Sept. 21, 2026
How to Solve the Gap Between What Clients Say and What Audiences Believe with Kaitlin McCready
Kaitlin McCready has had many communication lives but the through line across all of those chapters is the same problem: the gap between what an organization says and what its audience actually believes, understands, or acts on.
Episode Summary
Kaitlin McCready calls it 'many lives of communications', a career that has moved through corporate tech, the MTA in New York City, Jacobs Engineering, the Joint Office of Energy and Transportation inside the federal government, and now Communio Strategies, her solo practice that is about one year old. But the through line across all of those chapters is the same problem: the gap between what an organization says and what its audience actually believes, understands, or acts on.
Kaitlin joins Karen and Michelle to talk through how that through line became the foundation of her practice, the WEAVE framework she developed to bring change management discipline into communications work, the 90-day project-based consulting model that is working exceptionally well in the current market, how a relationship with her masseuse led to a county government client through a mayor introduction, and the Substack she started not primarily to grow an audience but to maintain a writing practice and own a topic she had genuinely earned. This is a rich episode for practitioners who want to think more rigorously about what communications is actually for, and for solos about a year in who need to hear that the path from interest to paying client is slower than it looks but more networked than it feels.
Episode Highlights
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[01:52] The Through Line That Connects Many Lives of Communications: Karen asks Kaitlin to name the thread that connects a career that has moved through tech, government, engineering, federal agency work, and now solo practice. Kaitlin's answer is specific and immediate: it's the gap between what an organization says and what its audience is prepared to believe or act on. In tech, the problem was differentiation. How do we stand out when everyone claims to be different? At the MTA, the problem was the opposite, everyone was a customer, but trust was not assumed, and moving millions of people from one belief to a new one and then to action was the whole job. Those two poles of the same problem became the thing she kept working on, and the thing she now builds client engagements around at Communio Strategies.
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[03:33] What the MTA Unlocked — and the First Thing Kaitlin Did When She Didn't Know the Answer: Michelle asks what the MTA experience unlocked for Kaitlin beyond the scale of the challenge. Kaitlin names a weakness she had to confront: asking for help. She came into the MTA as her first public sector role, hired in part because of her private sector background. But she didn't understand how to navigate city council relationships, how to work with public officials, or how to move a population of millions. Her first move: find people who had already solved a version of the same problem. She located practitioners in London, Sydney, and Los Angeles who had managed high-profile disruptive infrastructure projects, asked them what worked, what didn't, and what they wished they'd known. That body of external knowledge accelerated her onboarding by an order of magnitude and gave her a platform to prioritize immediately. The practical lesson: before you try to figure something out alone, find the person who has already done it.
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[05:14] The WEAVE Framework: What It Is and Why Communications Without Change Is Just Information: Karen invites Kaitlin to explain WEAVE, the framework she built to integrate change management thinking into communications work. The origin: while leading internal change management at Jacobs Engineering during a major digital transformation, Kaitlin was trained on the Prosci change management philosophy and realized it described everything communicators already do — she just hadn't known it had a name or a structure. The framework runs five elements. W: Why — the organization's origin story and reason for doing the work. E: Edge — what uniquely equips them to do it. A: Attune — aligning the organization's message with the actual beliefs, worldviews, and wants of the audience. V: Viable — how you translate belief into action that is visible and creates momentum. E: Engage — the ongoing, durable relationship that sustains the change beyond the initial campaign. Kaitlin's line that has resonated strongly in recent pitches: communications without change is just information.
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[10:43] One Year In: What Surprised Her About the Solo Journey: Michelle asks what has genuinely surprised Kaitlin in her first year. Her answer is honest: she thought it would be easier to move people from interest to action. The interest is there, people respond to what she says, they like talking with her, they engage with her thinking. But translating that engagement into paid engagements has been slower and more circuitous than she expected. She names a recent client win as the example that reframed this for her.
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[11:46] The Masseuse, the Mayor, and the County Contract: Kaitlin traces the origin of a recently won county government contract, working backward through every step that led to it. It started with her masseuse, an entrepreneur who knows Kaitlin's transportation background and introduced her to a client of hers who turned out to be a local mayor. That conversation led to another introduction from the mayor, which led to the client who is now a paying county government account. The lesson she draws is not just the value of networking but the value of showing up consistently, being curious about other people's work, and letting relationships develop without a transactional frame. Karen's footnote: this is also proof that making time for self-care has a professional return.
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[13:05] The 90-Day Project-Based Consulting Model: Karen asks Kaitlin about the 90-day consulting model she has built and why it works in the current market. Kaitln explains that clients almost always come in with a tactics request, such as get me into the New York Times, get me mentioned in a trade publication. The model starts by walking them back from the tactic to the actual business problem, which requires patience and a particular kind of coaching. From that clarity comes a very specific, focused 90-day plan. Ninety days is enough time to solve a defined problem, get real results, and test the client relationship from both sides, because as Kaitlin notes, solos should be evaluating fit too, not just demonstrating value. It's also short enough that the client doesn't feel they're committing to a large open-ended engagement. And within every organization, Kaitlin says, there is a whole network of partnerships and adjacent problems that 90 days of proximity reveals, creating a natural path to follow-on work and niche development.
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[17:35] Turning the Practitioner Lens on Yourself: Michelle raises the question that trips up many solos: how do you apply to your own practice the same diagnostic and positioning rigor you apply to clients? Kaitlin was helped by an unusual circumstance — when she left the Joint Office of Energy and Transportation, her former colleagues (many of whom were also navigating unexpected career transitions) asked her to help them tell their own career stories. In building a framework to help them identify their unique differentiators, she essentially built the tool she then used on herself. The schema for helping others translated directly into clarity for her own positioning.
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[21:06] The Substack as Thought Leadership Infrastructure — Not Audience Building: Karen highlights that Kaitlin has built a consistent Substack practice, posting every Tuesday on her newsletter called Trust Issues, which explores how and why ideas and people change, and the role trust plays in that. Kaitlin's framing of why she started it is the part worth listening to: she did not start it primarily to grow an audience. She started it as a forcing function for a weekly writing practice, as a home base for documenting what she knows, and as a way to own a topic she had genuinely earned through a range of experiences, corporate, public sector, federal government, and elected local official. The writing practice has surfaced things she had forgotten she knew and created a body of work that is now generating teaching opportunities with college students. Karen's observation: you picked a topic you were passionate about and had genuine experience in. That's the difference between a Substack that compounds and one that becomes a slog.
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[24:17] The Alignment Brief — and the Role of Communications as Chief Alignment Officer: Kaitlin describes a tool she developed at Oracle and repurposed at the MTA: the alignment brief. It is essentially a structured questionnaire that gets all the teams working on a project onto the same page about what the product is, what the benefits are, what success looks like, and how it will be visible. She now gives it away for free because people ask for it constantly. She also names a framing she heard on another podcast that resonated: the communicator's role is often chief alignment officer. Getting everyone pointed in the same direction is not adjacent to the comms work. it is often the precondition for the comms work to do anything.
About Kaitlin McCready
Kaitlin McCready is the founder of Communio Strategies, a communications consultancy that helps organizations close the gap between what they say and what their audiences believe, understand, and act on. Her career has spanned corporate technology communications at Oracle, public affairs and stakeholder engagement at the MTA's New York City Transit, change management and corporate strategy at Jacobs Engineering, and federal agency work at the Joint Office of Energy and Transportation — where she led communications for EV infrastructure deployment across the US. She is also a local elected official in Northeast Ohio. Kaitlin developed the WEAVE framework to integrate change management discipline into communications planning, and she writes the weekly Substack newsletter Trust Issues, which explores how and why ideas and people change — and the role of trust at every stage. Communio Strategies is approaching its first anniversary.
