Why Your Newsletter Is Putting People to Sleep (And How to Fix It)

By: Kenn Dixon, M.A., CDMP, APR

If your newsletter consistently gets ignored, here’s the uncomfortable truth: it’s probably boring. Not intentionally, of course—leaders love to share updates. The problem is that most newsletters feel like long internal memos accidentally sent to the public. That’s why people skim, scroll, and disengage.

Start with the “Hook, Value, Ask” model. Your hook should be one sentence that grabs attention—something intriguing, surprising, emotional, or useful. No one wants to read a newsletter that starts with, “Greetings from the Executive Office.” That’s NyQuil in text form.

Next comes the value. Give readers something that benefits them: a story that inspires them, a tool that helps them, or insight they can’t get anywhere else. Short paragraphs, bold headers, and bullet points are your friends. Dense blocks of text signal to readers’ brains: “Too long, didn’t read.”

Keep your tone conversational, not corporate. The goal is connection, not perfection. And please—please—stop writing like you’re presenting at a zoning board meeting.

End with a clear ask. Not multiple asks. One. What action do you want them to take? Donate? Register? Share? Make it unmistakable.

If you implement these changes, your audience will finally stay awake long enough to engage.

Call to Action: Wake up your audience. Download more tips at www.dixongroupllc.com/resources.

Top 10 Marketing Mistakes Businesses Make — and How to Avoid Them

By: Kenn Dixon, M.A., CDMP, APR

In a rapidly evolving marketplace, even the most experienced business leaders can fall into common marketing traps. These mistakes not only waste resources but can also hinder growth and erode customer trust.

This guide highlights the top 10 marketing mistakes and provides actionable strategies to help your business thrive — and how our expertise can ensure you sidestep these pitfalls entirely.

1. Lack of Clear Brand Identity

Why It’s a Problem: Without a consistent brand identity, customers struggle to connect with your business.

Solution: Define your brand’s voice, visuals, and values. Create brand guidelines to maintain consistency across all channels.

2. Neglecting Market Research

Why It’s a Problem: Making decisions without understanding your target audience leads to ineffective campaigns.

Solution: Invest in thorough market research to identify customer needs, preferences, and behaviors.

3. Ignoring Digital Presence

Why It’s a Problem: Failing to maintain an active, optimized online presence reduces visibility and competitiveness.

Solution: Maintain an updated website, active social media channels, and consistent online engagement.

4. Overlooking Mobile Optimization

Why It’s a Problem: With mobile-first users dominating, non-optimized platforms drive away potential customers.

Solution: Ensure your website, emails, and ads are mobile-friendly for a seamless user experience.

5. Inconsistent Messaging

Why It’s a Problem: Mixed messages confuse audiences and dilute brand impact.

Solution: Develop a messaging framework to maintain clarity, tone, and focus across all campaigns.

6. Focusing on Features Instead of Benefits

Why It’s a Problem: Highlighting only features misses the opportunity to show how your product improves lives.

Solution: Shift messaging to focus on customer benefits and solutions to their pain points.

7. Not Measuring Results

Why It’s a Problem: Without analytics, you can’t know what’s working or needs improvement.

Solution: Use KPIs or OKRs, analytics tools, and regular reporting to track marketing performance.

8. Ignoring Customer Feedback

Why It’s a Problem: Overlooking feedback wastes valuable insights and risks customer dissatisfaction.

Solution: Implement feedback loops through surveys, reviews, and social listening.

9. Relying on One Marketing Channel

Why It’s a Problem: Putting all efforts into a single channel risks revenue loss if trends shift.

Solution: Diversify channels — combine digital, traditional, and experiential marketing strategies.

10. Failing to Adapt to Trends

Why It’s a Problem: Sticking to outdated tactics reduces relevance in a fast-changing market.

Solution: Stay agile by monitoring industry trends, competitor activity, and consumer preferences.

Avoiding these marketing pitfalls requires a strategic approach, expert insights, and ongoing adaptation. Our team specializes in crafting tailored marketing strategies that help businesses build strong brands, engage audiences effectively, and achieve measurable growth. Partner with us to ensure your marketing efforts consistently deliver results.

What to clarify your messages? Book a session today

Born Into It, Trained Through It, Riding Beyond It

By: Kenn Dixon, M.A., CDMP, APR

I was born and raised in New Orleans, where food is not just nourishment. It is memory. It is language. It is how we say I love you without saying a word. If you showed up at someone’s house hungry, that was your fault, not theirs. Someone would put a plate in your hand before you finished saying hello. We gathered around tables, laughed loud, talked over one another, and stayed long after the dishes were cleared. Family mattered. Fellowship mattered. Community mattered.

What we did not talk about was health.

Not really. Not honestly. Not in a way that named what was happening to us.

