Jeff Olson

Sense & Color

A strategic communications consultancy focused on leadership communications, employee engagement, and brand reputation. We conduct organizational communications assessments and provide consultation/fractional work to drive internal and external brand transformations.

Clients include: Communications counsel for Generative AI initiatives for a Big Four consultancy; CEO communications counseling and media strategy for animal wellness start-up; communications workshop for financial services organization; thought leadership for non-profit CEO.

"Inspiration, move me brightly, light the song with sense and color, hold away despair.”
- Robert Hunter

We bring sense to your communications, and add color to inspire.

Founder and CEO

RITE AID

Recruited to lead communications function through company’s turnaround and transformation into innovative healthcare organization. 

Led all COVID-related communications efforts for the retail pharmacy. Amid a pandemic, rebuilt the communications team and modernized the communication approach with purpose-driven storytelling, digital and media-rich content, and crisis & issues preparation and process. Named to 
PR Week's 2020 Health Influencer 50 list during tenure.

Vice President Corporate Communications ★ Led Communications Function for Fortune 150 Company

ICF Next

In 2019, the merger between Olson Engage and ICF Olson Agency Partners resulted in ICF’s international commercial marketing agency, ICF Next.

I was retained by the organization following the merger to spearhead growth & innovation efforts, including organizational planning, evolution of purpose and mission, and capabilities integration.

SELECTED HIGHLIGHTS & ACHIEVEMENTS

✔ In the first 3 quarters of developing the near-term and long-range business plans, delivered 3% YOY growth for the company.

✔ Developed an evolving business development process focused on new client development, organic growth and integrated capabilities, growing total integrated sales by 65% and the total opportunity pipeline by 900%.

✔ Established the GTM narrative and strategy frameworks for a 1,700-person organization, including the 3-year roadmap.

Senior Partner ★ Thought Leadership for ICF’s International Commercial Marketing Agency

Olson

From 2015 to 2019, I served as Executive Vice President for Olson Engage and held ownership for the PR agency growth strategy, strategic communications, corporate affairs, crisis and issue management, and business development practices.

SELECTED HIGHLIGHTS & ACHIEVEMENTS

✔ Led the agency to 25% revenue growth in the first two years in the role, and in 2017 was named PR Week’s Mid-Size Agency of the Year, and Holmes Report Consumer Agency of the Year.

✔ Delivered 77% growth in two years for new business by instituting a “Strategy to Win” business development approach which did not exist previously.

✔ Built a 2020 Vision with the Board of Directors, CEO, and CMO of an international QSR while serving as a strategic partner to C-suite leadership teams.

✔ Led a 40-member communications team to hit all KPI, and served as a change agent to build a new culture and talent development program.

Executive Vice President ★ Strategic Communications, Corporate Affairs and Brand Reputation

McDonald's

In 2014, I transitioned into a lateral role to lead global brand reputation initiatives for McDonald’s corporation, including overhauling its entire employer narrative. Key member of the global leadership team for people reputation, engaging regularly with the CEO and US President.

SELECTED HIGHLIGHTS & ACHIEVEMENTS

✔ Delivered presentations to thousands of partners and was featured as the top speaker at numerous internal events and meetings.

✔ Highlighted the company’s people, employment stories and successes through a political-style campaign to engage internal and external audiences.

✔ Built and rolled out reputation plans with senior executives enterprise-wide, including national and local crisis preparation.

✔ Secured buy-in from franchisees for use of a multi-million dollar budget and commitment for national campaigns and execution in local markets.

Senior Director, Communications ★ Overhauled the Employer Narrative for Global Brand Reputation

I was promoted to Senior Director of Strategy and Communications in 2013, where I served as Chief Communications Officer and oversaw all business planning and communications for McDonald’s West Division, which consisted of 4,400 restaurants and 220,000 total employees.

SELECTED HIGHLIGHTS & ACHIEVEMENTS

✔ Developed and introduced a new pilot program across 5,000 restaurants that increased employee pride in the brand, reduced complaints, improved operational scores, and decreased turnover.

✔ Created a division-wide plan that led US system KPI for three consecutive years, including a 5% increase in sales.

✔ Achieved consistency in brand messaging, story, and alignment across 7 regions and 55 television markets.

Senior Director, Strategy & Communications ★ Chief Communications Officer for 220,000+ Employees

Prior to 2007, I served as McDonald’s key point of contact at Golin, and in 2007 I was recruited to McDonald’s in a full-time capacity. As Director of Communications for the West Division, I led internal, external, and management communications for 4,400 restaurants and 220,000 employees.

