As anyone who has crammed for an exam can tell you, usually the number of hours we work without interruption is inversely proportionate to how much we accomplish. So how do these entrepreneurs manage to work so many hours without suffering from brain fatigue?
Well, first of all, it is because they truly love being an entrepreneur and are passionate about their enterprise. But, I believe, part of the answer is that they wear so many hats. They never get stuck doing the same kind of work for too long.
Here are some more brain-based tips that can work wonders and could be what helps propel entrepreneurs forward:
1. Buy a good office chair, or get a standing desk.
Focal Upright Furniture has a brand-new chair-and-desk combination on the market. Invented by Martin Keen, of Keen shoes fame, it uses a position between sitting and standing, and allows lots of movement as you work. It also helps those who use it remain attentive.
2. Do not multitask.
John Medina, author of Brain Rules, tells us the brain cannot multitask, period. What it does do is switch back and forth between tasks very quickly. Someone whose attention is interrupted not only takes 50% longer to accomplish a task but also makes up to 50% more errors. A study in The New England Journal of Medicine found that people who talk on the cell phone while driving are four times more likely to have an accident, because it isn’t possible to devote your full attention to both driving and talking at the same time. Hands-free calling offered no advantage. What’s the lesson to take away? Focus on one task at a time, and you’ll accomplish each better and faster–without killing anybody.
3. Use all your senses.
Work is more entertaining for your brain–and therefore makes you more alert–when you engage as many of your senses as possible. Use colored paper and pens. Experiment with peppermint, lemon, or cinnamon aromatherapy. Try playing background music.
4. Don’t make too many decisions in one day.
It sounds farfetched, but if you go shopping in the morning, then negotiate yourself out of eating a cookie at lunch, and finally try to decide between two job offers that afternoon, you might choose the wrong job because you didn’t eat the cookie, according to Scientific American. Making choices depletes your reserves of executive function, or “the mental system involved in abstract thinking, planning, and focusing on one thing instead of another.” This can adversely affect decisions you make later.
5. Take a quick break every 20 minutes.
A study in the journal Cognition reveals that people can maintain their focus or “vigilance” much longer when their brains are given something else to think about every 20 minutes. That’s the time when thinking becomes less efficient. This trick is called momentary deactivation. If your mind isn’t as sharp after a long period of work, it may not be completely fatigued. It just needs to focus on something else to refresh the specific neural network you’ve been using.
6. Work with your own circadian rhythms.
Are you an early bird or a night owl? Do you fade every afternoon, or is that when you are strongest? Don’t schedule an important meeting at a time when you will be operating on one cylinder. And don’t waste your peak work time at a doctor’s appointment.
7. Relax for 10 minutes every 90 minutes.
When you’re awake, your brain cycles from higher alertness (busy beta waves) to lower alertness (alpha waves) every 90 minutes. At that point, you become less able to focus, think clearly, or see the big picture. You know the signals: You feel restless, hungry, and sleepy, and reach for a coffee. Herbert Benson of Harvard, author of The Relaxation Response, recommends working to the point where you stop feeling productive and start feeling stressed. At that moment, disengage. Meditate, do a relaxation exercise, pet a furry animal, go for a quick jog, take a hot shower, pick up your knitting, practice the piano, or look at paintings. Allowing your brain to go into a state of relaxation, daydreaming, and meditating will reset your alertness.
Read full article via Inc.
Looking to increase your business’ sales? Don’t spend all your time thinking about how your customers view your company. Instead, do your best to ensure that your employee view of corporate reputation is positive. And not just positive, but better than your customer view of your corporate reputation. Research suggests that sales tend to rise when employees’ views of the company exceed those held by customers, and that they stall when employee views fall below those of customers.
Reputation matters
A good external reputation is a source of competitive advantage. More reputable firms can charge premium prices; attract investors and employees; improve customer attitudes; lower a client’s perceived risk; and create higher credibility. However, reputation is fragile – it can get stronger but also get damaged easily. Samsunghas demonstrated how oneness and collective passion can top Sony, a premium Japanese brand. Samsung is now the industry leader in terms of both brand strength and financial performance. On the other side of the ledger, sudden damage to reputation can adversely affect performance, as happened when Arthur Andersen collapsed following allegations about its involvement in the Enron scandal. These were once regarded as reputable companies in various media rankings.It’s all about the gap
The key factor when it comes to sustainable reputation, then, is not just either its external or its internal reputation, but the nature and magnitude of the gap between the two. The internal reputation of a company is built on how employees perceive and feel about the company. This is important because these perceptions will in turn affect external stakeholders’ behavior. Our field interviews with 4700 customers and employees from 63 business units shows that when a company’s internal reputation perceived by employees falls below those held by the customers, their sales will fall. Companies with a good internal reputation are commensurately more likely to offer good service, while those with a poor internal reputation have less cheerful staff and lower service levels. Alongside this, customers have higher expectations of companies with positive reputations than they do of other businesses.
If you’re the head of your company, you have to be able to define not just what your company does, but why it does it.
Having difficulty? That’s normal. You can blame it on the way your brain works. The part of the brain that contains decision-making and behavior doesn’t control language, so when you’re asked questions about why you do what you do, it’s natural to get tongue-tied.
That’s where great leadership comes in. Leaders are required to put in to words what a group does; they’re required to cross over between the decision-making and behavior sphere and the language sphere. Leaders are great because they’re good at putting feelings into words that we can act upon.
So it’s up to you, as company leader, to define your “why.” Here are four reasons you should, if you want to survive as a company.
1. Your company’s “why” generates loyalty.
Apple can sell phones not simply because they have the smarts to make phones; every single one of their competitors can make phones too. What gives Apple permission to sell products beyond computers is the fact that it doesn’t define themselves as a computer company; rather, it is a company that stands for something. It represents an ideal: Down with “the man”; attack the status quo; champion the individual.
As long as Apple’s products are consistent with its cause, the company has the freedom to do things other companies cannot. Those who identify with Apple’s cause, in turn, will say they “love” Apple–even if they think it’s because of the products.
2. Organizational success (or failure) often dates from inception.
Most great companies were founded by a person or small group of people who personally suffered a problem, went through an difficult experience, or had someone close to them face a tricky challenge–and then came up with a solution or alternative. That original solution to that original problem is what they formed their company around; it’s why they do what they do.
Organizations that just look to capture some market opportunity, or are born out of some market research, often fail (or else need endless pools of money to keep going). No one has passion for a problem revealed in market research. People have passion to solve their own problems or to help those they care about.
Fortunately, it’s easy to build trust in a business relationship. Here are the rules, based on a conversation with a true expert in trust-building Jerry Acuff, author of The Relationship Edge: The Key to Strategic Influence and Selling Success.
1. Be yourself.
Everybody on the planet has had unpleasant experiences with salespeople, and many have walked away from a sales situation feeling manipulated. So, rather than acting or sounding like a salesperson, simply act the way you would when meeting with a colleague.
