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I have had many amazing trips to Halifax in my lifetime; however, none of them were like this past one.

I have attended events in Halifax. I have been a tourist in Halifax. I have

staged conferences there. I have run large-scale activations there. One remarkable yet unscientific statistic is that I have never had a crummy time in Halifax. Never. Yet somehow, this trip topped them all.

As a JUNOS Board Member, I was excited to witness our JUNOS & MusicCounts teams, local host committee, EventsEast, Discover Halifax, and partners’ plans come to life.

Halifax made the Canadian music industry proud.

The 2024 JUNOS was an energetic event that took over the downtown area and made it a three-day celebration of humanity. Every nook and cranny of downtown was full of musical joy. Industry titans mixed with individual fans like they were long-lost cousins.

As the host of SponsorshipX, staging our Future of Fandom event, I was eager to evaluate if our city takeover approach to a conference would resonate. We had sessions and experiences in ten different venues across the waterfront, and they worked out seamlessly. The benefit of walking everywhere played a huge factor, but the people were the more impactful component. Collaboration is essential in staging large-scale events, building activations, and curating experiences. I cannot underestimate how fantastic every venue, local partner, and supplier was to work with in Halifax. More than their hospitality, their problem-solving, innovativeness, and insight-sharing made our experiences so much more impactful.

SponsorshipX Halifax was an incredible mix of new friends and longtime friends for me. Our delegates were in awe by the heartfelt origin story that Bernadette from Osmow’s shared of her family’s business that now has thousands of fans. It was Bernadette’s first appearance at SponsorshipX, and it won’t be her last if I have my way. Don Mayo took to our stage for the thirteenth time and blew everyone away with the powerful message that Live Will Thrive in 2025. It was a full circle moment watching Leslie Blachford from TD take our delegates through their fantastic partnership with the JUNOS. It’s always fun to see a T1 alumnus soaring through our industry. Leslie is flying high by always ensuring that the groundwork and preparation for partnerships she leads results in flawless execution.

Speaking of partnerships, SPX collaborated with ADVANCE – Canada’s Black Music Collective for our opening session, which featured pop star and Juno Nominee LU KALA. In her opening comments, Keziah Myers, who runs ADVANCE, shared how they had spent the week visiting Halifax high schools to inspire and inform Black students of the career opportunities in the music industry—legacy building.

My most significant collaboration was with Andres Mendoza and Byron Alfaro of the CARAS team. These two maestros and their colleagues seamlessly integrated SPX into unique events such as the Honouring Ceremony for Indigenous nominees, JUNOfest, and the MusicCounts after-party.

Of course, we couldn’t have a conference about fandom without talking about Taylor Swift, and we were delighted to have some super fans join our discussions, including Jillian Wagner, the Atlantic Canada Swifties co-founder.

If you want insights on fandom, JCJ – Just Call Jillian.

To Jillian and all of our delegates, speakers, partners, and volunteers – you made this trip to Halifax so unforgettable that my only challenge now is how to get invited back quickly.

MH3

by Mark Harrison

The passion and intelligence of its largely younger attendees, she thought, “could save the humanities.”

These words summarize the impact on Penn State University English professor Hester Blum after attending Terror Camp, a two-day virtual event for fans of the 2018-19 AMC Television series The Terror. 

Many traditional marketers are eager to secure their consumers’ adoration at a level of Fandom, the way entertainers, games, movies, books, television shows, and other cultural offerings do. But to think that Fandom could save academia? Is that going too far, or is that demonstrating the power of Fandom?

Who doesn’t desire more fanatics, loyalists, brand champions, community animators, or prosumers? Show me the brand, the movement, and the person who doesn’t yearn for greater Fandom. It’s invaluable and elusive—a magic that’s hard to find and even harder to contain once unleashed.

Fandom is incredibly powerful in the entertainment world, whether it be the Beyhive or Harry Potter community or the ARMY following BTS. UK-based firm Brand Success (https://www.brand-success.co.uk/) has research that demonstrates that traditional businesses that are successful in creating brand fans are proven to grow some 2.5 times faster than their competitors who don’t. In the B2B world, Google research shows buyers who consider themselves devotees of your business are 30x more likely to pay a premium for your brand.

These staggering numbers will encourage marketers to get out of traditional mindsets about consumers and customers and think about fans. 

