Category Archives: Management

Nine ways you can help job hunters and boost your own marketing

This morning's news — that the recovery from the recession is weak and people still cannot find jobs — prompts this post. 

Here's how to help if you are in a position of financial and/or professional strength.  And how to consider your help an actual tactical step for positioning your company — and your own reputation — now and in the future.

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  1. Recognize that if you have a friend or former colleague who's looking for work, she is vulnerable.  Be positive yet candid.  Do not shine her on about opportunities that are not there or how quickly you're hiring, but do remind her that you will do whatever you can to help.  Then actually put some time to the task.
  2. Keep an eye out for what's available in your company.  If you're on LinkedIn, post it to your contacts there.  Spread the word.
  3. If someone approaches you to help him pursue an open job listing in your company, connect him and stay on top of your HR people.  Keep following up with HR and stay in close touch with the applicant.
  4. If you're in HR, for heaven's sake, reply to phone calls and emails.  Even if all you have is bad news.  Even if all you can manage is a robo-email.  There is nothing more disrespectful — and unkind/inhuman/rude — than ignoring people.  For HR, it is nothing short of unconscionable.  You are, after all, being paid to deal with a key corporate resource. And in this age of email, it is inexcusable to leave people hanging.
  5. If you're a marketing executive, make it company policy to be communicative, professional and kind to people who approach your company for a job.  Recognize that not returning calls or following up is bad marketing.  Encourage your HR people — indeed, all your people — to exhibit only the finest of manners to all who cross their paths.  Some day, someone your company has rejected or ignored may be in a position to buy your products and services or influence the decision to do so.  You must look at any sort of job negotiation or communication as another avenue of marketing your enterprise.  I predict that once this nasty era of business is over, people your company treated well will remember it and become at least an ambassador, if not a customer.
  6. If you're a CEO, start hiring now.  Follow the example of Howard Schultz of Starbucks.  Stop looking to Washington.  Make some sacrifices, because millions of your fellow citizens are living on sacrifice.  Oh.  And cut a few hundred thousand from your own paycheck and hire a couple of people.
  7. If you're a hiring executive and you know you're going to transfer someone internal into a new or open position, suspend the practice of posting the job outside the company unless you are seriously looking.  You are wasting everyone's time by making people think they have a chance of employment — the candidates', HR's, yours.  And tell external candidates that they have internal competition and where they rank in the queue.
  8. If you know someone needs cash and you have more than enough, give someone a gift.  At least pick up the lunch tab.  If no one in your circle is hurting, find someone who is.  Ask your coworkers, your religious leader, your friends.  Keep it private and put cash directly in the hands of someone who needs it. 
  9. Be kind.  It's easy, it's free, it's helpful.  My mother used to be the taskmaster in one area of our school report cards:  what was called "deportment," at least in Big Stone Gap, Virginia.  She used to tell us that the easiest thing to do was to behave.  Same principle here:  the easiest thing to get right is to remember that if someone is asking you for help, he deserves your respect and attention.

The economy is in recovery.  Innovation is happening, and this crash is going to help in the long run.  Position your company for that long run.  Even if you don't believe in karma, or you don't think it's your responsibility to help others, the very best kind of marketing for your enterprise is based in relationships.  Show the world that you know relationships are key to commerce.  And that you know the key to good, sustainable relationships is the personal touch.

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Marketplace differentiation starts with a story. Your story.

The advent of the social enterprise is upon us.  We are all about to embark upon corporate communication as we have never known it.  Communication across multiple media and multiple lines, with folks we know or want to know. Immediate communication.  Precisely targeted communication.  Democratically sourced communication. 

722673_waters_edgeFluid boundaries are the mark of the social enterprise — so enterprise messages must be ever more precise.  And they must be distinguishable from those of other enterprises, especially from your competitors.

One thing has not changed.  Differentiation begins with your story. 

So before you even begin to embrace the potent advantages of the social enterprise experience, know the story you want to tell.  Don't even think about technology or new marketing initiatives without pondering your story.

 

 

 

The leading corporate advisor Nancy Duarte has a terrific approach to the personal story, and it applies perfectly to the enterprise.  

   Duarte focuses on what she calls the transformative idea.  What is the idea that led to your enterprise?  What are the ideas that gave it shape?  What are the ideas that keep it relevant and of use to your customers and stakeholders?  Who are the characters that enrich your story?  Where are the new chapters of your story being written?

Your story drives your messages, your brand, your presence.  Or it should.  Think Zappos, Starbucks, Trader Joe's, Apple, Dyson.  Your story will fortify your organization as it transforms into a social enterprise.  Your story will help your stakeholders understand who you are and give them reasons to build relationships with your enterprise, person to person.

 

Five posts on the essentials of corporate communications

However much you're using social media to talk with your customers — what I call the muscle of engagement — you still need the skeleton.  These writers do a great job of showing what that is.

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  • Writing:  Pay attention to how you write and it will help you organize your entire communications effort.  This approach is from Journalistics.
  • Culture:  Look for these qualities in your agency of record — and promote them inside your marketing and communications teams.  From BrandingStrategy Insider.
  • Crises:  Have this in place for those issues that catch you by surprise.  From MyVenturePad.  
  • Questions:  Always answer a question from the media, even if you don't have one.  From Journalistics.
  • Speaking:  Focus on the needs of your listeners and stakeholders and let that inspire you to speak from the heart.  From the Bishop of London.

Beyond bookmarking: Sharing five articles I Stumbled, Google-read and stored

One of the best aspects of living life digitally is being able to share what I read in a millisecond.  I remember copying, faxing and mailing articles to clients.  Then I remember emailing them.  The tools we have now are an article clipper's dream.

