Thriving Through Change: Career Lessons From a Maven of Marketing
BY Erin Behrens December 20, 2024Todd Haskell had mastered the marketing playbook—until he hadn’t. For a time, in the heyday of magazine marketing, the formula for success was simple. Then the rise of digital media, changing consumer expectations, and a host of other factors disrupted everything. As the SVP and chief marketing officer of Hearst Magazines, Haskell has been at the forefront of the changing landscape, and how he responded is an instructive story of modern marketing. With a background in sales, advertising, and marketing at the New York Times and Meredith Corp., Haskell has for the last decade led the corporate marketing functions, content services team, and industry marketing for Hearst, overseeing creative development across print, digital, social, and video for 25 magazine brands, reaching 146 million readers each month.Haskell began his publishing career while studying at St. Lawrence University in upstate New York. With the support of a fellow St. Lawrence alum, he secured an internship at the New York Times Magazine Group and went on to land a full-time role after graduation. “The publishing business was very different from what it is today. But a lot of the same things that make working in publishing interesting remain, which is the fact that you’re creating and marketing a product that plays a significant role in people’s lives. Whether it’s informing, entertaining, or empowering them to take control of their lives and shape a better future for their families, that work has always been interesting and rewarding to me. It’s what has kept me in the business for 35 years,” he said.At the end of last month, Haskell announced his departure from his position at Hearst. His next endeavor is volunteering on the board of directors for the Highlands Current, a nonprofit print and digital news outlet in New York’s Hudson Valley. He feels it’s an important cause: “Local journalism is a pillar of a functioning democracy, and is more important now than ever.” In the midst of this transition, Haskell spoke with From Day One about lessons learned in the industry, the profound changes in recent years, and the future of marketing. Excerpts:Q: What has been the most rewarding and successful marketing campaign you’ve worked on—perhaps one where consumers were deeply connected with the message in a positive way?A: It’s some of the work that we do that speaks to the organization’s values. For example, when the pandemic first hit, Hearst, with brands that touch a broad cross-section of the American population, from families in the Midwest to wealthy individuals in major markets, asked “what can we do to shine a light on the reality that so many of the communities we serve are dealing with, and how can we do that through the unique lens of each of our brands?” We recognized that food insecurity was such a crisis, particularly in those first six or nine months of the pandemic. We organized all 25 of our editorial brands to create content as part of an overarching campaign focused on shining a light on food insecurity through the lens of each brand.Hearst Magazines publishes 25 different brands, from Good Housekeeping to Cosmopolitan So for a brand like Esquire, a men’s brand, but probably best known as a fashion brand, there is a deep heritage in the restaurant business, which was hugely impacted. We explored food insecurity by highlighting how the restaurant community was coming together to support their employees who were suddenly displaced. In Good Housekeeping, we covered food insecurity through the lens of community organizations that were rapidly forming to support local communities. This was a campaign that was driven by content that our editors created, but it also was all about raising awareness of this, and sending people to Feeding America, to then take action, volunteer, and donate money. What was so special about it was the fact that it was genuine and it felt credible, because each brand looked at the topic through something that was really unique and specific to them. But all of the brands had this sort of universal truth, which was this issue around food insecurity.Q: And thinking more on staying connected to values, on a broader level, how do you keep marketing efforts meaningful and rooted in values, even as the industry evolves?A: The most important thing is to ensure the creative people within the organization feel that they have the liberty to advocate for those types of things, and that they’re going to feel supported. We make sure that we’re communicating the values that we as an organization hold, to make sure that we’re articulating them to our own population, so they then feel empowered to recommend work to our clients that reflect some of those values and truths.Q: In thinking about the industry changes as of late, how has technology reshaped the way marketing strategies are developed and executed? How has media disruption changed the game?A: How hasn’t it? First of all, I think one of the big things is how distribution has changed everything. When magazines were primarily print, for example, you had a rate base, delivered magazines with messages in them, they hit the mailbox and your job was done. That doesn’t work anymore. Now, with the audiences for these brands being primarily digital, you need to earn the attention of the reader every minute of every day. Now you have to work for that constantly, whereas it used to be that your circulation department worked to get an audience and you created content creatively to deliver to them. Now, everybody needs to be thinking about earning attention all the time. That’s really driven by the technology changes in the media landscape.The other thing is that now, through things like media-mix modeling and attribution, advertisers have an infinitely better sense of what their campaigns are delivering, and are able to compare the results of different campaigns. You can create something that looks amazing, but the marketer is going to be able to tell whether or not it works, and that’s going to be proven with data that comes from third-party sources.Q: As digital marketing has evolved, what are your feelings about the potential for consumer manipulation through data-driven personalization, with hyper-targeted ads directed towards consumers who might not really understand what’s going on?A: It’s a very tricky time, and I think everyone in the marketing community, whether you’re at a brand, a publisher, or an ad-tech company, needs to be very deliberative about how we proceed over the next couple of years.I do think one of the foundational concepts is that AI can empower creativity and human creation, and there’s nothing wrong with that. For example, humans can come up with a powerful creative idea, and then use AI to develop sophisticated audience segmentation, ensuring that the right flavor of that message is delivered to you. Those types of uses are appropriate for AI—things we could never do without it.However, the idea of positioning creative as coming from humans when it’s not is really dangerous. And when I say dangerous, I also mean it’s dangerous from a brand perspective. The potential for brand damage from that type of strategy is profound, and people will need to be very careful about it.Q: In addition to new technology and use of AI, are there any emerging trends you think are going to take off soon?A: In the wake of this past election, many ideas are becoming more visible that brands and media organizations will need to address. For example, the issue of toxic masculinity is something that’s becoming more prominent. I’m not saying this purely in a partisan way, it goes both