Website: communiostrategies.com
LinkedIn: linkedin.com/in/kaitlinmccready
Substack: Trust Issues
Resources & Additional Information
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Communio Strategies: communiostrategies.com
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Trust Issues: Kaitlin's Substack on trust and change.
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Prosci: Change Management Certification Program (referenced by Kaitlin)
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Solo PR Pro membership community: soloprpro.com
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That Solo Life podcast website: thatsololife.com
Host & Show Info
That Solo Life is a podcast created for public relations, communication, and marketing professionals who work as independent and small practitioners. Hosted by Karen Swim, APR, President of Solo PR Pro, and Michelle Kane, Principal of Voice Matters, the show delivers expert insights, encouragement, and practical advice for solo PR pros navigating today's dynamic professional landscape.
Listen to all episodes and catch up on previous conversations at thatsololife.com.
Did this episode inspire you? If you found value in this conversation, please take a moment to leave us a review on your favorite podcast platform. Your feedback helps us reach more solo pros just like you! Don't forget to subscribe so you never miss an episode.
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::cue(v[voice="Karen Swim, APR"]) { color: lime }
::cue(v[voice="Kaitlin McCready"]) { color: cyan }
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MICHELLE KANE: Hello and welcome back to another episode of
That Solo Life,
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MICHELLE KANE: the podcast for PR pros,
marketers, communicators,
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MICHELLE KANE: all of us making our small business way
through life.
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MICHELLE KANE: I am here, as always,
with my wonderful co-host Karen Swim of Solo
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MICHELLE KANE: PR Pro, and we always love guest days,
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MICHELLE KANE: don't we, Karen?
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KAREN SWIM, APR: We love guest days.
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MICHELLE KANE: Yes, days are the best days.
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MICHELLE KANE: We are here with Kaitlin McCready of Camino
Strategies.
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MICHELLE KANE: Welcome, Caitlin.
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KAITLIN MCCREADY: Hi. Thanks so much for having me,
Michelle and Karen.
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MICHELLE KANE: Oh, we're so excited. We're,
we're so excited to have you.
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MICHELLE KANE: And, you know, especially because you're
relatively You're not fresh to the
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MICHELLE KANE: communications world. Not by any means,
but you're fresh to the solo world,
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MICHELLE KANE: relatively speaking. So we're going to dig in
and talk about all the goodness you've been
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MICHELLE KANE: doing before solo and in your solo.
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KAREN SWIM, APR: Yeah, definitely. Thank you so much,
Caitlin.
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KAREN SWIM, APR: I always enjoy talking with you and learn so
much,
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KAREN SWIM, APR: and you are so thoughtful and intentional.
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KAREN SWIM, APR: So I'm excited for our audience to get to
know you a little bit better.
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KAREN SWIM, APR: So you have described your career as many
lives of communications,
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KAREN SWIM, APR: and I know that many in our audience can
relate to that,
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KAREN SWIM, APR: but what's the what's the through line that
connects all of those mini chapters?
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KAREN SWIM, APR: And how do you tell that that story to a
client that doesn't want a resume but wants
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KAREN SWIM, APR: to know, what can you do for me?
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KAITLIN MCCREADY: That's such a great question.
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KAITLIN MCCREADY: And the way I always describe it is that I
started my career in technology sector,
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KAITLIN MCCREADY: where I was working in a space that there was
lots of competition,
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KAITLIN MCCREADY: and my company had to really stand out and
say,
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KAITLIN MCCREADY: you know, what do we do differently? And I
know that's very common.
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KAITLIN MCCREADY: And then fast forward to when I worked at the
MTA in New York City,
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KAITLIN MCCREADY: where everyone was my customer.
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KAITLIN MCCREADY: It was kind of the flip side problem,
where I needed to explain to people why they
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KAITLIN MCCREADY: should believe us and how that should work.
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KAITLIN MCCREADY: And so it was, it was kind of this through
line that came to be where I realized I
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KAITLIN MCCREADY: needed to be able to tell a story,
and I needed to tell a story in a way that
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KAITLIN MCCREADY: people would actually trust us.
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KAITLIN MCCREADY: There wasn't that assumed level of trust and
belief that existed.
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KAITLIN MCCREADY: And that kind of became the thing that I
really hitched on to as being the thing that
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KAITLIN MCCREADY: I work with and talk to clients about.
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KAITLIN MCCREADY: So when I talk about what I do at Camino
Strategies,
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KAITLIN MCCREADY: I always talk about my job is really to help
kind of close that gap between what an
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KAITLIN MCCREADY: organization or an executive is saying and
what their audience wants to,
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KAITLIN MCCREADY: wants, believes, or what we want them to do
about that belief.
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MICHELLE KANE: Yeah, yeah. And as you've talked about your
work with the MTA,
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MICHELLE KANE: it's certainly, you know,
as we've discussed it,
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MICHELLE KANE: it's really changed something,
you know, fundamental for you in your work,
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MICHELLE KANE: as you say, you had every citizen,
every resident of New York City as a client.
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MICHELLE KANE: That's not nothing. But you said it also made
you feel like,
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MICHELLE KANE: you know, you were starting anew and PR
again,
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MICHELLE KANE: but in a good way. What did that whole
experience unlock for you?
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KAITLIN MCCREADY: It made me think really hard about what I
knew and what my capabilities were,
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KAITLIN MCCREADY: but also made me realize some of the
weaknesses that I had.
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KAITLIN MCCREADY: One of my weaknesses is asking for help.
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KAITLIN MCCREADY: And I recognize when I started this role,
it was my first public sector experience.
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KAITLIN MCCREADY: I, they hired me in part because I was
different.
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KAITLIN MCCREADY: I came with a bunch of private sector
experience and they wanted that.
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KAITLIN MCCREADY: But at the same time,
I recognized I didn't really understand,
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KAITLIN MCCREADY: you know, the dynamics between how do you
talk to city council folks?
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KAITLIN MCCREADY: How do you work with the public officials,
and how do you really move a large body,
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KAITLIN MCCREADY: as you said, Michel, a large body of of
population from believing one thing to
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KAITLIN MCCREADY: believing and then acting on another.
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KAITLIN MCCREADY: And so one of the first things I did was I
looked around and said,
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KAITLIN MCCREADY: okay, who has solved a similar problem that
I'm dealing with right now?
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KAITLIN MCCREADY: And so obviously, the MTA is a little bit
singular in a lot of ways with the subways
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KAITLIN MCCREADY: and bus system in New York.
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KAITLIN MCCREADY: But I found a person in London,
a person in Sydney,
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KAITLIN MCCREADY: Australia, and someone in LA who had dealt
with similar high profile,
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KAITLIN MCCREADY: large scale construction projects that were
going to be super disruptive and ask them,
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KAITLIN MCCREADY: what did you do? What did work?
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KAITLIN MCCREADY: What didn't work? What were the things you
wish you would have known before you got
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KAITLIN MCCREADY: started here and using that body of
knowledge.
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KAITLIN MCCREADY: I mean, it sped me up ten X from where I
started that first day to really have a
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KAITLIN MCCREADY: platform to say, okay,
I know at least the direction that I need to
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KAITLIN MCCREADY: go from, and I know now who should I talk to
in my organization?
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KAITLIN MCCREADY: How should I spend my time and prioritize
differently?
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KAITLIN MCCREADY: And that really helped me kind of overcome
some of those hurdles when I was
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KAITLIN MCCREADY: getting started there.
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KAREN SWIM, APR: I love that, and I love the way that you
think.
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KAREN SWIM, APR: And I'm excited about this next question
because I am a frameworks girl.
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KAREN SWIM, APR: I love a good framework.
