23. March 2008 by John Schinnerer.

The Solution to the Chief Marketing Officer’s Dilemma – Accurate Emotional Engagement Metrics 

By Dr. John L. Schinnerer and Shirley Knight 

On average, companies change CMOs every two years. Is this a function of unrealistic expectations, unclear job requirements, or something more fundamental? Perhaps the solution is as simple as accurately measuring that which truly bonds consumers to brands – emotional engagement. The task of linking consumer behavior to brands and marketing efforts is a difficult one with which the best Chief Marketing Officers’ grapple daily. Solutions such as self-report surveys, focus groups, and in-depth interviews suffer from a critical disconnect between their results and consumers’ real world behavior. This ongoing challenge has put Chief Marketing Officers (CMOs) into the unenviable position where their best efforts are not measureable, and as a result their job security is never assured.  The CMO’s Dilemma  In his April 2008 Gallup Management Journal article “The Chief Marketing Officer’s Dilemma,” Willam J. McEwen looks at some of the difficulties of the CMO position – rapid turnover, high pressure expectations, and a poorly defined job.  The CMO position faces inherent difficulties in the sense that customer engagement depends upon  a) Communicating the brand promise and b) Delivering upon the company’s brand promise.    Both consumer engagement and profitability rise when employees help deliver on the brand promise. The difficulty arises in that the CMO has control over the first half of the equation (communicating brand promise via advertising and marketing) but not the second half (delivering upon brand promise via employees and operations). The CMO has no direct control over the workforce. They control the packaging, promotion and promise, but not the daily deliverance and implementation. Thus, to a large extent, the real potential, and the potential pitfalls, of the brand are in the hands of employees who are outside of the CMO’s control.  Gallup’s Proposed Solution The solution to the dilemma is two pronged. First, CMOs must be capable of recognizing and understanding the entire breadth of their brand – from the brand’s promise to each interaction between employee and customer to every experience customers have with the brand. This indicates that CMOs must “look at the world from the customer’s point of view.” Second, senior executives must design more comprehensive, well-defined objectives and accountability measures for their CMOs. However, this solution proposed by Mr. McEwen falls short of the target. The assessment of the problem and its respective solutions can be extended to incorporate a broader view of the mind, the market, the brand and the CMO – a view which involves both sides of the mind, the rational and the emotional, and allows for a more accurate picture of engagement, branding and profitability. 

Rational vs. Emotional Mind 

From a neuromarketing perspective, there are at least two parts to the human mind – the rational and the emotional.   The rational mind is reasonable, logical, and linear. The rational mind is excellent at developing levelheaded explanations for behavior. It is so good it has consumers (and others) convinced that they are rational shoppers. The rational mind is so good at creating the illusion that it is in control that scientists didn’t even discover the emotional mind until a few decades ago. In other words, the rational mind has conveniently overlooked the existence of the emotional mind ever since Descartes’ famous but flawed line, “I think, therefore I am.” The emotional mind is associative, largely subconscious, irrational and intense. The emotional mind is more powerful than the rational mind. It had greater endurance than the rational mind. It works more quickly than the rational mind. This is partially due to the order in which the brain evolved over millions of years. Those areas of the brain which are primarily responsible for emotions, the hippocampus, the amygdala, and the insula, among other regions, developed 5 – 10 million years ago. On the other hand, the part of the brain responsible for rational thought, the neocortex, developed a mere 40,000 – 2 million years ago. In terms of evolutionary brain development, the rational mind is still in its infancy, while the emotional mind is like a mature adult. So the emotional mind has been through hundreds of revisions and updates, while the rational mind is still a bit ‘buggy.’ Research confirms the emotional mind is a more powerful driver of behavior. Consumers buy with the emotional mind and explain the purchase (to their spouse, for instance) with rational mind. The Importance of Fully Engaged Customers 

