Media Training, Whole Foods, Health Care Reform & Cow Poop

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The most fundamental rule of media training that I discuss with every executive is this: “If you could attach a dollar to every word that comes out of your mouth, would you make money or lose money?”

That brings us to Whole Foods and the much publicized letter to the editor in the Wall Street Journal, about healthcare reform.

… and in just a bit, we’ll introduce you to new media training concepts for this Austin based company, which include folk-style comparisons to bees, hunting dogs and cow poop.

CEO John Mackey laid out 8 steps that he thinks would help solve the healthcare problems in the U.S. His letter inspired a firestorm of debate, as well as calls for boycotts and a FaceBook page dedicated to the boycott.

On Whole Foods own website there is an active forums section discussing Mackey’s letter, with more than 1,800 discussions on healthcare reform and more than 13,000 posts.

So if we posed the question to Mackey before he wrote the letter; if we posed the question to Mackey after writing the letter; if you posed the question to your CEO, does a letter to the editor like this cause a company to make money or lose money? Is such a letter good or bad for business? Does it cost you sales?

In this case, the answer may be that it is a wash. There is an enormous amount of chatter in the media and on the web about Whole Foods, but the chatter seems equal to the rest of the chatter about the healthcare debate. And while some openly profess that they will not shop at Whole Foods, we can’t quantify how many of them were previous customers, nor can we quantify how many new customers will go to Whole Foods because they agree with the CEO’s point.

But here are 2 things that bother me about this entire issue from a media relations and media training point of view.

1) First, as the media have made inquiries about the letter to Whole Foods, the media relations department has been saying that Mackey wrote his letter as a private citizen and not as the head of Whole Foods. In Texas lingo, where Whole Foods is based, that dog don’t hunt. When you are the co-founder and the CEO of a company, when you use your company’s health care plan as an example in your letter to the editor, when you mention your company by name several times and when your letter discusses the importance of eating healthy food as sold in your stores, there is no separating the man from the business. This was clearly a letter from the CEO of Whole Foods. Meanwhile, the Whole Foods online press room is void of any mention of this national story, although their own online forum is abuzz. Apparently the Whole Foods media relations department is running around like a free range chicken with its head cut off. Trying to separate the writer/CEO from the company he co-founded is pure bull.

2) The second problem is that if you stir up a hornet’s nest ya’ gonna get stung. Mackey makes some strong arguments for his position on healthcare reform. The problem is he stirs the hornet’s nest in his opening paragraphs as he compares the Obama plan to socialism, then he kicks the hornet’s nest one more time for good measure at the end when he gets into a debate of whether “healthcare is an intrinsic right” and whether the rights for “healthcare, food or shelter” are part of the U.S. Constitution.

Had Mackey made his points as, “8 things to consider in the healthcare debate,” there would be little or no firestorm and the 8 points likely would have contained no fuel to ignite calls for boycotts.

I can empathize with Mackey because I can be harsh in what I say and what I write. But you are the CEO and you had to realize there would be consequences. The question is, financially, was it a calculated move and did you even care? We’ll find out as we watch your sales and your stock over the next quarter.

I can empathize with the media relations department because I’ve been put in a fix a time or two by CEO’s who fly off at the mouth. But do you even believe your own B.S.? I don’t think you do? Besides, cow manure is best used as an organic fertilizer and not as a media statement.

Overall, in this case, Whole Foods has stepped in it and the stench will linger on their boots for some time.

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Crisis Communications, Michael Jackson & Your Executives

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I’ve been wanting to share these thoughts with you since the story first broke about the death of Michael Jackson, but I thought some may consider it insensitive or overtly opportunistic too close to his death. But now that some time has passed, let’s examine what we, as communicators, can learn from the death of Michael Jackson.

The first thing I would ask is whether a Michael Jackson mentality exists in your company and among your executives?

If you consider Michael Jackson, he provided great service to his customers… in other words, his fans loved his music and shows.

At the same time, Michael Jackson did many good works, traveling the world and giving away millions of dollars to charities, especially for children.

But then, there is the negative. The suspicions about whether he had inappropriate relations with children haunts him to this day.

These 2 sides of Michael Jackson polarized audiences.

Furthermore, the death of Michael Jackson, the investigation and the massive quantity of drugs found in his home, indicates that he had a big problem. I would even go so far to say that his advisors probably knew about his dangerous drug addictions and they failed to speak up, take action and do something about it.