2. Value the relationship.
If you want people around you to value having a relationship with you, you must truly believe that relationship building is important. You must also believe that you honestly have something of value to offer to the relationship.
3. Be curious about people.
People are drawn to those who show true interest in them. Curiosity about people is thus a crucial element of relationship building. Having an abiding fascination in others give you the opportunity to learn new things and make new connections.
4. Be consistent.
A customer’s ability to trust you is dependent upon showing the customer that your behavior is consistent and persistent over time. When a customer can predict your behavior, that customer is more likely to trust you.
5. Seek the truth.
Trust emerges when you approach selling as a way of helping the customer–so make it your quest to discover the real areas where the you can work together. Never be afraid to point out that your product or company may not be the right fit.
I’ve been a “quality” person after reading Pirsig’s book some 10 odd years ago, and as I try to apply the quality principal to my clients as a freelance Web designer, there seems to be an increasing swing towards measuring ROI from online marketing in terms of the QUALITY of customer delivered rather than the quantities.
This is not really that surprising as the online market becomes more saturated, competitive and consumer-savvy. The interest in the volume of Web site traffic turns to an interest in conversion metrics which turns converts into ways or how often we can keep a customer returning for more.
As the costs of gaining a new customer go up, it becomes increasingly important to get the right (quality) customers, not just any old ones. Of course, the Internet makes it potentially easy to gain customers, but it is unfortunately often just as easy to lose them as well.
All of which got me thinking: Do different forms of online marketing typically deliver different qualities of customer, rather than quantities or volume? This has been my experience thus far:
Search Engine Marketing – can deliver quantity and quality. Quality will depend on the “quality” of your keyword targeting, timing, choice of search engines, etc.
- Affiliate Marketing – perception, rightly or wrongly, that the quality of customers delivered is lower in the long-term scheme of things. However, the volume of conversions can be very high.
- E-mail Marketing – this really depends a lot on the quality of the list, the quality of the offer, the timing, the brand, etc. It is the most effective for converting existing registered users or repeat selling to existing customers.
- Interactive Advertising – for something such as banner advertising, click-through rates drop, as opposed to a PPC text-based link, but I haven’t seen anything or read anything to know about the quality of the customer that gets through. Even though volume is lower on banner advertising, perhaps the quality of the customer is higher (wealthy, frequent visitor). PPC does deliver a high quantity of click-throughs, but depending on the quality of the keywords and program choice depends on the quality of the customer.
- Viral Marketing – volumes can be very high (or next to nothing), but the quality of those customers…? Conversion rates tend to be low but of those few who convert I guess it’s a potpourri of valuable customers and not-so-valuable ones.
Most businesses, and managers with targets to hit, need a mixture of volume of sales and value of customers, so as ever, it’ll be a choose-your-best-marketing mix scenario in terms of what, how and when to use the above online marketing avenues.
I’d be interested in hearing from others about their experiences with online marketing venues and results – email me at hk@sparkmaninternet.com.
~Holly Sparkman
As a leader, you must understand that your stakeholders are watching you, most every minute, most every day.
And they’re learning.
They’re learning if you care about them.
They’re learning if you believe in them.
They’re learning if you believe in yourself.
They’re learning if you believe what you’re saying.
They’re watching to see if you walk the talk or just crawl a little.
They’re waiting for you to slip up and reveal the man behind the curtain, or the phantom behind the mask.
Because they’ve been taught not to trust leaders lately.
Enron, WorldCom, Steroids and Corked Bats, American Idol, Sarbanes-Oxley, all the fine print, the word “virtually.”
All lies and manipulation, clouding their heads and wounding their hearts.
So they’re desperate for truth. Which is why they’re watching and listening.
Everything you say and do and write communicates. Everything you don’t say and don’t do and don’t write communicates.
So, yes, they’re watching you.
And, yes, it’s an awesome responsbility.
But, if you want to be a leader, you know all about responsibility.
They’re watching you… and learning.
Be aware of that.
And then forget it and just be yourself. Someone who cares. Someone with courage. Someone who gets it.
They’re watching… and I’m guessing they like what they see.
By John Gerstner – CEO, Communitelligence, ABC Copyright 2000
It occurs to me that my office at Deere & Company is a communications world divided. The front half is where I process and warehouse the daily deluge of mail. It is mostly of the junk category … pseudo-letters trying to sell me something, conference brochures, newsletters about newsletters, computer catalogs, magazines, memos, and once in a great while, a quaint personal letter. This is the dead-tree side of my office.
The other half is my Way-Cool New Media side. It houses a ram-charged, gigabusting desktop computer so loaded down with multimedia, graphic, Web authoring and miscellaneous software that it processes about as fast as a donkey running up the Grand Canyon — or so it seems as I sit, fingers poised over keys, impatiently waiting milliseconds for Web pages to load. The computer is flanked by a big, honking monitor, 600 dpi color printer, flat-bed scanner, Syquest disk drive, and a TV-VCR … all connected by a fearsome hairball of wires that snake along the floor like a python ready to spring. This is the electronic side of my office.
And so every day at work, I am tugged by the yin and yang of today’s communications world. Do I attend to the never-ending stream of paper that is heaped on my desk, much of it lavishly printed and designed … or do I plug into the torrent of raw bits streaming onto my screen in the form of e-mail messages that beep their arrival, and web pages that flicker and flash … all just a mouse-click away. Atoms or bits? That is the question.
Well … I’m here to admit that for the past three years, the electronic side of my office has me in its Web. I estimate I am now spending about 80 percent of my time working with the New Media. This is quite an admission, considering when I started my communications career the ultimate high-tech communication tool was an electric typewriter, and the ultimate editing tools were a pair of scissors and cellophane tape.
It’s not that I have totally forsaken my first love, print, for this younger, sexier communications mistress. Let’s just say I’ve been enamored and intrigued ever since I first saw her enter the communications party three years ago. What makes this fling difficult is that I still have a “real” job. As Manager of Internal Communications for Deere & Company I continue to plan strategy and create content for JD Journal magazine and “JD In Focus” video, plus consult with Deere management and unit communicators worldwide.
I must admit I am still a print person at heart. In my mind, you really can’t compare a finely printed magazine to a Web site, no matter how cool it is. Words printed in publications take on value, if for no other reason than they are expensive to produce and distribute. A magazine is real. You can start a fire with a magazine.
A Web site, on the other hand, only exists on some distant server as an illusive metaphor of print. Unless I have all the computer gadgetry to plug in, I can’t even see the brilliance. No one really likes to read text on a screen, and when it comes to reading in bed or bathroom, print wins hands down. Yet, we’re all being cyber-hyped and dot-commed to death by — guess who — the print and television media. Go figure.