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KAREN SWIM, APR: And you created one that's really different
and you call it weave.
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KAREN SWIM, APR: What I found to be a key differentiator is
it's not a framework for strategies and
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KAREN SWIM, APR: tactics, but goes beyond that to,
you know, creating behavior and psychological
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KAREN SWIM, APR: change. So tell our audience about weave and
you know,
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KAREN SWIM, APR: why you felt the need to create it.
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KAITLIN MCCREADY: It really was inspired by my time when I
worked at Jacobs Engineering,
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KAITLIN MCCREADY: which, for those who don't know,
is a large engineering and solutions firm
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KAITLIN MCCREADY: based out of Dallas. They hired me to work on
the corporate strategy team.
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KAITLIN MCCREADY: They were going through as many large fortune
250 organizations do,
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KAITLIN MCCREADY: sort of a corporate strategic overhaul.
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KAITLIN MCCREADY: They'd worked with one of the big consulting
firms to identify what are the kind of the
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KAITLIN MCCREADY: pillars of our corporate strategy,
but then you have to go into implementation.
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KAITLIN MCCREADY: And as we all know, a plan is great,
but implementation is harder.
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KAITLIN MCCREADY: So how do you actually move and change?
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KAITLIN MCCREADY: Again, similar to the MTA,
a large body of people to do something
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KAITLIN MCCREADY: differently. And in this case,
one of the pillars,
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KAITLIN MCCREADY: the one that I got hired to lead change
management for,
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KAITLIN MCCREADY: was on a digital transformation internally.
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KAITLIN MCCREADY: So project managers in the field,
folks that don't sit at a desk every day,
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KAITLIN MCCREADY: but rather are working with clients out in
the field,
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KAITLIN MCCREADY: use lots of different software tools to do
their jobs.
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KAITLIN MCCREADY: And at a large place like Jacob's,
not unlike any other large companies.
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KAITLIN MCCREADY: They have a whole bunch of software tools,
and sometimes those kind of get unruly. They
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KAITLIN MCCREADY: need to rein them back in and figure out,
okay,
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KAITLIN MCCREADY: what are we using for what and what actually
makes sense for,
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KAITLIN MCCREADY: you know, how we want our,
our company to be differentiated when we do
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KAITLIN MCCREADY: work with clients? So we're going through
this massive digital transformation.
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KAITLIN MCCREADY: And I got trained on a change management
philosophy through a program through Prosci.
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KAITLIN MCCREADY: And I realized this is one of those moments
where I realized these are all the things
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KAITLIN MCCREADY: that we do in communications every day.
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KAITLIN MCCREADY: I just didn't know it had a name.
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KAITLIN MCCREADY: And I kind of, I love that moment.
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KAITLIN MCCREADY: Because I am a little bit analytical
sometimes to my detriment in my work for,
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KAITLIN MCCREADY: you know, us being in such a creative field
and realizing that it had a name and it had a
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KAITLIN MCCREADY: process, it made me really excited to think
through,
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KAITLIN MCCREADY: okay, how can I take my previous work with,
you know,
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KAITLIN MCCREADY: developing messaging frameworks and houses
and doing all the analytics and customer
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KAITLIN MCCREADY: research and everything that we normally do,
and we're making a good comms plan.
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KAITLIN MCCREADY: And then in integrate that with sort of like
what you said,
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KAITLIN MCCREADY: Karen, with the psychological side of it,
of how do we actually move people toward
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KAITLIN MCCREADY: change, change that not just happens in the
moment or a belief that's like behind the
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KAITLIN MCCREADY: scenes, but actually that we can see in real
life.
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KAITLIN MCCREADY: And how does that change manifest?
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KAITLIN MCCREADY: And then, you know, create it in a way that's
durable.
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KAITLIN MCCREADY: And so we've, what it does is it,
like you said,
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KAITLIN MCCREADY: it kind of is more of a philosophy to say,
okay,
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KAITLIN MCCREADY: how do we make a communications plan that
actually thinks about communications,
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KAITLIN MCCREADY: not just as, you know,
a thing that we do in a moment from this one
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KAITLIN MCCREADY: team in the company, but really to actually
making it make change in a way that's
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KAITLIN MCCREADY: actually impacting the whole organization.
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KAITLIN MCCREADY: One thing that I always say is communications
without change is just information.
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KAITLIN MCCREADY: And I actually use that in a pitch recently,
and it really resonated with the clients.
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KAITLIN MCCREADY: That made me really happy. So we've really
starts with what I would consider to be,
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KAITLIN MCCREADY: you know, our standard communications things
we always think about it's W is for Y.
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KAITLIN MCCREADY: It's like, why are you doing this work in the
first place as an organization or an
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KAITLIN MCCREADY: individual? You know,
what's your origin story?
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KAITLIN MCCREADY: Those kinds of things.
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KAITLIN MCCREADY: E is for edge. So it's Y you are uniquely
equipped to do this work like Y you
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KAITLIN MCCREADY: essentially. And then A is for attune.
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KAITLIN MCCREADY: And attune really is where you kind of match
up with what your customer's beliefs are.
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KAITLIN MCCREADY: So it's kind of that merging of you as an
organization with what your customers and
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KAITLIN MCCREADY: your audience's beliefs wants worldviews are.
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KAITLIN MCCREADY: And then the next one,
V and E are really about that sustainable
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KAITLIN MCCREADY: change. So V is for viable.
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KAITLIN MCCREADY: And for me, that's really how do you actually
take something that people believe and turn
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KAITLIN MCCREADY: it into something that they can do?
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KAITLIN MCCREADY: So in communications,
I know a lot of times we, we're really good
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KAITLIN MCCREADY: at sort of like the media relations side of
it and all that,
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KAITLIN MCCREADY: but how do you kind of close that loop and
make sure people can act on it in a way that
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KAITLIN MCCREADY: is, again, visible and,
you know, kind of creates more momentum.
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KAITLIN MCCREADY: And then the last one,
E is for engage.
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KAITLIN MCCREADY: And that's really where we like to see this
kind of like ongoing duration of work.
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KAITLIN MCCREADY: And all the things that I learned when I was
working at Jacobs.
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KAITLIN MCCREADY: Again, it was an internal sort of like an
internal change management internal comms
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KAITLIN MCCREADY: role. We work. We really did all of those
things.
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KAITLIN MCCREADY: And again, it was a comms thing,
but we called it change management.
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KAITLIN MCCREADY: And it really changed how I see my world and
our work.
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MICHELLE KANE: That's incredible. I love that so much.
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MICHELLE KANE: And I that so resonates with me of oh,
the way what that thing we do.
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MICHELLE KANE: It has a name. Oh, okay.
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MICHELLE KANE: It's it's so incredible.
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MICHELLE KANE: Well, we wish you a happy first solo Versary.
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MICHELLE KANE: You're about one year into your solo practice
and as you,
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MICHELLE KANE: you know, you're working through this newish
way of working.
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MICHELLE KANE: What has genuinely surprised you?
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MICHELLE KANE: And it could be good or bad about what this
life actually looks like,
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MICHELLE KANE: at least for you up until now,
because change is constant.
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KAITLIN MCCREADY: I thought that it would be easier to move
people from interest to actually doing
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KAITLIN MCCREADY: something. A lot of people have a lot of
interest,
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KAITLIN MCCREADY: which feels good. It means what I'm saying
resonates.
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KAITLIN MCCREADY: It means that they genuinely like,
generally like talking to me and hearing some
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KAITLIN MCCREADY: ideas and, you know, just talking about stuff
that they're,
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KAITLIN MCCREADY: that they're struggling with,
whether it's a business owner or it's,
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KAITLIN MCCREADY: you know, a fellow comms person in a larger
organization.
