October 2009
The entire seven-year Atkinson Advisor collection is now online.
Past issues have always been on our website, but they have never been in a user-friendly format like the new microsite. Here are all the things readers now can do:
We are in the process of tagging stories by topic (e.g. crisis communications) as another way to browse the content.
We appreciate all of our great readers and hope the new microsite is useful. We look forward to your feedback and constantly improving the Atkinson Advisor.
October 2009
Businesses often tout the strength of its team and exult, “Our greatest competitive advantage is our people.” Some experts estimate talent can account for as much as half of a company’s market value.
Yet rarely do you see the people unless you engage with the company.
The equation has flipped thanks to social media. It’s now affordable, practical, and srategic for employees to build a dynamic online presence that connects them with potential customers and existing clients. It’s powerful stuff.
The new equation also raises some interesting marketing challenges that businesses will have to tackle.
- Who controls the content? Right now, marketing departments have complete control of their marketing message. Social media requires giving up some of that control and trusting employees to do the right thing. Social media guidelines are a must for any business.
- What’s the balance of professional insights to personal information? Social media is predicated on personality. Too much business information = pushy sales. Too much personal information = TMI.
- Why invest in employee branding when they could leave? This is a valid concern. Pioneers in the area of employee branding will be able to point to their investment in an employee’s brand as a reason point for staying. Eventually we believe employee branding will be a necessity for attracting and retaining any top talent.
October 2009
Next time you want to write an e-mail that gets answered, try these tips from Chris Brogan.
- Include the action requested in the subject line. For example, start the subject line with “For review” or “Decision needed.”
- Be brief. E-mails with a short list of numbered questions are more likely to get answered than ones that hide the questions in a big block of text.
- Make every e-mail definitive. When bringing it to a close, be clear about what you need and include enough information so the other person can give you an answer. If you’re trying to schedule a meeting, include some available dates and times instead of leaving it open ended.
See more of Chris’ tips for writing effective e-mails.
October 2009
Dr. Loretta Malandro specializes in executive communication. She is an expert on the blind spots – those automatic behaviors that can trap many leaders.
Malandro points out that these behaviors are not flaws, but they can influence decision-making, sabotage results, and have other unintended consequences.
Every executive is susceptible to blind spots. The following are the most common blind spots Malandro find in executives:
- Trying to do too much, a.k.a going it alone.
- Insensitivity to their impact on others.
- Avoiding difficult conversations.
Read more from Malandro at BusinessWeek or on her company’s website. Her new book, Fearless Leadership, is now available at Amazon.com.
October 2009
SmartBrief produces daily newsletters for 100+ business associations in more than 25 industries, including business, education, health care, and travel. The website makes free subscriptions available to anyone. SmartBrief also produces its own daily newsletters about leadership, workforce, entrepreneurs, social media, technology, and sustainability.
October 2009
Six Disciplines for Excellence by Gary Harpst
Author Gary Harpst found that less than 5 percent of businesses are high-impact companies, those that produce significant revenue growth and expanded employment. Likewise, he found companies that do become high impact rarely sustain their momentum more than three or four years.
Six Disciplines for Excellence is a collection of Harpst’s lessons from building several companies in his career. At the same time, Harpst takes the extra step beyond stories about those businesses and key decisions to a complete blueprint that executives can use to build organizations that achieve and sustain success over time.
The six disciplines are a set of interconnected practices that ensure employees in the organization know what they have to accomplish today to make the organizations successful. The disciplines are:
- Decide What’s Important
- Set Goals That Lead
- Align Systems
- Work The Plan
- Innovate Purposefully
- Step Back
For each discipline, Harpst provides step-by-step recommendations and insights that any company can use to implement a new strategic direction.