I suspect I am not the only print communicator straddling two worlds today. We are all victims of the Internet neutron bomb that dropped on Planet Earth three years ago and blew communication and commerce to bits … literally. Print is now obsolete, but it won’t go away. It just has to reinvent itself, as radio had to do when television came along. It serves no good purpose for any of us to clutch our newsletters and magapapers and cast dispersion on this new darling medium of the communication world. Better to start down the so-called Superhighway than dawdle and wind up as road-kill.
No matter how cold you may feel to this cool new medium, it is indisputable that print suddenly has some serious competition. Nothing printed will never be instantaneous and global. Nor can its audience give immediate feedback. Nor can you get a real-time detailed log of who’s hitting what pages, where they came from and how long they stayed.
Print publishers must simply digest the Web and re-focus on what print does best … such placing mirrors and filters in front of the world so that readers can see it with context and perspective.
It is also indisputable that the role of the communicator (and a whole lot of other professions) have been turned upside down. We communicators no longer have the luxury of simply crafting messages that mold opinion and elicit action. Now we must also help invent the medium the messages are being delivered on. It is as if the architect had to draw the blueprint and then put in the plumbing. The problem is, with all this fuss over the network, browsers, bandwidth and protocols, who’s minding the message? Plus, now everybody’s a communicator. Oh, what a tangled web we have woven.
The good news is that the communicator’s role and potential contribution to an organization is greatly expanded. By helping invent the medium, the communicator can help sort out the good, bad and ugly from a virtual universe of New Media stuff. Just because we now have the tool to push 50 info-channels to employee desktops does not mean that this makes any business sense. As new and dazzling communication possibilities come along … from real time chats to 3-D animation to virtual reality, the communicator can help digest and feed back valuable insight to the developer, who can then come up with even better technology. And on and on.
The bad news is that old media never dies, and since most corporate Web sites and intranets are still garage operations manned by people with “real” jobs, we all must work a lot harder these days, and probably for not much more pay.
Which undoubtedly explains why a lot of good communicators have been sitting under the shade tree next to the Information Superhighway waiting for the dub-dub-dub-dot-com-hype to subside. They see the Internet as a lot more work, and since most of their audience isn’t wired anyway, why not wait it out?
The only problem with this strategy is that if we communicators don’t jump in and help invent the medium as well as the messages, who will? One of the reasons why so many Web sites are so bloated, confusing and shallow with no center is that communicators were not sitting in front of the screen along with the teckkies.
With or without us, an army of technologists and entrepreneurs are piecing together an amazing new ether-world that promises to transform the way we live, work, shop, gamble, invest, learn, entertain ourselves and even have sex — all with amazing efficiency. This conjures up the scary vision of Americans spending their days lazing in their homes, with the only traffic outside those brown trucks delivering the merchandise they have ordered over the Net.
Of course this is only a virtual pipe dream at this point. Those of us actually trying to do this Internet stuff every day are much like the poor gold miner slogging through the muck to find that little info-nugget. The Superhighway Strike is an illusive fantasy, always over the next cyber-horizon. And deep down we know the real gold will go to guys like Bill Gates anyway.
Those of us in Camp Intranet are mired down with much more mundane concerns, like justifying employee Web access to cynical managers, writing and enforcing intranet policies and publishing standards, and building brick-by-brick a truly information-rich and user-friendly internal Web … intranet dial-tone. This is an immensely large, complex and time-consuming task. We are only beginning to bite into this elephant we have to swallow. After three years of toiling on my own little intranet outpost, I have reached these conclusions, all debatable, of course:
No one person, department or profession does the Internet. Internet projects are by definition multi-departmental, multi-disciplinary team efforts. Three skills are crucial — communication, technical and design — but resources must also be tapped from Marketing, HR, Legal, Finance, Advertising and the Library, to name a few. There’s never been a better time to take someone new to coffee or lunch.
It’s very easy to get hooked on the technology. Timothy Leary saw computers as the New Drug, and I think he was on to something. Since cyberspace in some respects is like visiting another planet, it’s not surprising that some people escape and overdose on computer games and chat rooms. There’s also real allure to working on the front edge of new technology. Figuring out how to deploy new Net tools such as BackWeb and Net Meeting is a lot more fun than writing another Chairman’s Report to the Stockholders. The trick is to keep one eye on the technology while keeping your seat in the chair, crafting good content and intuitive navigation to it. Internet hype is everywhere. Discount everything by at least 50 percent.
The Internet blurs everything. Who’s home page is it when it contains content from a dozen divisions of the company? Who’s responsible for setting and enforcing Internet policy in an organization? The HR department? Computer Security? Corporate Communications? Management? What’s the professional communicator’s role when everyone’s a communicator? How about facilitator, mediator, translator, or simply project manager? Sometimes the role most needed is Turf Referee.
Sometimes it’s all a bit much. I’m undoubtedly biased but I consider the Internet to be the mother of all corporate projects, the largest team-project ever. But every Internet project has amazing scope and complexity, wearing detail. huge ramifications and therefore, sticky politics. The task is even more difficult because everything is new and everything is rush (1 Web year = 2.5 months). Unfortunately, playing Master-of-the-World Wide Web day in and day out takes its toll. Some days even the word Internet makes you tired.
Technology is not the hardest part. Human beings are. Because Internet technology poses a huge reengineering potential on the workplace, there’s a tremendous inertia to overcome before every new streamlining advance is put in place. There are at least as many meetings needed to figure out the human paradigm shifts as are needed to figure out how the hardware and software installs. The trick is to skate to where the puck is headed — and not talk every new technology to death.
Learn the language. The Internet has its own vocabulary, and there are certain acronyms, protocols, terms and slang that you should be able to hear without visibly having your eyes glaze over. For instance … 128-bit encryption, client/server architecture, data mining, legacy systems, whiteboard, push technology, dynamic pages, frames, server side includes, ISDN, jpeg, SAP, and SQL Servers. Java and cookies, anyone?
Don’t judge the Internet by what you see today. As incredible an invention as the networked computer is, the so-called Superhighway is really a rutted dirt road with lots of go-slow zones and detours to nowhere. We are about where television was in the 1950s … at the test-pattern stage … waiting for some good programs to come on. At this point, there’s still a lot of hoopla about very little great content. But as the computer, telephone and TV converge, couch potatoes undoubtedly will never be the same.
The Net has already impacted traditional media in mighty ways. Wired Magazine looks like the Web it reports on. Some Web sites are spin-offs of television programs, and some television programs are spin-offs of Web sites. On the print side, the firehose of information gushing from the Net means no one has the luxury of writing long anymore, except novelists. New-Media sensitive newspapers, newsletters and magazines are now compressing articles with about the same ratio as the latest Internet software compresses audio and video files. (Thus I wonder how many people will read to the end of this 2,000-word article.) Does this mean the end of serious thought?