Today, I use StumbleUpon and Google Reader both to catalog my favorites and to share them with followers on those sites.  I'm starting to do more on Facebook and LinkedIn as well, mainly through a standing link from my Twitter feed to those networks.  My goal is to wean myself off saving things to my computer.

As part of this process, I'm attempting to share five articles, saved and shared to my various networks, here on the blog every week, too.  So here they are.

  1. The obituary of Edward Stobart in The Economist.
  2. How to hold attention, by the brilliant John Hagel, with John Seely Brown, on Harvard Business Review.
  3. Figuring out where your buyers are, from the blog by Content Marketing Institute.
  4. The backlash against the academic Mafia [my phrase!], in The Atlantic.
  5. Mitch Wagner's take on Don Tapscott's view of capitalism, on The CMO Site.

Of King Coal and Cleopatra, and icons and leaders

Geraldine Ferraro.  Pinetop Perkins.  Lanford Wilson.  The gifts they, and many other Americans, have shared are almost too much to ponder.  Their presence and passing through this age?  A reminder to appreciate the many forms leaders take and the elements that turn them into icons.  

One look at Elizabeth Taylor and those elements were abundantly clear.  Or so one thought.  It turns out that things went a bit deeper than incandescent looks and a lust for life that shot through every performance.  There were loyalty and empathy, two traits that can, but should not, be hard to come by in a leader or an icon.  

As a young Virginian exposed to Miss Taylor's charisma during a whirlwind political campaign, on a night when it seemed every man left every woman's side just to catch a glimpse of her, I witnessed not just the power of glamour but the pull of celebrity.  Standing in front of her, though, I wondered what she was thinking about all of us.  Turns out that evening was probably one of many during which she sacrificed her own comfort to support her spouse.  Yet Miss Taylor not only made it look easy, she seems to have put this quality to use later in evangelizing the importance of compassion for others.

Sacrifice is not an element usually associated with stardom, God-given beauty, serial monogamy — or being a corporate CEO.  When it is, though, it's noteworthy.  

The March obituaries told us the story of another onetime Virginian who had as elite a pedigree as any of today's CEOs, if not moreso, but chose to hone his leadership style from the ground up.  Literally.  

Ted Leisenring was the easy heir to the mighty Westmoreland Coal Company throne, but he worked as if that throne were someone else's to steal.  Upon his graduation from Yale, he headed to Big Stone Gap, Virginia, to labor underneath the ground, side by side, with the people who would be his employees.  Years after that, Mr Leisenring represented the coal companies in a long labor negotiation with the miners.  

My guess is that, for someone who respected the union, Mr Leisenring's negotiating position was reached with clarity of conscience and purpose.  According to Dan Rottenburg, author of In the Kingdom of Coal, Mr Leisenring dedicated the company to opening the lines of communication inside it after the strike was over.  He didn't revel in the victory over wildcatters, he sought to anticipate the concerns that gave rise to action which hurt the miners as much it hurt the companies.  The miners were not remote entities or heads on a spreadsheet; they were people, like him, who had a job to do.  

Here's to the leaders who don't try to be icons.  And the icons who lead.

 

 

 

The seven business books I believe are right for right now

These books, which I've read or am reading, are works whose content can inform business life. 

The Power of Pull:  How Small Moves, Smartly Made, Can Set Big Things in MotionJohn Hagel III, John Seely Brown, Lang Davison.  Aptly describes the change that is afoot and how anyone — and any business — can sustain relevance and connection.

Team of Rivals:  The Political Genius of Abraham LincolnDoris Kearns Goodwin.  Shows how competitors can collaborate when their leader is clear about the objective and recognizes how their motives can help reach the goal.  [Side benefit:  I found the description of the actions of biased journalists soothing.  If this country survived a civil war and those reporters, it can survive anything.]

The Divine ComedyDante Alighieri [The John Ciardi Translation].  Amazing that despite every other kind of growth, the human character really never changes.  Very useful.

I Hate People:  Kick Loose from the Overbearing and Underhanded Jerks at Work and Get What You Want Out of Your JobJonathan Littman, Mark Hershon.  The authors do an outstanding job of categorizing every personality you can encounter in the workplace.  The psychology and the comedy of pathological behavior.

Delivering Happiness:  A Path to Profits, Passion and PurposeTony Hsieh.  Sometimes nice works. Here's how to do it and prosper without becoming a patsy.

Power:  Why Some People Have It — and Others Don'tJeffrey Pfeffer.  How to get comfortable with power and decide whether you want it.

Overlook Much, Correct a Little:  99 Sayings by John XXIIIHans-Peter Rothlin, editor.  The musings of an enlightened mind, these thoughts inspire action that benefits every stakeholder in an organization — most especially, oneself.

 

 

 

Lessons from a leader who looked to heaven but kept his feet on the ground

Last month, FAST COMPANY blogger David Gardner shared a memorial tribute to Paul L Locatelli, SJ, the president of Santa Clara University who passed away after a two-month illness.  Father Locatelli was something of a legend in Northern California; I had heard of his talents in management and fundraising, but this eloquent eulogy by Mr Gardner explored the qualities of Father Locatelli's style in a way I hadn't seen.  Please take a moment to read it.

Here are the basics of Father Locatelli's approach to leadership, as captured by Mr Gardner, that I took away and will keep in front of me.

  • Commit fully to your company, from vision, to strategy, to execution
  • Make commitments, not promises
  • Be relentless in pursuing your goals and don't lose heart
  • Keep speeches short and idle time shorter, all the while moving to the next thing
  • Make a list and get it done
  • Feed your physical, mental and spiritual selves equally
  • Pay attention to the people in your circles by engaging wholeheartedly with them; make time for them always
  • Listen intently
  • When someone asks for help, find a way to do it without hesitation
  • Emphasize the opportunities in life
  • Look for a value that serves others as well as yourself and honor it through optimal performance