Gallup has convincingly shown that “profitable growth is directly dependent on the degree to which a company’s customers are ‘fully engaged.’”  Gallup defines “fully engaged customers” as “strongly emotionally attached and attitudinally loyal.” On the other hand, actively disengaged customers are “completely detached from your company…they may become virulently antagonistic toward your company or brand…they’re always eager to tell others exactly how they feel.” The inevitability of negative customer-employee interactions and subsequent drops in customer engagement make it imperative that the CMO find a way to accurately quantify and measure emotional engagement.  With an accurate method to lay out the conscious and subconscious emotions that consumers feel when they interact with the brand, the CMO has a fighting chance to ensure customers return again and again for the same “feel good” experience. Once the CMO has this emotional profile for the brand, then she can set about focusing on “increasing sales share …while meaningfully enhancing the brand.” Until then, the CMO is akin to a ship atop the sea without a rudder; adrift without a map.  Emotions and the Subconscious Drive Behavior 

Emotions and the subconscious are the primary driving forces behind consumer behavior, including buying behavior. The challenge has been to develop a tool to accurately identify and measure conscious and subconscious emotions in real time. In the absence of any such tool, CMO’s have had to rely on basic, rudimentary methods, such as observation of shopping behavior, self-report questionnaires and focus groups to predict engagement and behavior. These methods have proven inconclusive at best.  The CMO’s job security is thus tied to shaky and unreliable data collection methods. Given how consumer data is still being collected in archaic ways, it’s no wonder that the tenure in the CMO position is so short. The problem is not that the CMO does or does not know how to do the job. The problem is that no one knows how to accurately measure emotional engagement so there are no real benchmarks against which performance can be judged.  

Communicating Brand Promise  The creator of the most successful mass-communication ad campaigns for Avis and Volkswagen, William Bernbach, said, “You can say the right thing about a product, and nobody will listen.  You’ve got to say it in such a way that people will feel it in their gut. Because if they don’t feel it, nothing will happen.”   The value of brand equity is not so much in the rational, conscious mind as it is in the emotional, subconscious mind. It’s not how consumers think about a company or its offerings. It’s how they feel about it. And oftentimes, they’re not even consciously aware of how they feel.  The most successful marketing campaigns will speak to the head and the heart, the rational and the emotional. Yet, for most CMOs, the ability to accurately measure the emotional side of the equation is not an option, if, for no other reason, than no adequate emotional ruler exists.   The one company which has best delivered on the promise of measuring emotional engagement is the aptly named, Emotion Mining Company. Emotion Mining Company has developed an online, projective technique which enables accurate and reliable measurement of the emotional mind. This information is as essential as it is unprecedented and as such it makes sense that Emotion Mining’s tool be standard for every company that wants to reach consumers at a gut level. Delivering On Brand Promise 

The second part of the CMO’s dilemma, delivering upon the brand’s promise, also has an essential emotional component to it. This should come as no surprise as we are still dealing with humans who are quintessentially emotional beings.  It is well understood that employee satisfaction is positively linked to profitability.  The more engaged employees are, the better their interactions with customers; the better the interactions with customers, the more loyalty generated; and customer loyalty equals profit.  To truly leverage employee engagement, find out how employees really feel about the customer base in general. If a call center representative thinks of and, more importantly, feels that customers are like incapable, annoying children, their interactions will obviously suffer. If a call center rep sees the customers as sources of innovative ideas who are in genuine need of help, their interactions will flourish and the brand will gain new champions as a result of their positive exchanges.  Even though delivery of the brand promise is outside the CMO’s purview, she can still influence her colleagues who oversee delivery by acquiring and sharing a deeper, more accurate, understanding of a) how the consumer perceives the brand and b) how the consumer wants to experience the brand. In this way, the CMO provides the company with the necessary hard data to create the finest possible customer experience. Such information in the hands of senior management would be a powerful driver of organizational change and brand enhancement as it creates positive guidelines for promotion and delivery.  Measuring the emotional responses of consumers is an aspect of market research that is just now coming to the fore, creating new and necessary tools for the marketing toolbox.  Dr. Tom Snyder, the founder of Emotion Mining Company Inc., whose method identifies conscious and subconscious emotional reactions to a question, brand or concept, states, “The emotion data – both quantitative and qualitative – is generated in less than a month and provides previously unavailable insights into the consumer’s perspective. As a result our clients, such as Coca-Cola, have been able to better target both marketing and delivery.” As McEwen suggested in his article, CMOs need to look at the world from their customer’s point of view, and senior management need to design more comprehensive, well-defined objectives and accountability measures for their CMO’s.  Recognizing the role of emotions and measuring emotional responses provides competitive advantage for the firm as well as job security for the CMO! About the Authors:
 Dr. John Schinnerer is Director of Client Relations for Emotion Mining Company which offers a novel, patented method to measure conscious and subconscious emotions and thoughts. In the past, Dr. Schinnerer has served as President of Guide To Self (http://www.guidetoself.com), a company that focuses on executive coaching.  Dr. Schinnerer also hosted Guide To Self Radio, a prime time radio show on positive psychology and emotional management.  Dr. Schinnerer started in the private sector as President of Infinet Assessment (http://www.infinetassessment.com), a psychological testing company to help firms select the best applicants. Dr. Schinnerer wrote the book “Guide To Self: The Beginner’s Guide To Managing Emotion and Thought” and the article “The Marketing Revolution: Connecting Behavior with the Subconscious Mind.” His book was awarded the “Best Self-Help Book of 2007.” 