SELECTED HIGHLIGHTS & ACHIEVEMENTS

✔ Circle of Excellence Award (2012)

✔ CMO Marketing and Brand Team Award (2012)

✔ US Brand Ambassador Award (2011)

✔ Led 21 PR agencies to support the brand and created an annual summit to align and share best practices.

✔ Drove a complete overhaul of the regional communications structure, including developing and launching regional communications teams.

✔ Established a new management communications process that aligned Divisional and Regional executives to an internal brand story.

Director of Communications, West Division ★ Internal & External Comms for 4,400+ Restaurants

Golin

Positions: Vice President, Account Director, Account Supervisor. 

Clients: McDonald's, Levi Strauss & Co, and SC Johnson

Vice President

FleishmanHillard

Positions: Account Supervisor, Senior Account Executive, Account Executive, Assistant Account Executive

Clients: Gatorade, Hormel and 3M.

Account Supervisor

You're a great leader in communications, but that also means you're really busy. I partner with you on comms strategy, fill temporary gaps and level up teams ★ Fractional CCO ★ Former Fortune 150 exec ★ Dadx2

Stop the bleed.

You are bleeding …

Time
Attention
Trust
Efficiency
Alignment
People through turnover
Budgets
Revenue
Leadership

This bleeding stems from one core problem: poor, ineffective and reactive communications.

This leads to frustration as people are disengaged/quit quitting, don’t understand the vision and plan, and hearing and seeing different things from your leaders.

You might have tried to fix this with band-aid solutions. Handed it to HR or marketing, or did some team-building. 

The truth of the matter is your communications isn't working.

Be it change, growth, new leaders or other, you and your leaders are not communicating well.

You don’t have the thread that connects everybody together, or a plan to get everyone rowing in the same direction. It’s time to fix that for 2024.

Why should you trust me? 

In my 25-year corporate communications career I’ve seen what works and what doesn’t, what takes too long or costs too much money, and the steps to take for a transformation. 

➡️ Led corporate comms for a Fortune 150 company amid company transformation and COVID-19 pandemic. Named a Top 50 influencer by PR Week.

➡️ Served as CCO for the McDonald’s West Division, consisting of 4,400+ restaurants and 220,000+ employees. Decreased turnover and improved employee pride through a new employee image and education campaign; from 13 store pilot to 5,000+ McDonald’s restaurants.

➡️Awarded PR Week’s Mid-Size Agency of the Year in 2017 - I led strategy and was the lead corporate and brand reputation counselor.

➡️ Accepted into Arthur Page Society, a membership organization for Chief Communications Officers.

What does fractional communications entail? 

With the perspective of a Fortune 150 communications exec, I bring a mix of consulting plus fractional services that are focused on your unique, specific needs. 

I’m not an agency - I'm a true partner that gets communications right without the overhead, team ramp-up and crazy billing rates. Agencies are not built for speed, efficiency or problem-solving.

So I’m looking to change how companies gain communications expertise.

Starting with a four week audit, you’ll receive a diagnosis and blueprint. We gather real insights from your team and stakeholders to truly understand the root causes of problems. 

As a fractional communications officer, I’ll guide the blueprint implementation, ensuring that the strategies are executed as efficiently and effectively as possible. 

Interested in an audit?

Just in time for end-of-year planning. A diagnosis and blueprint in 4 weeks. DM me and let’s talk.

Sense & Color is a consultancy and advisory organization. We customize workshops to start, level up or fix organizational communications. We also advise multiple Web3 organizations on growth, brand reputation and communications.

"Inspiration, move me brightly, light the song with sense and color, hold away despair.”
- Robert Hunter

We bring sense to your communications, and add color to inspire.

This image is a day in a life of a communications executive.

Meeting upon meeting. 

Fire drills and urgent issues/requests.

Cancelled meetings and upset stakeholders.

Time to actually work on communications plans or execution during the day?

Nah. That’s for after the kids go to bed.

I know, I lived this life.

And many of my friends live this life.

There’s just never any time to: think ahead, plan, build a strategy, execute the strategy, coach and level up the team, review team’s work (unless it’s deadline time), fill in gap for person that left, manage internal comms when there’s external fires, or do proactive PR work when there’s RIF’s, leadership changes, internal misalignment, etc. etc.