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KAITLIN MCCREADY: And so to that note, I had an,
I had something happen to me last week where
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KAITLIN MCCREADY: I, I won, I won a proposal.
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KAITLIN MCCREADY: And I didn't initially set out to focus on
government public sector clients,
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KAITLIN MCCREADY: but this one particularly is.
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KAITLIN MCCREADY: So I want to proposal for a county project
with my local county that's related to
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KAITLIN MCCREADY: transportation and educating the general
public about a program they have.
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KAITLIN MCCREADY: And I was thinking about it and I was like,
how did this start?
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KAITLIN MCCREADY: And I decided to walk back through my mind of
all the things that I did to get through this
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KAITLIN MCCREADY: client, to get to this client rather.
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KAITLIN MCCREADY: And what I realized is that it actually
started with my masseuse and that person who
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KAITLIN MCCREADY: I've built a great relationship with. She's
an entrepreneur and a business owner in her
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KAITLIN MCCREADY: own right. We, you know,
we talk about business stuff all the time.
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KAITLIN MCCREADY: And she knows that I have transportation
background and a very high degree of passion
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KAITLIN MCCREADY: for transportation. And she said,
you know what?
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KAITLIN MCCREADY: I have someone he said,
it's okay for me to tell you that he is,
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KAITLIN MCCREADY: you know, he's one of my clients and he wants
to meet with you. He's also in the
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KAITLIN MCCREADY: transportation space here in our in Northeast
Ohio.
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KAITLIN MCCREADY: And would you be interested in meeting with
him?
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KAITLIN MCCREADY: And it turns out he was the mayor of one of
our local municipalities.
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KAITLIN MCCREADY: So we met. And based on that conversation,
he was,
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KAITLIN MCCREADY: you know, had a great conversation.
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KAITLIN MCCREADY: And he said, I really want to introduce you
to someone else that I know. I think you'd
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KAITLIN MCCREADY: really hit it off and maybe you could add
value for her too.
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KAITLIN MCCREADY: And that ended up being the person who is now
going to be my client.
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KAITLIN MCCREADY: So it's one of those things where you need to
continue to talk and show up and show your
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KAITLIN MCCREADY: value and be curious about what other people
are going on have going on in their lives,
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KAITLIN MCCREADY: because you never know where it's going to
lead.
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MICHELLE KANE: Yeah.
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SPEAKER 4: Love that.
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KAREN SWIM, APR: And here is another payoff to making sure
that you make time for self-care.
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KAREN SWIM, APR: Look at that. You know?
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KAREN SWIM, APR: Oh, I love it.
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SPEAKER 4: Exactly.
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MICHELLE KANE: You never know what's going to happen.
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SPEAKER 4: That's true. That is so true.
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KAREN SWIM, APR: One of the things that I really enjoy,
you know,
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KAREN SWIM, APR: when we talk to people that are at the
beginning end of their solo journey is,
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KAREN SWIM, APR: you know, you have a different lens coming in
and it's a fresh perspective.
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KAREN SWIM, APR: So it gives all of us an opportunity to maybe
dust off something that we used to do and
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KAREN SWIM, APR: have forgotten about or learn something new.
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KAREN SWIM, APR: So as you're looking at the models and the
practices that work for you,
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KAREN SWIM, APR: you talked about developing this 90 day
project based consulting model,
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KAREN SWIM, APR: and that is incredibly timely right now.
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KAREN SWIM, APR: I also utilize that same model as well,
given,
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KAREN SWIM, APR: you know, what's going on around us and how
people are feeling about wanting to hire.
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KAREN SWIM, APR: So I'd love to hear how you came to that
model and,
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KAREN SWIM, APR: and the problem that it's solving for you
specifically.
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KAITLIN MCCREADY: What I keep finding, and this is the same
thing that happened when,
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KAITLIN MCCREADY: when I worked at Edelman,
I worked in the Edelman New York office in
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KAITLIN MCCREADY: the corporate and public affairs practice
there. And it's nothing has changed.
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KAITLIN MCCREADY: Clients come to you with an idea of something
they want to do,
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KAITLIN MCCREADY: and usually that's for a lot of the people
that I've talked to.
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KAITLIN MCCREADY: It starts with something that sounds like I
want to be in X trade publication,
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KAITLIN MCCREADY: or I want to be in the New York Times and
it's,
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KAITLIN MCCREADY: you know, some version of that,
and you kind of have to walk them off the
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KAITLIN MCCREADY: ledge and say, okay, well,
what's actually happening in the organization
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KAITLIN MCCREADY: because I would like my job not to just be to
get you this one thing,
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KAITLIN MCCREADY: but rather to change how people understand
what you do and how they interact with you
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KAITLIN MCCREADY: for a long term. And that one thing is not
going to do that.
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KAITLIN MCCREADY: So it's a little bit of education,
but the model is really intended to help
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KAITLIN MCCREADY: people walk through what problem that they're
trying to solve and,
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KAITLIN MCCREADY: and really identify what's the thing that we
can do together first.
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KAITLIN MCCREADY: And it sounds crazy, but that level of
specificity and saying,
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KAITLIN MCCREADY: what are we trying to do together?
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KAITLIN MCCREADY: And truly getting at the business problem and
not making it about a comms thing,
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KAITLIN MCCREADY: because I say this without saying it to them,
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KAITLIN MCCREADY: but I'm the comms expert.
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KAITLIN MCCREADY: You're supposed to be the expert in your
business,
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KAITLIN MCCREADY: and I'm not the expert in your business.
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KAITLIN MCCREADY: We each have our own roles.
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KAITLIN MCCREADY: And how do we use this moment in time,
and how we work together to own those two
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KAITLIN MCCREADY: roles and come together to create something
new.
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KAITLIN MCCREADY: And that's where, again,
you have to be careful with how you coach
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KAITLIN MCCREADY: people in that moment.
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KAITLIN MCCREADY: But just bringing that together and really
using that kind of that common ground of
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KAITLIN MCCREADY: like, let's work together to find this
problem that you're trying to solve instead
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KAITLIN MCCREADY: of starting with the tactics and getting that
level of specificity and focus really helps
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KAITLIN MCCREADY: to create that groundwork for a 90 day plan.
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KAITLIN MCCREADY: And what I find is that 90 days is a really
good amount of time to solve a very specific
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KAITLIN MCCREADY: problem and get some results and test on
things.
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KAITLIN MCCREADY: And obviously, you're not just testing the
results and the plan,
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KAITLIN MCCREADY: you're also testing the relationship and
seeing that and seeing if that works for you.
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KAITLIN MCCREADY: And if you want to keep working with that
client and seeing what other opportunities
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KAITLIN MCCREADY: there could be. I mean,
within and as you both know,
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KAITLIN MCCREADY: within every organization,
there's a whole network of their partnerships
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KAITLIN MCCREADY: and their clients and customers.
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KAITLIN MCCREADY: And so you kind of get to know a landscape.
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KAITLIN MCCREADY: And that really also gives you as a,
as a consultant,
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KAITLIN MCCREADY: an opportunity to see like,
is this a space I want to further niche into.
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KAITLIN MCCREADY: So I think it's a it's a good amount of time
for both sides to get educated about.
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KAITLIN MCCREADY: Is this a way that we want to work together
going forward?
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KAREN SWIM, APR: Yeah, I love that. And I,
I love that you focused in on not just them
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KAREN SWIM, APR: testing you because 90 days is something that
people feel is,
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KAREN SWIM, APR: you know, it's a good enough chunk of time
from the client side where they don't feel
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KAREN SWIM, APR: like they are committing to this huge,
long time period with a lot of budget.
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KAREN SWIM, APR: So it can be an on ramp that's a lot easier.