Strive to be simply brilliant. The Internet has spawned terrible complexity. Every next step requires questioning old ways, defining new requirements, finding owners, getting the budget, settling on a timetable, and doing a pilot. “Do you want the hack, or do you want us to do it right?” This was the question posed by one of our resident Gurus recently. “The hack is about $10,000; doing it right will cost $150,000,” he added, making it a no-brainer. When it comes to Web work, favor action over discussion. Execute simple first steps. Too much talk guarantees inaction. It’s not like print, where mistakes live forever. You can change the Web site tomorrow. Expect order to eventually come out of chaos. Do the hack.
Content is still king. With the glut of confusing information coursing through the Net daily, thoughtful, well-crafted and designed communication has never more needed. Which is why print — and we trust, communicators — won’t go away.
John Gerstner, ABC, is Manager of Internal Communications for Deere & Company, Moline, Illinois. In 1996, Gerstner was named to lead the launch of Deere’s Web site (www.deere.com) and help guide Deere’s intranet, JD Online, which links 15,000 employees representing eight divisions in 10 countries. He continues to be responsible for JD Journal, the corporate internal magazine of Deere & Company, John Deere In Focus, an employee video program. His department just rolled out a new design for JD Online that promises to make it a key internal communications & HR tool for the company.
Gerstner has been awarded 13 IABC Gold Quills since 1977. He is a current Director-at-Large of IABC’s Board, and a Trustee of IABC’s Research Foundation. He is a frequent speaker and workshop leader on Internet, intranet, and organizational communication. His series of interviews on “The Civilization of Cyberspace” appeared in Communication World magazine. (Interviews with John Perry Barlow, Nicholas Negroponte, and Cliff Stoll). In his spare time, Gerstner creates and exhibits Photo-Paintings, which can be viewed at Performing Arts Gallery in Davenport, Iowa, and on the Web at: http://www.netins.net/showcase/fotolink/intro/welcome.html.
Steven Covey had the right idea. There are discreet skills and attitudes, habits if you will, that can elevate your conflict practice to a new level. This article shares a selection of habits and attitudes that can transform a good conflict resolver into a highly effective one. By that I mean someone who facilitates productive, meaningful discussion between others that results in deeper self-awareness, mutual understanding and workable solutions.
I have used the term ‘conflict resolver’ intentionally to reienforce the idea that human resource professionals and managers are instrumental in ending disputes, regardless of whether they are also mediators. These conflict management techniques are life skills that are useful in whatever setting you find yourself. With these skills, you can create environments that are respectful, collaborative and conducive to problem-solving. And, you’ll teach your employees to be proactive, by modeling successful conflict management behaviors
Understand the Employee’s Needs
Since you’re the ‘go to person’ in your organization, it’s natural for you to jump right in to handle conflict. When an employee visits you to discuss a personality conflict, you assess a situation, determine the next steps and proceed until the problem is solved. But is that helpful?
When you take charge, the employee is relieved of his or her responsibility to find a solution. That leaves you to do the work around finding alternatives. And while you want to do what’s best for this person (and the organization), it’s important to ask what the employee wants first— whether it’s to vent, brainstorm solutions or get some coaching. Understand what the person entering your door wants by asking questions:
- · How can I be most helpful to you?
- · What are you hoping I will do?
- · What do you see my role as in this matter?
- Engage in Collaborative Listening
By now everyone has taken at least one active listening course so I won’t address the basic skills. Collaborative Listening takes those attending and discerning skills one step further. It recognizes that in listening each person has a job that supports the work of the other. The speaker’s job is to clearly express his or her thoughts, feelings and goals. The listener’s job is facilitating clarity; understanding and make the employee feel heard.
So what’s the difference? The distinction is acknowledgement. Your role is to help the employee gain a deeper understanding of her own interests and needs; to define concepts and words in a way that expresses her values (i.e. respect means something different to each one of us); and to make her feel acknowledged—someone sees things from her point of view.
Making an acknowledgement is tricky in corporate settings. Understandably, you want to help the employee but are mindful of the issues of corporate liability. You can acknowledge the employee even while safeguarding your company.
Simply put, acknowledgement does not mean agreement. It means letting the employee know that you can see how he got to his truth. It doesn’t mean taking sides with the employee or abandoning your corporate responsibilities. Acknowledgement can be the bridge across misperceptions. Engage in Collaborative Listening by:
- · Help the employee to explore and be clear about his interests and goals
- · Acknowledge her perspective
o I can see how you might see it that way.
o That must be difficult for you.
o I understand that you feel _______ about this.
- · Ask questions that probe for deeper understanding on both your parts:
o When you said x, what did you mean by that?
o If y happens, what’s significant about that for you?
o What am I missing in understanding this from your perspective?
- Be a Good Transmitter
Messages transmitted from one person to the next are very powerful. Sometimes people have to hear it ‘from the horse’s mouth’. Other times, you’ll have to be the transmitter of good thoughts and feelings. Pick up those ‘gems’, those positive messages that flow when employees feel safe and heard in mediation, and present them to the other employee. Your progress will improve.
We’re all human. You know how easy it is to hold a grudge, or assign blame. Sharing gems appropriately can help each employee begin to shift their perceptions of the situation, and more importantly, of each other. To deliver polished gems, try to:
- · Act soon after hearing the gem
- · Paraphrase accurately so the words aren’t distorted
- · Ask the listener if this is new information and if changes her stance
- · Avoid expecting the employees to visibly demonstrate a ‘shift in stance’ (it happens internally and on their timetable, not ours)
- Recognize Power
Power is a dominant factor in mediation that raises many questions: What is it? Who has it? How to do you balance power? Assumptions about who is the ‘powerful one’ are easy to make and sometimes wrong. Skillful conflict resolvers recognize power dynamics in conflicts and are mindful about how to authentically manage them. You can recognize power by being aware that:
- · Power is fluid and exchangeable
- · Employees possess power over the content and their process (think of employees concerns as the water flowing into and being held by the container)
- · Resolvers possess power over the mediation process ( their knowledge, wisdom, experience, and commitment form the container)
- · Your roles as an HR professional and resolver will have a significant impact on power dynamics
- Be Optimistic & Resilient
Agreeing to participate in mediation is an act of courage and hope. By participating, employees are conveying their belief in value of the relationship. They are also expressing their trust in you to be responsive to and supportive of our efforts. Employees may first communicate their anger, frustration, suffering, righteousness, regret, not their best hopes. You can inspire them to continue by being optimistic:
- · Be positive about your experiences with mediation
- · Hold their best wishes and hopes for the future
- · Encourage them to work towards their hopes
Be Resilient. Remember the last time you were stuck in a conflict? You probably replayed the conversation in your mind over and over, thinking about different endings and scolding yourself. Employees get stuck, too. In fact, employees can become so worn down and apathetic about their conflict, especially a long-standing dispute; they’d do anything to end it. Yes, even agree with each other prematurely. Don’t let them settle. Mediation is about each employee getting their interest met. Be resilient:
- · Be prepared to move yourself and the employees though productive and less productive cycles of the mediation
- · Help the employees see their movement and progress
- · Be mindful and appreciative of the hard work you all are doing
Hopefully, you’ve discovered that these are your own habits in one form or another and that your organization is benefiting from your knowledge. You can learn more about workplace mediation and mediation in general from these books and websites:
The Power of Mediation
Bringing Peace into the Room
Difficult Conversation: How to Say What Matters Most
http://www.ne-acr.org (The New England Association of Conflict Resolvers)
http://www.mediate.com (mediation portal site)
http://www.workwelltogether.com (conflict management toolkit)
“Mediation is based on a belief in the fundamental honesty of human beings. Which is another way of saying we all want to be treated justly – that is according to our unique situation and viewpoint on the world. And we cannot expect to be treated justly if we do not honestly reveal ourselves.” ~ the Honourable Neville Chamberlain, British Prime Minister 1937
Dina Beach Lynch, Esq. was formerly the Ombudsman for Fleet Bank and is currently CEO of WorkWellTogether.com, an online conflict management toolkit. Dina can be reached at Dina@workwelltogether.com
The best time to discuss the forces of change is well in advance of the organization’s response to them.