ways. But the gender divide, especially around masculinity, is growing wider. The way many young people are viewing certain issues, and the differences in perspective based on gender, is profound. This will undoubtedly impact marketing in a much bigger way.Additionally, trust in institutions is going to become more important. While there has been a lot of degradation of trust, this also presents an opportunity for organizations to position themselves as trustworthy, which is a valuable opportunity for brands to take as well.Q: When it comes to trust, do you have any advice on how to build lasting relationships with consumers?A: Lasting relationships with consumers are generally based upon the consumer feeling that the brand is supporting them and they’re getting something. Is there a differentiated benefit that I’m getting from my relationship with this brand or product as a consumer, something I can’t get anywhere else? In a world where the barriers to entry are low, like in the media world, anyone can start creating digital content, whether it’s video or written. Durable relationships are built where readers feel valued, and that’s where they’ll stay.Whether it’s about establishing relationships or messaging to existing customers, it’s crucial to ensure they understand the real value they’re getting from a relationship they can’t find elsewhere. Reinforcing these relationships over time, rather than just focusing on acquiring customers is key. It’s about consistently communicating to customers that they made the right choice in supporting us, and I think that’s going to be increasingly important.Q: Looking back on your career so far, what are some of the key decisions that have shaped your path and success?A: The key thing is having respect for really talented creators. In the world of publishing, it’s editors. Even though I’ve always sat on the business side, advocating for the people who create content every day has been a guiding principle throughout my career.Now as I’m looking forward. [having retired from Hearst in November], I’m going into the nonprofit space purely as a volunteer. I’ll be supporting a news organization where that relationship between the editorial team and the readership, even if it’s on a much smaller scale than the global brands I’ve worked with in the past, is even more important. Now I’ll be working for a brand with a much smaller audience, but the same dynamic of delivering something truly important for the reader’s life is what will result in sustainable success.Erin Behrens is an associate editor at From Day One.(Featured photo courtesy of Todd Haskell, taken at the global Harper’s BAZAAR Milan Fashion Week party)
How Cotopaxi Created a Brand That Puts People First
BY Erin Behrens December 11, 2024Consumers today are increasingly drawn to brands with a clear sense of purpose—companies that stand for something beyond profits. For outdoor-gear company Cotopaxi, a sense of purpose is not just an approach to marketing, but the foundation of its identity. The company’s core belief is to “see the world and make it better,” Brad Hiranaga, Cotopaxi’s chief brand officer, told From Day One. “People can go anywhere in the world, close or far, have an experience outside, with a community, with a different culture, and then [through that experience] they naturally will develop empathy and a compassion for other people that they wouldn’t have had before. That belief gets straight to the purpose of moving people to do good, which is why Cotopaxi was created,” Hiranaga said.Cotopaxi, named after one of the world’s highest active volcanos, has placed social impact and environmental responsibility at the heart of its mission, a commitment that touches every part of the brand and resonates with both customers and employees. Cotopaxi was co-founded in Salt Lake City in 2014 by entrepreneur Davis Smith, a Wharton MBA grad who had spent much of his childhood in Latin America. “During his formative years, Smith recognized that the difference between himself and the children he saw living on the street could be attributed largely to the countries that they were born into. This experience sparked in him a desire to combat poverty in production countries and around the globe,” wrote Quest Outdoors.The purpose-driven company strives to alleviate poverty, support sustainable development, and take accountability as a force for good. Cotopaxi has contributed over $3.3 million to the Cotopaxi Foundation, directly supporting vetted nonprofits focused on expanding access to education, housing, health care, climate solutions, and meaningful employment in underserved communities. “Adventure inspires us to see the world and make it better,” their mission statement reads.Their marketing aligns with the concept of making a positive impact, with the company’s mission statement prominently displayed above their products on the website. How have they built an authentic purpose-driven brand, and what can others learn from their journey? Hiranaga shared key insights in an interview with From Day One.Creating a Human-Centered BrandAt the core of Cotopaxi’s brand identity is a commitment to values-driven marketing, which means looking at both the product and the consumer through a values-focused lens, says Hiranaga. A key part of their approach is a focus on design, emphasizing timelessness to support sustainability, transparency in manufacturing, and a playful touch with their bold but recognizable use of colors and llama logo. Their products are made from sustainable materials to help limit dependence on fossil fuels and to reduce waste. They take this one step further by offering a (Re)Purpose product line, made from fabric left over from production runs. Not only does this help keep their scrap materials out of landfills, but it also creates a one-of-a-kind design for every backpack, jacket, and fanny pack.From Day One spoke with Brad Hiranaga, Cotopaxi’s chief brand officer (company photo)“We want them to be human-centered in their design. [That’s why we’re] thoughtful in terms of giving you the room to carry things or to keep it waterproof,” said Hiranaga. Similarly, the product promotions on their site feature deliberate language that ties the gear back to their mission, “Gifts for Good” and a focus on responsible gifting during the holiday season.The company’s commitment to authentic design also helps distinguish them from other outdoor brands. When asked what sets them apart from other companies, Hiranaga points to both their purpose and their emphasis on accessibility. Outdoor gear is often expensive and traditionally marketed for a narrow demographic. Cotopaxi works to make gear more accessible to a wider range of people. “We’re an outdoor brand that has great technical, functional products, so that if you want to go ski, or you want to go hike through something, or you want to climb, there’s gear that we’ve got that does that,” said Hiranaga. “But at the same time, we’re trying to be an accessible brand, so that people who aren’t super deep into the outdoors also feel comfortable with the style and price points, so that they can come into the brand and feel like they can start to explore different parts of the outdoors.”Growth With PurposeAlong with thoughtful design, the company has a dedication to growth, which the company believes gives it the ability to “[use] that power for good.” Meaning the more they grow as a company, the more they can contribute to the good of the world through higher donations and rising wages. In its 2023 Impact Report, Cotopaxi underscores the value of living wages, stating that they “attract and retain top talent, but also create a sense of safety and satisfaction among employees that