You get the idea – and that’s tip of the iceberg.

Sometimes communications executives just need a little help from someone that’s been there/done that.

Your agency adding team members with a two month ramp up doesn’t work.

And you can’t hire for a while.  

You just need someone to help with the plan. To execute with the team. To provide new thinking. To take that internal comms while you deal with media fires. To provide whitespace considerations on media strategy while you manage internal issues that an outside person can’t for various reasons.

I wish I had someone when I was leading corporate comms.

That’s why I’m that someone now.

Need perspective, team workshops or a little “roll up the sleeves” work from a former Fortune 150 communications lead and global agency exec? 

I know a guy.

I believe in Karma.

So I have a little side gig.

No money, but good karma and great vibes.

Selfishly, it fills my cup.

I've found that helping job seekers -- usually in areas of communications/PR, since I know a thing or two about those areas -- is something that I really enjoy.

I try to help candidates crystallize their experience and results so they can stand out in interviews.

It's kind of like "candidate narrative."

We talk about S-A-R (situation-action-result), stories that can be told in a concise manner, and how to make messages stick as differentiators. Much of this comes through in practice interviews.

I essentially take media relations training for leaders, executive positioning, and CEO message coaching I currently do, and apply it as relevant to candidates and their objectives of landing a job.

I’ll tell you what – there’s nothing better than getting a note like this one. 

Truly made my day yesterday and set me on a real positive path.

----

Side note: I am working with CEO’s and senior execs on a paid basis on similar approaches, which I’m packing up as an official offering soon. Reach out if you a comms pro on your side to elevate your POV/thought leadership and position yourself for new, great things in future.

I never thought my career would take me to “gap filler guy.” 

I worked to climb that communications ladder for 25 years. CCO or bust. 

Nothing would get in the way.

Oh, you naïve fool. 

Life got in the way. 

Breast cancer got in the way. Pandemic got in the way. Kids thankfully and wonderfully got in the way.

So I changed my career approach. It became about flexibility and diversification. 

Don’t get me wrong, I’m super proud of leading communications for a Fortune 150. As well as for working for an iconic brand like McDonald’s. Leadership roles at global agencies as well. And for working with dozens of CEO’s and hundreds of C-suite members.

Most importantly, I’m extremely proud of all the colleagues that became friends. I’ve learned so much from the newest interns to the most experienced, savvy practitioners.

And here we are. All that experience gets bundled up into … gap filler guy. 
 
As I changed my career approach, I reflected on what I needed most when I was leading communications teams.

Many times, I needed someone with “know how” to quickly come in and fix a problem. Or assess teams, plans and approaches with a fresh set of eyes. Or tackle a project I couldn’t get to due to all the things a communications leader has thrown at them. Or fill a role until a full-time hire could happen.

Just not enough time in the day for communications leaders.

Gap filler is a need. 

And I’ll be darned, it’s pretty awesome to mix everything from large global consultancy to chatting with a start-up CEO daily. From GenAI comms strategies to researching vet shortages. From leading communications strategy workshops at financial services orgs to coaching a non-profit CEO. 

If you’re a communications leader, you’re great at what you do. 

But there’s not enough of you to do it all.

Besides my projects, I’m building a collective of gap fillers. If I can’t do it for you, I know people that can.

Need to fill some gaps? 
  

Communications people: we need to talk about key messages.

Most key message documents are worthless.

We stick to a bullet point list of “messages,” which most often are a long list of company points that no one will remember or care about.

No one cares.

Not the CEO or spokesperson that is “using” for an interview. 

Nor the C-suite or leaders for internal meetings/town halls. 

Nor the communications team that did 17 drafts and spent hours upon hours creating.

But "that’s how it’s always been done.” Yup, and you’re/we’re still sitting in the peanut gallery.

Why do I think key messages are worthless?

1) They do not hit right and left-brain considerations built to persuade -- most are a list of what you want people to know.

2) They are built in ways that is difficult to retain

So what do we change? 

Our goal should be to influence behaviors, perception or perspective. It’s hard to do that with a list of company points that focus only on what you want people to know.

So we have to consider the emotional, creative and intuitive right side of the brain.

Always start with the audience: What do you want them to believe and what do they believe now? What opinions have to be enforced or changed? How do they want to feel? 

People want to be a part of something. What is that bigger purpose? How is the audience part of it? What does it mean if it’s bigger than an individual? 

