Part Three – Setting up your video shoot:

With a rapid increase in the popularity of online video, how can you get your message heard above all others?

Part three of this blog series, offers useful tips on how to shoot your video so that it looks and sounds more professional. There is an extensive amount of production tips and advice out there. I am highlighting just some of the main ‘tips and tricks’ to give you an overview of the broad spectrum.

With the advances in mobile phones and digital cameras, video making has become widely accessible. Anyone can pick up a camera, shoot some footage, string it together using a basic video editing software, but the finished result (more likely than not) will not utilise the professionalism needed to make a marketing video stand out.

Setting up your shoot:

• Steadiness Techniques: Get as close to your subject as you can without causing them distress. This will enable you to work at the wider angle end of your lens thus avoiding the instability caused when working on full zoom. However, avoid full wide angle as this is likely to distort your subject.

• Shot Sizes and Angles: When setting up your shot, keep in mind which shots will be edited together; two images shot from the same angle with the same sized subject, will cause a problem with visual continuity.

• Lighting: Video recording systems tend to have a weakness in their inability to cope with contrast and backlighting. A good test to apply for all shooting situations is the “squint test”. Screw your eyes up until they are just slits and you can just about see the subject. Look into the shadow areas. If you can still see detail in the shadow areas then all is OK. If not, you can use reflectors to reflect light back into the shadow areas.

• Sound: Get the microphone as close to the subject as possible. This could entail moving the camera closer to the subject. If this becomes a problem, look to using external microphones that can plug into your camera mic socket and monitor the sound with headphones.

• White balance: To get a more accurate white balance, best way to do this is to set your camera’s white balance to a manual setting. You can then place a white card/board in front of the camera, zoom in so it fills the viewfinder and press the white balance button to adjust the colour cast of the light.

Viral ChangeTM: Leadership zen?

Continuing my series on Viral ChangeTM, I wanted to consider the role of leadership in the process of such a cultural change programme.

The Leadership Paradigm
Firstly we need to unpick our paradigms of leadership. When you hear the word – leadership –what immediately comes into your mind? What do you see, hear or feel?  For most of us, if we are honest, we see person(s) in some position of authority who are directing, controlling and guiding the organisation. If we are Gen-Xers rather than baby-boomers (and I do recognise that I am guilty of generalising here) we perhaps see these people as ‘enablers’ too.

So what is leadership? It is a word that has become a generalisation or rather, a nominalisation. This means that what is actually a process word, which implies movement and doing, has been turned into a fixed form of a noun. This is a lazy way for our brains to give a label to what is actually a complex process.  But in so doing, our language forms our reality and this means that we over simplify and miss the deeper meaning of ‘leadership’ or rather the process of leading.

Who’s the Leader?

How many of those lucky people designated as ‘leaders’ are now rallying for more example of leadership from the ranks? How many claim that ‘everyone is a leader’. Yet as Mike Cook says in his recent blog post; how many of them actually mean that they want to see more ‘do as I want you to-ship’.

Now, you already know that Viral ChangeTM is not linear, mechanistic, top down change but organic and spread through peer to peer networks. Of course, different challenges and contexts require different processes for leading but at its very heart leadership is done through example: being the change you want to see (to quote Gandhi). And, as Warren Bennis says “Letting the self emerge is the essential task of leaders”.

Do you notice two key words here:
• Being
And
• Letting (or allowing)

How many of us do you think truly understand, yet alone embody, the concept of leadership as ‘being’ as opposed to ‘doing’ and ‘allowing’ rather than ‘directing/controlling’?

And this is exactly why Viral ChangeTM is the process of leadership in action! And it is also why many leaders are actually VERY uncomfortable with the whole idea of Viral ChangeTM and certainly what presents itself as the main challenge for leaders undertaking a Viral ChangeTM project.

The true leaders in Viral ChangeTM are the employees ‘chosen’ to be the change catalysts. As leaders they need to be ‘allowed’ to influence change in their peer networks, to challenge the status quo and to rally action. Essentially they become the change that you want to see in your organisation.