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KAREN SWIM, APR: But that you mentioned,
and this is something that I think we can
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KAREN SWIM, APR: sometimes fail to do,
is understand that we also should be testing
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KAREN SWIM, APR: and making sure that this is the right fit
for us.
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KAREN SWIM, APR: But then you brought up another benefit of
this is an opportunity to search out other
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KAREN SWIM, APR: opportunities. So you're doing the work,
but you're looking holistically to see what
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KAREN SWIM, APR: other problems can be solved.
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KAREN SWIM, APR: And how can I shape this into,
you know, a different engagement,
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KAREN SWIM, APR: a longer engagement? What are the follow on
things that I can recommend as a strategic
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KAREN SWIM, APR: counselor? So I love that.
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MICHELLE KANE: Yeah, that is incredible.
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MICHELLE KANE: And you know, as, as you continue to work on
your business,
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MICHELLE KANE: you know, it's finding out from them.
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MICHELLE KANE: Yeah. What is your differentiator?
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MICHELLE KANE: What is, what is the problem we're solving
for?
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MICHELLE KANE: But, you know, all too often,
turning that around on ourselves and our own
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MICHELLE KANE: practice falls by the wayside,
either because you who wants to do that for
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MICHELLE KANE: ourselves, but we need to.
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MICHELLE KANE: How did you turn that practitioner lens on
yourself?
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MICHELLE KANE: And how do you how do you work that into
your,
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MICHELLE KANE: you know, workflow that we can all too easily
get caught up in?
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KAITLIN MCCREADY: It is hard to really nail down.
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KAITLIN MCCREADY: At least it was for me. I shouldn't speak for
everyone, but it was hard for me to really
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KAITLIN MCCREADY: reflect on and taking all those pieces of,
you know,
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KAITLIN MCCREADY: I have done corporate communications,
public relations,
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KAITLIN MCCREADY: industry analyst relations in multiple
different sectors.
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KAITLIN MCCREADY: Stakeholder engagement,
public affairs.
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KAITLIN MCCREADY: How do I weave those things together in a way
that resonates with people and says,
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KAITLIN MCCREADY: I can help you solve your problem?
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KAITLIN MCCREADY: And also, you should pick me.
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KAITLIN MCCREADY: Yeah. And sometimes that is you need to meet
with someone to resonate and say like,
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KAITLIN MCCREADY: okay, I do like this person.
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KAITLIN MCCREADY: I would like to spend,
you know, 90 minutes every other week with
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KAITLIN MCCREADY: this person for three months.
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KAITLIN MCCREADY: But sometimes it is that matter of like,
how do I stand out and really specify like,
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KAITLIN MCCREADY: I've done it, I've done it all.
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KAITLIN MCCREADY: Now here's how I can help you.
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KAITLIN MCCREADY: And so it was difficult for me at first.
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KAITLIN MCCREADY: I had a benefit of I,
when I started, I was coming out of the
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KAITLIN MCCREADY: federal government. I worked at this
incredibly cool startup is what we called it
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KAITLIN MCCREADY: between the Department of Energy and the
Department of Transportation.
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KAITLIN MCCREADY: So we were the EV team is what we call
ourselves.
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KAITLIN MCCREADY: We're the Joint Office of Energy and
Transportation coming together to really
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KAITLIN MCCREADY: catalyze EV infrastructure across the US.
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KAITLIN MCCREADY: And unfortunately, a lot of my team made
decisions to leave you know,
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KAITLIN MCCREADY: through some pressure from the government.
And the interesting thing was we were all in
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KAITLIN MCCREADY: this space of like every everything felt like
it got thrown up in the air.
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KAITLIN MCCREADY: And so we were all thinking through,
who are we?
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KAITLIN MCCREADY: What are we? What are we good at?
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KAITLIN MCCREADY: What have we done in our careers and what
impact have we made?
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KAITLIN MCCREADY: And a lot of people that I was working with,
they,
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KAITLIN MCCREADY: you know, they obviously had worked with me
for a little bit and they knew kind of what
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KAITLIN MCCREADY: my background was. And they said,
hey, do you think you could help me figure
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KAITLIN MCCREADY: out how to tell my own story?
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KAITLIN MCCREADY: Because I've done these things on paper,
but I don't really know.
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KAITLIN MCCREADY: They don't sound that interesting. I don't
know how to pitch this to a company to say I
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KAITLIN MCCREADY: can help them. And so one of the first things
I did do was I came up with a little bit of a
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KAITLIN MCCREADY: framework to help people tell their career
story.
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KAITLIN MCCREADY: And so I was really thinking hard about
helping other people to do that.
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KAITLIN MCCREADY: And so when it came time for me,
it was a little bit easier to be able to
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KAITLIN MCCREADY: answer the own questions that I created for
my former colleagues to ask them.
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KAITLIN MCCREADY: And the schema that I made to help them kind
of,
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KAITLIN MCCREADY: you know, figure out what their unique
differentiators were.
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MICHELLE KANE: That's incredible.
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SPEAKER 4: Yeah. It is.
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KAREN SWIM, APR: You're also doing something that a lot of
solo struggle
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KAREN SWIM, APR: with. You have.
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SPEAKER 4: A Substack and you're really.
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KAREN SWIM, APR: Consistent with it. And I know some people
start Substack,
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KAREN SWIM, APR: you know, a lot of journalists,
a lot of writers as a way to monetize their
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KAREN SWIM, APR: writing. But you took the tactic of starting
a Substack to help you think and as a thought
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KAREN SWIM, APR: leadership strategy. So tell,
you know, talk to the people in the audience
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KAREN SWIM, APR: about, you know, your approach,
those people that have still been on the
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KAREN SWIM, APR: fence and are not sure like what to do for
their own thought leadership.
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KAITLIN MCCREADY: I see it as a way, as kind of my home base
for documenting and also the writing
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KAITLIN MCCREADY: practice, like you said.
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KAITLIN MCCREADY: So it's the, it's the consistency that it
keeps me to and the commitment that I made to
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KAITLIN MCCREADY: myself that I'm going to write and post every
Tuesday.
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KAITLIN MCCREADY: It's called trust issues.
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KAITLIN MCCREADY: So the topic is that I write about how and
why ideas and people change or don't,
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KAITLIN MCCREADY: and the role of trust.
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KAITLIN MCCREADY: And it really started again from,
you know, seeing this kind of convalescence
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KAITLIN MCCREADY: between the corporate comms work that I did
and the MTA side of things and that kind of
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KAITLIN MCCREADY: underlying undergirding of trust as this like
common denominator of how things move and
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KAITLIN MCCREADY: change. And I, I'm not saying I necessarily
like,
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KAITLIN MCCREADY: obviously people talk about trust all the
time, sort of flippantly, but I felt like I
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KAITLIN MCCREADY: had this sort of very deep experience in some
respects to speak about it and own that
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KAITLIN MCCREADY: topic. And I wanted to show people how I'm
thinking about it beyond just like the
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KAITLIN MCCREADY: corporate business side of trust,
because being in the federal government,
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KAITLIN MCCREADY: I lived it from a different angle doing work
in my community.
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KAITLIN MCCREADY: Now I'm actually a local elected official.
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KAITLIN MCCREADY: So I see kind of another side of,
of how you build trust with people.
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KAITLIN MCCREADY: And I'm really passionate about it.
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KAITLIN MCCREADY: And I really wanted to be able to at least
share some of my experiences and learning,
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KAITLIN MCCREADY: so maybe other people could think and learn
differently who don't have the level of like
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KAITLIN MCCREADY: community side of the experience of trust.
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KAITLIN MCCREADY: So that folks on the more corporate side
could maybe think a little bit differently
368
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KAITLIN MCCREADY: and on a more human level about what trust
means in our work.