allows them to do their best work. Cotopaxi believes that businesses should create value for their employees and communities, and deploying living wages is a primary way to share this value with its stakeholders.” This give workers the freedom to give back, travel, volunteer, and explore—all of which are central to the company’s mission.Cotopaxi takes pride in sharing values with its manufacturing partners, like Bestitch Knits, located in Chinnakarai, India. This factory specializes in producing high-quality T-shirts, hoodies, and joggers, all crafted from organic cotton. By prioritizing organic materials, they not only support environmental sustainability but also contribute to the well-being of the workers. Cotopaxi supports the factories’ Fair Trade program, where it contributes an additional 1% of their ordering costs back to the workers. These extra funds are instrumental in financing several key initiatives ensuring that workers and their families have access to essential resources. Among the programs: supporting a free breakfast program, providing education grants, and funding periodic onsite medical clinics. This commitment underscores Cotopaxi’s dedication to fostering a healthier, more equitable workplace.Ultimately, “it’s about how we run our business, and making sure that we’re transparent and that we’re sharing what we learn, and looking for ways to benchmark ourselves so that we can do better. So when you take all of this together, it’s not just one element. It’s really thinking about the whole human experience,” Hiranaga said.Extending the Mission Through “Music for Good”Cotopaxi’s latest campaign is passing the mic to some voices in the music industry, including Tierra Whack, who is focused on giving back to her North Philadelphia roots. The collaboration is part of the company’s Music For Good campaign, partnering with purpose-driven musicians through new products like the customized “Whack Pack,’” which supports FamFrequency Productions, a non-profit that Whack volunteered with. “With our Music For Good series, we’re supporting artists making the world a better place through their music. For one-of-a-kind artist and Philadelphia native Tierra Whack, it’s all about showing some love to the youth of Philly,” their site reads.The link between music and Cotopaxi’s products felt organic—concerts and festivals naturally bring people together, so “there was a natural place for Cotopaxi and music to sync up,” Hiranaga said. “That’s when the magic of the partnership can take off, and then you start to innovate and do more things together. It [becomes] less transactional and much more meaningful,” he said.Keeping the company’s work meaningful is a priority as it explores new partnerships and opportunities. But how does Cotopaxi ensure that initiatives like Music for Good stay authentic? Hiranaga says choosing the right partner is key. Not only does collaboration bring attention to the brand and the artist, but also the nonprofit partners that Cotopaxi is proud to be working alongside. “We love to bring our partners along [in these ways], to highlight the work that they’re doing, and then get more reasons for people to come in and either donate directly to their organizations, or make a purchase of Cotopaxi that they know will go to supporting our foundation that supports them.” These links align their commercial efforts with doing good, reinforcing strong ties to the values that are core to the brand.The Future of Purpose-Driven Brand and Marketing EffortsWhat does the future hold for purpose-driven marketing, and how can companies authentically integrate purpose into their identity? It comes down to a few things, says Hiranaga. First, the company’s purpose must be authentic and true to its origins—whether it’s rooted in the reason the company was founded or the opportunity it identified to improve people’s lives by solving a consumer problem. That purpose needs to align with the core of the business and the value it delivers. “It has to be authentic and true to whatever business they’re in,” Hiranaga said.The second tip Hiranaga offers is that a company’s purpose must resonate beyond a transaction. “It has to be more emotional and bigger than just thinking about the business, and there has to be values within it that people can see themselves in,” he said. Each backpack, jacket or hat, tells a story of responsible impact, inspiring employees and consumers to see themselves as part of a larger mission. This connection to purpose makes their products feel meaningful, not just functional.Also important is having a purpose that can create connections and partnerships. “Everything comes back to partnership and collaboration with others. There’s no way one brand can create a movement on its own,” he said. Having a purpose that enables this kind of connection is a powerful way to drive impact. It opens the door to new collaborations and innovative partnerships, allowing companies to expand influence even further. “There are all sorts of ways to partner and connect, creating bigger ecosystems through who you work with, allowing you to reach new audiences and different people who don’t know about your brand.” And for a smaller brand, that’s imperative, says Hiranaga, as it opens up exciting opportunities for growth, innovation, and more positive change in the world.Erin Behrens is an associate editor at From Day One.(Featured photo by Cotopaxi)
Supporting Community: How Companies Can Help Sustain ‘Third Places’
BY Erin Behrens August 13, 2024When you’re not at work or at home, where can you be found? For some, it might be a local coffee shop, while others might prefer a nearby library or a public park. Regardless of your answer, the place that you seek out for casual conversation or meaningful community connection is considered your “third place.”With remote and hybrid work structures persisting post-pandemic, and feelings of loneliness becoming increasingly prevalent, the value of community has never been greater. And yet, third places seem to be disappearing. “Despite the fact that most of the country lives near a bar, movie theater, restaurant, or park, the Survey Center on American Life found that 56% of Americans in 2021 said they had a third place they frequent, down from 67% in 2019,” reported Vox.What does this loss signify for individuals, and why is it occurring now, just as community-building is becoming a priority for many leaders and organizations? The challenges are clear, but so are the opportunities for solutions. Fortunately, companies can and do play a significant role in promoting third places.Defining Your Third PlaceThird places, defined by sociologist Ray Oldenburg in his book Celebrating The Third Place, are “public places on neutral ground where people can gather and interact.” In contrast to your home, which is your first place, and your work, which is your second place, third places are informal and accessible public spots to hangout and meet acquaintances, mull through some ideas, or catch up with friends.Kyte's book Finding Your Third Place was published in JuneIn times of loneliness, third places offer refuge and restoration. “People who have a regular third place greatly expand their circle of friends; they laugh more often; they are more engaged in their community; they are happier; they live longer,” according to Richard Kyte, a professor of leadership and ethics at Viterbo University in La Crosse, Wis. At a time when one in three Americans feels lonely every week, having a third place could significantly mitigate negative coping behaviors like distraction-seeking and abusing alcohol, while increasing overall well-being.In his book Finding Your Third Place: Building Happier Communities (and Making Great Friends Along the Way), Kyte expresses the impact of these locations for not only the individual, but also communities at large. “[They] serve as gateways so people new to the area can get to know their neighbors; they function as incubators for new ideas; they serve as safety nets for people in crisis; they build social trust; they decrease political polarization,” Kyte writes. So why are these beneficial spaces becoming harder to find?A Seemingly Sudden Disappearance of Third PlacesIn part, the loss of third places can be attributed to the social-distancing days of Covid and lasting changes to physical spaces. During the pandemic, our ability to be in third places was disrupted, and it hasn’t fully recovered. Businesses closed, neighborhoods changed, furniture was removed. But even before the pandemic, third places were already losing their significance in the face of trends like cocooning. People started to value individualized forms of leisure more, and ultimately became comfortable just staying at home in their free time. This wasn’t always the way.Starbucks’ founder and former CEO, Howard Schultz, built a brand that encouraged people to connect in their shops. At one point, it wasn’t uncommon to see people chatting over a cup of coffee or with their laptops propped to complete work.As the stores blanketed the U.S. and beyond, they became a third place to many. “But over the past decade, comfy chairs have largely disappeared, replaced by hard wooden ones, the better to push people back out to their homes and offices. The company has also turned finding electrical outlets to plug in computers or phones into somewhat of a treasure hunt,” reports the Harvard Business Review. To help restore the vibe that made it popular, the company named a new CEO this week, with founder Schultz declaring: “Senior leaders—including board members—need to spend more time with those who wear the green apron.”Another reason for the loss of third places is tied to the rise in internet use and increase in subcultures of people connecting virtually. “It’s a strange paradox, Gen-Z are hyperconnected in the virtual world but socially disconnected,” wrote Kian Bakhtiari in Forbes. Social media platforms like Instagram, X, and TikTok foster spaces for self-expression, connecting people with similar interests. These online communities, however, risk replacing the in-person gatherings and socializing that could be held in public spaces.“The internet, mobile phones and video games have opened a multiverse of new connections and opportunities. Yet digital interactions have failed to replace the need to connect on an emotional level in the physical world,” according to Bakhtiari. And for many, it’s nearly impossible to disconnect from these virtual spaces, given they facilitate effortless and potentially global connections.Technology, in a broader sense, has also impacted the way we engage in physical spaces. The nature of how we interact within these environments has evolved, and not necessarily for the better. “If you think about the way our physical spaces affect our relations to one another, you will begin to understand … why our leisure activities over the past century have changed from mostly active (playing games together) to mostly passive (being entertained),” writes Kyte. The rise of technology, such as screens and sound systems, has shifted spaces that once encouraged interaction into ones focused on transactions or devoid of engagement altogether.The Business Impact: Actions For LeadersWhile third places exist outside the workplace, how and where we work affects our access to and enjoyment of them. The loss of these spaces can lead to more stressed and isolated workers, and leaders know that a healthy worker is a productive one. But there are a variety of ways that business leaders can promote third places. Among them:Provide Customers With a Third PlaceSome businesses have the opportunity to provide their customers with a third place. Companies can reimagine (or, in Starbucks’ case, revert to past practices) and create these spaces as hubs for connection. Companies can enhance the sense of community in their stores and workplaces by creating experiences that foster meaningful interactions for those who seek them. “This means separating mobile and drive-through orders from the on-premise ones to minimize interactions between the different crowds. It also means reinvesting in comfort and amenities for people who want to hang around,” as reported in Harvard Business Review. What it really requires is thoughtful attention to the spaces where people connect, something that has been top of mind in the era of returning to the office.Similarly, entrepreneur Meng Liu, who sought community amid the hustle of city life, established Wowza Hangout, a social club designed to unite people through shared interests and activities. “A crucial component of these hangouts are their settings: board game cafés, bars, museums, parks. They’re venues that populate a vibrant city like New York, but where attendees might feel awkward approaching someone they don’t know,” Liu told Vox. Liu's club aims to break down some of the barriers of connection, making it easier for people to meet in familiar yet inviting environments.Harness CSR to Cultivate CommunityCompanies can also leverage their corporate social responsibility (CSR) initiatives to create or support spaces that foster connection. In San Francisco, Salesforce funds a public park with lush walking trails and lawns for sitting, an amphitheater, and even on-demand board games. While not every company can fund an entire park, they can promote volunteerism to support local parks and other existing third places. These CSR efforts benefit both the community and employees, boosting wellness and engagement.Encourage Flexible WorkFlexible work schedules can provide employees with the time they need to invest in their communities. Work-life balance isn’t a new concept, but with opportunities for hybrid work, employees can seek out these places even during business hours. JLL’s 2022 Workplace Preferences Barometer found that improved flexibility has increased not only the ability, but the desire to work in cafes, lounges, and co-working spaces.With some employees continuing to work fully remotely after the pandemic, the distinction between home and office has become blurred. Co-working spaces are designed for work but can also serve as a third place, allowing employees to connect and collaborate in a public setting that is both affordable and accessible.“Corporations and organizations, many with newly reduced real estate footprints of their own, are becoming the biggest third place consumers,” according to the co-working platform Liquid Space. “C-suite leaders are striving to use space more efficiently. Providing employees with access to high-quality, flexible third space co-working environments near their homes and their teammates is one way they’re doing it.” The use of co-working spaces not only encourages employees to collaborate, but also to venture out in their neighborhoods. Hybrid work isn’t just about working from the couch anymore. About 36% of employees work in third places at least once a week, an increase of 8% from the previous year, according to JLL’s report.Ultimately, third places offer a sense of fulfillment, so everyone should do their part to help preserve them. These special spaces are “where we turn together, cultivating friendships, broadening and deepening our own lives and the lives of those around us. It is in conversation that we find belonging,” writes Kyte. And in today’s world, belonging matters more than ever.Erin Behrens is an associate editor at From Day One.
