A D i x o n S c h w a b l P u b l i c a t i o nI N C I T EV O L

6U M E

The Collaboration Issue20

16

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2 3I N C I T E V O L U M E 6 T H E C O L L A B O R A T I O N I S S U E

CONTENTS

4

If you want to build a committed community,

the story of Airbnb’s early years offers

compelling lessons.

5

What’s the ideal size for a creative team?

Two is company, but three just might be the

magic number. (Maybe.)

6

You may know Bob Duffy as a community

leader. He actually prefers a different

moniker: community collaborator.

8Suitable for framing. Wise words from a

remarkable woman who could see the power of

working together more clearly than most.

10A community gives, a garden thrives, students grow.

As students learn about nutrition and healthy

eating, they comprehend a brighter future.

12

A roundtable confab about digital marketing

from multiple perspectives. As befits the

topic, table is only virtually round.

14

Take a peek inside our minds. If you dare.

We surveyed everyone who works here and here’s

what they told us (in strict confidence).

Extra ContentDownload

the Digimarc

Discover

app to your

smartphone.

See this symbol?

With it, you

can access extra

groovy content.

All you need is a

smartphone.

Hold the phone

about 4-6'' above

the page near

the symbol, wait

for the image to

focus.

Scan the image.

The content

will load

automatically.

Enjoy!

Sweet as honey. If collaboration had a f lavor, we’re pretty

sure that would be it. Think about it. The best things we

accomplish in life are things we accomplish working with

others. And it doesn’t get any sweeter than that.

As we enter our 30th year of collaboration at Dixon

Schwabl, we’re excited to bring you this special issue of

Incite that simply celebrates collaboration in all its forms.

You’ll learn how many hands came together to plant new

seeds of hope at East Upper & Lower Schools, how a

philosophy of collaboration has helped Bob Duffy grow his

impressive resume of public service, and how to make sure

all your digital marketing teams are collaborating for

optimum results.

This magazine itself is a result of collaboration between

some of Rochester’s top creative talent. Photographers Wayne

Calabrese and Walter Colley, along with illustrator Andy

Gilmore, worked with our team at Dixon Schwabl to produce

the beautiful piece you now hold in your hands. You’ll find

intricate design treasures on each page, including Digimarc

links to special video content. Just grab your smartphone or

tablet and follow the Digimarc instructions to enjoy all this

edition of Incite has to offer, including a 3D model and video

tour of our newly expanded and integrated agency!

As Helen Keller said, “Together we can do so much.” We

hope you join us in this celebration of collaboration and all it

means for our livelihoods, our community and ourselves.

—lauren dixon & mike schwabl

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GGGGGGiiiiiiiiilllllllllllllllllllllmmmmmmmmoooorrree, worked wiitthhhhhhhh oouur team at Dixon Schwabl to prodduce

the beautiful piece you now hold in your hands. You’ll find

intricate design treasures on each page, including Digimarc

links to special video content. Just grab your smartphone or

tablet and follow the Digimarc instructions to enjoy all this l

Cover and contents page

photography by Walter Colley.

Cover digital retouching

by Maria Spinelli.

Scan

here to

launch

video

tour

ContributorsMeet some of this issue’s

partners and scan their image

to learn more about them

Walter Colley is a commercial

advertising photographer based in

Rochester. Over the past 25 years,

he has developed a wide variety

of clientele and specialties.

Visit his new website to see

more of his award-winning work.

waltercolleyimages.com

Wayne Calabrese has been taking

and making stunning pictures

for more than 30 years. His

son Matt joined him in 2008.

