How You Can Cause a Crisis by Giving Someone the Finger

A woman working through some office crisis

Quick slip leads to national crisis

Sandwich specialist Arby’s is the latest to join the long list of fast food organizations to have served up various body parts to customers. By literally serving a 14-year-old a piece of an employee’s finger in a roast beef sandwich, one Michigan-area Arby’s kicked off a national crisis. Arby’s corporate response was to issue a vague statement claiming that it has been, “in touch with its nationwide network of restaurants to reinforce training and safety protocols for our 66,000 employees.” Although the thought behind the statement was good, it isn’t specific enough to be effective. In a recent USA Today article by Bruce Horovitz, BCM President Jonathan Bernstein offered his advice to Arby’s:

Explain preventive actions: Arby’s needs to explain, in detail, what it’s doing to make sure nothing like this happens again, says Jonathan Bernstein, president of Bernstein Crisis Management.

Incidents like this undermine customer’s faith in an organization, which in turn keeps them doing business with you. The only way to get it back (and thus, the dollars you’re missing out on) is for Arby’s to explain exactly how it is going to make sure that each and every one of us doesn’t end up being given the finger.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Mike Koenigs: Video Visionary

Women recording their section on camera

Guest Post By Steve Olsher

www.internetprophets.com

Mike Koenigs is one of the internet’s best marketers. He is the creator of several of the world’s most popular and game-changing products, including Instant Customer and Traffic Geyser. A huge proponent of the power of video, let’s take a closer look at his core strategies which you can leverage to propel your business forward.

The “10 x 10 x 4 Formula”

Mike has created a streamlined model for achieving success with video. It’s called the 10x10x4 formula. The first 10 represents the top 10 questions customers typically ask about your product or topic. To address them, you’ll create 10 separate videos, each typically running two to three minutes. To illustrate, assume you’re doing a video promoting your yoga studio. Questions your videos might cover include:

What are the benefits of yoga?

How can yoga help me lose weight?

Am I too old to practice yoga?

Will yoga help relieve my lower back pain?

Is it difficult to do most of the poses?

Once you’ve selected the top 10 questions and have articulated clear, concise answers, set up the camera, attach the microphone, and press record. Again, each video should be no more than two to three minutes long. After the footage is recorded, transfer it to your computer, edit and polish each segment, and add text (a headline) to each video reflecting the question covered. You can then upload your videos to the various distribution sites. This entire process can be done in under a day and is a key first step in establishing your position as an industry expert.

Holy Cow Questions

The next 10 in the 10x10x4 formula answers questions your audience should be asking. Mike refers to these as “holy cow questions,” because they allow customers to view the topic in ways they hadn’t previously considered. These are significantly different from frequently asked questions. “Holy cow questions” clarify exactly how your product will benefit your audience. Examples for a yoga studio include:

  • Can yoga help me live longer?
  • Does yoga provide better results than other forms of exercise?
  • How does yogic breathing enhance my quality of life?
  • Does yoga enhance my immune system?

In these segments you want to let your personality and warmth shine through. In addition to further establishing you as an authority on your subject, they help you create a deeper, more personal connection with your audience.

The Final 4

The final 4 of Mike’s 10x10x4 formula represents the following four videos:

  • A call-to-action at the end of each of the 20 videos. A strong call-to-action moves viewers from simply admiring your message to entering your sales funnel. The action can be opting in to receive your free newsletter, signing up for a trial class, or purchasing an entry-level product. It’s best to position your call to action at the end of your video.
  • A personalized website video. To develop a closer bond with customers, greet them with a welcome video that reinforces your brand and message. Also include information that provides immediate value, and a clear call-to-action that encourages opting-in to receive additional videos. This is a proven strategy for increasing conversion rates.
  • A thank you video for opting in. When visitors opt-in, say “thank you” for doing so. This is courteous, indicates thoughtfulness, and helps further develop trust.
  • The sales video. Internet marketing experts typically follow the opt-in with three value-added presentations that include some of their best material but do not attempt to sell products. Selling is reserved for the last video. In this fourth and final video, offer the solution to a very real problem…at a price. Conversion rates will vary, but odds are good many will decide to make the purchase decision if you proactively:
    • Establish trust.
    • Provide helpful free content.
    • Introduce the audience to an existing problem.
    • Offer an easy-to-implement solution with a 100% satisfaction guarantee.