One of my favourite examples of a brand building its’ way to success through Fandom is Gymshark. They have reached unicorn status (valuation of over $1B) in just ten years after emerging from the founder’s garage because of their relentless focus on community. They are a magical company not just for their use of relatable influencers, incredible content reaching 20 million YouTube viewers, encouragement of UCG, and credible partnerships but also because of their humility. I recently read a piece about how, “during a website outage on one of their famous Black Friday sales, the founder wrote over 2500 apology letters to customers (including discounts) so they could make their purchases later. This is just a single example of their excellent customer service, but if you’ve ever purchased from Gymshark and used their support, you’ll understand the hype. “(https://theaccountancycloud.com/blogs/the-rise-of-gymshark) 

In my desire to learn more about how to build a positive, devout community for brands, I recently set out to understand where Fandom is growing and where it is not. 

Let’s start with the approach as a marketer to your target markets. Do we call them consumers, customers, or clients? Experts recommend we begin by labelling our buyers as fans. In that case, we will naturally recalibrate our approach to the purchasers of products or services, the stakeholders we wish to influence, and the channels we want to create. Who is your target “fan”? What is her persona? What metrics do you seek to secure? Do you want a larger share of the purchasing power or a larger share of her voice? Brand strategy based on Fandom is the future for the rest of the world, says Ear to the Ground’s Jack Ward.

The most prominent components of Fandom are passion and emotion. What is the emotional element of fandom? Where does the joy come from? Today, it is not just love or adoration. Is it relatability? The most prominent person to discuss when talking about Fandom is Taylor Swift. Those who study Fandom, though, identify that her power is not just being an artist, but her power is connected to her followers as a person. By sharing her private life, the challenges and the triumphs with the world, the Swifties are not only devoted to her; they will defend her. (https://www.thenationalnews.com/arts-culture/music-stage/2024/02/21/most-powerful-fan-bases-swifties-potterheads-bts-army/). Also, modern-day fans have a deeper understanding of self. They spend more time considering their identity, values, and mantra, which significantly impacts what tears their devotion. 

The economics of a brand strategy based on Fandom are to be enjoyed by all stakeholders, not just the sponsoring business. Enterprises often cite the proliferation of social media, customization, and personalization as the driving forces of fandom marketing. They are merely channels and platforms or enablers. The real driver is that Fandom relies on new structures with less hierarchy and more distributed value. This opportunity is where Web3 comes in. Maddie Raedts writes in Forbes that “Web3, a decentralized online ecosystem built on the blockchain, facilitates unique experiences and consumer activations to ensure the continuity of community engagement.” Plenty of businesses talk about the brands curated by consumers, but how many take this bottom-up approach and allow their fans to participate in product design, marketing, and distribution? How many consistently turn the masses into influencers who build loyalty to the community transparently and genuinely? This is the shared approach to creating inclusivity and loyalty. 

Finally, I want to understand the purpose of Fandom. 

At their core, fans want to belong, to be a part of a community, and to achieve status for sharing their devotion within the community and earning recognition. Fan club members believe they are contributing to the success of their idols and not merely loyalists who follow them unthinkingly. 

Douglas Dunn of One Minute to Midnight and Kim Bayley of the Entertainment Retailers Association (ERA) has written about this deeper human meaning of Fandom in the entertainment industry. “Key to participant motivations were values including achievement and the thrill of demonstrating this achievement within their personal fandom community.” We think of digital channels as the superpower when, in fact, they can be a deterrent. Dunn and Balyley maintain, “In a digital age, the risk is that ‘fandom’ comes too easily, so finding ways to make fans work a little more to ‘earn’ their Fandom means they can experience the emotional pay-off and this ‘thrill of discovery.’ “

Thinking of the future of Fandom, which will influence my business this way: If we went out of business tomorrow, who would care? 

There is an old expression that the “truth hurts.”

In today’s business landscape, however, we must be bold in the truth. More importantly, we can no longer hide from it as the proliferation of data, analytics, and insights that we now have at our fingertips is almost unlimited.

On Sunday, at the Soho House Austin, I moderated a panel on the role of data in Sponsorship Success as part of our new SPX Global series of networking events. When a question from the audience was presented to our panelists, “What do you do when a sponsorship program isn’t going well?” – that panel segment became unofficially entitled “Don’t Be Afraid of Truth.”