Shirley Knight is an Executive MBA from Queens University who has 30 years experience in banking and insurance, fulfilling roles in leadership, sales, relationship management, and change management. Shirley joined Emotion Mining (http://www.emotionmining.com) as COO to help clients gain access to unique insights that can build more competitive organizations.

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3. March 2008 by John Schinnerer.

Everything You Always Wanted to Know About Anxiety (But Were Too Afraid To Ask)!

Dr. John Schinnerer, Emotion Mining Company (www.EmotionMining.com)

Anxiety is the third largest psychological problem in the world today but few people are even aware what anxiety is. A young man wastes time sitting in front of the telephone, agonizing becausehe’s afraid to make a call. He’s afraid to call a stranger in a business officeabout the phone bill because he’s afraid he’ll be imposing and they’ll be madwith him. It’s very hard for him to take rejection, even over the phone, evenfrom someone she doesn’t know. He’s especially afraid to call people he doesknow because he feels that he’ll be calling at the wrong time — the otherperson will be busy — and they won’t want to talk with him. He feels rejectedeven before he makes the call. Once the call is finished, he overanalyzes andthinks about the words that were used, the tone it was said in, and how hewas perceived by the other person….his nervousness and speeding thoughtsconcerning the call prove to him that he “screwed” this conversation up, too,just like he always does. Just thinking about the call is enough to call us hisanxiety. A young lady resists going to work since a meeting is scheduled the nextday. She knows that such meetings always include her co-workers discussingtheir current projects. The mere thought of talking in front of her peersspikes her anxiety. Sometimes she loses sleep the night before due to theanticipation of her upcoming nervousness. In other words, she becomesnervous about the prospect of being nervous. When the meeting is finallyfinished, a huge wave of relief comes over her as she begins to let go of theanxiety. Yet the memory of the meeting remains in the forefront of her mind.She is convinced she embarrassed herself and that everyone present sawhow nervous she was when she spoke, and how foolish she acted in themeeting. She recalls that in front of the boss she stammered, paused toolong, her face turned red, and she won’t remember what to say. The moviesare replayed in her mind over and over and over again. 

Another individual would like to go to out socially— and, in fact, he is trulylonely—yet he never goes out as he is unbearably nervous when meetingnew people. Groups of people make things worse for him. The idea of talkingto unknown people scares the daylights out of him. He is certain people willstare at him and expose him as an imposter. He is afraid they will reject himand humiliate him. Even if they act nice, they’ll surely notice his flushed face,frozen look and stuttering speech. They’ll sense his discomfort, mistake it forarrogance and dislike him. He feels he has no way to win. And so he spendsthe night alone again. He is in his comfort zone at home. Home is the onlyarea in which he feels totally at ease. Home is the only place he can relax. Hehasn’t gone out in seven years. In public, people with social anxiety feel that everyone is scrutinizing theirevery move and judging them, despite the rational knowledge that this is notthe case. Socially anxious people cannot relax in public. They cannot enjoythemselves when they are out. They can never truly settle down when othersare around. To them, it always seems like other people are negativelyjudging them. Regardless of their rational thoughts, they still feel extremelyself-consciousness while they are in the presence of others. For many, it isnearly impossible to relax and focus on anything other than the anxiety andthe fear. The anxiety is agonizing, making it easier to avoid social situationsand other people completely. Social anxiety is an extreme fear of social situations and conversing withother people which creates feelings of self-consciousness, fear of judgment,evaluation, and criticism. This often leads to feelings of inadequacy,humiliation, and depression. Social anxiety disorder (or social phobia) causes relationship problems formillions of people all over the world every day of their lives. In the UnitedStates, studies have recently shown social anxiety disorder to be the thirdlargest psychological disorder in the country. Such anxiety affectsapproximately 15 million Americans each year. In general, social anxiety isnot well understood by the mental health care field. As a result, people withsocial phobia are frequently misdiagnosed. Socially anxious people have beenmisdiagnosed as “schizophrenic”, “manic-depressive”, “clinically depressed”,and “personality disordered” to name a few. Often, anxiety exists together with depression or bipolar disorder. 