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KAITLIN MCCREADY: So that's, that was kind of the,
the, the space that I came to the idea of
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KAITLIN MCCREADY: doing it again, part forcing a forcing
function for me to just do it every week.
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KAITLIN MCCREADY: And another way to really start documenting
what I know so that I can share it with other
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KAITLIN MCCREADY: folks. And it has resonated.
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KAITLIN MCCREADY: I've got actually, I have a few opportunities
coming up for teaching locally to college
374
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KAITLIN MCCREADY: students because of the,
the way that I frame the topic and come at
375
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KAITLIN MCCREADY: it, not just from like,
here's how you do messaging,
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KAITLIN MCCREADY: but really how you actually, you know,
influence and change
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KAITLIN MCCREADY: people's minds.
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SPEAKER 4: Yeah.
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KAREN SWIM, APR: You know, you're very analytical,
but I applaud you for not overthinking
380
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KAREN SWIM, APR: starting a Substack and a topic to focus on.
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KAREN SWIM, APR: And I think that that a lot of us can benefit
from the way that you approached it.
382
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KAREN SWIM, APR: You picked a topic that you had experience in
and that you were passionate about.
383
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KAREN SWIM, APR: That's key because I think if you really feel
it,
384
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KAREN SWIM, APR: then you can commit to it.
385
00:23:36.040 --> 00:23:41.120
KAREN SWIM, APR: If you're doing something because you think
it's different than anybody else,
386
00:23:41.120 --> 00:23:44.280
KAREN SWIM, APR: or you're doing it because you want the
result,
387
00:23:44.320 --> 00:23:46.920
KAREN SWIM, APR: you're not, it's going to feel like a slog.
388
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KAREN SWIM, APR: So I think that that was very smart.
389
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KAREN SWIM, APR: And, and you proved like,
yes, we do hear about trust,
390
00:23:52.040 --> 00:23:55.000
KAREN SWIM, APR: but you have your own experience and your own
lens.
391
00:23:55.000 --> 00:24:00.200
KAREN SWIM, APR: And that always makes a topic,
even if it's a topic that you feel has been
392
00:24:00.200 --> 00:24:03.680
KAREN SWIM, APR: done to death. If you haven't entered the
conversation,
393
00:24:03.680 --> 00:24:05.280
KAREN SWIM, APR: then there's a new angle to it.
394
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KAREN SWIM, APR: So congratulations on that.
395
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KAREN SWIM, APR: We will make sure to link to your Substack in
our show notes as well,
396
00:24:11.600 --> 00:24:16.640
KAREN SWIM, APR: so that our audience can find that and share
it with other practitioners.
397
00:24:16.640 --> 00:24:17.640
MICHELLE KANE: Definitely.
398
00:24:17.790 --> 00:24:21.510
KAITLIN MCCREADY: And one other benefit too,
that I found it's not it's not dissimilar to
399
00:24:21.550 --> 00:24:23.790
KAITLIN MCCREADY: how people talk about journaling,
where you,
400
00:24:23.830 --> 00:24:27.270
KAITLIN MCCREADY: you know, you make a practice of doing it,
and then you start remembering and processing
401
00:24:27.270 --> 00:24:29.510
KAITLIN MCCREADY: information that's in your brain.
402
00:24:29.550 --> 00:24:36.430
KAITLIN MCCREADY: I've had a few experiences where I recalled a
career thing that happened where I thought it
403
00:24:36.430 --> 00:24:41.150
KAITLIN MCCREADY: was really important and I realized I had
completely forgotten that I did something
404
00:24:41.310 --> 00:24:42.590
KAITLIN MCCREADY: that really moved the needle.
405
00:24:42.590 --> 00:24:45.950
KAITLIN MCCREADY: And I'll give you an example. So,
you know, as we do over our careers,
406
00:24:45.950 --> 00:24:50.150
KAITLIN MCCREADY: we develop kind of like these documents that
we pull out every so often that seem really
407
00:24:50.150 --> 00:24:52.830
KAITLIN MCCREADY: useful. And then you pull it out in a new
context.
408
00:24:52.830 --> 00:24:54.470
KAITLIN MCCREADY: And again, it's still useful.
409
00:24:54.470 --> 00:24:57.270
KAITLIN MCCREADY: And you're like, oh my gosh,
I can't believe five years later, this thing
410
00:24:57.270 --> 00:25:00.510
KAITLIN MCCREADY: is still people still haven't figured out how
to solve this problem.
411
00:25:00.510 --> 00:25:03.670
KAITLIN MCCREADY: And I'm the one, you know,
flagging how to do that. And that's cool. But
412
00:25:03.670 --> 00:25:07.550
KAITLIN MCCREADY: this one time I, I think it was when I was at
Oracle,
413
00:25:07.910 --> 00:25:11.430
KAITLIN MCCREADY: I developed a little bit of a framework for
really talking through like,
414
00:25:12.070 --> 00:25:13.990
KAITLIN MCCREADY: what's the story at Oracle?
415
00:25:13.990 --> 00:25:16.700
KAITLIN MCCREADY: It was really trying to get from the business
and product side.
416
00:25:16.820 --> 00:25:19.220
KAITLIN MCCREADY: What's the what's the product that we're
trying to sell?
417
00:25:19.300 --> 00:25:21.460
KAITLIN MCCREADY: Like what's our unique differentiator?
418
00:25:21.660 --> 00:25:24.620
KAITLIN MCCREADY: But what I realized is when I went to the
public sector,
419
00:25:24.660 --> 00:25:29.100
KAITLIN MCCREADY: I took that same document out and I realized
the problem was a little different,
420
00:25:29.100 --> 00:25:30.620
KAITLIN MCCREADY: but the solution was similar.
421
00:25:30.700 --> 00:25:35.140
KAITLIN MCCREADY: The problem was that there were so many
different pieces of the organization comms,
422
00:25:35.140 --> 00:25:40.180
KAITLIN MCCREADY: marketing, public affairs,
media side, the operations planning team that
423
00:25:40.180 --> 00:25:43.260
KAITLIN MCCREADY: actually makes the subway and bus routes,
which again,
424
00:25:43.300 --> 00:25:47.340
KAITLIN MCCREADY: you could consider that like a product side
coming together and talking about something,
425
00:25:47.340 --> 00:25:49.940
KAITLIN MCCREADY: but they never really wrote down what the
thing was.
426
00:25:50.340 --> 00:25:52.900
KAITLIN MCCREADY: And it seems almost obvious,
like in public sector,
427
00:25:52.900 --> 00:25:56.740
KAITLIN MCCREADY: you think, okay, well,
our, our product is service to our
428
00:25:56.740 --> 00:25:58.420
KAITLIN MCCREADY: constituents, our taxpayers.
429
00:25:58.700 --> 00:26:01.300
KAITLIN MCCREADY: But your product is specific in some ways.
430
00:26:01.340 --> 00:26:06.740
KAITLIN MCCREADY: Like you have responsibility and the MTA,
obviously that I work for New York City New
431
00:26:06.740 --> 00:26:10.060
KAITLIN MCCREADY: York City Transit, which is the part of MTA
that runs the subways and buses.
432
00:26:10.060 --> 00:26:14.060
KAITLIN MCCREADY: Our product was the subways and buses,
but it's also the customer experience that's
433
00:26:14.160 --> 00:26:18.520
KAITLIN MCCREADY: wrapped around that. And we would we would
say we're doing this massive,
434
00:26:18.560 --> 00:26:22.400
KAITLIN MCCREADY: cool project, but we never really defined
what we would normally do.
