The Pivot Protocol: Agility for Dinosaurs

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

Organizations don’t fail because of bad intentions—they fail because they stop adapting. The phrase “We’ve always done it this way” is the unofficial battle cry of stagnation.

Agility begins with honesty. Audit your programs annually. What still works? What’s outdated? What drains time and money without producing impact? These “zombie projects” must go. Leaders must be brave enough to stop what no longer serves the mission.

Next, test new approaches in small ways. You don’t need to launch a massive new program to innovate. Try a digital campaign, a short-term pilot, or a micro-event. Innovation is less about grand gestures and more about ongoing curiosity.

Embrace rapid learning. Not every idea will succeed—and that’s the point. Fast feedback beats long-term mediocrity.

Communication must evolve too. Your audience expects instant information, modern visuals, and relatable messaging. If your brand feels like a time capsule from the early 2000s, you’re losing credibility before you say a word.

The world moves fast. You don’t need to be trendy, but you must be responsive, flexible, and open to change.

Call to Action: Future-proof your mission. Find more strategies at www.dixongroupllc.com/resources

Please Don’t Say “Yeet”: Staying Relevant Without Trying Too Hard

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

Relevance doesn’t mean copying trends—it means understanding your audience’s world and speaking into it naturally. Leaders often panic and start using slang they heard from a teenager once. That’s how organizations accidentally embarrass themselves online.

You don’t need to be trendy. You need to be timely.

Start by listening. What’s happening in culture, in your community, in your industry? What are your audiences talking about? This is your landscape. Enter the conversation where you authentically fit—not where you’re trying too hard.

Participate with purpose. If a trend aligns with your mission, jump in with confidence. If it doesn’t, skip it. Not everything needs your commentary.

The most effective relevance strategy is solving today’s problems with clarity and empathy. That alone keeps you current. Focus on content that speaks to what your audience is experiencing right now—not ten years ago.

Relevance also means updating outdated practices. Old logos, rigid messaging, and slow response times all signal that you’re behind. A modern organization communicates quickly, clearly, and with personality.

Just please—for the love of all things good—don’t misuse Gen Z slang. It’s not worth the screenshots.

Call to Action: Stay cool (professionally). Download the relevance checklist at www.dixongroupllc.com/resources.

Data Is Dry, Tears Are Wet: Emotional Storytelling

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

Data proves your impact, but emotion sells it. That does not mean abandoning facts; it means giving those facts a heartbeat.

Impact statistics are necessary, but they don’t stir the soul. A chart never made anyone cry. A story about a life changed? That sticks. Emotional storytelling opens hearts—and wallets—because it taps into empathy.

Start by interviewing beneficiaries, donors, or volunteers. Ask open-ended questions:
• What was life like before?
• What changed?
• How do they feel now?
This gives you narrative arcs instead of dry summaries.

Next, create contrast. Emotion is powerful when the transformation is clear. Before-and-after stories move people because they reveal hope, struggle, resilience, and humanity.

Balance emotion with integrity. Avoid clichés, savior narratives, or exaggeration. Authentic stories resonate more than polished scripts.

Finally, blend data and emotion. For example: “Last year, 85 families found stable housing—but for Jasmine, it meant her daughters finally slept through the night.” Now the data has context. And heart.

If you want your message to land, stop hiding behind spreadsheets.

Call to Action: Connect emotionally. Get more examples at www.dixongroupllc.com/resources.

Heroics 101: Making Your Client the Hero, Not You

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

Leaders love to talk about how amazing their organization is, but here’s the twist: the more you talk about yourself, the less your audience cares. Humans connect with stories where they are the hero—not you.

This is the magic of the Hero’s Journey applied to communication. Your donor, client, volunteer, or partner is a young superhero. You are the older, more experienced Super. They have a problem. You have a plan. They succeed because you guided them.

Start describing your work through the lens of transformation. What problem does your audience face? What obstacles frustrate them? What future do they dream about? If you ignore these questions, your messaging becomes self-congratulatory fluff.

Next, paint your organization as the trusted guide. Not the savior. Not the spotlight hog. The guide.

Share stories that center real people experiencing real change. Instead of “We served 1,000 meals,” try “Maria found hope in a warm meal and a compassionate conversation.” People support people—not numbers.

When your audience sees themselves in the story, they lean in. They feel part of something bigger. They take action.

Call to Action: Tell a better story. Download our storytelling templates (StoryBrandScript) at www.dixongroupllc.com/resources.

Content That Doesn’t Suck: Value-First Marketing

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

Content only works when it gives people something they want. Yet many organizations still treat social media like a megaphone shouting about events, fundraisers, and internal achievements. That’s not content—that’s noise.

Value-first marketing flips the script. Instead of constantly asking your audience for attention or money, you give them something worth sticking around for. Educational posts. Behind-the-scenes glimpses. Quick wins. Micro-stories. Tools. Inspiration. Insight. Humor. Humanity.

Use the 70/20/10 rule:
70% helpful, relevant content that improves your audience’s life
20% engaging storytelling
10% direct asks

This builds trust long before you make the ask.

A great test for leaders: would you follow your own organization’s content? If not, it’s time for a refresh.

Plan content in themes so your feed becomes predictable in a good way. For example: Mondays = mission moments, Wednesdays = behind-the-scenes, Fridays = Q&A.

And please—stop treating your audience like walking wallets. Imagine a first date where someone asks you for money within five minutes. That’s how most organizational content feels.

When you lead with value, you don’t have to chase audiences. They come to you.

Call to Action: Build better relationships. Find more tools at www.dixongroupllc.com/resources.

Stop Shouting Into the Void: A Guide to Segmentation

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

Mass emails are the communication equivalent of spraying perfume into a room and hoping someone smells good. Segmentation fixes that. When you treat every contact the same, your message becomes bland, irrelevant, and easy to ignore. Leaders often resist segmentation because it “sounds complicated,” but so does tax law and we still do it.

Start with simple behavioral groups: donors, volunteers, clients, staff, community partners, and prospects. Each group cares about different things. Donors want impact. Volunteers want purpose. Prospects want clarity. Staff want fewer meetings (really, they do). When you send every group the same message, you guarantee nobody gets what they need.

Your CRM (if used correctly… no judgment) is your golden ticket. Tag by donation frequency, event attendance, interests, or even email clicks. A CEO and a college intern should not receive the same call to action. One signs checks; the other asks for snacks.

Next, personalize without getting creepy. Add names, reference past engagement, and keep messages human. If you’re sending a “We miss you” email, make sure you actually miss them—not just their wallet.

The payoff? Higher open rates, higher conversions, and fewer unsubscribes from people who still want to support you… just not your generic messaging.

Call to Action: Master your messaging. Get the advanced guide at www.yourmessageclarified.com

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.