It’s good news for the sponsorship marketing world that the opportunities and accessibilities to data are becoming more prolific daily. Our panelists, Adam Grow of KORE and Harrison Kim of AUSTIN FC are accomplished experts in leveraging data to measure sponsorship effectiveness, so I will not try to match their wisdom. Instead, I will share my key takeaways and develop a hypothesis from their words.

Adam and Harrison got me thinking.

What struck me most is that data tools now allow us to correctly answer our business’s oldest question and statement: that sponsorship programs must be aligned with objectives. While this could be considered table stakes, it is now a breakthrough because we can not only measure the return that sponsors receive; we can predict it.

Austin FC has a significant partnership with YETI, and one of their major corporate strategies is around sustainability, which they want to integrate into their partnership. This need requires Austin FC to provide a unique set of data points about how they are meeting their sustainability goals. This is a whole new avenue for partnership activation, but only if properties are willing to provide the metrics that withstand the scrutiny that comes with sensitive topics such as ESG.

Employee engagement continues to rise as a crucial metric for any major sponsors. Hospitality today is not just for customers and clients but also for your team. Alignment with properties needs to be more than just a brand fit; it should connect to employee values and inspire them to contribute to their employer’s and their partners’ purpose.

One of the best questions from the audience was specific to how data, both first-party and second-party, is being utilized to understand the fan journey. Understanding the fan journey, akin to the consumer journey for any B2C brand, is a significant priority for many teams, leagues, and sponsors. With today’s fluid fan, the need to understand which team(s) they cheer for, how they consume the sport, where they socialize their sport, and with whom are all vital. Fans move around and adopt primary and secondary teams, and brands want to know every step they take. Today, you can harness technology to learn more about these fans and provide them with a more customized experience, increased satisfaction, and more commercial value for sponsors.

The big winner in big data won’t just be the big players. As we leverage data to push both valuation and evaluation, we will unearth the truths about the impactfulness of properties we may have overlooked. Properties that may not have the broadcast reach or traditional impressions often will deliver more resonance, credibility, and precision than previously understood. Data will prove that and come to the rescue of the frequently ignored property.

The truth and consequences of understanding what’s working and what’s not are ears to be embraced, studied, and appreciated.

I am firmly in favour of there being a designated Black History Month.

Especially now. We need this moment of extra attention no differently than cultural industries that enjoy the amplification of awards shows and sports communities benefit from All-Star games. I appreciate those who ask why Black History Month should be a thing because isn’t Black History Month every month? They are not wrong. However, I understand this moment.

Especially this year.

The Black community and other “underestimated” communities (a term I have recently read from Myles Worthington) are facing increasingly more difficult times. DEI is under assault. Affirmative action has been assailed and disbanded. Agency over oneself, especially for women, is being outlawed. Businesses have de-prioritized inclusion.

You can feel the sense of dread as the underestimated start to see the gains and progress being eroded and ignored. Suddenly, the concept of one step forward and two or three back feels inevitable and depressing.

The official Canadian theme for Black History Month is rooted in excellence, and the future resonates with me yet raises the issue of how. Consider this direct quote from the theme description – “This theme celebrates the rich past and present contributions and accomplishments of Black people in Canada while aspiring to embrace new opportunities for the future.” Inspiring words, but for whom?

Will these words stimulate action, commitment, and investment from the current cohort of power brokers? Do those in power believe that the Black community needs new opportunities, or does it deserve them? Is the talk of the past few years becoming a muted whisper, accompanied by the ghostly silence of eliminated roles and budget cuts?

The argument for diversity has been that it is good for the bottom line. That diversity is what customers, clients, and future employees have come to expect. Unless your organization embraces diversity, it will face adversity and brand tarnish, or so we people claim.

These arguments, in my opinion, have failed to endure for the long term. Despite the economic upheaval, which is felt more dramatically by the underestimated than any other groups, companies are generally doing just fine, thank you very much. There may not be the massive activity in the venture capital world that businesses have been accustomed to recently. Still, the growth has been solid on many other measures, including market cap, stock gains, and profits. When the stock market has been revving, and unemployment is still at record lows, who needs to stay committed to diversity? Besides, there are other weighty and worthwhile issues to contend with – wars, climate, mental health, terrorism, politics.

