Sneaker culture is all about the drop. From retail store drops with lines forming hours in advance to mobile drops with millions vying for gear via apps like SNKRS. With brands like Nike, Kith and Supreme, who drive the style and production of their own goods dominating the ‘drop culture,’ eBay approached us with the challenge to host the biggest sneaker drop for the holidays.

Two features that make the sneaker drop brands so successful are their brick & mortar physical store space and the fact that they produce their own sneakers. How could we combat this for eBay given it doesn’t have either? The answer was its inventory. By tapping into eBay’s vast inventory across its platform, eBay could stand out by having the biggest drop sneakerheads had ever seen.

The Covid-19 pandemic made masks an everyday necessity in 2020, and as a result, women re-prioritized their beauty products, based on which features were more commonly exposed—in fact, since March 2020, eye makeup sales are up 204% and lipstick sales are down 15%.

The pandemic also closed down salons and spas, leaving women in-need of at-home eyebrow grooming solutions. This made us wonder, how do we show women that Schick’s eyebrow shaping tool, the Hydro Silk Touch-Up, is the perfect solution for eyebrow grooming needs during this unprecedented time?

In a sea of men’s grooming sameness, Schick Xtreme needed to stand for more than just price and promotion, so we looked to lend Schick’s shaving expertise to a good cause. We discovered the St. Baldrick’s Foundation, an organization that hosts head-shaving events to raise money for childhood cancer treatment and research, but with Covid-19 canceling all of St. Baldrick’s in-person events indefinitely, critical fundraising came to a halt. Schick Xtreme, a brand known for its razor innovations, saw a unique opportunity to help St. Baldrick’s reimagine their head-shaving events and keep the donations flowing.

Special Olympics New York has provided inclusive opportunities for people with intellectual disabilities for more than 50 years. Through their hard work and extensive programming, they’ve helped athletes experience the thrill of competitive sports. Yet despite their decades of experience, the non-profit is in a constant struggle to generate the money that funds their initiatives.

On the other side of the aisle, professional sports continue to thrive. Even amidst the global Covid-19 pandemic, brands continued to sponsor pro athletes (to the tune of nearly $30B), while Special Olympics New York struggles to keep essential programs alive with an operating budget equivalent to just 0.03% of that amount.  Our mission was to launch a campaign that could somehow connect this life-changing organization with more of the deep-pocketed sponsors they rely on.

The melding of telecom, IT and the Web into a single ecosystem is emerging as one of the most significant changes and challenges facing the telecommunications industry today. This change is becoming even more apparent with the continued rollout of 4G networks around the globe —a rollout that is being fueled by the creation of faster infrastructure and networks, along with ever-faster and smaller components that are turning mobile phones into smartphones, tablets, superphones and ultrabooks.

In the midst of this change, global telecom vendors across the ecosystem are facing entirely new trust and communications challenges in areas such as consumer privacy, sustainability, regulation and emerging markets. As a result, effective and successful communications increasingly hinge upon cross-discipline, multi-stakeholder campaigns.

Edelman’s global telecommunications practice understands how to navigate this dynamic, ever-changing ecosystem because we’ve been on the frontlines of the evolution for decades. From launching handsets for tier one mobile device manufacturers and raising the brand awareness and credibility of tier one service providers, to orchestrating fan events in order to drive share of voice and purchase intent—we’ve represented many of the telecom industry’s leaders. Moreover, we have been participants in this change and understand its implications for effectively communicating and positioning in this space.

We understand the evolving media landscape and the importance of communicating to multiple audiences and stakeholder groups to amplify and drive our clients’ messages. We have built and nurtured contacts across media, the technology and financial analyst community, industry watchers and commentators, trade associations and regulators, and we communicate regularly and effectively with these stakeholders to ensure our clients’ stories are heard across the Media Cloverleaf – traditional, hybrid, owned and social media. We also have the ability to create strategies and execute across B-to-B and B-to-C campaigns; public affairs; sustainability; digital entertainment; and verticals including health, developer marketing and more.