Selling Through Video

Video is here to stay. In fact, it will become an increasingly important part of the online experience as time progresses. In just a few years, selling through video may become mandatory to remain competitive. Mike recommends you hit the record button now and gain valuable experience with this medium. Many of today’s top online marketers began with zero on-camera training and have spent years honing their craft and developing phenomenal products. Their status among elite industry icons is the result of a calculated, long-term process and has organically developed over time.

Contrary to popular belief, there’s no such thing as instant success. However, the sooner you get started, the closer you’ll be to becoming the next “overnight sensation.”

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For more resources, see our Library topics Marketing and Social Networking.

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Steve Olsher is the author of Internet Prophets: The World’s Leading Experts Reveal How to Profit Online and creator of Internet Prophets LIVE!, which takes place June 8-10, 2012 in Chicago. Featuring 29 of the world’s leading Internet, Mobile and Marketing experts such as Jay Conrad Levinson, Mike Filsaime, Mike Koenigs, Larry Winget, Marc Ostrofsky, Dan Hollings, Janet Bray Attwood, Armand Morin, and many others, Internet Prophets LIVE! provides small business owners, solopreneurs, and consultants with proven no- and low-cost guerrilla marketing strategies, tools, and tactics for cultivating leads, dramatically increasing conversion rates, and generating massive, passive income. Tickets are only $197 until June 5th. For more information and to reserve one of the VERY limited number of remaining seats, please visit www.InternetProphets.com.

About Project Quality

Most people involved in projects agree that it’s a good idea to monitor the quality of the project. Of course. Who could argue against it? Would anybody really oppose a job well done? The difficulty lies in how to measure project ‘quality’. On this topic, it is not so easy to agree.

Quality Management, as studied today, has its roots in the manufacturing environment. Given this background, the accepted definition for quality has become “to prove conformance to requirements”. For a manufactured product to claim high quality, it must conform to a whole series of tests, measures and specifications. Similarly, that is what quality in the project environment should try to prove: that the products or services delivered by the project are fit for use and fulfill the requirements for which the project was undertaken. There are two broad steps we suggest here so that, regardless of the content of your project, you can instill Quality into the project’s results: (1) Design measures relevant to the project and (2) Take and analyze these measures.

1. Design Quality Measures
It is a good idea to have this activity as the last step in breaking down & planning the project’s workload. As we are discussing the steps and tasks which the different project resources will need to perform for a given deliverable, it is good to keep asking “And how can I prove this work is finished?” “And how do we know that item is ready for use?” The answers to these questions can then become part of our quality measures.

We should aim to make these quality measures as quick and as unobtrusive as possible. For example: instead of having a team of experts fly across the country to test a set of installation instructions, we can have someone unrelated to the project, but local, try to follow these instructions. This option is faster and cheaper. Which highlights another good goal for our quality measures: they must be affordable and totally defensible when being presented to the project sponsor.

Another recommendation is to have many intermediate, quality ‘mini-reviews’ instead of a large quality test at the end of a phase. More things could go wrong if we wait to have a large, final quality review attended by many stakeholders. If we have kept quality tests more frequent and limited, we can have more confidence on the final work product.

2. Take And Analyze The Measures
After agreeing which relevant quality measures will be taken during the project, we need to –of course– take them. Once the results are back, we want to put in place any corrective action needed, but we also want to analyze the results and see what else can they tell us. Unfavorable quality results may mean there is someone in the project team that needs more training. Or that there are some tasks for which the time estimates were wrong. By studying the results we will be able to enact that most important activity in projects: continuous process improvement.

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For more resources, see the Library topic Project Management.

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Tips and Tricks-Supervising Others

Tips and Tricks-Supervising Others

This is the first in a new series called tips and tricks. Supervising others is one of the most difficult jobs one can have; it is also one of the most important. Below is a list of tips for supervising others that I picked up along my career path. What can you add?

☺ Give Positive recognition immediately

☺ Meet individually with your employees to discuss their career goals and identify the skills they need to achieve these goals

☺ Evaluate yourself; ask “What do people have to do to get positive feedback from me?”

☺ Give immediate feedback on poor performance. Silence is acceptance.

☺ Maintain a development file on every employee. Track progress through out the year

☺ Focus feedback on behavior. Be more descriptive and less evaluative in your feedback.

☺ Recognize development efforts, not just results.

☺ Help your employees build their skills by having each employee work on improving one development need at a time. Be specific about the steps he or she can take to meet his or her goals.

☺ Identify your replacement and develop them to do your job. If you don’t have a replacement, hire one.

☺ Rotate people through key positions to develop their skill set

For more resources, See the Human Resources library.

Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com. Follow me on twitter @Sherimaz

What Is Your Grant Win Rate? What Should It Be?

