Communications portfolio

The following samples were prepared for AU’s School of Communication course “Writing for Strategic Communication.”

Two blogs (Narratives Are Affecting…& High-Performance Teams…) target business professionals seeking to learn, develop, and grow their skills as leaders and communicators. Their desired objectives are to position Ted Burk as a thought leader, increase readership, and gain followers.

A corporate image ad proposal seeks to position a client as a source of hope in business during uncertain and often turbulent times.

High-Performance Teams & the Weak Link

“A chain is only as strong as its weakest link.”

I first heard this expression as a plebe (beginner) at the U.S. Naval Academy. Delivered by older, wiser midshipmen – disappointed by our performance – encouraging (demanding) us to do better, to perform at higher levels. The message was clear and simple…or so I thought.

You can interpret this message in a personal way and think, “I need to strengthen my skills so that I’m not the weakest link.” Nobody wants that. Nobody wants to let down the team or be the reason for a team failure. But there’s another way to interpret the same message, one that’s more powerful and meaningful to team performance.

In a team context, the “weakest link” is the area most likely to fail. And that depends more on the nature and circumstance of the challenge, less on any individual strength. An organization may strain to overcome the logistical hurdles of one project while clearing them easily on the next.

On any given day, any number of hurdles could trip up team performance – from strategy and planning to engineering, sales, communication, etc. Every project and task must be analyzed for ways in which they will test the overall strength of the team.

Once that “situational weakness” is identified, a high-performance team can respond to the challenge – adapting its resources to draw from one area of over-matched strength to reinforce another that needs it.

Every team member has different backgrounds, skills, and experiences. Each one can be a strength or a weakness, depending on the task, client, competition, and environment.

Unlike a chain, the strength of a team lies in its ability to recognize or predict those challenges, what they will demand, and reorganize accordingly to accomplish the goal. The teams that focus on their collective strength are the ones best positioned to adapt to the realities of competition. This “team perspective” will make any “chain” stronger.

Warning: Narratives are Affecting Your Performance

Consider a U.S. Navy fighter pilot, attempting to land on an aircraft carrier in the middle of the ocean, at night, in bad weather and rough seas. This is not the time to ruminate on doubts, fears, or past failures.

The question is how do you keep those thoughts from creeping in? And if they do, how do you manage to throw them out?

This challenge affects all of us, in every industry, culture, and profession. We tell ourselves stories all the time – about ourselves, our bosses, our teams, our struggles. Those stories often show up without thought or selection. They spring from our perspectives and beliefs – a narrative interpretation of our experience and circumstances. And they don’t always serve us well.

The first step to “controlling” your narratives is to notice and identify them. No small task, narratives are running in the background – but they’re still there. Begin asking yourself, “Why do I feel this way right now?” and “What story am I telling myself about this person or this challenge?” Write them down somewhere and revisit them. Notice the themes and trends that appear.

The next step is to ask, “Is this narrative serving me well?” and “If so, how?” Narratives usually serve to protect us, our egos, and our worldviews. But they don’t always put us in the mindset we need to accomplish our goals. Get curious about how your narrative is helping or hurting your cause and expect that many narratives will do both – depending on the context or circumstance.

Lastly, select or create narratives that you need – the ones that serve you best. It’s okay if they acknowledge hard truths…they should: landing on an aircraft carrier is hard, my boss wasn’t satisfied with the last project, or my family life is turbulent. But don’t indulge fantasies about why those circumstances exist, what that person is thinking, or how things will turn out in the end.

Don’t just read this and think, “Sure, that makes sense…think positive.” No, the work isn’t in the concept, it’s in the practice. Adopt this 3-step process in a dedicated way. Pause, take the time to open a note, and title it, “Narratives”. The next time you notice a thought, story, or narrative running through your head, open it up and capture it. Over time, repeating the practice of identifying, interrogating, and editing your narratives will prevent negative ones from creeping in and help you throw out those you don’t need.

Your narratives don’t just reveal your perspectives and beliefs…they drive your thoughts, decisions, and actions. Choose your narratives wisely, your performance depends on it!

Corporate image ad (proposal)

This corporate image ad was created to spotlight the mission of the Home Depot Foundation and unpack the values that drive it. It targets Home Depot’s current and future customer base. The desired objective is to inform and attract customers who are drawn to - or aligned with - their corporate values.

A call to action invites people to join Home Depot in helping and building lives and communities.