I see this very same behavior everyday in corporations, government agencies and non-profit organizations.

Many of you work in organizations that have a loyal customer base and give back to the community, but there are those in your organization that simultaneously do things that raise suspicion… sometimes to internal parties; sometimes to the suspicion of the public.

It is a classic case in which you know that someone needs to tell the emperor that he has no clothes, but no one will.

I’ve seen those in the C-suite lose their temper so outrageously, in meetings, to the point that everyone is afraid to speak up, because no one want to be reamed out next. I’ve known of non-profit executives who own businesses or property on the side and have suspicious dealings with their own non-profit, and they have fired those who have questioned those dealings. In the world of government, there are constantly questionable relationships with vendors.

In the world of public relations, media relations and crisis communications, these are classic smoldering crises.

They also put you in the awkward situation of even compromising your own ethics if you fail to speak up. Yet, you also know that if you do speak up, you could jeopardize your own career and possibly get fired.

So what do you do? My first suggestion is that if you can’t fix the problem, you should start looking for a new job. I’ve challenged my bosses before and faced repercussions. When I couldn’t fix it internally, I decided to change jobs. I knew that eventually the company would pay the price for their bad ethics and misguided deeds. My goal was to be long gone so I wouldn’t be tainted by those bad deeds. After leaving I was happier and I always got a significant raise in salary.

If you do find yourself trapped between bad executive behavior and no prospects for a new job, realize that you, as the communicator, may eventually have your good name and reputation smeared when the scandal breaks, affecting your own future.

Does a Michael Jackson mentality exist where you work? If it does, your crisis communications plan may be need of a serious rewrite. Before you begin the rewrite, consider conducting a full blown vulnerability assessment so you can include all of the smoldering crisis that exists. Chances are there are other people in your organization who know of other misdeeds that you may not know of. Many crisis communications plans are flawed because they are only made to deal with a sudden crisis.

Don’t delay. Act now. Move it to the top of your priority list. It’s only a matter of time before your smoldering crisis ignites and everything goes up in flames.

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H1N1 Swine Flu Crisis Communications Plans in Vacation Land – Mexico and the Swine Flu

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I’m just back from a summer vacation to Mexico, where I’ve been thinking about you.

My wife, 2 daughters and I went on our annual scuba diving trip to Cozumel, Mexico, to find the island is virtually deserted because tourists are afraid they’ll get the Swine Flu.

One tourism official tells me it is worse than the last 5 hurricanes combined.

So what are our communications lessons?

Some may say Mexico is the victim of the old adage that, “no good deed goes unpunished.” I would say that is only partially true.

To Mexico’s credit, it did alert the world early of a possible Pandemic, to which the World Health Organization responded with a bevy of travel advisories. Those advisories indicated it would be a risk for people to travel by cruise ship to islands such as Cozumel. The cruise companies responded by canceling most of their trips to the island.

Experts applaud Mexico, indicating this is the first time Mexico actively engaged in such crisis response and crisis communications. And for this, some would say the drop in tourism is their punishment for the good deed of being proactive.

In the world of public relations and crisis communications, this lack of tourism amounts to a lack of crisis communications plans and skills by the tourism industry and the individual tourism destinations.

For example, when we arrived in Cozumel on a flight only three-quarters filled, we were greeted by a sign in the airport that says, “there have been zero cases of Swine Flu on the island of Cozumel.”

Well this was news to me. My airline never told me this. Travelocity, with whom I booked my trip, never told me this. My resort never told me this. The airline, the travel agency and the resort all should have a formal, well written crisis communications plan with instructions on how to communicate this critical information. Each failed to communicate with me.

Crisis communications is about keeping people safe and protecting the revenue of your organization. Swine Flu has taken a huge financial toll on Mexican tourism destinations. Tourism officials have invited tourists to return, but I’ve seen no extraordinary campaign to undue the Swine Flu stigma.

And if you’d like to look at the facts, to date, Mexico has reported 10-thousand cases and 117 deaths while the U.S. has reported 33-thousand cases and 170 deaths.

What lesson is there in this for you? Don’t depend upon others to do your crisis communications for you. If you want true crisis communications, it needs to come from your crisis communications plan. And the midst of a crisis is the worse time to plan for or write communications for a crisis. The best time to do it is on a clear sunny day when emotions are low, pressure is low, and you have clarity of logic.