A business woman working on her grants

Neither of these questions is easy to answer, so I did a little research before writing this post. When I Googled “grant win rate,” I came up with a lot of grant writing consultants that advertized win rates of 75 – 95%. I also came up with a post by Jayme Sokolow, contributor on this blog, entitled, “Be Careful about Grant Win Rates”

Jayme cautions that, “win rates are rarely audited and impossible to verify,” and that “they should be treated with great skepticism. ” He goes on to say, “I think that the best kind of win rate is the one that calculates the total amount of revenue gained through proposal bids. From my perspective, it does not really matter how many proposals you submit but how much new revenue you gain for your organization. ”

I agree with all of Jayme’s points, and also think that as a grant consultant or grant professional employed by a non-profit, we should honestly calculate our grant win rates and share them with our employers. I endorse Jayme’s calculation method: win rate = total grant revenue / total grant ask amount in submitted proposals. After all, it’s about how much grant income is realized and less about how many grants are funded. I also think our grant win rates can be used to judge our performance… but with caveats.

These caveats include:

1. Are you maintaining the status quo with existing grantors?
2. Are you starting up a grant program at your non-profit?
3. Are you expanding your existing grant program by submitting proposals to foundations and corporations that you have not gone to before?
4. Are your board members well connected in the community?

All of these caveats will have a big impact on your grant win rate:

1. Maintaining Status Quo With Existing Grantors:
If you’re not planning to add any new foundation, corporate, or government grant income to your annual operating budget, then you should expect a very high grant win rate, but still not 100%. As I wrote in my previous post, “Your Best Foundation Funder is not your Best Funder Forever,” (Hank pls add edited tile and link), many foundations won’t fund your organization in consecutive years and many won’t continue to fund ongoing operating support.

2. Starting a Grant Program:
If you’re starting a grant program, then a 30 – 40% grant win rate is laudable. All of your proposals will be submitted to grantors that don’t have a previous relationship with your NPO, so even if you have a great program that serves a well-known need in the community, the relationships that your board members have with the foundation trustees and managers are very important… see caveat #4.

3. Expanding Your Existing Grant Program:
If you’re expanding your grant program, then you can count on a good win rate from returning funders (maybe 80%). But, you shouldn’t expect a high win rate from new funders (30 – 40% would be great). So, if you’re adding one new funder for every existing funder, a great win rate would be 58%.

4. How Well Connected Are Your Board Members:
As I’ve written in other posts, relationships are integral to grant success, and well-connected board members can make grant wins happen, even when you don’t submit a formal proposal! The connections that your board members have in the community are vitally important when you are starting or expanding your grant program. This is an important consideration as you plan your annual grant calendar; add new foundations and corporations where you have a board connection before you add those with no connection to your NPO.

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Lynn deLearie Consulting, LLC, helps nonprofit organizations develop, enhance and expand grant programs, and helps them secure funding from foundations and corporations. Contact Lynn deLearie..

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If you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting.

Citibank – A Grimm Fairy Tale (update)

The-front-view-of-a-city-national-bank

Citibank – A Grimm Fairy Tale

by Jonathan Bernstein

Once upon a time there were two young bankers. We shall call them Mut and Geoff.

Mut and Geoff were employed by — yea, verily — a bank. We shall call it Citibank. They worked in the towne of Pasadena, in the shire of Los Angeles.

In the latter half of March, in the year 2012, banker Mut contacted me, quite excited.

“Sire, as you know, Citimortgage currently holds the deed on your faire property. We thought you might be interested in refinancing now, because rates will rise as surely as scones contain currants.”

Now, dear readers, this possibility seemed to be a fairy tale, although young Mut claimed that it was one of the Hans Christian Anderson variety. In our reality, we had acquired said home in 2006, when the real estate market was at its very peak and, of course, soon became piqued. Thus, our residence lost 20% of its value (our down payment) in the subsequent two years. We believed, from what the Shire Assessor told us, that values had come back up perhaps 10%. But there was no way that our home could meet the magical 80/20 Loan-to-Value ratio required by lenders today.

“Nay nay,” sayeth Mut. “A home very comparable to yours, and barely more than a stone’s throw away from your abode, just sold for a price almost 20% HIGHER than what you PAID for yours.” Yes, he actually spoke in capital letters.