435
00:26:22.440 --> 00:26:25.840
KAITLIN MCCREADY: And, you know, the private sector where you
define what are the benefits,
436
00:26:25.880 --> 00:26:27.960
KAITLIN MCCREADY: what are people going to see at the end of
this?
437
00:26:28.000 --> 00:26:30.720
KAITLIN MCCREADY: The typical like, how will we know this is
successful?
438
00:26:30.760 --> 00:26:32.160
KAITLIN MCCREADY: Like what will change?
439
00:26:32.360 --> 00:26:35.640
KAITLIN MCCREADY: And documenting all those things in one place
wasn't happening.
440
00:26:35.840 --> 00:26:39.960
KAITLIN MCCREADY: And so I kind of took a sort of like a route
where I brought out this framework where I
441
00:26:39.960 --> 00:26:44.200
KAITLIN MCCREADY: just, it's just a questionnaire essentially,
but it helped get all the teams on the same
442
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KAITLIN MCCREADY: place. And I call it an alignment brief.
443
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KAITLIN MCCREADY: Now, I actually, I wrote a whole trust issues
post about like the value of alignment when
444
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KAITLIN MCCREADY: you're talking at and across people and that
level of just like inefficiency,
445
00:26:55.920 --> 00:26:59.920
KAITLIN MCCREADY: right? You're just wasting time because you
just got to get on the same page and that
446
00:26:59.920 --> 00:27:02.920
KAITLIN MCCREADY: level of alignment. I know we think about a
lot with our clients,
447
00:27:02.920 --> 00:27:05.120
KAITLIN MCCREADY: but that brief has served me so well.
448
00:27:05.120 --> 00:27:07.040
KAITLIN MCCREADY: And I, it's something I give away free.
449
00:27:07.640 --> 00:27:10.120
KAITLIN MCCREADY: Now because I find that people just ask for
it.
450
00:27:10.120 --> 00:27:14.230
KAITLIN MCCREADY: They think it's so useful just to when they
feel like they have no other way to kind of
451
00:27:14.270 --> 00:27:16.790
KAITLIN MCCREADY: get on the same page with people they work
with internally.
452
00:27:17.070 --> 00:27:18.350
MICHELLE KANE: Oh my goodness. Absolutely.
453
00:27:18.350 --> 00:27:21.590
MICHELLE KANE: And how often do we see this happening within
organizations?
454
00:27:22.150 --> 00:27:25.790
MICHELLE KANE: You know, just again,
people get pulled into their day to day.
455
00:27:25.790 --> 00:27:29.430
MICHELLE KANE: And, and next thing you know, an organization
is not on the same
456
00:27:29.430 --> 00:27:30.470
MICHELLE KANE: page about things.
457
00:27:30.470 --> 00:27:31.270
SPEAKER 4: Yeah.
458
00:27:31.270 --> 00:27:33.990
MICHELLE KANE: You know, it, it matters in small ways and
large ways.
459
00:27:33.990 --> 00:27:35.470
MICHELLE KANE: So that is incredible.
460
00:27:35.790 --> 00:27:39.910
KAITLIN MCCREADY: Yeah. It's another reminder too,
of just the different jobs we have as
461
00:27:39.910 --> 00:27:42.430
KAITLIN MCCREADY: communicators. I heard on a different
podcast,
462
00:27:42.430 --> 00:27:46.870
KAITLIN MCCREADY: someone said that sometimes they say that
their role is chief alignment officer.
463
00:27:47.030 --> 00:27:49.470
KAITLIN MCCREADY: And I think that that feels very accurate.
464
00:27:49.510 --> 00:27:52.910
KAITLIN MCCREADY: A lot of times it's not just that we're
trying to get attention,
465
00:27:52.910 --> 00:27:54.470
KAITLIN MCCREADY: awareness, behavior change.
466
00:27:54.510 --> 00:27:57.870
KAITLIN MCCREADY: It's that we're also trying to like really
get that alignment so that the
467
00:27:57.870 --> 00:27:59.030
KAITLIN MCCREADY: change can happen.
468
00:27:59.510 --> 00:28:01.590
MICHELLE KANE: Yeah. So true, so true.
469
00:28:01.710 --> 00:28:06.790
MICHELLE KANE: Oh my goodness. Wow. Caitlin,
we're definitely going to have to have you
470
00:28:06.790 --> 00:28:09.910
MICHELLE KANE: back because this has been an incredible time
together.
471
00:28:10.270 --> 00:28:14.940
MICHELLE KANE: In addition to subscribing to your Substack
trust issues,
472
00:28:14.940 --> 00:28:17.140
MICHELLE KANE: where else can our listeners connect with
you?
473
00:28:17.700 --> 00:28:20.300
KAITLIN MCCREADY: I'm on LinkedIn and I use blue Sky sparingly,
474
00:28:20.300 --> 00:28:23.100
KAITLIN MCCREADY: so I would use let's go with LinkedIn and
Substack.
475
00:28:23.140 --> 00:28:25.220
MICHELLE KANE: Okay. Very good, very good.
476
00:28:26.980 --> 00:28:31.540
MICHELLE KANE: Well, listeners, we know our fellow solos
have found this time valuable.
477
00:28:31.540 --> 00:28:37.140
MICHELLE KANE: So please do share this around when you get
this episode and hit us up at that solo
478
00:28:37.180 --> 00:28:41.700
MICHELLE KANE: life.com to hear other episodes to,
you know,
479
00:28:41.740 --> 00:28:44.540
MICHELLE KANE: contact us, tell us what resonated with you
today.
480
00:28:45.100 --> 00:28:49.100
MICHELLE KANE: And until next time, thanks for listening to
that solo life.
STYLE
::cue(v[voice="Michelle Kane"]) { color: white }
::cue(v[voice="Karen Swim, APR"]) { color: lime }
::cue(v[voice="Kaitlin McCready"]) { color: cyan }
::cue(v[voice="Speaker 4"]) { color: red }
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That Solo Life,
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marketers, communicators,
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00:00:25.160 --> 00:00:30.120
through life.
4
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with my wonderful co-host Karen Swim of Solo
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Strategies.
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Michelle and Karen.
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we're so excited to have you.
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relatively You're not fresh to the
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00:01:00.670 --> 00:01:05.630
but you're fresh to the solo world,
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and talk about all the goodness you've been
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Caitlin.
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much,
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know you a little bit better.
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lives of communications,
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relate to that,
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connects all of those mini chapters?
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client that doesn't want a resume but wants
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started my career in technology sector,
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lots of competition,
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say,
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know that's very common.
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MTA in New York City,
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where I needed to explain to people why they
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line that came to be where I realized I
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and I needed to tell a story in a way that
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belief that existed.
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really hitched on to as being the thing that
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Strategies,
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kind of close that gap between what an
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what their audience wants to,
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about that belief.
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work with the MTA,
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as we've discussed it,
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you know, fundamental for you in your work,
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every resident of New York City as a client.
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you feel like,
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again,
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experience unlock for you?
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knew and what my capabilities were,
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weaknesses that I had.
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it was my first public sector experience.
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different.
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experience and they wanted that.
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I recognized I didn't really understand,
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talk to city council folks?
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and how do you really move a large body,
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population from believing one thing to
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looked around and said,
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I'm dealing with right now?
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singular in a lot of ways with the subways
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a person in Sydney,
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with similar high profile,
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going to be super disruptive and ask them,
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wish you would have known before you got
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knowledge.
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started that first day to really have a
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I know at least the direction that I need to
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in my organization?
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differently?
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some of those hurdles when I was
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think.
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because I am a frameworks girl.
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and you call it weave.
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it's not a framework for strategies and
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you know, creating behavior and psychological
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you know,
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worked at Jacobs Engineering,
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is a large engineering and solutions firm
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the corporate strategy team.