More and more leaders are recognizing the need to design a workplace event that enables people to experience for themselves the need for change. When Rubbermaid held a product fair in its headquarters town, it displayed storage bins, kitchen items and other plastic housewares, each with a label that detailed what it cost to make and what it sold for. Sounds like a run-of-the-mill corporate event except for two things: the fair was open only to Rubbermaid employees and the products were not Rubbermaid’s, but its competitors’. Rubbermaid wanted its workers to see for themselves what they were competing against.
The commercial organizations of Bayer used an “IMS year in review” presentation to in order to show Bayer’s position/wins/challenges in perspective with the industry. (IMS is a company that tracks information on the Pharmaceutical industry and then sells it back to companies.) This gave employees an opportunity to see how they stacked up against the competition – and to ask questions from an unbiased external source.
When Jack Stack arrived at International Harvester’s factory in Springfield, Missouri, the engine remanufacturing plant was losing $2 million dollars a year on revenues of $26 million. Stack and the 119 employees of the now independent Springfield Remanufacturing Corporation initiated an amazing turnaround. Ten years after he bought the company, SRC had sales of $73 million and the firm hired almost 600 additional workers. How did he do that? By increasing all employees’ business literacy. Stack created a system called “The Great Game of Business,” which was designed to teach every employee about the entire business — including the finances of the company. From the “Root Learning Maps” used by Sears and Pepsi, etc. to courses offered by financial services consultants, business literacy is a tool many organizations use to prepare people for change.
Few strategies are as valid a stimulus for change as responding to customer feedback. At Ritz-Carlton Hotels, employees continually create change in order to solve customers’ problems. Here’s how it works: if a particular hotel has, as its primary customer complaint, a problem with room service taking too long, the manager would inform employees in that department and ask for volunteers to form a committee to find the root of the problem in the room service system and to change or create a different process that solves the problem. By the same token, if two different departments have a conflict — say waiters are dissatisfied with dishwashers because the banquet service isn’t ready on time — then members of both departments form a cross-functional team (as internal customer and supplier) to find the process problem and solve it.
To prepare the organization to position itself for the future, Planned Parenthood started out by commissioning a research project. Consultants interviewed experts in all of the different fields that PP had an interest in — everything from reproductive healthcare to gender and population issues to politics. And they used this research to provide background information for everybody throughout the organization who requested it. In this way, participants were prepared by the time they got together for their first big meeting to discuss the need for a new vision.
Rather than protecting people from outside threats, leaders need to expose workers to the complaints and changing needs of customers, the new products of international competitors, and the financial reality of costs and profits. Instead of stifling conflicting opinions, leaders must encourage employees to join a constant questioning of the prevailing business assumptions — and to be ready to act upon new opportunities early in the game to maintain a competitive advantage. A few questions to get you started:
o What government regulations could “change the rules” of the industry?
o What new demands/needs could cause our customers to stop buying our product or service?
o What kinds of technological innovation would most drastically affect our product or service?
o What changes (in pricing, services, process, etc.) could the competition introduce that would cause us to rethink the way we do business?
o What companies that aren’t our competitors now could become competitors in the future?
o What current competitors could become partners in the future?
o What are the global trends that could most affect our market – both positively and negatively?
o What changes would we have to make to take advantage of these possible challenges?
A woman from the audience followed me into the hallway. “I think we’re married to the same man,” she said. Successfully fighting the urge to fire off the snappy reply, “Could be. I travel a lot,” I simply smiled back. I’d heard this before.
I’m introduced as a change-management expert – married to a man who refuses to change anything. So, during my speech, I tell humorous stories about the resistance my husband puts up – and how I learned, from managers I’d interviewed, different ways to handle his protests.
After every speech, audience members come up to me to comment on my husband. Many people recognize their co-workers or loved ones (or themselves!) in him, and some (like the woman who’s own spouse’s behavior so resembled mine) jokingly commiserate with me. The thing I find most intriguing about this phenomenon is that in my twenty years of professional speaking, no one has ever approached me after a program to say they most appreciated my fifth point. That’s because they don’t remember what my fifth point was. But they do remember my husband and the lessons about handling change resistance that they learned through my stories.
As a communicator, stories can be your most potent allies.
Social scientists note that there are two different modes of cognition: the paradigmatic mode and the narrative mode. The former is rooted in rational analysis; the latter is represented in fairy tales, myth, legends, metaphors, and good stories. Good stories are more powerful than plain facts!
That is not to reject the value in facts, of course, but simply to recognize their limits in influencing people. Stories supplement analysis. Facts are neutral. People make decisions based on what facts mean to them, not on the facts themselves. Facts aren’t influential until they mean something to someone. Stories give facts meaning.
Here is the difference: Trying to influence people through scientific analysis is a “push” strategy. It requires the speaker to convince the listener through cold, factual evidence. Storytelling is a “pull” strategy, in which the listener is invited to join the experience a participant, and to imagine herself acting on the mental stage the storyteller creates. Stories resonate with adults in ways that can bring them back to a childlike open-mindedness – and make them less resistant to experimentation and change.
Compared to facts, stories are better for building community, capturing the imagination, and exerting influence. Stories about the past help employees understand the rich heritage of an organization, stories about early adopters offer successful examples of dealing with change, personal stories are powerful leadership tools for building trust, humorous stories can ease tension and, if you interview key staff, stories can capture their wisdom.
Stories can address universal human themes
Michael LeBoeuf, author of How to Win Customers and Keep Them for Life, illustrates the power of making people feel important with the following story:
Jane, recently married, was having lunch with a friend, explaining why she married Bill instead of Bob.
“Bob is Mr. Everything,” Jane said. “He’s intelligent, clever and has a very successful career. In fact, when I was with Bob, I felt like he was the most wonderful person in the world.”
“Then why did you marry Bill?” her friend asked. Jane replied, “Because when I’m with Bill, I feel like I’m the most wonderful person in the world.”