Get It Together Today: The Guide for a Better Tomorrow
BY Erin Behrens January 12, 2024In the midst of planning her wedding, Abby Schneiderman reveled in the resources at her fingertips, transforming the daunting tasks into an exciting journey towards her big day. Websites, guides, and videos gave her all the dos and don’ts and provided ample space for organization and management. But she found herself thinking: what’s next? Where are the resources to guide her through the rest of those big life moments?She found information for many life stages, from having kids, to home buying, to retirement planning. But in her research, she discovered that these resources end at retirement. Who’s supporting people with what comes next? While not everyone gets married or has children, everyone encounters aging, estate planning, and death. So, why is there a gap in support? One reason may be that most people would rather not think about these later stages, but postponing such considerations can leave a person’s survivors in a difficult spot. Shocked by the lack of coverage, Schneiderman and business partner Adam Seifer co-founded Everplans, the first modern consumer brand in life and legacy planning.From Day One interviewed Abby Schneiderman, co-founder and co-CEO of Everplans (company photo)Schneiderman and Seifer recognized that the first step was to publish helpful planning advice and evaluate if there was an audience actively seeking it. “We started writing content. We wrote 500 original articles on everything like ‘How do you write a will?’ to ‘How do you name a power of attorney?’ to ‘What do you wear to a funeral?’” Schneiderman told From Day One. They posted the content as a blog and were inundated with readers. “This told us that not only was there a need for the content and the resources that we were putting out there, but that there was just a huge gap out there that nobody was helping people with,” she said.Everplans evolved into a digital vault for storing, organizing, and updating all of the important plans and documents to guide the later stages of life–and afterwards. Shortly after launching, Schneiderman experienced a tragedy that changed the trajectory of everything. Her 51-year-old brother was killed in a car accident. He had life insurance, but Schneiderman’s family struggled to access his accounts, get policies and documents in place, and ultimately, make the decisions no one wants to make on behalf of their loved ones. The pain of losing her brother complicated the hardship of making these difficult decisions.This tragedy led to the realization that in order to be effective, Everplans needed to reach people before they even started thinking about life and legacy planning. All too often people just begin planning when it’s overdue. “That’s my story, but everyone has a story,” Schneiderman said. And a common theme in these stories is disorganization: our stuff is everywhere.The average person has hundreds of online accounts to keep track of, on top of sticky notes, notebooks, desk drawers, and other means of storing important information. “And when the time does come, family members should not have to go searching around frantically in the middle of a fog having to find important information,” said Schneiderman.“Our mission is to help people get organized for themselves today, so that they can sleep better at night. In the event that their families need it, they have access to all the important information,” said Schneiderman. Everplans helps people organize, store, and securely share wills, life insurance policies, health care directives, online passwords, and even the small but important things like family recipes. “We cover all aspects of life, whether they be everyday practical pieces of information that you want to make sure don’t get lost, or extremely critical information that family members need to have access to.”One of Schneiderman’s key goals is making life and legacy planning accessible to everyone, even folks who tend to be put off by legal, healthcare, and technological complexities. Everplans gives people the toolkits to make informed decisions and make these complicated topics less overwhelming. In addition to all of the content on their website, Schneiderman and Seifer co-authored In Case You Get Hit by a Bus: How to Organize Your Life Now for When You’re Not Around Later and started a podcast to give people the resources they need in a bite-sized, colloquial way.The company’s founders see their platform as a great equalizer. “Everplans is really leveling the playing field for employees who may not have access to financial planners, accountants, or estate attorneys. It’s inherently educating all employees on the benefits of getting organized. The simple interface, easy-to-use platform, resources, and guidance engine will help get you organized for your family,” said Schneiderman. Everplans was available initially in a retail version as well as through financial services organizations. More recently, the platform became available as a benefit for employers to offer their workers.This inclusive approach not only helps Everplans’ customers, but also appeals to employers interested in offering Everplans as an addition to their total-rewards programs. Schneiderman pointed to the recent development of a management toolkit, which serves as a “resource for employers, specifically leaders in the organization, on how to have conversations with employees during challenging or pivotal moments.” Many well-intentioned managers lack the necessary guidance to support their employees and navigate tough conversations about life-changing events. Companies run the risk of losing employees when support feels inauthentic. The management toolkit provides employers with culturally relevant guidance to authentically support their employees.The benefits to employers don’t stop there, Schneiderman says. In a study conducted last year with 1,000 full-time U.S. employees, “we found a direct relationship between productivity and organization,” she said. “When my desk is messy, I’m less productive or when my closet is a mess, I’m frustrated. But also, when you don’t know where vital information is, you are more concerned and you’re less productive–there is this real relationship there.”By getting people organized, Everplans has a direct impact on productivity, the company asserts. People that are more productive or less stressed generally feel a greater sense of control about their lives. “Over time, as more and more people started using Everplans, we realized the site wasn’t about death–it was about life. Because getting organized lets you live to the fullest, knowing you’re prepared for anything, having done your very best for those you love.”Editor’s note: From Day One thanks our partner, Everplans, for supporting this sponsor spotlight.Erin Behrens is an associate editor at From Day One.
Quantifying Care: How E4E Relief Is Making a Difference in Emergency Financial Relief
BY Erin Behrens September 15, 2023“This grant was a ray of light,” declared a worker who received emergency financial relief after a recent natural disaster. “The stress that comes with this is terrible, and this is the first time in my life that I’ve felt like somebody cares.” The worker, quoted by E4E Relief, a nonprofit that helps employers support workers in times of crisis, spoke for many of his colleagues as well. “Every time there is a hurricane and a business has to close down for a couple of days, employees, who are often living paycheck-to-paycheck, lose their scheduled hours and income.”Testimonials like this are abundant among recipients of emergency financial relief, yet companies who partner with programs like E4E Relief’s want to quantify the impact of their investment. With that in mind, E4E has launched a new program, ImpactStack, to conduct industry-leading research to quantify the incidental business outcomes of the financial relief work that their team has carried out for more than 20 years. The impact stretches across a range of social and business metrics that matter regardless of industry, geography, demographic, or crisis. The insights are then integrated into business intelligence that provides companies with insights about the outcomes that key stakeholders achieve through financial relief.Holly Welch Stubbing, E4E Relief’s president and CEO, says the new research confirms the significant impact of their program: “81% of grant recipients regained financial stability. 54% experienced improved mental well-being. 