At Edelman, we know telecom PR necessitates an integrated approach and we deliver on that daily. And as a global agency, we bring unrivaled global perspective to our approach to help clients from Samsung to Orange to Juniper Networks find and advance their voice in the global telecom industry.

The past year has taught us that no place can thrive without diverse faces and voices represented, nor without true equity and inclusion. And diversity, equity and inclusion (DEI) cannot be maintained without a foundation of belonging.

At some point, we have all felt that uncomfortable feeling of not fitting in or not feeling seen. Either during the awkward moments in school when you couldn’t find the right lunch table, or the anxious wait to find out if you’d get picked for a team or pass an audition. That feeling sometimes meets us again during our careers. You can spend time wondering and concerned about “fitting in,” especially in the case when you’re the only one, or one of few, from your background.

This has been true in my story. When I started in the Edelman DC office many years ago, I was one of two Black women working on the client-facing side. As one of my first professional experiences post-graduate school, it was scary and lonely, and I often questioned if I could grow when I didn’t see myself represented—internally or in client meetings.

Those uncomfortable feelings and challenging situations have driven me to this work—to actively create a place where everyone—even a young Black woman from rural Southern Maryland, who attended a Historically Black College & University—can feel that they are part of the larger Edelman community and this industry. To know that they are seen AND their voice is heard and respected, and to create a space where each of us can be our own authentic selves each day and in every way. Whether it is how you wear your hair, your accent, your faith, where you live or who you love—you belong here.

As the world’s thought leaders on trust, it should be no surprise that belonging first starts with trust. Trusting that we have something to offer and being open to sharing it, as well as trusting others and actively engaging to learn from one another. This is how we grow and evolve together.

In my journey, over time, I realized that while I may have felt uncomfortable in certain places or that I may have made others uncomfortable, I needed to embrace that there is incredible power in my identity, my differences and uniqueness and that my job is to be authentically and genuinely me.

We are more than enough—just as we are.

If I could tell my younger self one thing it would be that you’ve been right where you belong, all along. You will help create trails and transform culture for those like you and others. You will meet people and work on assignments you never imagined. You will not be the only one who feels like they don’t belong, but don’t let that stop you from shining your light.

As our world changes, we must use our vantage point to ensure we evolve our teams, our work and our clients toward a world built on trust, courage and belonging. This is why Edelman’s first-ever global Week of Belonging matters for all of our colleagues, our clients, our communities and our collective future. As a part of Edelman today, you are shaping what our values are tomorrow. As we strive to be Trust Makers, I encourage all of us to use this influence well.

I’ve picked up a few best practices on my journey. Here are some thoughts on how we all can work to create a place of belonging:

• Belonging begins with you, so believe you are where you are for a reason. Nothing eats into belonging like the sneaky, daunting sense of impostor syndrome that makes you question if you fit in, and if you have what it takes. Let me help you answer that question: if you woke up this morning and you are here, then you have what it takes.
• Bring what you have. Every Edelman employee around the world was hired not only for their skill set, but because they have the potential to make our company collectively greater just by being their authentic selves. We want your quirks, your hobbies, your taste in music and your perspective on what moves culture -- all of it enriches your colleagues and adds layers to the expertise we offer our clients around the world.
• Let others in. I have met some incredible people around the Edelman offices in my years here. Many have become good friends and close confidantes who I can turn to when I need encouragement and guidance, and many of these relationships started when I pushed past my fear and nervousness and leaned in to share more. We can’t build community, if we don’t communicate with each other. It might be different or awkward, but it is not about perfection – it is about building connections.
• Enter into other people’s stories, and make space for others to be themselves. Just as I learned to open myself to new connections around the office, I learned to keep my eyes open for fellow colleagues who were seeking the same. Sometimes, the most powerful thing you can do for someone else is give them space to share about what makes them come alive. Be curious about your team members, and even your clients. Like you, they are in the middle of complex, beautiful and sometimes challenging journeys!
• Be a culture-creator. Be intentional to check in with each of your colleagues on what helps them feel seen, valued and heard so everyone can show up as their full and best selves at work. Regardless of your level, recognize that you carry influence that can change people’s experiences and trajectories.
• Change what you cannot accept. Creating a culture of belonging means being an ally or accomplice for all groups to feel welcomed, and actively working to dismantle systemic inequalities and injustices that have impacted underrepresented communities for far too long. Use your voice and your relative privileges to ensure that our systems, processes, decisions, and values keep belonging at the center.