Flip side, the left brain wants the logic and rationale. What do you want people to do? And, yes, what do you want them to know? What is the “instant get” that makes the brain click and buy-in?

That leads to #2: Why in the world do we have long, boring bullet points when we know stories, anecdotes and visuals are what stick? 

Can an infographic be a better prep tool for execs than 3 pages of bullets? Yup.

Can a few stories support the key message you’re relaying without a corporate-driven message? Yup.

Can you come up with an anecdote or two? Yup. And you can use ChatGPT if you can’t.

I know, this is tactical and nuts and bolts-y. Ugh. Not my favorite thing to share. 

But it should drive you 🥜 🥜 that you spend so much time on something that is worthless. 

Small changes here – and with other practices to be saved for another time -- could lead to more trust, more influence and more results.

Did you catch the episode of Abbott Elementary where Jacob discovers his colleagues are using AI to reply to his (many, many) emails?

I haven’t used AI-detection software myself, but after spending the better part of a year tethered to large language models, I’ve started to notice “ChatGPT-isms” everywhere. And once you see them, you can’t unsee them. 
 
Just to be clear, I’m not hating on AI or AI users. ChatGPT is good and getting better all the time. But even the best bots are far from human, and it shows. 
 
Here are 10 telltale signs of ChatGPT-generated content: 
 
1. “In the ever-evolving landscape of …” – Forbes contributor Jodie Cook said it best. ChatGPT tends to “clear its throat” with lengthy intro language before getting to the point. Then again, so do I. Moving on. 
 
2. “A beacon of hope” – Whenever despair looms, ChatGPT lights up this phrase like, well, like a beacon, I suppose. 
 
3. “Tapestry” – To ChatGPT, every complex scenario is a “rich tapestry,” a “woven masterpiece” of ZzzZzzzz ...  
 
4. “Not only X ... but also Y” – Not only does this construction make you sound erudite, but it also tests the patience of editors who prefer short sentences. 
 
5. “It’s worth noting” – This AI-adored sentence starter ensures every trivial tidbit that follows gets the spotlight it barely deserves. 
 
6. “This suggests that” – ChatGPT, the eager detective, loves to connect dots that are already holding hands. 
 
7. “On the other hand” – This old chestnut is an AI go-to, especially when it’s pretending to weigh both sides of an argument.
 
8. “As a [role] …” – This is how ChatGPT slips into character. Prompt it with any role (writer, scientist, robot) and it’ll begin its response with this delightful literalism.

9. “In conclusion” – The universal cue that ChatGPT is wrapping up its monologue, seemingly unaware that you’re not trying to defend a PhD thesis.
 
10. "Dumb" quotes – Those straight-as-an-arrow punctuation marks are ChatGPT’s biggest giveaway. Perfect if you’re going for that nostalgic typewriter look. (Go ahead and adjust your copy-paste settings now.)
 
So, in conclusion, it’s best to write the way humans speak. As a communicator, ask yourself, would you (or your client or company) ever use a phrase like “beacon of hope”? Would you unironically conclude a social media post with “In conclusion”? Let’s hope not. And if not, don’t let ChatGPT override your human instincts. 
 
What are some “ChatGPT-isms” you’ve spotted? Let’s compare notes. Maybe we’ll start a bingo card. 

#chatgpt #genai #ai

“If you’re not making mistakes, then you’re not doing anything. I’m positive that a doer makes mistakes.”
-       Coach John Wooden

There's a lot of change in every industry, every job. 

I see it daily in corporate communications.

I'd rather anyone I'm working with be proactive, push new boundaries, embrace change, and try to make an impact -- and make some mistakes along the way -- than take the safe route.

I used to let mistakes really get to me. I still do to some extent.

But I try to remember that I'm doing, trying, evolving, iterating, learning, and leaning into curiosity. 

If you’re doing, you’re going to make mistakes.

And, as Coach also said: “Today is the only day. Yesterday is gone.”

Make a mistake. It's OK - you're doing. Then get better tomorrow. 

M&A for most employees = misery & anxiety.

In leading communications and being on integration/strategy teams for both corporations and global agencies, there’s one thing I know as the truth when it comes to M&A:

The only thing employees care about is “what does it mean for me?”

If you care about buy-in, culture, alignment, engagement, and positive outcomes from the merger or acquisition, you have to start at the most basic, human level.

Address “what does it mean for me” as early and often as possible. 