I don’t believe the Black community will achieve the new opportunities it deserves if we continue to expect corporations to do the work for us. I am not suggesting we give up, but while I believe diversity is excellent for the bottom line, the argument is insufficient. In contrast to giving up, I urge the Black community to double up.

To realize the opportunities we all want for the Black community, we must equip tomorrow’s Black leaders to succeed. Whether those new leaders are young or old, their future success or failure will have more impact on combating racism and prejudice in the work world than any policy will. Committing to supporting Black leaders during Black History Month can be an ideal launchpad, assuming it continues throughout the year.

Being an ally to the Black community will require those collaborators to assist and support the development of these future leaders and not merely be the people who say DEI is important to them. Success in any sector requires resilience, self-management, capacity, savvy, and smarts, among other traits. We can cultivate, nurture and bestow those traits when our community commits to those who wish to grow.

Racism is systemic and, unfortunately, entrenched in our legislative, educational, and social systems. Long-term change will be enacted by those with influence and impact, whose faces will continue to look the same unless we elevate Black talent. The distinction between being a decision-maker and a stakeholder is significant and perpetual.

Diversity should not be your objective for Black History Month. Nor should equality. The end of racism should be your objective for Black History Month. We will achieve this goal by including Black voices in writing all future narratives. Those voices will come when we accelerate leadership development at scale and realize our full and just potential.

It’s my birthday this week. So what?

While researching my blog, I wondered what milestones are happening this week. Now you know how we got here, and I am relieved because I have something to write about.

When people talk about birthdays, their zodiac sign is the first thing they often discuss. I happen to be one of those who do not care about my sign; however, I read my horoscope from the Toronto Star every day in my 20s. I wonder if they still print horoscopes.

I thought I would ask the intent what type of boss aligns with my zodiac sign, and the prize went to the Times of India (https://timesofindia.indiatimes.com/life-style/relationships/work/what-type-of-a-boss-is-capricorn/photostory/99708813.cms) for being the first answer that came up in my search. Given the extent of their characterization, I realize that there is an exciting opportunity for self-reflection here, and one that perhaps you may want to consider doing.

Utilizing your signs, of course.

So, in the spirit of my birthday, here is the type of boss I am – according to one source – along with my reactions. I am eager to conduct this exercise to be truthful.

What Type of Boss is a Capricorn?

1. They are super ambitious, and most of their life is dedicated to office work and money-making activities. Capricorn folks want to climb up the ladder of success fast, in fact, really fast. Working at odd hours in the office is not an issue for them. Zodiac signs are an excellent way of understanding the traits and characteristics of people’s personalities. MH3: I don’t believe in work-life balance because I don’t believe we have two lives. Each of us has one holistic life, which includes how we earn a living just as much as it contains our time and hobbies. My career profile mirrors my passions for people, sports, marketing, cause, entertainment, travel, and live events. I am fortunate not to think of my work hours as odd or demanding; they are what I want to be doing.

2. Capricorn bosses are very practical, determined, and hard-working in nature. They are very responsible and believe in professionalism. They are generally prudent, reasonable, calculative, and business minded. If they want something done they will make sure it is. MH3: Accountability is an absolute must-have in myself and those around me. Professionalism is how accountability presents itself, and I would encourage professionals of all tenures to audit their presence.

3. They have a no-nonsense approach to work and expect their employees to be dedicated and focused as they are. They hate excuses and can judge when someone is lying as well. They cannot stand employees with a laid-back attitude. MH3: This is one is my fave. It is me to a tee. No more needs to be said.

4. Capricorn bosses are well known for their organisational skills. This trait of theirs helps them in keeping their team on track. They are very ambitious and set high standards for themselves and their employees. At times, they are very demanding but very fair and just in their approach. They value discipline and order and expect the same from their teammates. MH3: I have always set high expectations for myself and my team. I question if those expectations have always been fair in the minds of others, and in the more recent past, my goal has been to be more blunt about the bar I set.

5. They are always punctual and efficient in their work and expect the same from their employees. At times they are conservative in their approach which may be resistant to change or new ideas. However, they are ready to embrace, new approaches if they are convinced that new and innovative ideas are practical and for the company’s betterment. They are very effective leaders who inspire their team to work hard and achieve their goals. MH3: I think I am open to new ideas to a fault and often chase the shiny and new, which is a crucial driver of why my motto for 2024 is “The Old is New.” My focus for the next twelve months is to execute what I have already launched to perfection. Being efficient with my time will help me achieve that and hopefully inspire my teams.