Trisch Smith is our global chief diversity and inclusion officer. 

May 11, 2021 – NEW YORK – Edelman is announcing today the appointment of multiple strategic hires in Health. Global appointments include Emma Lynn, Global Health Deputy, and Lynda Gordon, Global DXI Health lead. In the U.S., senior Health leads Marie Kennedy, Fred Petito, David Zitlow and Irma Gomez-Dib have joined.

These appointments come at a time of significant growth for Edelman Health. In the last year, the sector alone grew 10 percent year-over-year and is now one of the largest drivers of revenue for the firm.

“The Health sector has been at the center of the pandemic response globally, from urgently needed Covid-19 solutions and new ways to deliver patient care to addressing health inequities that have broad impacts and vaccine education,” said Richard Edelman, CEO of Edelman. “Under the leadership of Kirsty Graham, and through the expertise of our expansive roster of specialists, Edelman Health has helped guide our clients through the numerous challenges of this past year.”

Lynn will serve as Global Health Deputy, starting May 4. In this role, Lynn will advance global client strategy and deliver integrated health programs, drawing upon her expertise across corporate and public affairs, government relations and ESG. Prior to joining Edelman, Lynn was with Pfizer for 16 years, most recently leading the Corporate Affairs Department in the UK. With a career originating in communications, before joining Pfizer she held roles at GSK as well as Burson-Marsteller. Lynn will report to Graham.

Gordon joined May 10 as EVP, Global Data x Intelligence Health lead. Previously, she led Merkle’s Health Analytics capability, with a focus on understanding customers and customer journeys to support marketing performance through delivery of people-based marketing. Gordon has 20+ years of global experience in healthcare analytics in both life sciences (Eli Lilly, Pfizer, Sanofi Aventis, Abbvie) and health insurance (Anthem, EmblemHealth). Prior to Merkle, Lynda led analytics for IMS. She will report to Yannis Kotziagkiaouridis, Global Chief Data and Analytics Officer.

As Global Chair, Edelman Health, Graham oversees Edelman’s specialized Health offering around the world, which includes the U.S., EMEA, APAC, LatAm and Canadian regions.

“In the U.S., our experts in Health bring our global approach to health specialization to life,” said Courtney Gray Haupt, U.S. Chair. “Our senior bench oversees some of Edelman’s largest clients across the health sector, representing the expertise, strategy and nuance needed for the complexity of today’s health needs.” 

Kennedy joins Edelman’s U.S. Health leadership team and will lead market strategy and operations for West Coast Health. She will serve as senior lead for biotechnology and providers, bringing with her deep and diverse expertise across the biotechnology, health systems and provider spaces. Prior to joining Edelman, Kennedy served as the CCO for West Health and had prior communications leadership roles at Dignity Health, Amgen, Genentech and Baxter International. Kennedy is reporting to Gray Haupt.

Petito leads Digital Health across the U.S. With over 20 years’ experience leading change, growing brands, building teams that deliver results at the intersection of marketing, consumer behavior and digital media, Petito has developed strategic programs for life science brands at GSW, VMLY&R and Ogilvy Health, as well as serving as Chief Strategy and Engagement Officer at Guidemark Health and Eveo. Petito is reporting to Pam Scheideler, U.S. Head of Digital.