This formidable team shares

many chromosomes and combines

vast experience and sparkling

enthusiasm. calabresestudio.com

Based in Rochester, Andy Gilmore

creates eye-popping designs for

marquee clients well beyond our

fair city: Apple, Facebook, Fast

Company, Google, Nike, Warby

Parker, Nonesuch Music and Wired

magazine. agilmore.com

Incite was printed by

Compu-Mail, a high-volume,

high-quality printer in Rochester

and Buffalo. With 40 years of

experience, they’ve mastered

the intricacies of the latest

data-driven marketing tactics,

like variable-data printing and

behavior-based trigger marketing.

compu-mail.com

4 5I N C I T E V O L U M E 6 T H E C O L L A B O R A T I O N I S S U E

By Karl Wiberg

Earlier this year, a troika of agency folks trekked to the left coast to attend

Planning-ness, a strategic planning conference with an awkward name. The

session I found most inspiring was given by Douglas Atkin, head of community

at Airbnb, the online lodging service that has disrupted the travel industry.

Soon after Airbnb launched in San Francisco, it encountered

opposition from hotels, residents, neighborhood groups, and state and city

governments. To overcome this resistance, the company set about creating

a pro-Airbnb community. And not just a community, but a movement: a

mobilized population that could scale and take action, driven by a shared

vision of how the world should be.

Airbnb won its fi rst major victory in 2014, when the San Francisco Board

of Supervisors voted to regulate and allow short-term rentals. In city hearing

after city hearing, Airbnb hosts outnumbered adversaries. (Note the word

“hosts”—far more agreeable than “property owners,” “landlords” or “hotel

chains.”) The supervisors had continually encountered people who used

Airbnb, liked Airbnb and saw nothing wrong with Airbnb.

How they did it.

Airbnb fi rst reached out to anyone who had expressed interest in being

an Airbnb host or guest (roughly 23,000 people). Through an outbound

phone effort, Airbnb connected with about a third of them.

Next, Airbnb gauged levels of support. About 100 individuals were

deemed core supporters, about 500 were strong supporters and more than

5,000 were low-medium supporters. This segmentation allowed Airbnb to

pitch the right request to the right group.

But the key to ultimate success was a simple core insight: If properly

engaged, over time, supporters would grow more committed. Airbnb started

with small requests, such as Facebook posts, signing a petition or attending

a rally. Only after small requests were accepted and completed would the

company make incrementally more challenging requests.

There are two principles at work here. If you make too large of a request

too soon, you risk scaring off supporters. And each time a member completes

a task or “ask,” they become more strongly connected to the movement.

Not everyone will make the complete journey from low-level to hard-core

supporter. But you’ll mobilize more fervent supporters if you start with

relatively easy requests fi rst, followed by incrementally harder ones.

The brand helped.

The original appeal of the company was transactional. Travelers saved

money and property owners made money. But Airbnb discovered a

transcendent benefi t it could champion, one that connected with travelers

and hosts on a deeper cultural level: Belong everywhere.

If you’re a guest staying with an Airbnb host, you’ll be living with local

residents who can teach you about local eateries, stores and landmarks

off the well-trod tourist track. You’ll live more like a local and get a more

authentic feel for life in that town, city or country.

Hosts likewise responded to the shift in appeal. They’re not merely

providing lodging; they’re serving as cultural ambassadors and making new

friends from around the globe.

Host or guest, everyone you meet becomes one less stranger in the world.

That sure sounds like a wonderful foundation for a brand, company or

community. Sign me up.

Creating Powerful Communities

CONNECTING THE WORLD

CONNECTING SUPPORTERS

combined an experienced team with

a total outsider produced hit after hit.

Proven collaboration, refreshed by

fresh-faced, new-kid ideas. Businesses

adopted Lehrer’s core-team-plus-

outsider approach, confi dent that their

next creative venture was optimized

for success and that they were not

throwing away their shot.

Too bad it wasn’t true.

Turns out, Lehrer made up a lot

of the information he presented in his

book. And the gifted journalist saw his

career collapse in a pile of fabricated

quotes and misinterpreted data—like

the research on Broadway musicals.

Uzzi and Spiro’s research focused

on the networks and connections

among musical team members, not

the insights brought to the team by a

single individual. In their research, Q

represented the relationship between

two connection variables: the average

number of connections you need to

pair up two random people in the

same network (Six Degrees of Kevin

Bacon) and the extent to which two

people who are connected to a third

person are likely to be connected to

each other. The higher the Q, the

higher the degree of connectivity.

