination and innovation. We also shared some of the top insights in a recent article in IndustyWeek. Some highlights of our research:

Think global, act local: Every company we spoke with has formed a pandemic task force with leadership at corporate headquarters. They develop new policies, and then communicate with regional and local teams to execute them as they see fit. Communications leaders have created toolkits to be used at individual locations to produce everything from manager talking points to posted signs – and even translated into multiple languages as needed to ensure 100-percent awareness.

Driving the dialogue: The leaders we interviewed stressed that they have upped their game in terms of gauging employee sentiment and encouraging more two-way communication. They have increased the number of employee surveys and are performing short pulse checks every few weeks. They are also urging employees to provide feedback directly to managers and/or executives, either directly or anonymously.

Supporting the home front: For those employees stuck at home, comms professionals are leading with empathy and understanding. They are constantly communicating ways staff can remain productive and positive despite the challenge of dealing with childcare, elder care and other issues. They also are being very careful in their communications about what the return to office – or “reboarding” – will look like. No one is rushing their office staff to return, with safety as their top priority.

We at Peppercomm have also developed a new Reboarding Playbook to help guide communicators on the path of bringing employees back to their facilities. It’s available at no charge in an effort to share this critical information as widely as possible as the U.S. economy pushes toward recovery.

Jun 16

Tis always better to give than to receive

I’ve been purposely silent during these difficult times because, frankly, I didn’t feel I had anything constructive to add to what already’s been said. 

However, I’m very proud of our firm’s statement on BLM, the agency’s BLM-specific action steps we’ll be announcing this week as well as our decision yesterday to be one of the first 39 PR firms to pledge a firm commitment to the Diversity Action Alliance.

Peppercomm has really been stepping up big time in terms of sharing communications insights and research throughout the Coronavirus pandemic.

Since March 15th, we’ve co-branded two extensive research reports with The Institute for Public Relations that surveyed some 750 senior communications professionals about their actions and reactions to the pandemic.

The first covered a wide range of subjects including trusted sources of news and information, the change in organizational tone and content as well as where senior communications executives were focusing their time and efforts.

The results of the first report triggered the second, which took a very deep dive into internal communications and employee engagement.

And we’re set to release a third report at the end of the month that asks CCOs and others what lessons they’ve learned to date as well as their thoughts about the second half of 2020.

Yesterday we released yet another brand new research report and bylined article. The subject: employee engagement in the manufacturing sector during the pandemic. Here’s the report and here’s the Industry Week article.

While all of this thought leadership most certainly heightens awareness of my favorite firm, it also shares best practices, hurdles and countless takeaways for the entire PR profession and, in the most recent examples above, the manufacturing sector as a whole.

In times like these, when most firms are battening down the hatches and absolutely surrounding their clients with love and affection (as are we, btw), it’s beyond cool to also look up, look ahead and share what we’ve learned with one and all.

As the late Denny Griswold, the legendary editor of PR News liked to say, I’m “….proud to serve PR.”


May 27

Bang! Zoom! You’re Gone!

It’s been refreshing and, in many ways, enlightening, to see how transparent and empathetic most organizations have been when it comes to imparting bad news during the pandemic. 

That said, there are always exceptions to the rule and here is one of the most egregious of late:

WW (aka the business formerly known as Weight Watchers) chose a regularly scheduled Zoom meeting to downsize scores of employees real-time and right in front of each other. If a shock like that doesn’t cause one to go on a starvation diet, I’m not sure what will.

FYI, the original Weight Watchers was always notorious for being a shark-infested culture that doubled as a churn-and-burn serial client. I distinctly recall reading an Advertising Age article a decade or so back warning agencies to steer clear of all WW RFPs.

The name change to WW and Oprah Winfrey’s involvement clearly haven’t changed the soulless personality of an organization that clearly puts profits ahead of people (and chooses to ignore the profound mental, emotional and psychological trauma the Zoom firings must have caused).

So while many organizations are handling the new normal (and the unfortunate financial fallouts) beautifully, there will always be exceptions to the norm.