Thus encouraged, we said, “Yes, let’s proceed.” Mut inquired after and received information on our not-inconsiderable resources in order for his employer to be comfortable that we were unlikely to default on any agreement. As we had already been faithfully paying for the deed they already held in their vaults over the past six years, we were not surprised when they expressed the belief that we were unlikely to default on any agreement. An even more exhilarated young Mut then scheduled an appointment at our abode to begin the inevitable paperwork.

On the day of our appointment, Mut arrived in the company of Geoff who, we were told, did for the banking side of Citibank what Mut did for the mortgage side – recruited and served new customers as their “personal banker.”

The intrepid duo arrived bearing gifts, no less. A cup, although our cup cupboard already floweth over. A golf umbrella, should we want traffic helicopters and military spy satellites to be able to read the Citibank logo when it was in use. A zip-up money pouch with which to ferry our fortune to Citibank’s branches. A soft ball suitable for choking children and small pets. And a padded notebook computer case that was missing a handle.

Geoff took this opportunity to portray the many sundry benefits associated with becoming a “Citibank Gold” customer. “What!” exclaimed I. “We get more than this bountiful display of specialty product largesse just foisted upon us? Capital, just capital!”

Apparently, if we were willing to transfer every farthing we had saved and all immediately available monies to their safekeeping, Citibank would countenance a slight reduction in the lending rate and would assign a senior bank clerk to personally assist us with transferring our wealth and even increasing their assets…no, perhaps that was increasing our assets…ah well, I digress.

“How much do I need to transfer into a Citigold Account to receive these benefits,” I asked Geoff.

“Well,” he said, “If you transferred $250,000 we could…….”

At that point, Geoff thought it prudent to stop, as my fingers were involuntarily starting to clench as if around a man’s throat.

“Young sir, what is the MINIMUM that I need to transfer at this time for such benefits?” I said, prudently restraining myself.

“Sire, that would be only $100.”

“Make it so,” said I, fulfilling a long-time ambition to sound like the dashing adventurer Jean-Luc Picard.

With papers signed, Mut and Geoff departed our home. A few days later, as we expected, a private appraiser and her nervous-looking assistant wandered about our property, making notes and looking secretive. At one point, she spoke aloud about the number of bathrooms in our home, requiring my wife to note that somehow this skilled professional had missed one bathroom. We bid her farewell, and continued to wait.

Then, the electronic post delivered the appraisal report, which caused us, upon perusal, to feel shocked, dismayed, agitated, disheartened and completely out of sorts of all sort.

Readers, hark ye back to the beginning of this story, when Mut told us that a comparable commorancy had sold recently for a price “20% HIGHER than what you paid for YOURS.” The appraiser’s appraisal agreed that said property was physically comparable to ours — and noted that it had sold for exactly the same price as we paid for ours. Other comparable properties sold for even less. In short, the bank’s loan-to-value requirements could not be met and our entire experience had been for naught.

Then began a lengthy series of calls and emails between myself and Mut in which I noted, repeatedly, that whether by error or intent, he had enticed our participation in this lengthy process by using false information — and in which, repeatedly, he COMPLETELY ignored that assertion in favor of gobbledegook, gibberish and falderal.

His motive? Dear readers, I cannot read his mind. Maybe he was being lauded for simply bringing borrowers into their system, hoping to at least retain our banking business. Maybe he, a “home lending specialist,” couldn’t read a real estate listing. Maybe bank training and supervision had underserved Mut. I know not.

Imagine our amusement, then, when we received a form-missive from Citibank which read as follows:

“Pursuant to your request, we have withdrawn your mortgage loan, for the above referenced application, as of today’s date.”

Unable to restrain myself, I wrote to Mut one more time, asking him to inform his superiors that their letter was grossly inaccurate, that it should have said:

“Pursuant to our misrepresentation of home closing prices in your area and the subsequent appraisal that did not meet our LTV requirements, we have denied the mortgage refinance loan that we shouldn’t have approached you for in the first place.”

Admirer that I am of Don Quixote, Rambo and others who take on often fruitless quests, I felt compelled to continue the dialogue with “anyone other than Mut” at Citibank in the hopes of, perhaps, preventing another homeowner from being similarly victimized.

As I ready to publish this tale, I have been engaged in a thus-far-futile multi-day set of communications in and out of the land of Twitter, attempting to find a lending supervisor to contact me. Many have promised, none have done so to date. How utterly…Citibank.

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., author of Keeping the Wolves at Bay – Media Training and Manager’s Guide to Crisis Management.]

POSTSCRIPT – The above was published on 4-21-12. Below I will append the story with updates based on new contact from Citibank.