Broadway shows with a low Q and

shows with a high Q failed at about

the same rate. The sweet spot of

success was a Q somewhere in the

middle. Success had less to do with

individuals and more to do with

networks. It’s the people you know—

not the people in the room where it

happens—that make success possible.

Collaborating within an organi-

zation is not enough—you need to

collaborate across networks, strategically

adding new connections to the mix.

It’ll expand your reach, link you into

new, untapped networks, and open you

up to new ways of seeing the challenges

and opportunities in front of you.

Does this guarantee you’ll enjoy

the same critical and fi nancial success

as Broadway’s Hamilton? Of course

not. But your chances of getting inno-

vative, creative and successful results

through cross-network collaboration

are probably better than your chances

of getting tickets to the show.

In the book, Lehrer cited research by

social scientists Brian Uzzi and Jarrett

Spiro, who analyzed 475 Broadway

musicals. Too big and too expensive to

be left to one person, musicals embody

creative collaboration. And while the

success of most creative endeavors

is subjective, success on Broadway is

painfully objective, with both critics and

the ticket-buying public weighing in.

As explained in Imagine, success

(or failure) on Broadway is predictable.

Not surprisingly, shows created by

teams that had never worked together

almost always bombed. Surpris-

ingly, though, long-standing teams

failed just as often. They knew each

other too well, rehashing the same

ideas over and over. But shows that

By

Charles

Benoit

Looking for

Get connected.

The Starving Artist, painting

unsellable abstracts in her tiny

Greenwich Village garret.

Ah, how we suffer to be creative!

How about a well-fed, sober artist

having a grand time collaborating on

a groundbreaking and spectacularly

successful work of art? That’s the

story behind the biggest cultural phe-

nomenon of the century. Lin-Manuel

Miranda, Alex Lacamoire, Thomas

Kail and dozens of actors workshopped

The Hamilton Mixtape into the

musical your great-grandkids might

someday be able to get tickets to see.

The collaborative success of

Hamilton also put Jonah Lehrer’s

2012 blockbuster, Imagine: How

Creativity Works, back in the spotlight.

creative success?

Mr. Duffy on lessons learned

My mother was a Catholic nun and my father at

one point wanted to be a priest. In our house, you

never spoke poorly of anybody, never judged

somebody by the color of their skin, never made

fun of anybody. My background was huge in

helping me understand and work with people.

I saw everyone work so well together during my

police career. Especially if there was an emergency.

When people call for help, you’re there. I can count

on one hand the disputes that were predicated on

ego or turf. This region should be very proud of the

way law enforcement agencies collaborate.

As a police offi cer, every day you may have 20,

30, 40, 50 interactions with people, and you want

them to go well. The job is 99% helping people.

Sometimes, just talking with them. Policing taught

me so much about empathy. I’m not a psychologist,

but you kind of become one as a cop.

I became a police offi cer as a 22-year-old,

and suddenly I’m being asked to mediate family

problems! You learn to listen to people and try to

understand them. Just being respectful helps a lot.

I would say “Yes, sir” or “No, ma’am” to everyone. I

teach that to my kids. People need to be respected.

You never disrespect or speak down to anyone—

especially in front of their family.

People need to be recognized. As police chief,

I used to write notes of appreciation to offi cers.

All these tough cops would say, “I don’t want any

credit.” But I’d send these little notes to their

house. Later, I’d hear that they had taped them in

their lockers.

As mayor, I found that if I praised one

department for their tremendous work, someone

would say, “Well what about us over here?” So I’d

walk the halls quite a bit, and if something good

happened, I’d praise those people. Sometimes

I’ve been guilty of saying “Hey, great job,” but not

being clear about what that job was. It has to be for

something real and specifi c.

You also have to be fair and consistent and be

perceived that way. If I gave my oldest daughter

a $2 allowance, my youngest would know exactly

how much. And if she only got $1, she’d be upset.