Swine flu could still become an issue for your organization later this year. The best time to prepare is now.

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Obama’s 7 Deadly PR Sins & Brew-ha-ha

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It is rather timely that the biggest news story of this past week is among one of the most basic lessons of media training … which is, never speculate.

Media darling and President of the United States, Barack Obama, proved that even the best spokespeople are not perfect… and up until now, he has been close to perfect when it comes to speaking to the media.

Every executive and spokesperson in the world can learn from Obama’s gaff, which we would expect from Vice President Joe Biden, but not from Obama himself. When asked about the arrest of Harvard professor Henry Gates, Jr. by Cambridge Police Sgt. James Crowley, Obama weighed in to a story that he should have never touched because he didn’t have all of the facts.

Media Training teaches every spokesperson to never speculate. Obama speculated. The correct answer is and always should be, “I don’t have all the facts and it would be wrong for me to speculate on that.”

But Obama committed a triple sin. Sin one was speculating. His second sin was when he used inflammatory language, indicating that he believed the police department acted, “stupidly.” He let his own, personal emotions about race and racism cloud his judgment and his language. It became his achilies heel and caused him tread verbally into the danger zone.

The third sin is that Obama’s inflammatory statement deflected all the headlines away from his primary news conference and messages about health care. All the work; all the preparation for that news conference on healthcare was for naught.

I would love to have been a fly on the wall, behind the scenes in the White House, when the press secretary realized the sins the President was committing.

Lesson learned? When you have an executive who needs to be media trained, but insists that he or she knows how to handle the media, you can show them how even a media pro like Obama screws up. If he can screw up, so can your overconfident spokesperson. Media Training should be a mandatory for everyone from Director and above, with an annual requirement for a refresher course, and of course, full role-playing before every interview.

And by the way, the offer to have the 2 men involved over to have a beer is sin number 4. It is only prolonging the story and keeping it in the news. Sin number 5 will be the fight over which beer the men drink. Sin number 6 will be the flack from people who don’t think the president is setting a good example by having a beer.

I can hardly wait to see the 7th deadly sin in this saga.

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Have You Stopped Communicating Yet?

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Here’s a new warning about the Swine Flu. Beware if you work in an organization where everything is quickly going back to normal and you’re being told to cease all communications related to the Swine Flu.

The reality is the Swine Flu doesn’t appear to be spreading at catastrophic pandemic rates, but in the world of media relations, crisis communications and employee communications, you should be doing 2 things:

First continue writing any unwritten communications you may need to eventually issue as it relates to the swine flu.

Secondly, convert everything you have written into templates that you can easily access and use for similar disasters… everything ranging from other pandemics, to bio-terrorism to mass casualty events… and definitely have your messaging ready should the Swine Flu escalate in the near future or later, during the 2009 flu season.

Swine Flu is a classic smoldering crisis that would involve communications about precautions, policy regarding infections, infection notification, death from infection, and all clear communications. In Tuesday’s Swine Flu teleseminar I’ll be getting into each of these more in depth.

Also remember my admonition to you just 2 weeks ago when this story broke – now is when you should be requesting the time and budget you need to establish a holistic crisis communications plan and system. PR people often fail to be opportunistic. Trust me, people in other departments, like Risk Management, are being opportunistic. Not only are they being opportunistic, but they’re also preparing for the future because pandemics affect the profits of companies when workers can’t work.

Classic crisis and post crisis behavior is for organizations and individuals to say, “Wow, I’m glad that didn’t happen here.” Then they return to normal operations and do no further planning until the next crisis. Numerous surveys indicate that after events like Hurricane Katrina and the Virginia Tech shootings, most communications departments and most organizations did nothing to prepare for their own crisis of a similar or lesser magnitude.

Always remember that the worse time to write messages about a crisis is when you are in the heart of the crisis. The best time to write messages about a crisis is on a clear sunny day when emotions are low and logic is high.

Swine Flu Rumors & Haig – Biden Syndrome

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Swine Flu and Crisis Communications are our topic this morning.

Two of the worst classic behaviors of crisis communications are beginning to take shape as we get several days into the Swine Flu hysteria. So I come to you today with warnings so that you can look for these behaviors, then I want to give you actual steps to help stop them dead in their tracks, then I want to give you steps you can take to set the stage to keep them from happening in the future.