70% said that it helped them return to or maintain productivity at work. 52% said that they had increased engagement [at work], and 76% had a more positive perception of their employer.”From Day One recently interviewed Welch Stubbing to get an inside look at how ImpactStack collects and analyzes information about relief recipients at a time when employees need additional support for a multiplicity of reasons, including climate disasters, geopolitical disruptions, and economic conditions. Excerpts:Q: What is ImpactStack, and how did E4E Relief get started with it? How does it work?A: ImpactStack is our proprietary framework, insights, and business intelligence associated with providing the social and business outcomes of grants to individuals. Holly Welch Stubbing of E4E Relief shared insights from their recently launched program, ImpactStack (company photo)During the height of the COVID-19 pandemic, when our volume went up as companies really started grasping employee relief, we started doing outcomes-based research. While it was arguably a crazy time to launch, it also was a great time to launch from the standpoint of trying to assess need. We needed to know if the money being sent was really making a difference. I suspected it was, since we already had a lot of qualitative information from our grantees. We had stories and hundreds of notes, handwritten or sent via email, where people would articulate what happened to them and thank our team. However, I wanted that to be something quantitative and something we could make available to the companies we’re working with to show the outcomes of their philanthropic investment.I have been in the foundation world for 27 years, and the conversation is constantly, are our grants making a difference? How are we investing in these institutions to drive out a set of outcomes? Trying to ensure those institutions have the capacity, resources, and technology is extremely complicated and difficult. In our work, we have a real chance of getting real information from people who are receiving these grants. And so I thought, could we design something that meets the quantitative expectations of companies? And could we make that available in the form of insights as part of our solution? So in June, that’s what we did, and we expanded on the surveys we created, which had a focus on financial well-being, to map outcomes based on criteria that Fortune 500 clients would recognize. We wanted them to immediately see the relevance and understand the significance of the impact.Q: Were there any surprises in the data about impact?A: I was surprised at how high some of these scores were, particularly in our productivity results. 70% of our grant recipients were able to maintain productivity at work. And 54% ─ more than half the people we are granting to ─ have an improved mental state. That’s something. I expected engagement to be higher. The deeper you go into the social outcomes data ─ the housing, food, demographic data ─ that’s where there will be additional insights. And while that data isn’t available to our corporate partners yet, we’re working on it because it’s important and it shows a lot.Q: How does ImpactStack support E4E Relief’s goals and company philosophy?A: It’s central to who we are. Employee relief programs continue to gain importance, and organizations are trying to decide if it’s something they want to stack into their mix of workforce offerings. It’s hard to justify those investments without really understanding, ‘What is this doing?’ My hope is that, as our organization evolves and as we get more information, we can then provide a set of insights about what it looks like to be a financial first responder. There are all kinds of studies going on around meaningful support for the low to moderate income worker. And in the midst of natural disasters and the severity of all of these climate events now, companies feel like they need to do something. We’re providing support for personal hardships from these experiences, but also providing the C-Suite a readiness plan and a solution for when disaster strikes the next time so they don’t have to adjudicate this in the middle of the crisis. Support is already there.Q: How do you ensure insights found through ImpactStack are effectively communicated, and how do you use the information to refine the program?A: ImpactStack is now a part of our product, so every new company coming in is going to have access to it. For existing customers, we’ve launched it several different ways, including customer meetings and webinars.But the latter part of that question is what we’re really interested in. How do we evolve our processes and decisions based on what we’re seeing? We’re very new to that. And this will be part of our journey for the rest of time. But for the moment, we have new information and new insights unique to our market, and we will hold onto that and then expand on it. But for now, I think our outcome data offers enough to give people a sense of what they need to start having strategic conversations. We recently met with a very large Fortune 15 organization, and after meeting, they left with the information needed to justify a significant investment in the program. That’s as good a response as you can get from a company of that scale. We have our central purpose as a social enterprise and continue to think about additional layers. But there’s enough information here right now, even today, just from insights alone to get these conversations rolling.Q: Do you have a quantifiable sense that we are facing more disasters today than ever before, and at the same time, socioeconomic situations where people are disproportionately affected?A: We’ve pulled together the drivers in the framework of climate change, geopolitics, and economic conditions. Imagine placing this concept on a chart: In the center, we have the conditions, while on the outer layer, we examine their individual impact and their implications for both businesses and the broader sustainable development goals, especially for those companies invested in ESG (environmental, social, and governance) principles. We also built the research and the platform to meet the reporting requirements for ESG and corporate citizenship standards. So for big companies who really care about ESG considerations, the hope is that our data is accessible. Outcomes data of this kind can be hard to procure. Some believe we have made it much easier for companies to track “S”-related outcomes.We have data on disasters and the activity around them, and also the economic conditions in the U.S., with a focus on the utilization of credit, which is being used at the highest rate ever seen. We have all these connecting points and trends that we’re seeing to bring to thought leaders and continue having these conversations.Q: Your website offers many testimonials from grant recipients. Are there any specific stories or situations you’d like to shed light on? One that was particularly impactful?A: A relevant and impactful one is from the wildfires happening in Hawaii. It’s devastating, with the loss of life and homes. We’ve heard that one company has lost an employee, and 65 employees are now without homes. That’s a lot to process. There’s a group here that’s trying to work through it with them. Here’s a quote from them:“Our peaceful community was swept by the wildfire unleashed by Hurricane Dora. Our home, a sanctuary to my family for the past three years, turned to ashes in the blink of an eye. With evacuation orders, we fled, leaving behind everything. The fire took everything from us, but not our hope. Our family of four is now staying with friends searching for a new beginning. Basic necessities like food, water, and clothing have become urgent priorities. We are resilient. With your support, we can rebuild our lives in our community.”That’s powerful.Another example that comes to mind is the war in Ukraine. For most people and companies, it was a surprise that left no time to figure out a path for relief. And when you have banking systems that have shut down, and you have people fleeing, literally fleeing for their lives, we had to figure out how to get payments securely to individuals. It was difficult to get relief there, but we figured it out. As you can imagine, not every disaster affects every company, and it doesn’t hit every company the same way. I’m proud to work with the talented team at E4E Relief. They are committed to stepping up and navigating each client situation with compassion so that we can deliver emergency financial relief to individuals around the world.Editor’s note: From Day One thanks our partner, E4E Relief, for sponsoring this sponsor spotlight.Erin Behrens is a member of the editorial staff of From Day One.Featured photo: Volunteers make food and supply deliveries to elderly residents impacted by the devastating wildfire in last month in Lahaina, Hawaii. (AP Photo/Jae C. Hong)