There may be something telling in that I searched for “boss” instead of ” colleague. ” You may have already listened to that conversation yourself. However, I would say that as much as I want to be a strong collaborator, and in this age, all leaders are pushed to think of being servant leaders, at the end of the day, I am the boss to most of my internal work connections, which makes me okay with my search.

Perhaps I should have asked the www.com if Capricorns are “bossy”?

Welcome to 2024. I wonder if we can label 2024 as the What is Old is New Year. 

What do I mean by that? Let’s first look at what society has to say about this year. Depending on your beliefs, it is the Year of the Wood Dragon, an eight-year, or a Leap Year. Well, if not Julius Ceasar himself, most calendars will tell us the latter is true, at least for those who follow the Gregorian calendar. 

 

There are some comforting messages in the various forecasts for the year if you want to find them. It should be a year of reflection and introduction, a calmer year that will bring prosperity to those who stay focused. Prosperity of many forms, to be precise. 

The international headlines for 2024 will tell you that AI will continue to dominate business, that inflation curbing will be the focus for governments, and that the US election will have a significant impact on every region’s politics. Travel will still be booming, while luxury goods will be looking to recover. 

The post-pandemic era will continue, and businesses and business leaders must address challenges beyond their profit and loss statements. Mental health. Housing. Personal freedoms. War. Terrorism. Civil unrest. The list seems endless because it is. 

 

Perhaps I am naive to suggest this is exclusive to the post-pandemic era and has probably been the norm through every significant historical period. When people talk about how fast things are changing, an appropriate retort could be that things are constantly changing. Fast. 

So perhaps we need to look at this year of yours, 2024, which features an extra day and challenges that businesses face as the same challenges that have always faced business. While we may align on what is new and old, we probably agree that our approach to the old cannot be the same. How best to tackle 2024? Is having an extra twenty-four hours going to provide the personal breakthroughs we crave in our lives? I doubt it. 

 

Let me propose an approach worth considering; although, at the risk of painting me old school or not innovative, pushing those risks to the center of the table, it seems 2024 is our year to focus on our strengths. Those strengths are the attributes and approaches that have allowed us to get to where we are today. All too often, we overlook the wins in our career and focus on the losses when, in fact, we’ve had a pretty kick-ass journey to get us where we are today. 

In addition to focusing on our strengths, how do we double up on providing our most valuable forms of support, products, mentorship, and content to our audiences, followers, clients and colleagues? This concept is another form of dealing with our strengths, where we rediscover our proven process and sought-after contribution. Naturally, this foundation of leveraging our strengths and delivering our proven value leads to a discussion regarding the audience we serve. 

To achieve a disciplined focus for 2024, consider making your priority audience your most loyal audience, specifically those who have supported us for as long as we have helped them. In addition to our current loyalists, where have those long-term cohorts we have been neglectful in our connection with over the past few years been? Laying fault for not being in touch at the feet of the events of 2020 is undoubtedly a disguised excuse at best. There will always be new people to meet and connect with; however, they should be a second priority to your tribe. 

 

The most excellent part about this foundational approach in 2024 is that it will be genuine to you. It will feel that way because it is. As someone with a pet peeve with the word authentic, I will even allow it to be highly original. However, if you follow this direction too literally and assume that it means you should run out and buy a flip phone to put in your combo lock briefcase, then I want to reset your GPS.

What you do and the value it creates for the audiences you have long supported need to be delivered in an entirely new way. Technology, advancement, and innovation give you the tools to lean into your old in a new way. In a way that is entirely more human than you could have imagined because of the humanity embedded in the DNA of your approach. 

You should not view AI platforms, bots, metaverses, and blockchains as something from a strange planet. Instead, they are the calculators, digital assistants, joysticks, and databases of the future. None of those latter four concepts should feel remotely intimidating, as AI is rolling through every aspect of your work life. Rejecting AI would be like dismissing having a mobile phone, a computer, or even a fax machine back in the day. 

As we value the impact of Machine Learning on our future, we should consider how it can help us deliver on the strengths of our past. AI and many of its applications are a new solution provider to work through data, complexity, and situations that may bog our minds down and distract us from what we should be doing past and leaning into our foundation. 