4-22-12 — This evening I received email from Friar Tuck, who has the daunting task of supervising young Mut. In the email, he claimed to have called my cellphone number several times, only to get someone with a Spanish accent telling him I wasn’t home. As neither I nor my wife have such an accent, and as no one else is ever in possession of said phone, this bizarre communication only added further dark comedy to my tale.

HOWEVER, dear readers, when I called the good Friar at his email invitation, for the first time I heard words appropriate to the situation — although, apparently, he had not read most of the emails I had exchanged with Mut, nor had he yet seen the story printed herein. He agreed that Mut’s nonsensical denial of reality had been inappropriate, and pledged to find out what happened and get back to me. He wisely “connected” with me by asking me questions about my interests and profession (smart work, Friar). And he hinted at the possibility that his bank might be able to do something to improve our mortgage situation in some way.

4-23-12 — Just when I thought I couldn’t be more astonished than I had been to date by the behavior of Citibank reps, I received this email from Friar Tuck, printed here verbatim:

Mr. Bernstein,

Can you please provide me with your complete address and loan number currently with Citibank? Yes, I do have access to the information, but to be honest it will be most accurate coming from you and since I am fairly new, it would take me more time than you would find acceptable. If you’d like however, I can get the information myself…you choose 🙂 I need to get it to my modification team to see if there is anything I can do.

Yes, you read that correctly. The bank officer came to ME to provide him with information on my mortgage with Citibank because it would be “most accurate” coming from me than from the bank’s own records! Not to mention that it’s inappropriate for banking officers to ask for that type of confidential information by email.

Additionally, I had neglected to mention earlier in this tale that young Geoff contributed further to our unhappiness, in that when we received the checks for our Citigold account, they were neither the design nor the number series we had requested. I called that to his attention a fortnight ago and he promised to remedy the error. He has not.

5-1-12 — In the week past, more rascalism ensued at the bank. My credit card invoice revealed that the aborted loan-related charges, which Mut said were being reversed, had not been. Tuck says he’s “on it” – but apparently “it” is a turtle. And Tuck’s emails make it clear that there is very little chance that any of this will be resolved in our favor.

END OF THE STORY – No resolution at all. Friar Tuck thought I should be impressed with the EFFORT they put into producing no resolution at all, however. Really! A direct quote:

“What I hope you take out of this is the amount of time we at Citibank have spent trying to resolve this to your 100% satisfaction.”

..and then he must have been eating some funny mushrooms he found in Sherwood Forest, because he added,”

“I hope that you choose to continue to do business with a bank that will dedicate this much time to making you happy.”

This situation has long since passed the “you couldn’t pay me to….” level. And so I must, sadly, bid Citibank adieu, and hope that they enjoy their petard hoisting party.

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For more resources, see the Free Management Library topic: Crisis Management
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4 Keys to Accomplishing More – Part 1

cheerful-hispanic-businessman-raising-arms-celebrating-victory-outside-office-building.

Hello- I’m out of the country for the next few weeks so will have some guest bloggers covering for me. I met Jacqueline through a LinkedIn group where we shared a similar interest in spirituality and work. She is a former corporate sales manager turned yoga instructor and now offers corporate programs for wellness focusing on the mind-body connection. I asked her to write something for my blog while I was gone.

Enjoy her writing and her work.

I’ll be back in June

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4 Keys to Easily Accomplishing More

by Jacqueline Ryan Brodnitzki
President , Conscious Success LLC – Powerful Connections to Business Results

When we think of accomplishing more, we usually focus on adding more to our to do list. This can be overwhelming and unproductive.

Instead, think about how you manage your attention. Do you let it get caught up in every issue? Or, do you selectively focus your attention on tasks and projects that will help you meet your goals? Do you actively reduce distraction?

I heard Tim Ferris, nominated as one of Fast Company’s “Most Innovative Business People of 2007” and Forbes Magazine’s “Names You Need to Know in 2011,” and the author of two books, speak about how to get more done in less time.

He talks about segmenting and managing your attention. He believes when you have both work and non-work interests, and when your attention is segmented between the two, you accomplish more in each area.

In this article we will discuss different ways to manage your attention so you can both accomplish more and increase your enjoyment of life. Working harder and longer does not necessarily make you more productive. Thinking about work issues at the expense of being present in meetings and enjoying your personal time can decrease your effectiveness.

We will discuss some steps to managing your attention so you get the most done, feel less overwhelmed and enjoy both your work and personal time more.

Here are the 4 Keys to accomplishing more:

  1. Become aware of your attention
  2. Notice when your attention is strongest
  3. Determine where you want to place your attention
  4. Fully be with what you are doing

In this blog post, we’ll cover the first two keys.