Stories can show how to approach your work
I once asked Sanjiv Sidhu, the CEO of i2 Technologies, what kind of attitudes he encouraged in his work force. Although his is a high-tech company, he told me a story about cleaning houses. It’s the same story he tells employees.
“Most people would think that cleaning houses for a living was a pretty boring job. But I believe that if you had the right attitude, cleaning houses could be intellectually stimulating. Let’s say it takes you four hours to clean a house, and you’re doing three houses a day, six days a week. That’s 72 hours of really boring work and a pretty sure recipe for burnout somewhere down the line. But if you redefined the job, said to yourself that you were going to do each house in two hours, there’d be an innovative component in the work suddenly. You’d need to do a study that asked, for example: ‘Am I going to vacuum the whole house first and then go back and polish the furniture, or am I going to do everything in one room before moving on to the next?’ And if you added to that goal the goal of being the best house-cleaner ever, then you really would be stretching your mind, the job wouldn’t feel boring anymore and you probably wouldn’t burn out because your own innovative thinking would keep you interested.
But then suppose you shifted gears again and said, ‘Okay, now I’m going to clean each house in ten minutes!’ That’s where the real fun would begin for someone like me because I’d know I couldn’t hit that target by merely tinkering with spatial tasking. I’d have to start thinking about new kinds of house-cleaning equipment–or maybe even new kinds of houses that cleaned themselves. That’s the kind of thinking we’re encouraging in our employees all of the time.”
Stories can make values come alive
Nordstrom is one organization that does a remarkable job of using anecdotes about its sales force to communicate its value of impeccable customer service. There is, for example, the often-repeated tale about the saleswoman who took her lunch hour to drive from downtown Seattle to the airport to make sure that her customer received his new business suit. The customer had purchased the suit that morning to wear at a meeting in another city the next day — and then discovered the garment needed alterations. The Nordstrom saleswoman had promised to have the suite altered and delivered to him before he left town. She kept her promise.
Stories can become the symbol of change
There is a story I tell in the book, “This Isn’t the Company I Joined” – How to Lead in a Business Turned Upside Down: Buckman Laboratories has been in the specialty chemical business since 1945. Under the leadership of Robert H. (Bob) Buckman, it also became a world-class, knowledge-sharing organization. Bob would tell you that converting a command-and-control organization into a networked one was not without its challenges and setbacks. Still, by 1994, Buckman Labs had jumped into full-bore knowledge sharing: new software and connectivity had been installed, most of the associates were equipped with laptops, and online Forums were up and running. To honor and reward the top 150 people from around the world who had done the best job of sharing knowledge with the new technologies, a “Fourth Wave Meeting” was held in Scottsdale, Arizona. The meeting was three days of fun, celebration and work – specifically, critical discussions about business trends and strategies. It was also the setting for the following story:
Through the entire conference, a man wearing shorts, a T-shirt, and sandals sat at the back of the room, chronicling the meeting on his laptop and sending live messages onto the Forum for the rest of the company to read. His name was Mark Koskiniemi. About midway through the meeting, one of the organizers (a manager) approached Mark and asked him to stop sending out notes on the meeting. Mark refused by saying he didn’t feel that was appropriate. When the organizer suggested that the request to cease came from the top, Mark countered by saying he’d appreciate hearing it personally.
A few minutes later, a break was called, and Mark found himself face-to-face with Bob Buckman. Here is how Mark recalls the conversation:
Mark: Hello, sir.
Bob: Mark, I understand that you have been posting notes from the meeting on the Forum. I have to say that I have not read them, but are you sure that is such a good idea?
Mark: Do you trust me?
Bob broke into a big smile, nodded slightly, and nothing further was said about Mark’s continued reporting of the events.
As Mark later said: “If knowledge sharing is built on trust, then to me this moment over any other demonstrated that Bob Buckman really trusted the associates of Buckman Laboratories to take the company forward.”
There were two results from Koskiniemi’s reporting:
1. In all, he sent more than 50 Forum or e-mail messages related to the reports coming from the meeting.
2. Koskiniemi (who is now head of Buckman’s operation in Australia and New Zealand) told others the story – and it came to symbolize the desired culture change.
For organizations to thrive in today’s hyper-competitive marketplace, leaders have to learn how to build a culture of trust and openness. Here are four strategies to help in this regard:
- Encourage risk taking – Leaders need to take the first step in extending trust to those they lead. Through their words and actions, leaders can send the message that appropriate and thoughtful risk taking is encouraged and rewarded. When people feel trusted and secure in their contributions to the organization, they don’t waste energy engaging in CYA (cover your “assets”) behavior and are willing to risk failure. The willingness to take risks is the genesis of creativity and innovation, without which organizations today will die on the vine. Creating a culture of risk taking will only be possible when practice #2 is in place.
- View mistakes as learning opportunities – Imagine that you’re an average golfer (like me!) who decides to take lessons to improve your game. After spending some time on the practice range, your instructor takes you on the course for some live action and you attempt a high-risk/high-reward shot. You flub the shot and your instructor goes beserk on you. “How stupid can you be!” he shouts. “What were you thinking? That was one of the worst shots I’ve seen in my life!” Not exactly the kind of leadership that encourages you to take further risks, is it? Contrast that with a response of “So what do you think went wrong? What will you do differently next time?” Garry Ridge, CEO of WD-40, characterizes these incidents as “learning moments,” where planning and execution come together, a result is produced, and we incorporate what we learned into our future work.
- Build transparency into processes and decision making – Leaders can create a culture of trust and openness by making sure they engage in transparent business practices. Creating systems for high involvement in change efforts, openly discussing decision-making critieria, giving and receiving feedback, and ensuring organizational policies and procedures and applied fairly and equitably are all valuable strategies to increase transparency. On an individual basis, it’s important for us leaders to remember that our people want to know our values, beliefs, and what motivates our decisions and actions. Colleen Barrett, President Emeritus of Southwest Airlines, likes to say that “People will respect you for what you know, but they’ll love you for your vulnerabilities.”
If you’re finding that your content isn’t being shared, these are most likely the reasons why:
1. You only talk about yourself.
Everyone has been around constant self-promoters before—they aren’t fun to talk to. Part of the reason they aren’t interesting is because they don’t involve you in the conversation. You probably won’t share their stories to anyone else since the stories relate only to the initial storyteller. The same thing happens online when people keep the conversation solely on themselves.
To increase your site’s shareability, start addressing the topics your readers want to learn and talk about. People will then view you as a resource and be more likely to promote you. The Golden Rule prevails here: talk about others as much as you would like them to talk about you.
2. You pick topics that aren’t timely.
In the age of the 24/7 news cycle, the pressure is always on to write timely content. If something happened last week and you take a full week to write a reaction to it, the post isn’t timely anymore. People like to share content that is relevant to what’s going on in their community at that moment, not content that was “so two days ago.”