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250 organizations do,
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firms to identify what are the kind of the
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but then you have to go into implementation.
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but implementation is harder.
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a large body of people to do something
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one of the pillars,
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management for,
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folks that don't sit at a desk every day,
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the field,
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their jobs.
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not unlike any other large companies.
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and sometimes those kind of get unruly. They
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okay,
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makes sense for,
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our company to be differentiated when we do
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this massive digital transformation.
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philosophy through a program through Prosci.
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where I realized these are all the things
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sometimes to my detriment in my work for,
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and realizing that it had a name and it had a
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through,
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you know,
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and doing all the analytics and customer
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and we're making a good comms plan.
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what you said,
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of how do we actually move people toward
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moment or a belief that's like behind the
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life.
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durable.
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like you said,
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okay,
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actually thinks about communications,
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a thing that we do in a moment from this one
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making it make change in a way that's
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without change is just information.
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and it really resonated with the clients.
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starts with what I would consider to be,
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we always think about it's W is for Y.
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first place as an organization or an
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what's your origin story?
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equipped to do this work like Y you
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up with what your customer's beliefs are.
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organization with what your customers and
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V and E are really about that sustainable
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take something that people believe and turn
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I know a lot of times we, we're really good
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it and all that,
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make sure people can act on it in a way that
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you know, kind of creates more momentum.
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E is for engage.
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kind of like ongoing duration of work.
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working at Jacobs.
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internal change management internal comms
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things.
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but we called it change management.
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our work.
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the way what that thing we do.
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and as you,
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way of working.
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life actually looks like,
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because change is constant.
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people from interest to actually doing
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interest,
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resonates.
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generally like talking to me and hearing some
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that they're,
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whether it's a business owner or it's,
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organization.
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I had something happen to me last week where
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government public sector clients,
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with my local county that's related to
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public about a program they have.
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how did this start?
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all the things that I did to get through this
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started with my masseuse and that person who
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an entrepreneur and a business owner in her
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we talk about business stuff all the time.
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background and a very high degree of passion
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you know what?
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it's okay for me to tell you that he is,
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to meet with you. He's also in the
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Ohio.
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him?
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our local municipalities.
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he was,
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to someone else that I know. I think you'd
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value for her too.
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going to be my client.
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continue to talk and show up and show your
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are going on have going on in their lives,
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lead.
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that you make time for self-care.
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you know,
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beginning end of their solo journey is,
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and it's a fresh perspective.
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dust off something that we used to do and
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practices that work for you,
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project based consulting model,
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given,
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people are feeling about wanting to hire.
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model and,
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specifically.
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thing that happened when,
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I worked in the Edelman New York office in
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there. And it's nothing has changed.
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they want to do,
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that I've talked to.
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want to be in X trade publication,
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it's,
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and you kind of have to walk them off the
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what's actually happening in the organization
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get you this one thing,
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what you do and how they interact with you
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going to do that.
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but the model is really intended to help
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trying to solve and,
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can do together first.
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specificity and saying,
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not making it about a comms thing,
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business,
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and how we work together to own those two
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new.
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you have to be careful with how you coach
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using that kind of that common ground of
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problem that you're trying to solve instead
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level of specificity and focus really helps
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good amount of time to solve a very specific
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things.
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results and the plan,
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seeing that and seeing if that works for you.
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client and seeing what other opportunities
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within and as you both know,
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there's a whole network of their partnerships
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as a consultant,
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is this a space I want to further niche into.
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for both sides to get educated about.
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going forward?
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I love that you focused in on not just them
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people feel is,
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from the client side where they don't feel
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long time period with a lot of budget.
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and this is something that I think we can
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is understand that we also should be testing
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for us.
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this is an opportunity to search out other
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but you're looking holistically to see what
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you know, a different engagement,
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things that I can recommend as a strategic
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your business,
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for?
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turning that around on ourselves and our own
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either because you who wants to do that for
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yourself?
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your,
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get caught up in?
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everyone, but it was hard for me to really
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you know,
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public relations,
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different sectors.
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public affairs.
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that resonates with people and says,
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with someone to resonate and say like,
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you know, 90 minutes every other week with
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how do I stand out and really specify like,
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when I started, I was coming out of the
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incredibly cool startup is what we called it
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Department of Transportation.
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ourselves.
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Transportation coming together to really
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decisions to leave you know,
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And the interesting thing was we were all in
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it got thrown up in the air.
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who are we?
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impact have we made?
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they,
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for a little bit and they knew kind of what
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hey, do you think you could help me figure
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but I don't really know.
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know how to pitch this to a company to say I
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I did do was I came up with a little bit of a
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story.
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helping other people to do that.
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it was a little bit easier to be able to
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my former colleagues to ask them.
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of,
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differentiators were.
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solo struggle
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start Substack,
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a lot of writers as a way to monetize their
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a Substack to help you think and as a thought
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you know, talk to the people in the audience
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those people that have still been on the
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their own thought leadership.
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for documenting and also the writing
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keeps me to and the commitment that I made to
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Tuesday.
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why ideas and people change or don't,
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you know, seeing this kind of convalescence
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and the MTA side of things and that kind of
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common denominator of how things move and
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like,
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time, sort of flippantly, but I felt like I
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respects to speak about it and own that
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thinking about it beyond just like the
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because being in the federal government,
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in my community.
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of how you build trust with people.
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share some of my experiences and learning,
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differently who don't have the level of like
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could maybe think a little bit differently
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means in our work.
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the, the space that I came to the idea of
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function for me to just do it every week.
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what I know so that I can share it with other
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coming up for teaching locally to college
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the way that I frame the topic and come at
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here's how you do messaging,
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influence and change
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but I applaud you for not overthinking
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from the way that you approached it.
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and that you were passionate about.
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it,
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it's different than anybody else,
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result,
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yes, we do hear about trust,
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lens.
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even if it's a topic that you feel has been
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conversation,
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our show notes as well,
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it with other practitioners.
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that I found it's not it's not dissimilar to
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where you,
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and then you start remembering and processing
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career thing that happened where I thought it
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completely forgotten that I did something
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you know, as we do over our careers,
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we pull out every so often that seem really
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context.
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I can't believe five years later, this thing
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to solve this problem.
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flagging how to do that. And that's cool. But
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Oracle,
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really talking through like,
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and product side.
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trying to sell?
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public sector,
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the problem was a little different,
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different pieces of the organization comms,
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media side, the operations planning team that
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which again,
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coming together and talking about something,
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thing was.
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like in public sector,
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our, our product is service to our
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430
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obviously that I work for New York City New
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that runs the subways and buses.
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but it's also the customer experience that's
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say we're doing this massive,
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what we would normally do.
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define what are the benefits,
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this?
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successful?
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wasn't happening.
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where I brought out this framework where I
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but it helped get all the teams on the same
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post about like the value of alignment when
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level of just like inefficiency,
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just got to get on the same page and that
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lot with our clients,
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448
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449
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it.
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feel like they have no other way to kind of
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with internally.
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organizations?
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people get pulled into their day to day.
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is not on the same
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457
00:27:30.470 --> 00:27:31.270
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large ways.
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460
00:27:35.790 --> 00:27:39.910
of just the different jobs we have as
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podcast,
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their role is chief alignment officer.
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trying to get attention,
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get that alignment so that the
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468
00:27:59.510 --> 00:28:01.590
469
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we're definitely going to have to have you
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together.
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trust issues,
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you?
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Substack.
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00:28:23.140 --> 00:28:25.220
476
00:28:26.980 --> 00:28:31.540
have found this time valuable.
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00:28:31.540 --> 00:28:37.140
this episode and hit us up at that solo
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you know,
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today.
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that solo life.