Key #1 -Become aware of your attention

Begin to notice where your attention goes during the day. Notice when your attention is on something productive and when it isn’t. Take note of those things that seem to steal your attention and are not productive. When you find your attention on an unproductive item, stop and refocus on something that is productive.

Key #2 – Notice when your attention is strongest

What time of day is your attention strongest? For some, it’s early in the morning. For others it is later in the day.

Carve out the hour that your attention is strongest and try to use that time to accomplish important tasks. Meetings and other events certainly get in the way of this, but see whether you can set aside the time when your attention is at its peak a few days a week. If you are an early bird, arrive at the office a little earlier to get your important work done. If you are a night owl, spend a little time at night. If late morning or late afternoon is your best time, try to block that time on your calendar to accomplish at least one important item.

Each time you finish an important item on your list, you feel a sense of accomplishment, relief and more purpose in your work. You feel a little less overwhelmed and your mind is freed up to focus on your meetings and important conversations.

In my next blog post, we’ll discuss the 3rd and 4th keys in more detail.
All my best,
Jacqueline

800-270-6722
www.ConsciousSuccess.net jacqueline@ConsciousSuccess.net

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For more resources, see our Library topic Spirituality in the Workplace.

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About the Author
Jacqueline Ryan Brodnitzki combines over 15 years of corporate management and training expertise with nine years of teaching and coaching of mindfulness and stress reduction techniques to help customer service organizations increase performance, productivity and profits while reducing employee stress. Her proprietary program, Conscious Success™, helps employers increase the potential within their organization by developing the emotional and social intelligence of their employees.

Through her coaching, she helps clients tap into their true potential. They experience greater calm, while increasing effectiveness at work and at home. Clients appreciate her quick assessment, clear recommendations and accurate, informative and inspirational coaching.

She is the author of two books and two CDs. Learn more about Jacqueline’s programs at www.ConsciousSuccess.net

Winning Teams Aren’t Created By Accident

An-office-team-celebrating-on-a-win

Rather, the team or project leader functions like a coach who recognizes special talents in people and, at the same time, gets them to work together toward a common goal. The following steps will help you select a cohesive team and set it in the right direction.

1. Evaluate team candidates.
You may be called upon to assemble a team of players from different or competing organizations to take on a special assignment. Or, you have to pick from your own staff those who should work together on a particular project. Too often, leaders merely assess a project’s demands and select people on technical qualifications. But that approach can fail if the personalities and specific talents don’t mesh. Teams succeed when leaders give as much thought to team relationships as to the tasks that need to be performed.

Team members should complement each other’s talents. For example, one worker may find it easy to come up with idea, but may find it difficult to analyze problems. Another worker may have analytical skills but may not be creative. These two would play to each other’s strengths. Also recognize that some people can take a project and run it with little guidance. Others need every detail spelled out. Make sure you have a mixture of necessary skill sets to get the job done.

2. Get the team off to a good start.
To help members quickly move from the ‘me’ to the ‘we’ stage of effective teamwork, clarify the following:

  • The big picture and goals. Explain the team’s mission or purpose and how it fits in with the company’s or department’s goals. Therefore members will become more motivated and empowered to get involved.
  • The talent on the team. Discuss the value of each member – the skills and expertise they bring to the team. You may also want to let each person tell about their experiences. This starts to build trust and teamwork.
  • The “who does what when.” When a team is formed, people often are confused about their particular roles and responsibilities. Get the team immediately involved in establishing specific short-term objectives as well as determining the steps required to accomplish these objectives.

3. Maintain involvement and productivity.
At this stage, members begin to understand what roles they need to play in order to reach the team’s objectives. The next step is to determine a set of ground rules of how they will operate together. Team members need to define effective team behaviors. For example, they need to discuss how they will handle conflict, how they will make decisions, how they will address the normal challenges of people working together.

4. Look out for these danger signs.
You have a problem if members: Don’t take responsibility for their actions; break into subgroups instead of sharing work; expect others to solve their problems; miss deadlines and lose interest in their work. If problems arise among team members, act quickly.

Have regular scheduled “let’s see how we’re doing” meetings to address issues, conflicts and uncertainties. Also provide on-going skills training in group problem-solving, decision making and conflict resolution.

Management Success Tip:

Don’t expect teams to develop in the dark or by accident. Create an environment for teamwork. Make sure you have provided the light that will spark member’s involvement, participation, and productivity.Remember to have fun together. that allows people to work better together.