In my community, especially among African Americans living below the poverty line, illness moved quietly but consistently. Diabetes. High blood pressure. Stroke. Heart disease. These were not surprises. They were patterns. They were expected. Somebody always had an uncle who lost a leg. A cousin on dialysis. A parent juggling medications like a second job. We joked about it. We normalized it. We prayed about it. But we did not confront it.

We ate well. We ate together. We ate often. And we buried people too early. My father was one of them.

He had his first heart attack in his 50s. At the time, I told myself the same stories many of us tell. Stress did it. Work did it. Genetics did it. Life did it. All of that may be true, but it was incomplete. I did not yet connect the dots between culture, access, economics, education, and long-term health outcomes. I just knew something had cracked open.

Two years ago, in 2023, my father died. Not because he had to, but because he wanted to.

There is no clean way to say that. No polished version that makes it easier to hear or easier to live with. Grief does not announce itself. It shows up in waves, often when you least expect it. Sometimes it hits you standing in a grocery store aisle. Sometimes it hits you when a familiar dish is cooking. Sometimes it hits you when you realize you are the same age he was when his body started sending warning shots.

That realization stays with you. It forces you to take inventory. Of your habits. Of your silence. Of the things you keep postponing because tomorrow feels guaranteed.

For me, that inventory came with a long list of risks I could no longer ignore. Diabetes runs in my family. Heart disease runs in my family. Stroke runs in my family. Hypertension runs in my family. These are not abstract threats. They are names. Faces. Medical charts. Funeral programs. They are outcomes I have watched play out in real time.

And layered on top of all of that is another truth. I am a United States Marine Corps veteran.

I served my country with pride. That service shaped me in ways I still carry today, both visible and invisible. I am also a service-disabled veteran. My body paid a price. Injuries do not disappear when the uniform comes off. They linger. They limit. They remind you daily that movement is no longer automatic.

Some days, pain shows up before motivation does. Some days, my body reminds me of places I have been and things I have done that do not show up on a resume. Add that to hereditary predispositions for heart disease, diabetes, and hypertension, and the math gets sobering fast.

The easy option would have been to slow down and accept it. To say this is just how it goes. To let age, injury, and family history write the rest of the story. I was not willing to do that.

So I got on a bike.

Not because I was chasing fitness trends or athletic milestones. Nobody was mistaking me for a professional cyclist. I got on a bike because I needed a way to move that respected my injuries but refused to let them define my limits. I needed motion without denial. Effort without ego.

Cycling met me where I was.

It gave me space to think. Space to grieve. Space to confront the truth without running from it. The bike is honest. It does not care about your title, your past, or your intentions. If you stop pedaling, you stop moving. If you push, you go somewhere. Some days that somewhere is far. Some days it is just around the block or on the indoor trainer. All of them count.

What started as something personal became something bigger.

For years, I rode across Texas in organized rides, rallies, and long-distance tours. Hot roads. Early mornings. Long miles. Legs that questioned my judgment around mile forty. All of it. I rode to bring awareness to health disparities that too often get discussed like theory instead of lived experience. I rode to raise money for scholarships for young people, because education and health are inseparable. You cannot talk about long-term wellness without talking about opportunity.

Those rides were not symbolic. They were practical. They funded futures. They started conversations. They made visible what often stays invisible. They also came with humor, because they had to.

If you cannot laugh at yourself wearing cycling gear in Texas heat, you are taking life too seriously. Cycling teaches humility fast. Headwinds do not care about your plans. Hills show up uninvited. Sweat is non-negotiable. The body tells the truth.

And the body, when given consistent care, responds.

I am under no illusions. A bike does not fix systemic inequality. It does not erase food deserts or replace access to quality healthcare. It does not undo decades of structural neglect. But it does something critical. It disrupts the narrative at the individual and community level. It creates momentum. It makes health visible. It opens doors to conversations that were never happening before.

People asked why I was riding. That mattered.

Young people saw someone who looked like them choosing health on purpose, even with injuries and risk stacked against him. That mattered. Communities gathered around a cause that touched us all. That mattered.

What I have learned is this. Culture is powerful. Service is powerful. Legacy is powerful. But none of those things are destiny.

We can honor where we come from without surrendering to outcomes that shorten our lives. We can respect service while still demanding longevity. We can keep the fellowship and change the habits. We can keep the flavor and change the frequency. We can talk about health without shame or judgment.

My father’s death still reminds me that I am his son. My service injuries still show up. My genetic risk factors are still real. None of that disappears. But none of it gets the final word.

The bike is part of how I push back.

It carries my grief. It carries my discipline. It carries my refusal to sit still just because it would be easier. It carries my commitment to move forward, even when movement hurts.

I ride for my past.
I ride for my family.
I ride for my fellow veterans, learning how to live in bodies that have been through conflict and service.
I ride for communities that taught me how to gather, but never taught us how to protect our health.