After so many years of being told to pivot, adjust on the fly, and revisit strategy daily, we can inhale and pay attention to our signature approaches. We have new tools that will make it more manageable to keep us on track and remove the distractions that prevented us from doubling down on the essentials. I know this reads like a tale of opposites, and that is intentional as opposites attract to create the force field of power for your year. 

By adopting an approach that encourages you to sharpen the tools that have made you the warrior you are, you will soon be celebrating that 2024  becomes a personal leap year. 

I am intrigued by some new research recently shared by Steve Levy of Ipsos on inspiration in consumer behaviour and how brands should respond to it. Ipsos conducted this eye-opening study, and it got me thinking about what inspiration means to different people and how it can profoundly affect how we connect with brands.

Ipsos asked consumers a simple yet profound question: What does “inspiration” mean to you? The responses varied, but three key themes emerged: new ideas, innovation, and feeling positive. It’s heartening to know that over a third of us experience inspiration weekly, but it’s concerning that one in five of us hasn’t felt inspired in the past six months.

Regarding sources of inspiration, it’s clear that family plays a pivotal role, with 40% of people citing their family as their primary source of inspiration, compared to influencers (5%) and celebrities (4%). To become a source of inspiration, brands must align with consumer values. The research found that brands like Nike, Dove, Apple, and Adidas have successfully done this, and the key attributes they share are honesty, authenticity, and a commitment to giving back.

So, what can smaller or medium-sized businesses learn from this? To stand out, they should strive to be inspiring and personalized and connect with consumers on a familial level. But how can they do this effectively? Ipsos identified six elements of inspiration that resonate with consumers:

1. Overcoming challenges

2. A sense of accomplishment

3. A future-forward orientation

4. Learning, knowledge, and wisdom

5. The notion of creating something

6. A desire to do better and make an impact

Interestingly, the research reveals some generational trends. Generation Z, for instance, is more likely to seek inspiration from brands, with 47% reporting that they do. Cannabis brands also seem to inspire, with 53% of consumers saying they find inspiration there. For Generation X, who often find themselves strapped for time, the figure drops to 25%.

The frequency of inspiration also varies, with 34% of respondents saying they feel inspired every week, 21% monthly, and 45% less often. Surprisingly, despite our fascination with celebrities and social influencers, we tend to look closer to home for inspiration. Family and friends contribute 40% of our inspiration, while influencers only contribute 5%. This data highlights that inspiration is a deeply personal and intimate experience.

As advertisers and brands contemplate these findings, it’s crucial to recognize that inspiration is less about celebrities and more about the people closest to us – our loved ones and acquaintances. This insight challenges the conventional wisdom of relying on famous figures for endorsement.

Certain activities, even if not inherently inspiring, can trigger inspiration indirectly. For example, cooking inspires 35% of respondents (particularly millennials and females), gardening inspires 25% (more common among older individuals and females), and playing sports encourages 14% (mainly Gen Z and males). These activities may not be inherently inspiring but provide fertile ground for generating ideas.

Ultimately, the research reminds us that inspiration often comes from other people’s experiences, which ignite ideas for our actions. Brands like Nike, Apple, Adidas, and Dove have successfully harnessed these principles, focusing on design, quality, advertising, community engagement, and support for women.

Finally, the research asked if a brand has ever inspired consumers. Seventeen percent responded positively, with Gen Z showing a higher inclination. This finding suggests that what matters most is how a brand delivers its message and actions. Brands must provide quality products, innovate, and commit to doing good.

In summary, inspiration is a complex and deeply personal phenomenon with several vital elements. It’s less about celebrities and more about personal connections and shared values. Brands that wish to inspire should focus on aligning with these values and embodying the six elements of inspiration. By doing so, they can become a source of inspiration that resonates with consumers profoundly. So, ask yourself, is your brand an inspiration?

You don’t have to look very far to see them. You don’t need to open your eyes to feel their looming presence as the dread they stir inside you grows. The mountains that marketers face seem to be more numerous every day. Some pop up unexpectedly, while others have been slowly coming into focus as your distance to them narrows. From economic uncertainty to political instability and financial upheaval, hear about a range of challenges that all need to be scaled somewhat simultaneously … and ask yourself, are my enterprise and team ready to climb them, and am I?