Do you want to develop your Management Smarts?

The Digital Media Law Project

An office team having a meeting on digital appraisal;

[Editor’s note: We’re pleased to bring you this description of the Digital Media Law Project, written by Jeff Hermes, its director. We’re sure you’ll see the relevance to the field of crisis management.]

Providing Legal Resources to Online Journalism

Although some sectors of the journalism industry have recently shown signs of recovery, the future of investigative journalism remains uncertain and many local news markets remain undeserved. And yet, this is a period of striking innovation; experiments with new business models abound as innovators in the journalism space attempt to fill the information gap left by the contraction of traditional news organizations. Professional journalists have discovered a new voice through independent online ventures. Organizations and individuals without professional journalism training have launched services that perform functions similar to those carried out by traditional media.

But unlike established media organizations that have the resources to pursue reporting in the face of legal challenges, many online journalism ventures lack the legal expertise and financial resources necessary to protect themselves. Without assistance, one threatening letter can close an important avenue of reporting, and one lawsuit can shut down a promising journalism site. Access to experienced counsel can guide these parties through the risky early stages of a venture, and allow them to stand up for their First Amendment rights.

The Digital Media Law Project (“DMLP”), based at Harvard University’s Berkman Center for Internet & Society, works to ensure that individuals and organizations involved in online journalism and digital media have access to the legal resources, education, tools, and representation that they need to thrive.

The DMLP carries out its mission through five core initiatives: (1) maintaining a detailed legal guide for non-lawyers; (2) compiling a searchable database of legal threats directed at online publishers; (3) facilitating access for online publishers to legal representation through its nationwide attorney referral service; (4) engaging in research and responsive activity to address breaking issues in digital media law; and (5) publishing regularly on current issues in media law, technology law and journalism.

Legal Guide: Our Legal Guide provides guidance on a wide array of state and federal law topics, in a manner accessible to digital media creators and others without formal legal training. The Legal Guide is comprised of more than 600 detailed articles divided into six major topics: business formation; risks of operating an online business; newsgathering and privacy; access to government information; risks associated with publication; and intellectual property.

Threats Database: The DMLP maintains a publicly available database of lawsuits, subpoenas, and other legal threats directed at online publishers. The database currently contains over 900 entries, each consisting of a plain-language description of the case or threat and links to blog or press coverage. Most entries also contain the underlying documents, including copies of cease-and-desist letters, lawsuit complaints, legal briefs, and court orders. The database has been cited in more than thirty-five law journal articles, including articles by leading scholars in First Amendment and intellectual property law.

Attorney Referrals: For more than two years, the DMLP has operated the Online Media Legal Network (“OMLN”), a free legal referral service that connects digital publishers directly with experienced business and litigation counsel on a pro bono or reduced fee basis. We currently have more than 250 attorneys, law firms and legal clinics in 49 states plus the District of Columbia, and have assisted over 185 clients in finding legal advice with respect to more than 375 separate matters. The legal needs of OMLN clients are diverse, and have included issues such as for-profit and non-profit business formation, transactional and licensing issues, intellectual property disputes, newsgathering rights, and defense of defamation claims and other content liability issues. Neither clients nor attorneys are charged any fees by the DMLP; you can request legal assistance with your digital journalism or publishing project through the OMLN website.

Research & Response: Our central vantage point on issues affecting the journalism industry enables us to detect urgent issues affecting digital journalism as they arise. Our attorney and client networks, together with our tracking of legal threats, serve as an “early warning system” for urgent legal needs affecting the digital journalism community. This permits us to respond with relevant information and legal resources in an informed and timely manner, collaborating with our wide array of partner organizations where appropriate. We have drafted issue guides, filed amicus curiae briefs, spoken to the press and to audiences at conferences and universities, and served experimental journalism projects in an advisory capacity.

DMLP Publishing: Through the DMLP Blog, our staff and contributors comment on breaking news and current affairs in law and media. Contributors to the Blog include a diverse group of lawyers, law professors, law students, and others with an interest in digital media. We also publish a monthly newsletter, the Citizen Media Law Brief, which updates subscribers on the activities of the DMLP and provides links to media law-related news items from other sources.

For more information about the DMLP, please visit our website!

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For more resources, see the Free Management Library topic: Crisis Management
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Jeff Hermes is Director of the Digital Media Law Project, Berkman Center for Internet & Society

Christopher Van Buren: Product Launch Liftoff

Desktop on a brown wooden desk

Guest Post By Steve Olsher

www.internetprophets.com

The Entrepreneur’s Comeback

You’ve likely heard stories of entrepreneurs who make millions and, after a handful of bad decisions, lose everything. Then after a few years they reappear on the radar, making even more money with a new company. How does this happen?