So what do the ‘traditional’ leadership (senior management, CEO etc)have to do to ‘allow’ this to happen:

• They need to live and breathe the non-negotiable behaviours – they are examplars and it will all flounder if they don’t ‘walk the talk’
•  They need to learn to feel comfortable with feeling uncomfortable 
•  They need to put mechanisms in place to allow the new leaders – certainly at first this means overt support mechanisms to nurture and support the change catalysts
•  They need to be seen to be supporting them
•  They need to proactively reap the fruits of the change that the new leaders achieve – for example have ways of solidifying and reinforcing new processes and ideas

In short, they need to let go and notice how, in such letting go, how change is allowed to happen!

Further reading
1. HBR, How Gen X Leads: http://blogs.hbr.org/ideacast/2009/12/how-gen-x-leads.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+harvardbusiness+%28HarvardBusiness.org%29&utm_content=Google+Reader

Other posts you might enjoy:

• Viral Change means letting go
• How to implement Viral Change TM
• Interview with Dr Leandro Herrero             about Viral Change TM
• Cultural Change is behavioural change
• When it’s not working – go Viral ChangeTM

Many organisations are unsure about whether online social media is an appropriate way for them to build their brand. As I mentioned in my previous blog, social media is not right for every brand and finding the right type of social media is critical to developing your brand successfully.  If you’re interested in developing your brand using interactive online ‘conversations’, then social media is right for you.

There are many benefits for using social media to develop brands online:

1. Low cost – Social media marketing is very appealing to organisations due to its low cost investment. The majority of social media sites are free to join so it only costs your time to build your brand effectively online.
2. Wide audience – Social media sites can reach a large audience, especially the major sites such as Facebook.  Social media is increasingly being used, with the majority of internet users becoming a member of a social media site. For example, Facebook now has over 200,000,000 active users (http://thefuturebuzz.com/2009/01/12/social-media-web-20-internet-numbers-stats/). Social media sites used to be associated with the student community but it has now attracted a wide range of ages with different demographics. Niche social media sites have a huge potential due to their diverse audience.
3. Loyalty – Building a strong brand community online is likely to encourage brand loyalty among members due to the relationship building advantage. Consumers often affiliate with the brand and become part of the brand so they are more likely to trust the brand and recommend the brand to others.
4. Increased traffic – By developing online relationships with social media users, they are more likely to visit your website and increase the traffic to your website.
5. Immediate – Social media has the ability to share information almost instantly so consumers are always up to date with the latest news. Social media can help monitor any negative comments online, such as by using Google Alerts, in order to quickly respond and avoid the brand’s reputation from being tarnished. Social media helps to manage the reputation of your brand online to make sure the desired image is being created.
6. Increased awareness – Due to the increased popularity and reach of social media, consumers are increasingly becoming aware of brands and are using social media as an alternative to find out more about your brand compared to traditional methods.
7. Market Research – Social media can be used as a great way for collecting market research due to its potential to monitor a large audience in one place.

Part Two – Storyboarding:

Example of a visual storyboard

With a rapid increase in the popularity of online video, how can you get your message heard above all others?

Part two of this blog series, offers useful tips on how to create effective storyboards during the pre-production process of making your video.

So Why Use a Storyboard?

Alfred Hitchcock was ‘notorious’ for having used storyboards, so much so, he considered this phase of production to be the actual process of making the film. For him, shooting the film was a necessary evil; the making of the storyboards was where most of the creative work took place. (Steensland 1995:1)

Storyboards are essential tools that visually and/or audibly explain a scene in good detail. They also help to visualise how a scene should be shot and act as an excellent asset to get approval from sponsors or clients.