An example of a specific social phobia is the fear of speaking in front ofgroups. On the other hand, generalized social anxiety makes a personanxious, nervous, and uncomfortable in the vast majority of social situations.People who suffer from social anxiety disorder typically experienceconsiderable emotional distress in situations such as: Introductions to other peopleCriticism and JudgmentsBeing the center of attention (e.g., birthdays)Having someone watch while doing somethingTalking to people in positions of authority (e.g., doctors, PhDs and police)Social encounters, especially with strangersMaking “chit-chat” at social engagements The physiological symptoms that are associated with social anxiety frequentlyinclude intense dread, a quickening heart rate, blushing face, dry throat andmouth, shaking, difficulty swallowing, and muscle tension. Constant,pervasive, ongoing and intense anxiety is the most common symptom. People with social anxiety know that their anxiety does not make rationalsense. We know now that each one of us has two “types” of brain – theemotional brain and the thinking brain. These account for our emotionalintelligence and traditional intelligence. Therefore, knowing something is notthe same is not the same as feeling it. Sometimes we have feelings that areinconsistent with our thoughts. This is frequently the case in anxious people.They feel anxious despite their rational knowledge that there is nothing to beafraid of. 

Here are a few tips to help alleviate your anxiety… 1.     Think of the brain as a computer. In order for a computer to run any program at peak efficiency, it must have sufficient memory, disk space and processing speed. Many individuals with problems of impulsivity, disorganization, and distractibility do not have sufficient RAM (i.e., short-term memory), disk space (i.e., long-term memory) or processing speed in their brains due to underactivity in the prefrontal and temporal lobes of the brain. To best run the programs, the hardware (the brain) must be first optimized and then the programs (the information) need to be reinstalled (as it wasn’t properly received the first time through). Once the brain is running efficiently, strategies need to be introduced to help them be more effective at home, at work and in social relationships.  It is essential to improve the brain (biological), the outlook of the individual (psychological), and the intersections between the person and their environment (social) (Amen, 2001). One particular part of the brain has been shown to be involved in shifting from one thought to another – the anterior cingulate gyrus. When the anterior cingulate is too active, it results in people getting stuck in certain thought patterns and behaviors. Many difficulties with anxiety and depression have to do with a lack of flexibility of thought (or obsessing on certain negative thoughts) and may be related to an overactive anterior cingulate. If the rigidity of your thoughts and behaviors are causing difficulty in your relationships, you may want to discuss with your doctor the possibility of a serotonergic medication such as Prozac, Zoloft or Paxil which has been shown to be helpful in calming down the anterior cingulate gyrus (Amen, 2001). 2.     Eliminate all toxic elements from your lifestyle. This includes caffeine, alcohol, marijuana, cocaine, methamphetamines, nicotine, and sugars. For instance, marijuana use damages the physiology of the brain decreasing blood flow to key areas and reducing overall effectiveness. Marijuana use is especially harmful to the temporal lobes, which play an important role in memory, emotional stability, learning and temper control. Substance abuse of all kinds is particularly harmful to brain functioning. For example, a study done at UCLA demonstrated that cocaine addicts had 23 percent less brain activity overall compared to a group of people who had never used drugs (Amen, 2001).  