All of which beggars the question: How would you feel being terminated on Zoom right in front of your peers? Strikes me as the kind of torture that might have worked quite well back in the good, old waterboarding days of Gitmo.


May 07

Why doesn’t our country have a Minister of Loneliness?

Wikipedia defines the word loneliness as, “ unpleasant emotional response to perceived isolation. Loneliness is also described as “….social pain — a psychological mechanism which motivates individuals to seek social connections. It is often associated with an unwanted lack of connection and intimacy.” 

As our country continues to suffer through this godawful pandemic, loneliness has become a very real concern for businesses everywhere. It’s threatening productivity and has risen to the very top of the C-Suite’s list in terms of caring for the safety and wellbeing of employees. Back in early March, physical health and wellbeing were paramount. Now as our Groundhog Day-like existence continues with no real end in sight, we’re seeing a rash of suicides being reported every night on the evening news.

Mental and emotional health experts alike have stepped up, penned articles, made themselves available for counseling, pushed updated regulations and reimbursement for online sessions, and done everything in their power to provide assistance.

So, how is the Trump Administration helping?

They need look no further than across the pond to see how the United Kingdom is dealing with loneliness during the pandemic.

The Brits have created an amazing array of public and private sector organizations in tandem with the government to address the issue. The result is the Connected Coalition.

The U.K. even has a Minister of Loneliness (a position that was created a few years ago as it became painfully obvious that our 24X7, always-on, social-media driven world was creating huge and unexpected emotional side effects).

All of which begs the question: Why don’t we have a Minister of Loneliness?

If the Trump Administration is, in fact, concerned about the health and wellbeing of all Americans, one would think that would include the huge and growing problem of loneliness. Alas, it’s unclear whether this Administration is unaware of the profound mental distress permeating the country or simply choosing to ignore it.

It comes as no surprise that, in a just released PRovoke Covid-19 PR Industry Survey, the U.S. government received the LOWEST marks by survey respondents for “handling the COVID-19 crisis.”

These findings dovetail with the recently released IPR/Peppercomm survey of 403 senior communications executives who listed “government leaders” such as presidents and prime ministers as the second least trusted source of information. Only social media was less trusted.

It’s a disgrace that, with all of the money being dispersed and all of the divisive political one upsmanship we’re witnessing, someone at 1600 Pennsylvania Avenue hasn’t stepped up and suggested the creation of a cabinet-level position to deal with this rapidly growing problem.

Considering how he succeeded in bringing a lasting peace to the Middle East, Jared Kushner would be my candidate for the position. Once he’s done perfecting all the drive-through testing and PPE sourcing, of course. Plus, the guy always looks lonely.

Instead, this Administration will stand by while this overwhelming miasma drags millions of Americans into an abyss from which some may never escape.

Maybe our Administration should create a Minister of Indifference instead.

# # #

Apr 28

Steve Always Loved Peppercomm

Remembering Steve Goodwin

Steve Goodwin was more than a strategic partner to Peppercomm and me. 

Steve was a sheer delight to work with and possessed a dry-as-dust sense of humor that matched my own (he was funnier). I guess that’s why we clicked from the moment we first met. But who knew then that Peppercomm’s amazing relationship with the branding guru would be cut short this past week.

Steve and JP Laqueur, his long-time business partner at Brand Foundations (, had worked closely with the Peppercomm team over the years, becoming friends as much as partners.

I must admit that, after JP wrote to me of Steve’s passing, I completely lost it. Steve was beyond cool. We clicked on every wavelength and loved nothing more than to make each other laugh. We shared a French-based multinational client for many years and loved to practice our halting, ALM French Level II on one another. I always referred to him as M. Goodwin and he called me “Le Formidable Steve.” He was also kind, generous of spirit, smart as hell, and humble.

You can read more about Steve and in this wonderful obituary published in the Washington Post this past Sunday.