I didn’t realize when I set this as the theme for SponsorshipX Whistler 2023 and the opening keynote summary that I was creating a mountain for myself. It was not whether we could stage an event about overcoming challenges. No, selfishly, it was whether I could make a keynote worthy of the theme. This was the first time I was nervous about delivering a presentation in a long time.

Seriously, this was Pepto Bismol nausea. A few days before SponsorshipX kicked off, my stomach was contorted in pain, and the symptoms were so disgusting that they were not fit for this blog. At first, I was worried it was something I had eaten, but I quickly realized I was anxious about this new presentation. It was less to do with creating something new and much more to do with the fact that I had been relying on one keynote – A Conversation About Belonging- over the past two years, which I had delivered dozens of times. I had that keynote down cold, and giving it was second nature.

Now I had to talk about something to do with Scaling Mountains.

So I did, and the presentation I shared with our guests went like this. When faced with adversity, we can learn and develop. There is a significant conversation about this phenomenon right now. It is called Post-Traumatic Growth. To paraphrase the experts, this is a condition where some trauma has shattered your psychological beliefs, and the outcome is a changed self. This self often immerses themselves in a new life purpose. We educate ourselves for change, commit to service, find a higher calling, and disclose secrets to new friends.

Think of Terry Fox in finding compassion in the cancer ward when surrounded by child patients who, despite being very sick, were full of future optimism. Think about how the world responded to George Floyd’s murder or the conviction of Jamie Black to tackle the issue of missing and murdered Indigenous and Metis women.

After reading and thinking substantially about Post Traumatic Growth, it felt like a natural foundation for a discussion. My presentation became less keynote and more of a call for all of us to brainstorm how to use PTG to Scale Mountains. I offered our delegates five thought starters, which I will share now.

ADVOCATE: find a cause, a purpose, or a mission that is deeply important to you or your enterprise.
LIBERATE: We may commemorate Emancipation Day in Canada this week, but ask yourself: are Black people free in this world? Are women? Are queer folk? Companies can help liberate people by fighting for their rights.
COLLABORATE: if the pandemic, invasion of Ukraine, and the current global mental health crisis have shown us, we are all better off when we collaborate. Partnering today could save our business or our lives tomorrow.
INNOVATE: whether facing tight budgets or the uncertainty of AI, we need to innovate. But innovation is not about Technology or Process; it’s about People.
CELEBRATE: I went a little Tony Robbins on the group and asked everyone when was the last time they told themselves they loved themselves. I will ask you the same question. In an era where HR departments implore us to love our teams, you must prioritize self-love. A daily personal pep talk can help you be a better leader, and your teams will benefit from your self-care.

As a person who loves public speaking, it was odd for me to be rattled about presenting to my peers. Ironically, I needed the taste of my medicine and the Pepto to overcome the challenges.

There is a lesson for me – “Practice what you preach.” I may start using that.

I wonder if it will become popular.

The fallout from the decision by Google and Meta to pull Canadian news links from their platforms has raised concerns about the potential impact on local events, fundraisers, and community sponsorships. Bill C-18, the government’s new legislation addressing the relationship between tech giants and news outlets, has sparked a contentious debate about the future of the Canadian media industry. However, the implications of this bill extend beyond the media landscape and have significant consequences for local businesses and community initiatives.

Public Relations and Brand Building

One of the immediate consequences of Google and Meta’s decision is the impact on public relations and brand-building strategies. Brands rely on earned and organic social media exposure to enhance their visibility and reputation. With the removal of Canadian news links, the reach and impact of brand coverage in domestic media outlets may decrease significantly. This raises questions about the effectiveness of traditional media placements and the need to explore alternative avenues for reaching target audiences.

Furthermore, many brands have embraced the idea of positioning their social media accounts as news outlets themselves. The future of these branded “news sites” becomes uncertain in light of this ban. Will brands divert their resources to non-Canadian outlets to ensure wider coverage? Will they be forced to allocate more budget towards platform advertising to compensate for the loss of search visibility? These are critical considerations for businesses, particularly smaller ones with limited marketing budgets.

Impact on Small Businesses and Startups

The ban on Canadian news links can disproportionately impact small businesses and startups relying heavily on niche or local media outlets. Imagine a potential customer hearing about a brand through a radio advertisement and attempting to search for more information online. If major search engines no longer cover the local media outlet associated with that brand, it becomes unrealistic to expect the consumer to dig deeper. This not only hampers the visibility of local businesses but also undermines their ability to build credibility and brand recognition through word-of-mouth and PR efforts.