You don’t always have to be rushing to create posts at the last minute. If you know which events will be happening, you can plan beforehand to write a post. Use an editorial calendar to help plan out your post schedule and ensure your posts are timely.
3. Your headlines aren’t catchy.
You don’t have to have gimmicky headlines, but you need to them to be interesting and relevant enough to capture the small attention span of your audience. Keep your headlines less than eight words to make them punchy and memorable, just like your favorite tweets on Twitter. Which headline would you be more likely to share: “My Favorite WordPress Plugins to Increase Your Blog Pageviews” or “Top WordPress Plugins to Increase Pageviews”? The second headline contains some of the criteria for a great headline: It’s exclusive and specific. Keeping your headlines short and sweet will make it much easier for your readers to share your content—all they have to do is click the “post” button!
I have friends who blog on all sorts of topics: childcare, politics, and family, to name just a few. So it’s a concept I was familiar with, but not one I had considered as a legitimate outreach method for my clients – until recently. The same goes for e-mail campaigns (expect an article in a future issue) and landing pages (see the article in issue three). I think what is happening is that I am finally coming to terms with the changing public relations and marketing landscape. To remain effective, it looks like we’ll have to accept, or at the very least acknowledge, some new rules. In my estimation, this is both good and bad.
The bad, I think, is temporary. The problem I see with Internet marketing (e-mail outreach, e-newsletters, blogging, landing pages, etc.) is that none of these methods is widely accepted by the public. So while you’ll invest a lot of time and energy perfecting and implementing these strategies, you may not see the same kind of results you can expect from traditional outreach (direct mail, advertising, earned media, etc.). Yet.
It’s only a matter of time before a Web-based marketing campaign nets the same results as traditional methods. And even now, while many people won’t respond in the same way to Internet outreach, they certainly expect it. I know that I prefer an electronic newsletter to a paper one (the environmentalist in me), and I love it when I have a chance to add my thoughts on issues addressed by an organization’s Web site (usually in the form of a listserv or discussion forum, but a blog that allows for responses does the job too). And I certainly give e-mail updates or event notices the same attention I give to paper solicitations or invitations. In this respect, I doubt I’m terribly unique.
The good, I think, is intrinsic in the Internet, and therefore is here to stay. Internet marketing is one of the least expensive ways to reach your audience. Registering a Web site can cost as little as $20, and maintaining it can be free (if you have the time, talent, and inclination). Sending mass e-mails (not spam, mind you) can be done from your current e-mail program at no cost, or for larger campaigns, through a service for a small fee (see Tech Tips in issue three). Blogs require only your time and your opinion.
This effectively puts cause organizations on financial par with anyone else trying to market a product, service, or behavior change. Although I believe that more money does not necessarily make a better outreach campaign, even I have to acknowledge that it takes some capital (often quite a lot) to launch a successful, traditional campaign. So while I am a fan of nearly all methods of outreach, I have to admit that I have a particular affection for anything inexpensive or free.
In truth, these days, successful campaigns need to combine the two approaches. But in the near future, organizations with little capital will be able to focus most of their energy on Internet-based outreach methods without seeing less of a response than if they devoted time and energy solely to traditional methods. I look forward to this future, because as you might guess, I love anything that levels the marketing playing field for cause organizations.
Amy Buringrud
Editor, Media Savvy eJournal
In the decade since Steve Jobs and former head of retail, Ron Johnson, decided to reimagine the retail experience, the Apple Store not only reimagined and reinvented retail, it blew up the model entirely and started from scratch. In his research for The Apple Experience, Carmine discovered ten things that the Apple Store can teach any business in any industry to be more successful:
- Stop selling stuff. When Steve Jobs first started the Apple Store he did not ask the question, “How will we grow our market share from 5 to 10 percent?” Instead he asked, “How do we enrich people’s lives?” Think about your vision. If you were to examine the business model for most brands and retailers and develop a vision around it, the vision would be to “sell more stuff.” A vision based on selling stuff isn’t very inspiring and leads to a very different experience than the Apple Retail Store created.
- Enrich lives. The vision behind the Apple Store is “enrich lives,” the first two words on a wallet-sized credo card employees are encouraged to carry. When you enrich lives magical things start to happen. For example, enriching lives convinced Apple to have a non-commissioned sales floor where employees feel comfortable spending as much time with a customer as the customer desires. Enriching lives led Apple to build play areas (the “family room”) where kids could see, touch and play on computers. Enriching lives led to the creation of a “Genius Bar” where trained experts are focused on “rebuilding relationships” as much as fixing problems.
- Hire for smiles. The soul of the Apple Store is in its people. They are hired, trained, motivated and taught to create magical and memorable moments for their customers. The Apple Store values a magnetic personality as much, if not more so, than technical proficiency. The Apple Store cares less about what you know than it cares about how much you love people.
- Celebrate diversity. Mohawks, tattoos, piercings are all acceptable among Apple Store employees. Apple hires people who reflect the diversity of their customers. Since they are more interested in how passionate you are, your hairstyle doesn’t matter. Early in the Apple Store history, they also learned that former teachers make the best salespeople because they ask a lot of questions. It’s not uncommon to find former teachers, engineers, and artists at an Apple Store. Apple doesn’t look for someone who fits a mold.
- Unleash inner genius. Teach your customers something they never knew they could do before, and they’ll reward you with their loyalty. For example, the Apple Store offers a unique program to help people understand and enjoy their computers: One to One. The $99 one-year membership program is available with the purchase of a Mac. Apple Store instructors called “creatives” offer personalized instruction inside the Apple Store. Customers can learn just about anything: basics about the Mac operating system; how to design a website; enjoying, sharing, and editing photos or movies; creating a presentation; and much more. The One to One program was created to help build customers for life. It was designed on the premise that the more you understand a product, the more you enjoy it, and the more likely you are to build a long-term relationship with the company. Instructors are trained to provide guidance and instruction, but also to inspire customers, giving them the tools to make them more creative than they ever imagined.
Some companies out there will charge you thousands of dollars to look after the SEO on your ecommerce website. In this article we’re going to look at some top tips and “quick wins” for ecommerce business owners in order to get websites as high up the rankings as possible with very little work.
Use lots of unique content: Don’t be tempted to use bog-standard manufacturer product descriptions. It might save time but your website won’t rank at all well.
Commission someone to write you a solid set of unique product descriptions of at least 300 words each. Unique content is the lifeblood of SEO so don’t go without it!
Use pictures: Buyers will buy with their eyes in a lot of cases – they won’t read your product description – instead they’ll look at the picture when making a decision.
Use pictures and lots of them on your website – don’t forget to fill in the alt tag section of the picture though – this helps greatly with SEO.
Pictures are great for search engines and visitors alike – throw in some other media like embedding related YouTube videos if you have time.
Fill in META info on every page: Make sure you fill in the META title and description on every single page on your website.
A crazy amount of sites out there are missing META data which means that they don’t sit as well as they should in the search engines.