Even to this day, the sisters will talk and compare

who got what.

It’s really about understanding people. Human

behavior doesn’t change much over the years.

Something else I’ve learned: You never

blast somebody publicly. If you’re honest about

disagreements, people will still respect you, as long

as you’re not criticizing them in public. It’s OK

to disagree and argue. But let’s keep that behind

closed doors.

After I was elected with the governor, a

downstate reporter asked me, “What will you do

if you and the governor disagree?” I said, “If that

happens, the two of us will know, but no one else.”

I saw the governor create the regional

development councils, which encouraged whole

regions to collaborate. It was ingenious. A few

years later, the Finger Lakes Regional Economic

Development Council brought together Danny

Wegman, Joel Seligman and other leaders from

all nine counties. Elected offi cials, not-for-profi t

leaders, business leaders—all working together.

I’ve never seen better collaboration.

I saw this all around the state in nine other

regions: top-level people who didn’t previously

know each other, coming together to fi gure out

how to best apply potential investment dollars.

I’m a little old-fashioned. I believe that if you

can sit down with someone and have an honest

dialogue, you can get to a “yes” pretty quickly. You

don’t have to have dinner with them. But you can

work it out and shake hands.

If there’s a lack of teamwork—and my wife

will tell you this—the fi rst person I look to is

me. I always think, “What could I have done

differently?” You have to be honest with yourself

in order to really collaborate.

It’s my second year here. We’re going through

some changes. And change can be tricky. I

hope people see the chamber as an example of

collaboration. We’re going to connect with more

people and get them involved. We all win if we fi nd

ways to collaborate. I honestly think we’re poised

for some very good things in this region. You can

feel the vibe changing.

Stephen Covey said it best: Look for the “win-win.”

It’s not always easy to do. Collaboration can

be hard work. But with it, you can achieve

extraordinary things.

Scan icon for a

full version of

the interview

Rochester chief of police. Mayor. Lieutenant governor. Greater Rochester

Chamber of Commerce president and CEO. Bob Duffy has excelled in each

of these demanding roles. But he’s the first to tell you he didn’t succeed

all on his own. Incite sat down with Duffy to discuss collaboration and

related topics. Highlights follow.

7T H E C O L L A B O R A T I O N I S S U E6 I N C I T E V O L U M E 6

Photograph by Wayne Calabrese + Digital Retouching by Matt Calabrese + Grooming by Aimee Brown + Production by Michael Parks

HELEN KELLER

Scan ‘30’ to relive 30

years of Dixon Schwabl 3

1 0 1 1I N C I T E V O L U M E 6 T H E C O L L A B O R A T I O N I S S U E

a HEALTHYRochester’s Graduate School

of Education.

“Nearly one in three Rochester-

area children are overweight or

obese,” American Heart Association

Executive Director Marc Natale said.

“Numerous studies show early health

intervention in school is a powerful

tool to positively infl uence healthy

behavior. That’s the primary purpose

of this Teaching Garden.”

The garden was built entirely

by volunteers as part of the 2017

American Heart Association Heart

Walk & Run Campaign, co-chaired

by Lauren Dixon and Mike Schwabl.

“This really is a labor of love,”

Schwabl said. “Our agency was

thrilled to donate and volunteer for

this effort. The Teaching Garden

will help our young people get off to

a great start when it comes to eating

and nutrition. That’s important for

heart health and important for the

health of the entire community.”

“This was a true community

effort,” Dixon added. “Heart disease

runs in my family, so this cause is near

and dear to my heart. Through this

program, we can positively change

children’s lives and lifestyle habits.”

This innovative, school-based

program aims to re-establish for

school-age students what it means to

be healthy. The Teaching Garden

gives students hands-on experience

planting, harvesting and—let’s not

forget—eating fresh, organic and

unprocessed food.