Steve leaves behind a beautiful wife, two incredible teenage sons, and a veritable army of family, friends and fans (including me). I loved Steve and will miss him dearly. So, too, will many of my Peppercomm colleagues (past and present). Here are some of their recollections:

Ann Barlow: “One of my favorite stories of his was Steve’s epic run to the Alamo. He checked into a San Antonio hotel, got into his running gear, psyched himself up for a good long run, came downstairs and told the front desk clerk he was headed out to run to the Alamo and back. Goodwin noted that the clerk gave him an odd look but just shrugged his shoulders. Two hundred yards later, Steve arrived at his destination. So much for an epic run.”

Jacko Kolek: “We worked on several proposals together that never really materialized, but that didn’t stop Steve from making each opportunity a top priority and providing invaluable strategic thinking. He recently offered his generous support and time pro bono on a new project where we desperately needed his expertise. He was not only incredibly smart, but also really helped to educate us on the process and what we needed to do to best serve the client.”

Deb Brown: “One of my fondest memories of Steve was working with him on writing assignments. Steve was an exceptional writer and editor, and if I sent him a blog or a 1000-word bylined article to review, he would always make the piece more engaging and…simply…better. But he never had an ego and was always genuinely nice and very thoughtful. He would also say that his changes were just suggestions, but, of course, I would end up accepting all of them. How could I not? His suggestions were always on the mark. Steve will be sorely missed.”

Matt Purdue: I know Steve absolutely adored his kids and praised their athletic accomplishments. The very last time we spoke, he told me how proud he was of them for the way they were handling the pandemic disruption.

Also, more than any of the purpose “gurus” out there on TED stages and selling books, Steve truly believed in the power of business to do good. He didn’t see purpose as the flavor of the month that was going to help him sell consulting projects. HIS purpose was to help make the world a better place by guiding companies to truly own a purpose above profit.”

And, finally this from JP Laqueur: “Having been his partner for most of the past decade, I will say that he was the backbone, the rhythm, the power behind our work.  He gave me the confidence to pitch any piece of business, to know our work would be delivered with uncompromising quality, and to walk into any workshop believing we would win over the room.  And he instilled this same confidence in our clients as well – in their belief in us, in their brands, and in themselves. Early in our collaboration, when we were still forming our partnership, I remember him saying to me, “You’ve gotten a taste of the ‘product’ of Steve, but you haven’t yet felt the ‘power’ of Steve.”  And that was so true. His impact went far beyond his beautiful words and the product of his work. He changed lives with his music, his humor, his compassion and his love.  All who knew him felt that “power” and were changed for the better.”

After word: When Ann Barlow reached out to Steve’s wife to express our profound condolences, she responded by saying, “Steve always loved Peppercomm.”

Peppercomm always loved Steve too. And we will never forget him.


Apr 23

Better get onboard about reboarding before it’s too late

Think you’ve thought about just about everything when it comes to employee engagement and internal communications in the midst of the pandemic? Think again.

As Tara Lilien, Peppercomm’s chief talent officer, writes in today’s guest blog nearly everyone is overlooking return/to-work preparedness (a finding substantiated by our just-released co-branded survey with the Institute for Public Relations).  

Tara’s observations are particularly timely in light of the four Southern states planning to re-open on May 1. Would love to hear what you, and your organization, are doing to prepare for a return to the workplace.

As we anticipate the return to offices and the “old way” of working at some point in the coming months, we are considering what that will mean for the reboarding of our employees and teams. 

Reboarding is a process some companies have paid attention to for a while and have used it to help employees successfully return to work after a pivotal time away, such as maternity or disability leave. But how can organizations, both large and small, across the globe truly help employees return to work, in weeks or months from now, in a way that makes them feel safe (both in the physical sense and psychologically) and prepared for the new normal?

Leaping into remote work

Most companies leapt into “remote work” with little to no preparation and at 6 weeks later are slowly settling into the new normal.  Luckily, at Peppercomm, we have a very flexible workplace and many were accustomed to work from home – but certainly not for this extended period of time and with distractions of housework, concerns for health of themselves and family members and in some cases the transformation into teacher to their children.

In many ways, some may wonder if remote work is the future of work? For the most part, it’s been quite effective.  In our PR industry for example, business pitches have moved to video presentations in lieu of plane rides, hotel rooms and the costs associated with them. Meeting formats are more structured and agendas more quickly accomplished.  And our teams are meeting more frequently, daily in fact, which our employees have found an extremely positive experience.