Zitlow leads Edelman’s integrated corporate health offerings across the U.S., in addition to the Health team and operations in Chicago. He brings 30 years of diverse experience across pharma, life sciences and medical technology, guiding businesses and brands through periods of high-growth, transformation and crisis. In addition to public affairs, marketing and sales roles at both global corporations and early-stage health companies, he has held agency leadership positions at Golin, Burson-Marsteller and Spectrum Science Communications. Zitlow is reporting to Gray Haupt.

Gomez-Dib joins Edelman Health to lead client engagements across the firm’s expanding corporate health portfolio. With two decades of advising C-suite and senior communications executives across biotechnology, pharma and medical device and diagnostics companies, she has expertise in successfully aligning strategic communications programs with organizational objectives. Most recently, she served as a senior director at FTI Consulting. Gomez-Dib reports to Zitlow. 

“This last year has shown us how quickly the sector can adapt to change,” said Graham. “Now we are helping clients address health inequities, meet the far broader expectations of transparency and address the intersections of issues impacting global health like climate change, pandemic preparedness and ESG. Earning and protecting the trust of a diversity of stakeholders is at the center of our work at Edelman Health, with our specialists leading on the nuances across the sector.”

The Edelman Trust Barometer provides a wealth of data on trust in institutions across different audiences and demographics. In this Inside Edelman, Giuseppe Bovenzi, Research Coordinator of our Global Intellectual Property team (which is responsible for the development of the Edelman Trust Barometer), emphasizes the need for employers to address the growing needs of people experiencing mental health problems by providing reliable information.

According to the U.S. Census Household Pulse Survey, nearly 37 percent of American adults reported symptoms of anxiety or depression in the first half of March 2021—a striking increase from just 11 percent in 2019. According to the Edelman Trust Barometer Special Report: Trust and the Coronavirus in the U.S. published in March 2021, 14 percent of Americans reported experiencing mental health problems due to the Covid-19 pandemic.

Individuals reporting mental health symptoms also reported higher levels of fear: they are not only more fearful about the health and safety impact of the pandemic, but they are also more concerned about job loss with half of respondents worried that the pandemic will accelerate the rate at which companies replace human workers with AI and robots. Adding to that, 49 percent of respondents experiencing mental health problems were very concerned about pandemic-related job loss, which was 14 points higher than respondents that did not report mental health problems.

These concerns are compounded by an information problem: respondents with mental health problems had less confidence in the information they received about the pandemic. In fact, only 34 percent of respondents who experienced pandemic-related mental health problems viewed government as a reliable source of pandemic-related information; business, in general, fared even worse with just 31 percent seeing it as a reliable source.

In contrast, information provided by “My Employer” was seen as reliable by 51 percent of respondents reporting mental health problems. Employers were also far more seen to be trusted to respond effectively and responsibly to the pandemic, with 61 percent trusting employers to do so—compared to only 42 percent who trust either business or government with their pandemic response.

The Edelman Trust Barometer has shown employers to be highly trusted, and this trust advantage can be leveraged to make a meaningful difference among employees who feel disenfranchised or vulnerable. In fact, 87 percent of respondents who experienced mental health problems wanted to hear from their employer weekly or more on issues related to the pandemic and the vaccine – seven points higher than those not reporting mental health symptoms.

The mental health crisis existed before the pandemic, and it will exist post-pandemic. However, awareness around mental health and the fight to end the stigma surrounding it have never been more important. Employers can make a big difference, acting as a reliable and safe resource for employees suffering from mental health issues. Providing their employees with information and other resources are simple acts that can go a long way in establishing a bond of trust, understanding and recognition that they are not alone in their fight.

For resources and information surrounding mental health, please visit: https://www.mentalhealthfirstaid.org/mental-health-resources/

Giuseppe Bovenzi is research coordinator.