I ride because I am not done yet. And as long as I can move, I will.

When the APR Becomes Hollow: Living Up to the Letters We Earned

By: Kenn Dixon, M.A., CDMP, APR

The Accreditation in Public Relations (APR) is supposed to represent more than professional achievement; it’s a public promise. Those three letters say we’ve embraced a higher standard: that we’ll ground our counsel in research, think strategically, act ethically, and lead with integrity. Yet too many practitioners earn the credential, frame the certificate, and then carry on exactly as before, still reacting instead of planning, still mistaking output for outcome.

That failure is more than disappointing; it’s dangerous. When someone who holds the APR ignores its principles, they weaken the very trust they were trained to build. Executives don’t need cheerleaders; they need strategic counselors who can clarify complexity, weigh risks, and tell hard truths. When an “accredited” professional offers advice without evidence, data, or reflection, they betray not only their organization’s confidence but also the credibility of every communicator who truly practices the craft.

Strategic thinking is not a style; it’s a discipline. The APR process teaches us to slow down, ask questions, analyze stakeholders, and measure what matters. Abandoning those steps because “we already know what works” is professional arrogance disguised as experience. It tells leadership that public relations is decoration, not direction. And that’s how reputations crumble; slowly, from the inside.

The truth is, accreditation doesn’t make us experts. It calls us to become better experts, continually. To live up to the standards we pledged to uphold means using those principles when it’s inconvenient, when the room is tense, when it would be easier to say what people want to hear.

Those three letters only matter if they shape our daily work, our counsel, and our courage. The APR isn’t a finish line; it’s a vow. If we stop living by its values, then all we’ve earned is another frame on the wall, and the quiet erosion of trust that follows.

The Case for Fractional Leadership in Times of Transition

By: Kenn Dixon, M.A., CDMP, APR

Here’s what many leaders will not say out loud. You know your marketing and communications are not working the way they should. You also know hiring a full-time CMO right now is not the right move.

That gap is where I work.

I partner with organizations in rebuild or transition phases when leadership needs clarity, momentum, and direction without adding permanent headcount. You get senior-level marketing and communication leadership focused on stability and progress, not politics or long-term overhead.

When a full-time CMO is the wrong first step

Transitions create pressure. Teams are stretched. Priorities blur. Messaging drifts. The instinct is often to hire fast and hope a new executive fixes everything. That approach usually backfires.

A full-time CMO makes sense when strategy is clear, systems are stable, and leadership alignment already exists. In rebuild or transition seasons, those conditions rarely hold. What you need first is stabilization.

That means:
• Clear messaging
• Focused priorities
• Alignment between leadership and teams
• A realistic path forward

Without that foundation, even a strong CMO struggles.

What I actually do

My role is simple and practical.

I stabilize your messaging so everyone is telling the same story. Internally and externally.

I help reset priorities so your team stops chasing everything and starts focusing on what matters now.

I support your internal teams instead of replacing them. They keep ownership. I bring structure, direction, and outside perspective.

I give leadership clarity on next steps. Not theory (only if you need it). Not fluff. Clear decisions and sequencing.

You get senior-level guidance without adding headcount, benefits, or long-term risk.

Why messaging is usually the real problem

In almost every transition, messaging is the first thing to crack and the last thing leaders address. That is a mistake.

When your message is unclear:
• Sales slows
• Marketing tactics scatter
• Teams argue about direction
• Customers hesitate

People do not buy confusion. They do not follow noise. They respond to clarity.

That is why I use the StoryBrand framework.

How StoryBrand helps you win the day

StoryBrand forces discipline. It removes ego and complexity. It answers the questions your customers and donors already ask in their heads.

What do you do
Who is it for
Why should I care
What happens next

When your message answers those questions clearly, everything downstream improves. Websites convert. Sales conversations sharpen. Campaigns align. Teams stop guessing.

StoryBrand is not branding theory. It is operational clarity.

What this looks like in practice

We start by diagnosing where confusion exists. Messaging, structure, priorities, or all three.

We clarify your core message using StoryBrand so your organization speaks with one voice.

We align leadership around realistic priorities for the current season, not the ideal future state.

We equip your internal team with clear direction and guardrails so work moves forward without constant rework.

We define next steps so you know when a full-time CMO makes sense and what that role should actually own.

The goal is progress, not permanence.

Who this is for

This work fits organizations that are:
• Rebuilding after leadership change
• Navigating growth pains
• Recovering from stalled marketing
• Preparing for future executive hires
• Tired of guessing and reacting

If that sounds familiar, you are not behind. You are just in a transition.

Simple next steps

1). If you need clarity before committing to permanent hires, this model works.

2). If stabilizing your message and priorities would help you move forward right now, a short conversation makes sense.

3). No pitch. No pressure. Just clarity. Schedule a consultation call today.

If that is useful given where you are today, I would welcome the conversation.