Reboarding after this pandemic: top tips to consider

However there will be a time when our cities reopen and we return to cubes, offices, train rides and more.  With that, here are a few things we are thinking about:

  • Phasing in. Do we phase back the employees as we reboard? And how do we take into account the different nuances and guidance for people in different states and even different countries? Some may be anxious to get back to the office and work along side their peers, while others may be hesitant to board their public transportation and be amongst others if the virus is contained, but not abolished.  Will those who commute in their own cars travel with more ease than those who board a bus or train?  Perhaps there will be an opportunity to reenter as you feel ready.
  • Physical space. When we return, do our office configurations still work in this new normal? The emphasis has quickly moved from maximum density to reducing density. Companies that have moved to an open space concept, packing 5-10 people at a long desk will need to reconsider spacing.   Do we meet in conference rooms again for staff meetings, or do people participate from their desks and conference rooms transform to scrum type spaces for 2-3 people to collaborate in a big space? Will I meet candidates I am interviewing with a handshake or a simple nod?  People may want to keep their 6-feet distance long after the guidelines were issued and companies should plan to accommodate this as best as they can – safety will be our top priority, but comfort for your employees needs to also be top of mind.
  • Body/mind balance. With the emphasis while we are home and during this pandemic on physical well being and more walks taking place, more time for meditation and people taking up new hobbies – does that all go away once we are in the grind of rush hour traffic and away from our homes for most of the daylight hours?  We may see employees who want to figure out a better balance and companies may feel more inclined to offer this type of flexible schedule to allow for health as an even bigger priority.
  • Navigating change. Have our employees changed? It will be a few months away – but these months are significant in how they’ve impacted our teams.  Some got sick, while some got healthier.  Some lost family members.  Some became caregivers.  Some spent more time with their children than they had since they were born.  Some did not get to see their children graduate from college.  Some may have children still at home with school and summer plans suspended.  Some were alone the whole time and some couldn’t find a moment alone.  Think about leaning in to your EAPs (Employee Assistance Programs), meeting one on one with employees to really find out “how are you?”, and be flexible to a changed workforce when you finally all come together.
  • Oftentimes, during times of disruption or change, employees seek upskilling or different ways of learning. Many employees we know, at our agency and other firms, are proactively using this time to ‘up their game’. With many of the online learning platforms offering their services for free and adding learning modules to their libraries, we’ve seen employees very interested in embracing this way of learning.  How do we keep this pace of learning and development up when we open our office doors again? How do we share and apply knowledge? There may be an opportunity for companies to move more of their learning and development online and offer it in an on-demand format as it is happening now.
  • Co-creating reboarding. As an agency, we have spent this entire experience engaging in dialogue with our colleagues and acting on their feedback, informally and in real time. When it comes to re-entry and reboarding, we’ll be considering our employees’ voices and inviting them in to the process of determining what is right for our company. They may have some excellent ideas your CEO and HR team haven’t yet thought about.  If you are building a reboarding task force, consider not only your CEO, HR and operations leads and departments heads but also employees across all levels, locations and life stages.
  • Is fun even an option? We’re still going to need an antidote to the stress and general heaviness we’ve all been experiencing. At Peppercomm, comedy is in our DNA. When we re-open for physical business, we plan continue to incorporate the tenets of comedy into our service offerings and share laughs with one another. In good times and bad, and in virtual and physical life, there’s a space for levity and laughter. It’s good for business – and good for us humans.

Reboarding will take on new meaning for all employees in the next few months. Our CEOs, leadership teams and HR professionals are all building best practices around this together and in real time, since this is something unprecedented for which there is no handbook or case study to learn from.  We should be as transparent and honest with our employees throughout the process so they are an active part of the conversation.  How we act now will directly influence and impact the employee experience.  It’s important we start planning now – and then be prepared to be agile and flexible on our plans as this continues to evolve –  on what we can expect so we are better prepared to return than we were to leave our offices.