Community Events, Sponsorships, and Fundraisers

Local events, sponsorships, and community fundraisers heavily rely on effective marketing and promotion to attract participants and garner support. The ban on Canadian news links can make it significantly more difficult for these initiatives to reach their intended audience and generate engagement. Social media platforms are crucial in spreading information about such events, sharing updates, and recognizing sponsors. Access to these platforms is necessary for the exposure and visibility of local events to be greatly improved.

Moreover, the ban raises concerns about the financial viability of community sponsorships. Many local media outlets partner and collaborate with businesses to support community initiatives. However, if these outlets face reduced visibility and reach due to the ban, they may become less attractive to potential sponsors. This could lead to a decline in funding for local events, impacting their scale, quality, and ability to impact the community positively.

Evaluation and Research

As this ban unfolds, it will be interesting to see the empirical outcomes and evaluate its true impact on local events, sponsorships, and community initiatives. Researchers can examine the decline in social media exposure and subsequent effects on the value for partners and the success of these initiatives. By studying audience behaviour, information dissemination, and the overall health of local media ecosystems, we can gain valuable insights that inform future policy decisions and contribute to a more balanced and sustainable media landscape.

In conclusion, the potential impact of Bill C-18 on local events must be addressed. Major tech platforms’ ban on Canadian news links can hinder public relations efforts, impact small businesses and startups, and disrupt community events, sponsorships, and fundraisers. As we navigate the complexities of this legislative landscape, it is crucial to conduct ongoing evaluation and research to understand the full extent of these implications. By doing so, we can work towards mitigating the negative effects.

Hopefully.

Recently I was fortunate to be in Paris with the Canadian Olympic Committee and some of their commercial partners for an orientation trip ahead of the 2024 Games. 

Our itinerary featured a dinner cruise on the Seine, while incredibly scenic, will not compare to the spectacle the Paris organizing committee is planning for the Olympics opening ceremony. They have decided to eschew the traditional in-stadium opening ceremony and instead create a flotilla of boats carrying 10,000 athletes through a six-kilometre stretch of the city down the Seine. Three hours after the first boat departs and the French delegation arrives, the final torchbearer will pass the flame to the games-time torch at the  Eiffel Tower. 

In addition to the 10,000 athletes on the river, there will be 100,000 spectators in paid seating, free fan zones for another 400,000 spectators, 80 giant screens displaying the event, and some 35,000 police to keep everyone safe. Mind-boggling.

The Paris 2024 committee is working hard to provide access to people who want to attend the games, as this will be the first Olympics since 2018 where companies and spectators can fully embrace attending, activating, and hosting the Games. The pent-up demand is palatable. Already the organizers have sold nearly seven million tickets. 

The entire presence of fans is an integral part of the Olympics. The pandemic taught us that sport is not without fans in the stands. Live crowds bring the energy, emotion, and home team advantage that no technology we currently have in our grasp can do. In addition, the opportunity for friends and family to cheer loved ones will be a fantastic reboot. Nearly 70% of athletes only compete in one Olympics. Hence many of 2020(1) and 2022 participants lost the opportunity to share the moment in real life with their closest supporters.

The Paris Games will soon hit the one-year-out mark, and the Olympic torch relay will be upon us before we know it. IOC and NOC partners worldwide are finetuning activities and amplification plans to capitalize on this moment of total return post-pandemic. Sooner than we can imagine, billions of spectators will be tuning into broadcasts and following their heroes on social media. 

On the ground, live sites and country houses are in the design and budgeting phase, while the new hospitality programs for the IOC and OnLocation are on sale globally. This innovative concept is another exciting part of the Games where for the first time, individuals with no corporate affiliation can purchase an official Olympic event package that includes hospitality at the venue, tickets, and sightseeing options. The delivery of these packages is through first of its kind e-commerce site, and customers will even receive access to a unique hospitality center, Club 24, located in the Palais Tokyo Salon 24 near the Eiffel Tower. 

Navigating these significant changes will test marketers globally to rethink their Olympic playbooks. The return of fans will provide a boost to those who activate in France, those who have access to the torch, and those who create domestic campaigns to support their athletes. 

How it plays out will require a new scoreboard for evaluation and assessment. But I suspect the innovations we see here will quickly appear across significant properties worldwide.