Advertising

Advertising, in our country, has got its history rooted down in late 60s when television came into being. Television channels without advertisements or commercials, to us now, would look live less. TV commercials are said to be the charms of television transmission. Such a charm less state went from 1964 until the first television commercial was made in 1967 for a detergent soap 707. General Manager of Karachi TV Aslam Azhar was asked to make a commercial for that soap, to be aired in Pakistan television of both the western and eastern part. The seven-second commercial showed a lady holding up the soap after washing clothes and saying, "Mai to janu sidhi baat, sabun ho to saat so saat". No conventional ad-agencies or affiliates were there to devise the mechanism.

The state remained plain and simple until, In the 1980s, when there was a revolution in the commercial trends thanks to the involvement of youngsters in the ad industry. One must mention the name of Afzal Hossain in this regard. Through his creative productions, he offered a new profession, a new type of artistes known as models. Today advertisement has become a very big business in our country.

Nowadays ads and ad-making has been one great medium of television challenges. The second revolution came when use of even sophisticated technicalities, procedures and creative thinking were adopted. Last couple of years; we have witnessed some of the finest works in our ad-industry ever, thanks to some adman with flair.

Making waves in the ad film world is today's one of the young energetic and creative ad-maestro Amitabh Reza Choudhury, who popularized the 35mm camera giving viewers a veritable feast. Thus, while they may quickly switch channels when an ad appears, they remain glued to Amitabh's ad films. Take for instance, the commercials for Lab Aid, Grameen Phone, Djuice, Banglalink Toshiba Color Television and some numerous unique creations. While running up the hill he says 'the best is yet to come'.
Amitabh Reza studied in BAF Shahin School and College before going to Poona University, Pune for his economics degree. He ventured into making films from his childhood passion, which he made into profession.
What sets Amitabh apart from his counterparts? For one, his ads include soulful music accompanied by meaningful lyrics, which is catchy and echoes in the minds of viewers. Not only this, he scores on the quality of picture, imaginative camera work and neat editing -- in short his ads are a total quality package.
And now without lingering my words leeks take a sneak peak into one of his exclusive show reel.

Train the Leader

Why your training resources should be focused on creating everyday "champions"
By Conni Billé

A typical company-wide service training initiative begins with a rollout to inspire the organization en route to a new focus on behavior. After the corporate trainers (perhaps supplemented by distance learning tools) circulate throughout the company, reinforcing the gospel of the new frontline behavior, service behavior may change for a while.

What happens, however, when the blast of inspiration or the evangelical zeal of the trainer goes away? Too often behavior reverts to "the way it was."

The problem with this dynamic is that it ignores the influencers who have the most direct and lasting effect on the frontline—their direct managers. If instead, you choose a "Train the Leader" approach, equipping the supervisor/manager with the skills and tools to train, coach, and model the desired behaviors on an everyday (and every interaction) basis with their direct reports, you will create a dynamic for more sustainable change. Identifying the managers and supervisors best equipped to become advocates or "champions" and focusing training resources on those individuals is the straightest path to ingraining the program in the culture beyond the "rollout" period.

There are sound reasons based on educational theory as to why leaders are best positioned to impact behavioral change in those who report to them. Models of "affective learning" became popular 30 years ago to explain why children could not learn if they had the wrong "attitude" toward school. Educators spent considerable time studying the dynamics of how beliefs and attitude are formed and how they can be changed. Not surprisingly, the research revealed that people imitate the behavior of those who have power over them—parents, teachers, and supervisors, for example. Behavioral change occurs when the subject goes through the process of a) being exposed to that behavior, b) verbalizing the behavior, c) noting the behavior and criticizing others for non-compliance, d) advocating the behavior, and finally e) manifesting the behavior themselves. That process describes affective change, which is just a fancy term for "adopting new attitudes."

In many cases, people newly assigned to a unit initially resist the authority of their new leader, but gradually they change by adopting the way the leader models the expected behavior. The most powerful teaching comes from imitating the leader's behavior. Since customer service behavior is the adoption of attitudes and values, rather than skills or knowledge, the leader's role is crucial.

Designing training so it is delivered by a respected leader instead of some "expert" sends a message that the behaviors being taught and modeled are everyday expectations. A powerful side benefit: The message is sent not only to the frontline but to the leaders themselves. By delivering the training, the leader thereby is committed to supporting that behavior—recognizing and rewarding the behavior when it is observed, and coaching for improvement when it is absent. It "bakes in" the leader as teacher and as coach.

This doesn't even take into account the impact on the rank and file of seeing their leader in a role that may not be entirely comfortable for him or her—standing in front of the group and presenting a training program. Typically, this does not go unnoticed: If my leader is willing to try out new, unfamiliar behavior, then I can get with the program and try something that may feel a little uncomfortable at first.

Trainers and OD practitioners constantly seek out change agents within an organization, and quite often, they are right in front of our faces. These leaders are perfectly positioned to become our organization's most powerful champions of change.

How Do You Find Champions?

Of course, not every supervisor and manager has the same amount of influence. Because of their classroom experience, training and development professionals have a unique opportunity to identify champions who will be effective advocates for new programs. How? In a classroom or group discussion, use your observation skills to identify the "champions of change" to recruit for a training program design team or beta class. You will need two types: "inspirer's" and "doers."

Inspires are brave. They are willing to speak up and give an opinion without looking around to see what the group thinks. They have energy, passion, and a sense of humor. People like to be around them. Watch the body language of others in regard to these people; you will see empathy and relationship, and the emotion of the speaker reflected in the listener's expression.

Doers may not be the first aboard, but when they sign on, they will see the program through. How do you spot them? They are not the first to speak, but when they do offer their opinion, it is well thought out, clearly stated, and the people around the room subtly nod and concur. You recognize that this person has integrity and influence. They attribute part of their effectiveness to keeping a low profile; grandstanding, strident crusading, and self-promotion are viewed as sure ways to undermine their credibility and acceptance as change leaders.

Beware the person who claims to be a champion of change but is secretly ambivalent. Such people may present themselves as advocates because it is politically expedient to do so. Again, use your facilitator’s observation to pick up "dissonance" in the person's behavior and body language. When the change program encounters the expected resistance, the ambivalent advocate will be the first to jump ship.
The champion is the enthusiastic manager who "buys in" and signs up his staff, follows up with them to see how they apply what they learn, and notes and rewards the new skills in performance reviews.

How do you get champions on board? Show them the vision of the organization you want to create. Appeal to their values—if their values are aligned with the program. Let them contribute. Finally, further engage these champions by making them privy to the overall business and organizational strategy that will make everyone a winner—personally and professionally.

There are champions in every organization. It is up to YOU as a designer of an organizational initiative to identify them, cultivate them, and provide them with the skills and tools to let their natural predisposition to lead carry the day.
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