Culinary students at East are

responsible for maintaining and

caring for the 2,050-square-foot

garden, which will include

vegetables, fruits, herb planters,

perennials, sunfl ower patches, rain

barrels and more. The food grown

in the garden will be used to prepare

meals for students at East and at

the RYCE restaurant opening this

fall at Village Gate in a space

being donated by Salena’s.

Students who train at RYCE will

be responsible for the restaurant’s

menu development, management

and day-to-day operations. “Along

with the Teaching Garden, RYCE

gives students fantastic opportunity

to develop responsibility, leadership,

team building, problem-solving skills

and much more,” said Jeff Christiano,

East lead culinary arts teacher.

“This kind of hands-on learning

increases confi dence and improves

their employability, which is the

ultimate goal.”

Fresh-grown food. And a healthier

future for our youth. Sounds like a

perfect pairing.

Y O U’V E

HEARD

OF

FA

RM

TO TABLE

?

THIS IS

BET

TE R

.

Broccolo Tre

e & Lawn C

are

East Upper & Lower

Dixon Schwabl

American Hea

rt Associati

on

Salena's

SWBR Architects

RYCE

By Megan Steenburgh Shane Grant

A group of local organizations

recently joined together to build

a Teaching Garden to help kids

grow fresh food and, at the same time,

become smarter about nutrition.

If all goes as planned, Rochester

children will eat healthier, understand

proper nutrition and prepare for

promising culinary careers.

Making common cause to

contribute their time, funds, passion,

know-how and labor are SWBR

Architects, Broccolo Tree & Lawn

Care, Dixon Schwabl, American

Heart Association, Rochester Youth

Culinary Experience (RYCE),

and East Upper & Lower Schools

in partnership with the University of

D O N O R S & V O L U N T E E R S:

Scan the pumpkin for a video story

Scan this

corn for a

bird’s-eye

view of

the garden

1 3T H E C O L L A B O R A T I O N I S S U E1 2 I N C I T E V O L U M E 6

As the different worlds of digital marketing

continue to converge, we thought it might be a good time to hear from a few of our in-house digital Jedis: Vice President of Social & Digital Media Jon Alhart, Director of Digital Media Bob Burch, Director of Digital Strategy Cath-leen Wells, Digital Analyst Adam Wingate and Content Manager Pete Wayner.

We gathered them in a room, confi scated their smartphones, then asked them to play nice and talk digital. To watch the conver-sation, scan the icon at the lower- left corner with your Digimarc-enabled device. In a hurry? Here are a few key takeaways:

Work together.

Make sure your different digital teams talk with each other regularly and, whenever possible, synchronize their efforts. All of your digital assets should be ready and in place before any single element is launched.

Launching a social media campaign? You’ll want to consider creating new landing pages and adding a paid digital media component. Otherwise, you may be missing a golden opportunity to further engage your audience and move them along the sales journey.

Our digital media, interactive and social media teams work together every day. So far, no one’s been injured.

Got goals? Clients come to us for a new website and a campaign to drive traffi c. But usually there’s a bigger objective that needs to be uncovered. So we take a step back and ask: What’s the real goal? What do you want people to do?

Tempting as it may be to fi re up the latest whiz-bang technol-ogy, you must have a strategy, no

matter how basic. Being clear about goals also helps you fi gure out budgets and timelines.

Optimize. Digital marketing now gives you the ability to track results and determine in virtually real time if customers or prospects are engaging with or sharing your campaign or content.

For example, once you launch a social media campaign, follow which elements work—andwhich don’t. Then make iterative adjustments on the fl y: tweak copy, layout, photos, overall messaging, calls to action (add to cart, submit form, chat or call), even the page code or server

you’re using. You can now optimize nearly any digital tactic: banners, targeting, placements, creative, landing pages, you name it.

Socialize. One of the bigger changes in the past

year or so is the growing legitimacy of social media platforms as a way to drive leads, inquiry and response. Social media is now part of the daily routine for millions (billions?). Moreover, targeting for paid posts is becoming ever more precise, allowing you to reach niche audiences more easily.