Employees are worried about if they will have a job, changes in role, demotion/promotion, career prospects, new or different responsibilities, changes in processes, new trainings, team dynamics, etc. 

Unless they have a big financial stake, they likely don’t care about the financial picture or business strategy, short or long-term.

They want to feel secure.

Engagement has to start with that lens. Research, surveys and listening, message development, meetings/calls/town halls, and Q/A all have to start with that lens. 

You’re much more likely to get buy-in and everyone rowing in the same direction if you can effectively address what it means for them. Early and often, with honesty and transparency.

If not, you’re going to cause a lot of misery & anxiety.

#strategiccommunications #internalcommunications #leadershipcommunications

When do you think the honeymoon is over?

I was recently asked this question by an executive.

The topic was leadership communications, and the specific conversation was regarding a new leader's "grace period" with employees.

In other words, there's excitement with a new leader. With that excitement is a belief that employees are listening, engaged and participating. Same goes for other stakeholders, which can range from investors to board to customers.

The thinking: new perspective and plans help reenergize folks. 

Maybe. Maybe not.

One mistake I've seen is new leaders don't set a benchmark on topics related to communications when they start the role. 

They come in with energy and ideas. Hopefully a vision for what the future looks like.

But they don't set that benchmark on everything from understanding of the mission or business, alignment with values, clarity of strategy, or if leaders are communicating effectively.

That means it's impossible to say when the honeymoon is over. Who knows if you're not measuring?

My recommendation to this executive: at six months you need to assess how your messages are landing, if there's alignment, and if teams are rowing in the same direction. Is your vision understood? And, if so, why not? 

If you didn't have a benchmark, now you will have one so you can review every six months.

If you're a leader that's 3-6-9 months into an organization, it's beyond time to assess how your organizational communications are working and if people are along for the ride.

The longer you wait, the harder it will be to make adjustments that get everyone rowing in the same direction.

Are you an intuitive sponge?

One of the biggest compliments I received in my career:

“You’re very intuitive with me.”

This came from a CEO of a public company. 

I didn’t have a goal to be intuitive. I’ve always had good relationships with CEO’s and C-suite, but never really could state exactly why.

Those words were a bright light of clarity. 

They gave me new perspective on what it means to be a communications leader.

Intuition.

Unfortunately, intuition does not come overnight. 

- Two years of listening and watching every conference call, meeting, speech and earnings call. 
- Studying the strategic plan over and over. 
- Observing body language and reactions. 
- Paying attention to dynamics on the leadership team. 
- Asking a ton of questions – formally and informally – for communications I needed to deliver and just to learn.

PLUS, listening across the organization, employee focus groups, engaging all functional leaders regularly, preparing for crisis scenarios, serving as spokesperson to deliver messages, and driving a cross-functional communications plan. 

By the time I received this compliment it seemed I could instinctively know where her line of thought was heading. 

I was able to understand without access to direct information or the reasoning process. 

Act and react in the moment.

That's pretty valuable in a world of constant change.

----

A mentor once told me that communications leaders need to see around the corner before everyone else. 

How? 

The answer was something like: be a sponge and then squeeze out selective, relevant knowledge when the corner is nearing (seriously, I think that was it).

Sponge: Listening to understand, observing and curiosity.

Squeeze: Convening, connecting the dots and communicating.

Hats off to all of my friends in communications - you are intuitive sponges. 

And that's the biggest compliment I can give you.


"Instant get."

Seems those two words make for my favorite phrase these days. I used them with multiple clients this week. 

Why? 

Our job in communications is to either provide an "instant get" or help leaders identify and communicate the "instant get."

We're inundated with content from every angle. If it takes too long for people to understand what you're trying to communicate, they will move on. That could be customer, investor, board member, employee and every other stakeholder for your business. 

You have to help people instantly get it. 

That can be done through analogies or metaphors to something that is well-known (our concept is like xyz but for xyz).

That can be from a quick story (my belief in this vision stems from the time we ...).

It can be because you've taken the time to understand the audiences' emotions so you can tap into that (as a parent, you know that it's ...)

It can be done in many more ways: visuals, meme's, nailing a headline, effective use of data, etc. 

There's no right way to get to an "instant get." It depends on the the audience, the message and what you're trying to accomplish.

But there is a wrong way: not thinking through how to deliver an "instant get" and being long-winded, off-target, misunderstanding of the audience, and ultimately being ignored. 

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