3.     The recommended diet according to many experts, including Barry Sears, PhD (author of The Zone) is a higher protein – lower carbohydrate diet with a minimum of sugars. This helps promote a more even mood, better focus, and improved cognitive ability. However, this is precisely the opposite form of diet that most of us are on currently. 4.     All of us benefit from intense aerobic exercise 30-45 minutes 5 times a week. Exercise increases blood flow to the brain. It also improves the availability of serotonin in the brain which provides a calming effect and allows individuals to shift their focus from one are to another more easily. This helps those who tend to obsess on certain thoughts or ‘overfocus’ on areas of interest.  5.     Work on correcting Automatic Negative Thoughts, or ANTs. Negativity haunts us all at different times. This habit, when particularly strong, can lead to depression and social withdrawal. There are seven primary types of ANTs as laid out below: 

6.     Deep breathing is essential in reducing temper flare-ups, anxiety, impulsivity, restlessness, insomnia, and lack of focus. Diaphragmatic breathing is a method of deep breathing where you breathe into the stomach or diaphragm. The emphasis is on exhaling all air in your lungs with each breath. The purpose of exhaling is to rid your body of waste products in the lungs, such as carbon dioxide. This allows the lungs to fill more completely with new air, which increases the flow of oxygen to all cells in your body, particularly the brain cells. Brains cells are among the most sensitive to oxygen deprivation. Slight variations in oxygen availability can change the way an individual thinks and behaves. When you get angry or anxious, your breathing becomes shallower, and oxygen content in the bloodstream is reduced. Less oxygen is then available to the brain, possibly resulting in increased irritability, impulsivity, anxiety, or confusion. To account for this, you must learn to breathe slowly and deeply with your stomach, not your chest.  7.     Smile. When we are happy we smile and when we smile, we feel happier. One of the most significant emerging principles in the neurology field in the 1990’s is the idea that the feedback between levels of the brain is bi-directional. In other words, messages travel both ways between various levels within the brain. So if you activate a higher level, such as the cortex, you will be priming a lower level, such as the cerebellum. And vice-versa. Thus, smiling, even when you don’t feel like it, can improve your mood! 8.     Socialize with other intelligent and interesting people. This is one of the best ways to keep expanding the networks in your brain, in your social life and in the business world. The verbal interaction with other capable individuals challenges your brain to create new connections and pathways.  9.     Challenge your brain daily with vocabulary exercises, quizzes, puzzles, crosswords, debates, anagrams and brainteasers. Attend current events seminars. Write in a journal. Axons and dendrites (i.e., neural pathways), which would normally shrink with age, branch out and make new connections. Given enough intellectual stimulation, you create an increased backup capability in your brain. In other words, the intellectual stimulation creates alternate pathways by which chemical messengers can communicate. Thus, if old pathways fail or are damaged, you are more likely to be able to reroute the necessary messages to essential parts of the brain.  Studies shave shown that people who taught, continued learning and constantly challenged their brains into old age lived longer and resisted Alzheimer’s better than those who did not.  To address overall health of the brain: 

Healing ADD: The Breakthrough Program That Allows You to See and Heal the 6 Types of ADD. Daniel G. Amen, M.D. Berkeley Press, 2001.

Change Your Brain, Change Your Life. Daniel G. Amen, M.D. Random House, 1999.

To improve self-assertiveness skills: Managing Assertively: How to Improve Your People Skills.  Madelyn Burley-Allen. John Wiley and Sons, 1995. The Seven Habits of Highly Effective People. Stephen Covey, Ph.D. Franklin Covey Co., 1990. 

Goals and Goal Setting. Larrie Rouillard. Crisp Publications. 1998. To increase tolerance to stress and reduce anxiety:  The Anxiety and Phobia Workbook. Edmund Bourne, PhD. MJF Books, 1990. To address emotional sensitivity: The Heart of the Soul. Gary Zukav. Simon & Schuster, 2002.  Self-Coaching: How to Heal Anxiety and Depression. Joseph Luciani. John Wiley & Sons, 2001. Undoing Depression: What Therapy Doesn’t Teach You and Medication Can’t Give You. Richard O’Connor. Berkeley Pub. Group, 1999.

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