The first behavior is managing rumors, which is harder to control than ever before because of Social Media and web communications.

The second behavior is what I call Alexander Haig syndrome, which we I may be renaming to Joe Biden syndrome.

First let’s address rumors. Good communications is about how do I want my audience to behave. That needs to be the goal of all of your communications. Not listening to rumors and going to officials sources is the behavior we want out of our audiences at this time, be that audience media, employees, customers, hospital patients, school children, parents, citizens.

My wife works at a school where the rumor e-mails started pouring in yesterday. All were e-mails forwarded from a friend warning that there were secret cases of Swine Flu that the hospitals, schools and government were not telling us about.

This is exactly why I always preach that in crisis communications you have one hour or less to begin your own communications and why making this one hour deadline means stockpiling a massive quantity of communications templates that you can access quickly. This is why when I write a crisis plan with a client we often create 100 or more communications templates in a day.

The most effective words that you can use in your communications are, “This is what we can confirm.” You should also include the phrases or admonition, such as, “We ask members of the media, employees and members of our community to avoid repeating rumors and turn to official sources for information.” Then your statement should tell the audience what those official sources are, emphasizing that your website is THE official source for all information related to you and your services.

The ability for rumors to be spread via e-mail and text messaging scares the pants off of me. A rumor can circle the globe several times via the web before your executives even meet to discuss this. In this short amount of time I can’t tell you all I know about writing messages in advance, but if you’d like to know more just call me at 985-624-9976.

The second classic flawed behavior of a crisis is what I call Alexander Haig syndrome, which is where someone who is not a top decision maker tries to take control of the situation and begins making bold, flawed decisions and statements. (This of course is a cultural reference to March 30, 1981 when President Ronald Ragan was shot and Secretary of State Alexander Haig proclaimed he was in charge, even though he was only 5th in line for the presidency.)

But the reality is, good crisis planning and good crisis communications planning must always take place on a calm, clear, sunny day and not in the throes of a crisis, where panic and anxiety are present.

When panic and anxiety are present we experience 2 extremes. The first extreme is decision paralysis where people are afraid to make decisions because the decision may be the wrong decisions. We saw that at Virginia Tech where officials waited 2 hours and 16 minutes to issue their first communiqué, when the reality was that had they communicated faster, they may have been able to save lives because that first communiqué went out 11 minutes after the second assault began, which resulted in 29 more deaths.

The other extreme is the Alexander Haig syndrome, where people make bold decisions and bold statements that historically end up looking stupid. Vice President Joe Biden has done this today, proclaiming on national news that he has told his family that he would not fly, take mass transit or go anyplace where a large crowd may be gathered. None of these are actual recommendations from the U.S. government, nor are they the recommendation of national health experts.

Both Haig and Biden are famous for saying dumb things. We may already be seeing the impact of this behavior as school systems cancel all sporting events to prevent crowds from gathering. The reality is, sporting events could still continue with players playing safely, but perhaps with no crowds are with limitations on crowd sizes.

The test is on decision paralysis or Haig/Biden syndrome come by judging whether or not your leaders are having to make decisions on the spur of the moment or whether most of the decisions were made on a clear sunny day. In the case of Haig, the founding fathers decided on a clear day in 1776 that the Vice President, and not the Secretary of State, is in charge if the President is incapacitated. In the case of Joe Biden today, the Centers for Disease Control and the World Heath Organization have official guidelines that they laid down on a clear sunny day to determine whether it is safe to take a plane, ride a train, use mass transit or go to a crowded shopping mall. Biden’s advice is not only unsound, but could have serious financial consequences by bringing commerce to a halt at a time when the economy is already hurting.

So what steps should you take if you have not already taken them?

Step 1) Hold a Vulnerability Assessment meeting today to discuss all the scenarios of what could happen to your company/school/hospital/agency as it relates to the Swine Flu. That means discussing how you will manage and respond to rumors, and how you will respond if the outbreak progresses.

Step 2) Decide what actions you will take as certain events unfold, such as what are the parameters that trigger certain behaviors and communications. When I write a crisis communications plan, for example, it has levels of severity, designed to indicate specific communications strategies. The Centers for Disease Control, for example has a 6-point scale of severity, designed to trigger key responses. Currently we are on level 5 of the 6-point scale.