The Power of Leveraging

The answer is simple: The steps for creating a profitable endeavor don’t change. It’s all about leveraging a proven formula, or system, for success. Christopher Van Buren understands the power of leveraging effective systems and, as the owner of LaunchMoxie, his company is dedicated to helping Internet marketers construct seamless, problem-free product launches that attract attention and maximize revenue.

A product launch is defined as a “focused campaign that revolves around an online event or series of events that are designed to draw in customers.” When executed correctly, a product launch can generate a massive number of leads, increase name-brand recognition, and create substantial income. There are six phases for a successful product launch. Let’s take a brief look at each.

1) Product Design

Regardless of whether your product is physical or a service, it must be designed to meet the following criteria:

  • Appeal to the target audience.
  • Answer, and solve, burning questions and problems.
  • Include free and low-cost entry points to attract potential customers.
  • Look professional and function as described.
  • Define why it improves upon, and truly outshines, existing products.
  • Over-deliver on its promises.

2) Scripting

Scripting is far from easy and creating superlative copy is an acquired skill. It is imperative to build a compelling story that attracts attention, engages, and moves people to action. Scripting is needed for:

  • Creating the overall theme
  • The pre-launch narrative
  • Site and email headlines
  • Email subject lines
  • Affiliate recruitment
  • Text affiliates can use for their audiences
  • Sales copy
  • Video copy
  • Email copy
  • Site copy

While each phase of the launch process is crucial, nothing can extinguish the fire quicker than scripting that fails to properly capture the essence of the product.

3) Technology

Nothing is ever as hard as it looks or as easy as it seems. In the case of product launches, it’s much more difficult to flawlessly execute one than meets the eye. There are myriad components that hold the launch’s potential success or failure in a continuously swaying, highly delicate balance. While almost no launch takes place without a few technology hitches, these can be kept to a minimum by enlisting others who have meaningful launch experience and can add value to your team.

4) Soft Launch

Before the official launch, many recommend a soft launch during which associates are contacted and provided with early access to the materials. By engaging in a soft launch, you’ll be able to extrapolate performance and apply real data against the expected number of recipients for the official launch. This allows you to establish a strong sense of staffing requirements, materials needed, bandwidth to allocate, and approximate amount of funds to hold back for returns.

5) Securing Partners

Successful launches require collaboration, as most companies do not have enough subscribers to reach a meaningful number of potential customers. Therefore, partners are sought to help spread the word. In an ideal world, everyone and their mother would support the launch. Unfortunately, reality says this is unlikely. Realistically, one A player, several B and C players, and a solid number of D players will suffice. Many will argue that millions of touch points must be established in order to turn decent numbers, but this isn’t the case. Success is certainly related to the number of people who receive your message. However, they must be the right people.

6) Official Launch

The heavy lifting is complete, the product is solid, the script is compelling, the system functions correctly, metrics are in place, testimonials are in hand, and your partners await the signal…wait for it…bam! Open the cart. The worst-case scenario is that no one buys your product. The best case is that millions of dollars flow in, your merchant processor can’t keep up, and the next thing you know you’re on the beach in Hawaii sipping piña coladas.

While both scenarios are possible, your first launch will probably fall somewhere in the middle of these extremes. With experience under your belt and affiliates on board, subsequent launches will be easier to execute. The important thing to remember is you now possess the knowledge required to improve upon acquired skills.

Product launches can be very effective and therein lies the beauty of a system. Once created, it can easily be replicated to create extraordinary results.

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For more resources, see our Library topics Marketing and Social Networking.

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Steve Olsher is the author of Internet Prophets: The World’s Leading Experts Reveal How to Profit Online and creator of Internet Prophets LIVE!, which takes place June 8-10, 2012 in Chicago. Featuring 29 of the world’s leading Internet, Mobile and Marketing experts such as Jay Conrad Levinson, Mike Filsaime, Mike Koenigs, Larry Winget, Marc Ostrofsky, Dan Hollings, Janet Bray Attwood, Armand Morin, and many others, Internet Prophets LIVE! provides small business owners, solopreneurs, and consultants with proven no- and low-cost guerrilla marketing strategies, tools, and tactics for cultivating leads, dramatically increasing conversion rates, and generating massive, passive income. Tickets are only $147 until May 15. For more information and to reserve one of the VERY limited number of remaining seats, please visit www.InternetProphets.com.