The Evolving Role of Leaders in Enhancing Employee Engagement
BY Erin Behrens August 15, 2023Lots of companies talk about well-being, but many don’t follow through in a tangible way. Rosey Rhyne, senior research manager at DDI, a global leadership-development firm, recommends that leaders should walk the walk–sometimes literally. “For a leader, showing how they prioritize wellness could mean saying, ‘I’m going for a walk to clear my head after this busy morning.’ It’s about doing little things where well-being is a priority that is being communicated,” said Rhyne. “Doing that really shows vulnerability, too. It shows that they’re willing to be vulnerable, to some extent with their team members, and that they’re human.”Showing vulnerability helps build trust, an intangible yet crucial aspect of leadership. According to DDI’s recently published Global Leadership Forecast 2023, when leaders regularly display vulnerability, their employees are 5.3X more likely to trust them.From Day One talked with Rhyne, who contributed to the research, to learn more about leading a successfully engaged workforce. Rhyne holds a masters degree in industrial/organizational psychology and has served in several roles in HR, all of which allows her to better understand the employee experience, identify workplace trends, and consider how they impact leaders. Excerpts:Q: The concept of employee engagement has been around since the 1990s. How has it changed in recent years? What’s the same?A: A lot in our world has changed, so the workforce is constantly evolving now too. The speed and rapidity with which we’re seeing all of these changes is way different than 20 years ago. I don’t think engagement itself is changing. But what we’re seeing is the environment around us in the workplace evolving. For example, remote and hybrid work became a norm because of the pandemic, but a lot of people decided to continue to work remotely or in hybrid settings. And in doing that, from a leadership perspective, it changes the dynamic of how work gets done, because a leader can’t just walk by a desk and see that someone’s on their computer but not focusing on the work. Or that they’re stuck. Leaders are missing out on the nonverbal cues that would signify this.Leaders today need to be comfortable with this different way of thinking. They might not have that visibility, but there has to be trust. They need to trust that their workers are doing their work, or if needed, feel comfortable asking for help. Leaders also need to find innovative ways to check in with their team on a frequent basis.Q: What happens when leaders themselves are not engaged?A: If a leader is not engaged in their role, how are they supposed to help their team members be engaged in their roles? There will be a lack of purpose and trust if a leader is checked out. It causes a ripple effect, where it isn’t just the leader that is not doing their work or not executing projects, but their team members too, since they don’t have the guidance and support that they need. And if there are high performers who are trying to compensate for the fact that their leader is lacking direction, then they might actually become burnt out because their needs aren’t being met, but they continue to try. So there’s a major ripple effect, and that can be costly.Q: What should leaders focus on to build engagement today?A: In our Global Leadership Forecast 2023, we identified four behaviors that are consistent with driving higher engagement within companies. Here’s what we found in order of importance: maintaining trust with employees, encouraging others to challenge the status quo, being open to that feedback by listening and responding with empathy, and lastly, providing opportunities for team members to gain visibility.From Day One spoke with Rhyne about DDI's Guide to Employee Engagement and Retention (company photo)We found that these behaviors help leaders meet the personal needs of their team. But there are also practical needs that need attention. Those involve things like a leader being there to help make a critical decision, removing barriers and obstacles to getting work accomplished, and even something as simple as making sure they have the tools to do their jobs effectively. Making sure both the personal and practical needs are met can help leaders make sure their team is performing at their best and engaged while doing so.Q: Now that we’ve discussed how leaders can cultivate engagement, where are organizations going wrong? What do companies get wrong about employee engagement?A: There are a few things companies are getting wrong. First, it’s easy to think that HR is responsible for engagement, like when things are going well, that's great, everyone’s doing wonderfully. But if there’s a disengagement problem, regardless of where it is in the company, then it becomes an HR problem. The reality is that disengagement is actually everyone’s issue, because everyone plays such a critical role in making sure that engagement is happening. Leaders are there to remove barriers and make sure they are inspiring the motivation and meeting the needs of their team. Meanwhile, team members have the responsibility to say if they’re not engaged and try to figure out why.Another thing that we get wrong about engagement has to do with measuring it. A lot of companies have a way of measuring engagement–but the frequency at which we measure it, and what we do with the results of those measurements, is where things can go wrong. For instance, if we just measure engagement one time a year, does that mean that people are engaged at that level throughout the year? No, it doesn’t. So if we have more frequent pulse checks and more frequent conversations about engagement, it will help a lot.The other half of that is figuring out what to do with the results. Sometimes we see companies that do an amazing job of coming back and action-planning from their engagement data. But workers might not be able to make the connection between the action and the engagement results. And part of that might be because managers are not communicating that, ‘Hey, we’re doing this because of the results that we saw in the engagement survey.’ What that’s going to do is encourage people to go back and take the survey the next time and be honest in their contributions.Q: Do you have any tips or advice to leave with leaders who are striving to enhance employee engagement within their team or organization?A: Make sure that you’re paying attention to the needs of your team members. Not just from a day-to-day work perspective, but also what’s going on outside of work that might be impacting how they’re feeling towards work. Be there for them and talk to them, ask how things are going using your strong EQ skills.If I could leave just one piece of advice that I haven’t already touched on, it would be to regularly check in with team members regardless of how strong a performer they are. If they’re doing well and they're still getting their work done on time or before deadlines, that is wonderful news. But that doesn’t mean that all of their needs are being met. They could be experiencing a situation where they’re focusing a lot on work, but they have needs outside of work that are not being met. If that’s the case, their personal needs aren’t being met; checking in with them is how you can build trust and prevent burnout. Don’t assume that everything is okay just because somebody is getting their work done.To learn more about cultivating an engaged workforce, check out DDI’s Guide to Employee Engagement and Retention. The practical guide offers methods to improve those aspects of the workplace, focusing on three essential steps:First, providing career growth opportunities, since only 24% of leaders report training in identifying and developing future talent.Second, leading with emotional intelligence (EQ), or the ability to manage yourself and your relationship to others. And lastly, fostering a culture of diversity, equity, and inclusion (DEI). In its research, DDI found that nearly 75% of employees who report feeling included in the workplace also report feeling completely engaged in their organizations.Editor’s note: From Day One thanks our partner, DDI, for sponsoring this sponsor spotlight.Erin Behrens is a member of the editorial staff of From Day One.