One example. Last year, when we were asked about Snapchat, we rarely recommended it. It hadn’t yet proven its ROI. Today, that’s changed. We recently used Snapchat to help promote the PGA using the app’s branded fi lter feature. It allows you to pick certain locations where the fi lter will pop up for Snapchat users when they’re sharing pictures.

Not all that long ago, social media was considered merely a top-funnel awareness or publicrelations tactic. Now, whether paid or unpaid, it’s more than made its case to sit at themarketing table to generateleads and drive sales.

Mondo

Analytics

Social Media

Web Development

Digita

l

Media

Scan here to watch

the roundtable

discussion

BrandJournalism

Digital

Talking about a (digital) revolution.

Artwork by Andy Gilmore

What’s

the real

goal?

What do

you want

people

to do?

1 4 1 5I N C I T E V O L U M E 6 T H E C O L L A B O R A T I O N I S S U E

I hate the

taste of:

Survey Says

Collaboration tends to go

better if you understand

a bit about your partners.

To that end, we’ve asked

our team to reveal a

bit about themselves.*

Anonymously, of course,

to encourage total candor.

For your infotainment

and collabrification,

here are some of the more

interesting responses.

In a former life, I was a:

EDITOR’S PICK

HONORABLE

MENTIONS

How old were you when you had

your first romantic kiss?

If you could snap your fingers and suddenly work in a

different department at Dixon Schwabl, which would it be?

Who is your favorite superhero?

(top results)

My

dreams

are

usually:

If I weren't in the business,

I would like to be:

What do ...

Aerosmith and

Run-D.M.C.

+

Michael Jackson

and Paul

McCartney

+

Lady Gaga and

Tony Bennett

+

Lyle Lovett and

Al Green

+

Norah Jones and

Ray Charles

... all have in

common? Scan

the icon above

to find out

on our custom

playlist.

When no

one's looking,

I like to:

Batman

A penguin

Ferrari

Martha

Stewart,

minus the

jail time

Dog.

For sure.

YOLO!

Velociraptor

Backup

singer for

ABBA

Creative

-13

23%

25%

17%

18%7%

10%

14

15

16

17

18+

Studio

Director of

Second Impressions

Aim your smartphone here

to read to the latest

agency blog all about

collaboration.

Events

Research

Digital Things

P.R.

Interactive

Admin

Media

Transit Driver

Account Service

Charles Benoit

Social Media

1

Superman

2

The Hulk

HONORABLE MENTION

56% Kinda weird

23% Super weird

13% Pleasant

3% Predictable

4% Scary

1% NSFW

"1960s rock

star who

tragically

died young

and whose

posters

now hang

on college

kids’ walls.

Or a train

conductor."

Dance like a fool

25%

21%

28%

7%

13%

3%3%

Think shallow thoughts

Talk to myself

Play air guitar

Scratch myself

All of the above

Other

Top write-in response:

Sing, really loud.

Black

Licorice

Olives

Kale

Bananas

Anchovies

Broccoli

Liver

Honey

Most Foods

Lima Beans

Beets

Coconut

Frosting

DirtGin

Guilt

Defeat

Vomit

Basil

Tuna

Cauliflower

Mushrooms

Cottage

Cheese

Cilantro

Art for everyone. Shawn Dunwoody is a collaborator

extraordinaire. As he puts it, community is his

canvas. Dunwoody marshals the power of art to help

transform and uplift neighborhoods around Rochester. In

a special Incite edition of our One More Thing podcast,

he talks about his vision to integrate more art into ever

more communities. Scan here to have a listen.

Host of The

Price is Right

Or

Professional

Crafter, DIY

all day

* The views and opinions expressed in the surveys herein are those of the respondents and do notnecessarily reflect the official policy or position of Dixon Schwabl Inc. or any of its international

subsidiaries. Actual results may vary. Ask your doctor if survey taking is right for you.

Beer

Lover

Bob Charboneau

DIYerNYS Fair

fanatic

Jen Moritz

Hates

Oxford

comma

Big

tattoo

Joanne LaFave

Small

dog