Writing a short META description takes seconds – as does putting in an appropriate title. If you don’t have time to do it all, outsource it!
Be Brief
One of the worst mistakes email copywriters make is trying to shove the entire story into the email message. Think about when you open a marketing email in your inbox. Do you read every single word in there? Probably not. It’s more likely that you scan for important points so you can glean the overall message, and decide whether you want to take any action. So if you’re sending email with hundreds of words of copy, you’re making it much more difficult for recipients to decide whether they want to click through … because they can’t quickly sift through all of the information in your email!
Instead, find a way to summarize what the reader will get in a compelling way, and let them click through to a page on your website for more information. Take a look at how this HubSpot customer and Certified Partner Precision Athletics drafted a brief email that encouraged readers to click through for more information:
There are a few lines of copy used to set up the purpose of the email and, of course, thank the recipient for utilizing their free training session. But after that, Precision Athletics gets to the point of the email — delivering success stories from those who have completed the training program to motivate the email recipient.
Keeping your message on-point is the key to writing brief email copy. What’s the point you’re trying to make with your email? If you know the action your email is supposed to drive — recipient buys a grill the size of a Foosball table, recipient remembers to buy their Bruce Springsteen tickets, recipient gets motivated to work out — you’ll have a much easier time drafting succinct email copy that remains focused on that one end goal. And if writing succinct email copy isn’t enough of a motivator for you to narrow down your goals, remember that having just one primary call-to-action in your email marketing results in better click-through rates than emails with competing calls-to-action!
Use Actionable Language in Your CTA
That’s right, emails have calls-to-action, too! Well, the good ones do. First and foremost, your email call-to-action should be extremely easy to identify. Remember, people scan their emails, and if there’s one thing you want your recipient to pick up on, it’s your call-to-action. If you’re sending an HTML email, you may decide to include a button like this AmazonLocal email did below.
Here are five powerful ways online video interviews can help you grow your blog.
1. Create an opportunity to converse with your niche’s most interesting people
Getting on the radar of influencers in your niche is a great way to establish who you are and put your blog on the map. This can be done by asking influential people in your niche to allow you to interview them. With typical in-person interviews, it’s more difficult to secure because they may be in a different city, have a jam-packed schedule, or both. Either can make interviews unfeasible, especially if they aren’t familiar with you.
Conversely, the option of an online video interview is often more appealing. Essentially, you’re just asking them to sacrifice a few minutes sitting in front of their computer, rather than traveling to a specific location or totally rearranging their schedule.
2. Create a differentiation point between you and your competition
I alluded to this earlier. Think about the websites and blogs in your niche. Chances are only a few (if any) are creating content via online video interviews. How great would it be to separate your brand from everyone else’s? Online video interviews may be your ticket to do that.
3. Create compelling content
Online video interviewing gives you the opportunity to create compelling content. It is an awesome alternative to someone who wants to make a mark online, but lacks the writing skills or desire needed to create text articles. Or you may simply enjoy conversing with people, rather than emailing them the typical question-and-answer document that’s often reproduced on blogs. An online video interview will appeal to people who enjoy learning through an interactive conversation.
One of the most unique features of Google+ is the “circles”. Circles allow users to group followers into different groups for communicating different things.
This means brands are in a better position to share more relevant information with their followers, as against churning out the same information to everybody.
A good example of this can be seen with Intel, who invited users to select the photo which best represents the circle best aligned with the interests. This subtle but very effective move proved to be the right one as it ensured that people were getting exactly what they wanted.
Google+ is set to introduce more features very soon and if these stories are anything to go by, it’s about spotting an opportunity and going for it. It is important to keep a keen eye on these developments, as the opportunities are limitless.
Here are some thoughts on creating content in today’s always-on world. Rather than a how-to guide, these are simply some observations on what impacts the process.
It’s entirely too easy to feel the lure of social networks. The immediacy of Twitter, the connectedness we feel with friends on Facebook, the endless boards of pinned images on Pinterest and the hipster art on Instagram – these are all false idols when it comes to creating content. We’re more likely to be consuming content on those sites. As such, they qualify as distractions.
But just as the martial artist knows how to absorb energy from an enemy’s attack, we too can learn to pivot with these tools. Asking a question on Twitter as I did was a diversion rather than a distraction. While my question focused on the challenge I was having, it allowed me to focus on the conversations instead.
Over on Facebook, you’re probably likely to have surrounded yourself with people who share your hobbies, beliefs, geography, etc., and therefore you may not be inspired by a diversity of thought. Seek out people you might not have interacted with in a while. Change your feed settings from Top Stories to Most Recent. This will mix up your content a bit. You can also create Interest Lists and visit these customized feeds with a specific purpose in mind. These small actions could provide a little variety to what you’re seeing and from whom.
Understand who you’re trying to reach
Kind of a no-brainer, but when you’re tasked with creating content that needs to live somewhere, it’s a good idea to know a little bit about that somewhere and the people who frequent it. It could be your corporate website, a Facebook page, recipients of a white paper or email, viewers of a video, etc. If you don’t understand a little bit about them, you may miss the opportunity to connect with them. Based on previous interactions, what kind of content do they like? Have they indicated other brands or interests that matter to them? What have their comments told you? All of this should help fuel the content you’re making.
Look to industry leaders
There are others who are doing this well. Let them inspire you. About a year and a half ago, Mashable took a look at a handful of leaders in content marketing (How 3 Companies Took Content Marketing to the Next Level), highlighting Mint.com, HubSpot and American Express. And just this week, Forbes ran a piece titled 5 Big Brands Confirm That Content Marketing Is The Key To Your Consumer. Their list was made up of Virgin Mobile, American Express, Marriott, L’Oreal and Vanguard. All respectable brands. But one stood out to me.
Read full article via Scott Monty’s Social Media Marketing Blog
Here’s a few things to remember when you’re creating a strategy:
- Social media thrives on interaction, so make sure you’re giving your fans and followers something they can’t just read off your website.
- Add some personality to messages so that your fans know there’s actually a person on the other side of the connection.
- Remember that different communities have different personalities, so don’t just spam them all with the same line. If you’ve done your job correctly, people who belong to more than one social community may be following your account on each, so it is a red flag to see the same line of content on each. That flag says you’re spamming me.
2. Turn blog posts into advertisements.
If you’re blogging consistently, you’re on the right track. But if all your blog posts are about your own product or service, you’re really just advertising. Don’t do this! Provide value for the readers of your blog. They didn’t come to your blog to read about how awesome XYZ service is, although you can definitely link to that service or even mention it at the end of a post. The more in-depth and interesting your blog posts are, the more people will realize that a) you know what you’re talking about, and b) you’re not just giving them a used car salesman-type pitch. The best blog posts get the reader to think highly of the author, which makes them think highly of the company, which makes them remember that company when they have a need for your product or service. Be subtle. Give readers the perception that you’re awesome, but don’t shove it down their throats.