Step 3) Start writing. You need communications written today that you may never use, but that is at the ready should you need it. Think of these as fill-in-the blank templates to which you can add the who, what, when, why and how on the day you need them. But today, much of what you need to say on the day of the crisis can be written. You can list agencies that you are coordinating efforts with. You can list precautions people should take. You can create fill-in-the-blank sections that might describe injuries, infections or fatalities should it come to that. I think that today you may be able to write 75%-90% of what you might need to say. This saves you an enormous amount of time when the crisis really hits, allowing you to communicate rapidly and beat the rumors.

Step 4) Do Media Training now. Never let a spokesperson wing an interview. Media are reporting lots of stories on precautions and what if. Many of the spokespeople I see look like deer caught in the headlights; many look robotic and read statements with a monotone voice. Your credibility is higher when your spokesperson looks comfortable and sounds like they know the material. Some spokespeople do well delivering their statements, but then flush it all down the drain when they screw up during the question and answer portion of their news conferences. Many just don’t understand how to stick to their message and how to use those messages to answer a negative question.

Step 5) Schedule a Crisis Communications Drill as soon as possible. It is critical that you test the behavior of your communications team and your leadership team to make sure everyone can work together, follow written plans, and play well together in the sand box while under stress. In the book “Good to Great” the author says make sure you have the right people on the bus and in the right seats – that is, make sure you have the right employees in the right jobs. He goes on to say that if they are not the right people in the right seats that you should get them off of the bus as quickly as possible because of the irreparable damage they can do. Of all the Crisis Communications Drills that I’ve conducted in my career, twice the company had to fire people who performed so poorly in the drill that it was clear they were not the right people in the right job. One of those fired was because he displayed Alexander Haig syndrome and withheld critical information from the Crisis Management Team. The other person was in a public relations position and she was unable to get her first statement release during a 4 hour drill because she had no pre-written templates to work from and because she was focused on too many other things and not focused on rapid communications.

Keep an eye on all of my websites and blogs for the latest information designed to help you. I look forward to seeing your comments on the blog.

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For additional resources please visit these site:

Crisis Communications Resources & Learning

More on writing a Crisis Communications Plan

School Crisis Plans & Crisis Communications

Swine Flu

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Swine Flu – those should be the first words out of your mouth when you get to the office today. The fact that there is a new global pandemic threat could be the best thing to happen to your communications and public relations department all year. Why? Because corporate leaders will be willing to spend money on things that you’ve been wanting to day anyway, such as write a new Crisis Communications Plan or update your current plan. You can also get money in the budget for media training, presentation training and more.

Why will they be willing to spend money? It’s because corporate risk managers, who get the ear of executives more often than communicators, know that a global pandemic could trigger their risk management plan, which generally has lots of contingencies built in for pandemics. The reason there is a big contingency plan built around this is because a mass number of sick workers will affect corporate profits, and nothing gets the attention of corporate leaders more than something that can affect corporate profits.

Twice this decade risk managers were able to get leaders to free up funds for potentially serious events that could affect corporate profits. First, the Y-2-K computer fears lead to massive sums of money being spent on precautionary projects. That was followed a few years later by the SARS Virus.

So what should you do? Walk up to the executive suite and be the leader of your organization’s efforts to  communicate with employees, the media and other key audiences should there be a Swine Flu outbreak that affects your business. The media may want to interview corporate leaders just on the topic of what precautions they are taking. And when you bring up the topic to corporate leaders, they’ll ask what needs to be done and how much will it cost. Be ready with an answer and be ready to ask for more money than you need. Why? Well, if you ask for $50,000, in tight economic times they’ll ask if you can do it for $25,000. You can settle for $35,000 and begin working on your projects.

The Swine Flu is a classic smoldering crisis, for which a properly written Crisis Communications Plan is needed. Once the Crisis Communication Plan is written, it should be followed up with Media Training, then a Crisis Communications Drill.

Here are 10 steps you should take today:

1) Create a combination internal & external communications strategy. Remember that what you say to one audience you must say to all. What you say to employees is never confidential; it gets forwarded to the media.

2) Be ready to communication workplace and social precautions.

3) Be ready to communicate true risks so as to minimize hysteria.

4) Provide perspective. The maps on the news show states where a few cases have been confirmed, but the map looks rather frightening, even though only 2-3 cases have been reported in some of the states.

