It’s been said that people remember 10% of what they read, 20% of what they hear, but 90% of what they experience. I can share a personal story from my youth illustrating this very point. It involves music; not a surprise to those who know me.
I had become a fan of the Grateful Dead, collecting their albums and enjoying their free-spirited and uniquely American sound. But it wasn’t until I cut football practice and went on my first concert road trip did I learn to experience the band in a way that listening to records never could do justice. I vividly recall entering the “Summer’s End” show with 150,00 others, walking onto the concert site at sunrise to a soundtrack of Bob Marley’s “Get Up, Stand Up,” passing a “security detail” of Hells Angels, enjoying the amazing sound system thundering across the massive delay towers, and being enraptured by the surreal stage art and 4 hours of music.
My 2019 plan for CDM Princeton is to create viscerally lifechanging experiences from the inside out by focusing on the ABCs:
Make CDM Princeton a place where people want to work
It all starts on the inside—motivated, challenged, and happy employees create better work and attract more great talent. I am proactively nurturing a fully lived agency culture, with a WFH one-day-per-week policy, a jam-packed calendar of fun Culture Club activities, and ongoing celebrations of staff individuality. In addition, I’m conducting regular “pulse check” team surveys to share best practices for all.
Create and own lifechanging experiences for each of our brands, and share those experiences with all who touch the brand
CDM Princeton uses a successful, proprietary model to make sure we consistently express the lifechanging idea for each brand in the most powerful manner possible. Plus, we are mastering consumption trends and data to engineer 1-to-1 personalized experiences for all customers of our brands.
Continue cultivating a roster of client partnerships that bring out the best in each other
I am proud to cite a roster of innovative, lifechanging clients and brands—those that positively transform the lives of all they touch. To keep our relationships strong, I conduct regular client check-ins to monitor their feelings about our partnership and hold us to the highest standards. Then I compare those scores to our internal team scores to make sure we walk the talk.
Easy to say, not easy to do. But I’ve got the right team in place to take us on this adventure, this “long, strange trip” in 2019 and I resolve to orchestrate the ABCs of lifechanging experiences from the inside out!
Hope to see you on the road.
President, CDM Princeton