How a Gen Z Advocate Applies Science to Help His Generation Thrive
BY Erin Behrens August 02, 2023Leaders in today’s workplaces desire to better understand the motivations, aspirations, and values of Generation Z. Harrison Bach finds himself with a unique and timely opportunity to deliver on that desire. Bach, 23, is not only a member of Gen Z, but also a student of his contemporaries in his role as the client engagement manager for Regenerate, a training and consulting firm that leverages the science of human energy to help leaders work and live more sustainably.While generational labels don’t apply to everyone, Gen Z, generally defined as those born between 1997 and 2012, has acquired a reputation for several defining characteristics, including a purpose-driven perspective, support for diversity and inclusion, and a culture of creativity. In his exploration of their mindset, Bach delves into the ways in which Gen Zers can thrive in the workplace. He examines trends among peak performers and aims to inspire those qualities in the young workforce as they advance in their careers.Bach, who graduated from the University of Southern California with a degree in social sciences and psychology, studied performance science and data analytics as well, which he brings to his role at Regenerate. Coming up this fall, Bach is leading a workshop on managing Gen Z at From Day One’s September virtual conference about building a healthy work environment. From Day One spoke with Bach to get a sneak preview into some of the valuable insights he will be sharing during his session. Excerpts:Q: There has been debate about whether we can make generalizations among generations. Why is it helpful to characterize and try to understand people as a cohort and not just individuals?A: I’ve certainly wondered that myself, Is it really fair to generalize? Aren’t we all human? Strictly looking at the scientific evidence, though, one of the most effective ways that we can draw insights from research around workplace trends is looking at it generationally. We can do this pretty reliably for Gen Z and generations before that, too. There is obviously individuality with everyone, but I would say that looking at generations as a whole is a sound way to look into things like workforce development and organizational development.Q: So there’s value in grouping by generation. What are some of the unique experiences that Gen Z has had growing up that might influence their life experience?A: One of the major points is the digital environment. We’re referred to as “digital natives,” since we’ve been brought up around devices and digital communication. And that significantly changed the way that we’ve developed in terms of interacting with people, sensory input, and the effects on the brain. So, there are some implications on the biological end and also socially, like how we engage with other people and in the workplace.From Day One interviewed Harrison Bach about Gen Z's role in the workplace (company photo)One way this presents itself is through Gen Z’s communication style. Gen Z is more used to shooting and receiving texts versus face-to-face conversation. We can read a text, think about it, and then send a message back at our convenience. The same goes for all the virtual communications tools. And when you get to the work environment, where you’re going to have more real-time, face-to-face conversations, your ability to think on your feet and carry yourself in the present matters more than we’re used to.I would also say that many sources speak to the large degrees of unrest and uncertainty that we have lived through. Whether that be internationally, with conflict and war, politically, or socioeconomically. That has played a large factor in shaping what’s important to the younger workforce. As they enter into their careers, they’re looking for ways that they can contribute positively in those areas, in addition to getting their job done.Q: Would you say that there’s been more uncertainty than some other generations? I mean, there’s always uncertainty in the world, but especially with recent political divisiveness, the pandemic, and situations like that.A: There is certainly a high degree of perceived uncertainty among Gen Z, whether that’s truly the case or not. In a Deloitte study, about half of Gen Z participants reported that it was hard to cope with world factors going on. That was at the height of the pandemic, during a lot of political unrest, especially in the United States. And it’s translating to increased implications in mental health and coping behaviors. So, thankfully, employers are taking note of that and asking, how can we really serve these people to the best of our ability so that they can provide for us?Q: What is Regenerate’s philosophy, and what does it bring to the table for workers?A: Regenerate is a health and well-being training and coaching firm. We help teach a roadmap to busy leaders and teams about how to effectively manage their energy. We teach energy as the most critical resource to understand, build, and maximize in the physical, emotional, and mental dimensions. A key emphasis is on the recovery of energy. Most human beings, especially busy professionals, are pretty good on the spend side of energy and less so on the recovery side. But recovery is an integral part of how we’re meant to function. So, we discuss things like understanding your emotional landscape, how to build focus, and minimize distractions. This way you’re mentally in a good place to perform at your best and can fully disconnect after work or during off work hours to recharge and create the time and space for what’s important to you outside of work.Q: Why was it helpful to focus on Gen Z to tailor this approach?A: When we talk about something like stress, the majority of Gen Z, according to many reports, say they’re struggling or just flat out trying to keep their head above water right now. It’s important to make sure that they’re meeting their base physical needs and have a cognitive toolkit readily available. That includes regularly connecting with gratitude, optimism, kindness, and acknowledging that the full emotional landscape, even the negative side, is part of the human experience. That reframe alone is a really regenerative practice.And then on the mental side, we have things like inducing a “challenge stress” mindset. How are you framing adversity and processing it if you fail? Is it an opportunity to grow, learn, and improve? In focusing on this mindset, we really start to mobilize and overcome those challenges.With Gen Z, where there is evidence that the stress of today’s workplace is taking a toll on their well-being, those practices really become important. And our philosophy is that we are each responsible for getting our needs met. There is an individual component to ensure that I’m showing up at my best regularly. How am I regularly recovering my energy? Because I understand that’s a key to thriving and putting my best foot forward.Q: What is one of the biggest, most draining things for Gen Z that might be different from other generations?A: Long meetings, for sure. And I know that’s not specific to just Gen Z, but meeting hygiene has been a big area of focus for our company culture. I definitely find it difficult to focus and stay motivated during extensive meetings, as do over a third of Gen Z employees.There’s also evidence around the development of dopamine that plays out in difficulty sticking to tasks for long periods of time. Dopamine works as the brain’s motivator. It motivates towards some tasks that will come with a reward. We’ve evolved for thousands of years to have a dopamine spike, and then a pursuit of something, and then the reward. And the convenience created by things like technology takes away that middle chunk, the pursuit, which is more or less integral to the brain development that we’ve evolved to have. So, rather than pursuit then reward, we can simply seek out rewards. This can create a gap when we get to the workplace where we’re going to be working on a project for a few months at a time. As a consequence, simply of the environment in which we grew up, patience and persistence can be even more of a challenge.Q: Now, looking at this subject from a personal perspective rather than a collective, what informs your ideas about the workforce and workplace culture?A: Through my college curriculum, I gained an understanding of human biology, psychology, and sociology to maximize performance in any discipline. I learned there are certain mindset characteristics that peak performers across all disciplines demonstrate, and all of them are learnable with the right guidance. A perspective I hold on to is not to see well-being and productivity as a tradeoff, but understanding well-being as the foundational element that makes peak performance possible. We can’t possibly perform at our best unless we’re physically energized and mentally positive, clear, and focused.My time at Regenerate has reinforced this: better physical health, mental focus, and greater happiness are all correlated with increased career and business outcomes. Yet, in many ways it’s countercultural.Hustle culture is so deeply ingrained in American work. I absolutely love the idea that we can achieve success with enough hard work and persistence, and that’s great if you truly love working and value that above all else. But many professionals are struggling. They’re feeling burnout or other health symptoms and need to continue showing up for their families and peers.Regenerate helped me to understand these challenges as an energy problem. There’s a need to balance working hard with working smart by understanding and respecting how the human system is meant to operate. We draw on this body of work to create practical guidance for people who have nothing left in the tank and their organizations to strive for an energy-inspired culture.Editor’s note: From Day One thanks our partner, Regenerate, for sponsoring this sponsor spotlight. If you’re interested in hearing more on this topic as well as Regenerate’s mission, tune into their workshop during our September virtual conference.Erin Behrens is a member of the editorial staff of From Day One.