5) Do a vulnerability assessment. This is the first step in creating a crisis communications plan or crisis communications strategy. Know where the crisis may occur and how.

6) Don’t try to wing it the day you need to communicate. A crisis is no time to write a crisis communications plan. Write or revise it on a clear sunny day.

7) A writing retreat is a great way to get a lot of work done in just a few days. That’s the technique that I use in my 2-day program to write a crisis communications plan. Get everyone who needs to be part of the writing team together at one time. Get them out of the office in a retreat setting to write without interruption. Leave the e-mail, phones and Black Berry devices behind.

8) After the communications is written, determine the ways you’ll communicate. Get all the tools lined up. Web 1.0 tools are still some of the best tools.

9) Hold media training for the executive team. Don’t let them wing these messages. There could be touch questions that follow.

10) Hold a crisis communications drill to test your strategy. The time to screw up is in private. You don’t want to screw up the day of the crisis.

Remember, powerful communications before a crisis and rapid communications during a crisis can save lives.
Here are 2 resources to help you prepare. This link takes you to a special podcast on the subject

https://braudcommunications.com/Podcasts/BraudCasting Swine Flu.mp3

Secondly, I’m inviting you to join me for a special teleseminar in just 2 weeks on May 12 at 11 a.m. Central Daylight Time. The teleseminar will be called Swine Flu, Public Relations and You. In it we’ll spend an hour in greater detail talking about the tools you need to be prepared to communicate for what is going to be a hot topic.

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Adjusting for Shut Down Newspapers & Laid Off Reporters

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By Gerard Braud

www.braudcommunications.com

As more newspapers shut down and lay off reporters, those of us in PR need to take heed and make a few adjustments.

1) Reporters still on the job have to do more work to make up for those who have been laid off. That means your writing needs to be better than ever before because they have to write more stories and need your help with your story.

2) Write in quotes more. Quotes are the key to a good pitch and a great story. If you need help with your writing ask me about bringing my Kick-Butt Key Message writing class to your workplace.

3) If you need to hires someone, consider hiring a former reporter. They write well, write fast, and understand what kind of a pitch lights a reporters fire.

I’m Trying to Give Away $100 and No One Will Take It

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By Gerard Braud

www.braudcommunications.com

I feel like such the Social Media middle man. Check this out… I was giving a keynote speech to 100 executives who belong to an association. The topic was similar to my upcoming topic at the IABC 2009 Conference, which is New Frontiers in Media Training, which will include Social Media Training — blending Media Training skills with Social Media realities.

I asked if anyone in the room could tell me what I am doing?

I started getting answers such as, “you are giving a speech.”

It was just one more indicator of the generational and cultural gap between the techno savvy Web 2.0 crowd and leaders who don’t have a clue about what is going on in the Social Media world.

I’m guessing every one of you reading this blog knows how to find out what I am doing? Some of you are going there right now to find out.

I told the executives to think beyond what they see in front of them to understand what I am doing. I told them that people around the world could tell me what I was doing without even being here. They were befuddled. 

So I asked if any of them had ever heard of Twitter? A few responded yes. I asked if any of them had a Twitter account? None did. I asked if any of them had a Facebook account? A few hands went up. I asked how many had ever watched a video on YouTube? A few more hands went up this time. I asked how many had ever posted a video to YouTube? Only one person had.

I asked how many in the audience thought I was speaking a foreign language when I used terms such as Twitter, Facebook and YouTube. Finally, most raised their hands amid loud laughter.

The lesson here is we have much to teach our executives when it comes to Social Media. Social Media is the new ambush, capable of catching an executive doing something stupid. Social Media is more dangerous than the old style 60 Minutes TV interviews on CBS News in the United States.

I hope you’ll join me in San Francisco at the IABC Conference so we can explore this topic together.

Please post your comments below…

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Spring, Fox News and Panyhose

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There are blizzards, floods and tornadoes in the news — all signs of a changing season. But you can never tell what season it is based on how Megan Kelly of Fox News dresses.

How you dress when being interviewed on TV is important. News anchors are becoming bad role modes as we hear in today’s BraudCast.

After you listen to the BraudCast, if you’d like to see Megan’s shiny legs and summer wardrobe in the dead of winter, there are many videos available on YouTube.

Here’s wishing that you dress for success,

Gerard