There are four main types of storyboard you can use:

• Basic storyboard – This storyboard is principle when your creative ideas start to flow and you need to get them down on paper.  It enables you to sketch out visual representations of your video when words alone become difficult.
• Audio storyboard – The first thing you should think about when you come to producing a storyboard is whether your video is going to be visually or audibly led. Audio storyboards are helpful if you plan to use a detailed script, use text on screen to tell the story or use a voice over. You can also add in music and any other audio elements i.e. sound effects.
• Visual storyboard – Visual storyboards can be used if your video is going to be visually led. This gives you the opportunity to paint a picture of each scene and add in other visual elements that will drive the narrative.
• Editing storyboard – These storyboards can be used to plan any video effects and transitions you may use during post production. If your video is going to include a lot of effects or animation, these storyboards will help make planning easier.

If you would like to receive any of the above templates, please email me (Tiffany Clowes) at: tclowes@changeworkscom.co.uk

Work sited

Steensland, M., ‘How to Create a Storyboard’, Video Maker, http://www.videomaker.com/article/2313/ (Oct 1995)

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Viral Change TM is a registered trademark

Viral Change™ is a behavioural based cultural change programme that is ‘designed’ so that a small set of behaviours is spread by a small set of ‘influential’ people (usually around 10 per cent of the workforce). If done wisely, with experienced Viral Change™ practitioners it creates an internal infection of success that is spread through peer to peer networks.

The Law of Influence

These influencers are not drawn from management, instead they are those employees with a large social network of ‘loose’ ties, those people who are natural influencers. (This could mean that your receptionist becomes your most ‘powerful’ leader – a pre-warning here to organisational leaders: Viral Change™ means letting go of control!).

In this respect Viral Change™ works with the natural law of influence : social proof.  People want to follow the lead of people just like them and people will do things that they see other people are doing. (Have you read Herd?). People are more motivated to follow their peers (people like them) than they are to ‘obey’ a command-control leadership (this is especially true of Generation Y’ers).

Make Best Use of Limited Resources

Rather than seeking to change the whole organisation, which is what traditional change management programmes typically do (of course, this is guaranteed to fail, as you will never have enough resource to achieve this). Viral Change™ makes best use of limited resources and, like a chemical reaction, assembles the key ingredients and uses a catalyst to causes a reaction and a rapid spread of change to create a ‘Tipping Point’ whereby the whole system becomes the change.  Bear with me if your brain is aching, it seems that leaders like things simple these days; but too simple and you really do miss the boat!

Designed Informality

The premise behind Viral Change™ is that organisations are not linear, mechanistic machines but complex, multi-centre organisms. The ‘designed informality’ of Viral Change™ takes the reigns of this complex organism in a remarkably simple way (at least from the outside looking in!), so that employees in the organisation become the catalysts of change and sell success internally.

Leaders Need to Let Go

Feeling uncomfortable? So you should! Because the biggest barrier to Viral Change™ success, is leaders who can’t let go. People at the top of organisations are used to being in control. But Viral Change™ is not lead by the people at the top; it is enabled by internal ‘leaders’.  Your admin person, service operator, salesman, these people become the ‘leaders’.  And you have to allow them.  You have to prepare them, support them, engage them … and then let them go.

All you have to do then is reap the fruits of their actions.  Which could be numerous: cost savings, reduction in duplication of work, improved processes and efficiencies throughout the organisation, better customer service, increased sales, reduction of waste and damage, increased safety, increased value added service for the customer … and on it goes.  This all adds up to improved customer loyalty, greater profitability and a more innovative organisation with a sustainble competitive advantage: an ongoing, fluid learning organisation.

Viral Change™ is not a ‘Change Management Programme’ – that dreaded ‘c’ word!  But it is the only alternative to the traditional, mechanistic, process driven, top down change management. It delivers sustainable change faster; it is a far less painful process and is by far more cost-effective.

Other posts you might enjoy:

• How to implement Viral Change TM
• Interview with Dr Leandro Herrero about Viral Change TM
• Cultural Change is behavioural change
• When it’s not working – go Viral ChangeTM

Comment, argue, get involved:  we’d love to hear your comments on this post!