When it comes to job search, sometimes we need fresh ideas or a different perspective. Step outside the box and see what new-to-you ideas you discover. In this week’s issue you’ll learn about: These curated articles/posts are written by talented people. If you like what you’ve read, follow them! And feel free to share this […]
The post Summary Sunday: Issue #527 appeared first on Career Sherpa.
Why is capturing consumer attention so important? Because consumers have an 8-second attention span. In fact, consumers spend anywhere from 10-13 seconds making a purchase decision. With countless brands buying for consumersâ limited attention spans, standing out from the crowd is crucial for success. By capturing and holding consumer attention, brands can create meaningful connections, build brand loyalty, and ultimately drive business growth.
So how do you effectively capture consumers’ attention in this fast-paced and crowded world of branding? Enter the new trend thatâs taking the industry by storm: overstimulated branding.
In this article, I’ll dive into what overstimulated branding entails, its primary goals, benefits, and key considerations to remember, and showcase brands that have already embraced this trend to leave a lasting impression on their target audience. Letâs explore the world of overstimulated branding and uncover its potential for elevating brand experiences to new heights.
Overstimulated branding is a branding strategy that uses visual imagery employing bright, eye-catching colors, bold, distorted fonts, flashy icons, or logos to capture peopleâs attention and keep them interested.
Not only does this approach capture your attention. It also explodes your senses, makes people feel happy, and evokes a playful energy.
Such a strategy aims to create a strong and memorable brand presence by maximizing exposure and impact for consumers who consistently ignore marketing messages.
By leveraging vibrant visuals, captivating storytelling, and immersive experiences, overstimulated branding seeks to break through the noise, capture attention, and leave a lasting impression on the target audience. It strives to create a sensory overload that sparks curiosity, fosters emotional connections, and ultimately drives brand engagement and loyalty.
An overstimulated branding approach, when executed effectively, can have several potential positives:
When implementing overstimulated branding, itâs important to consider a few key factors.
First, striking the right balance is crucial. While vibrant visuals and immersive experiences can captivate, going overboard may overwhelm or confuse your audience, leading to sensory overload.
Second, ensure consistency with your brand identity to avoid diluting your message or even negative associations if executed poorly.
Lastly, carefully analyze your target audience and market trends to ensure that overstimulated branding aligns with their preferences and expectations, ultimately enhancing their brand experience.
By being mindful of these considerations, you can effectively harness the power of overstimulated branding to make a memorable impact on your audience.
Headspace, the meditation app, stands out with its vibrant design, using an overstimulated branding approach. Its bold colors and joyful design perfectly convey its mission of âless stress and more joyâ capturing consumers’ attention.
Louisville Vegan Jerky takes overstimulated branding to a whimsical level with cartoon-like illustrations and vibrant splashes of color. Real-life images infused with artistic magic create a captivating brand experience.
Hommey, the Australian online cushion brand, is a shining example of overstimulated branding done right. By seamlessly merging the digital and physical realms, Hommey infuses its designs with playful cartoon-like illustrations and vibrant bursts of color. This unique approach creates a visually captivating and immersive brand experience that breathes life into its products, leaving a lasting impression on customers.
In conclusion, overstimulated branding represents a captivating and immersive approach that has gained traction in the world of branding. By incorporating vibrant visuals, bold colors, and immersive experiences, this strategy aims to break through the clutter, captivate consumer attention, and create a lasting impression.
For a step-by-step guide on how to develop a brand strategy, check out How To Develop a Brand Strategy by Lisa Perry. For more brand marketing insights, follow Lisa Perry.
As a career coach, I get asked all the time what the number one skill or trait is that people need most to be insanely successfulâyou know, what it takes to become the next Oprah or Richard Branson.
I’ve spent years working with thousands of people who have been deeply dissatisfied and unhappy with their career success level.
When I’ve compared them to people I’ve worked with who’ve become extremely successful, along with people like Oprah and Richard Branson, I’ve noticed that these people possess one very specific skill/trait.
It’s something they’ve developed within themselves. It’s not something they were born with.
This is good news for you because anyone can adopt this skill and learn how to execute on it. When you get really good at it, you’ll be able to catapultâto quantum leapâyour success.
So, what is this big thing?
If you want to be successful in your career, you need to learn a skill called “dropping the rocks.”
What do I mean by that? Well, there is a process you go through in your career called “Experience + Learn = Grow.” It’s something I teach to all our Work It DAILY members. Every time you have an experience in your career, you process it, look at it, and learn from it.
When most people who stay dissatisfied and unsuccessful in their careers have an experience, they typically process it, attach emotion to it, and put this emotion into what we call their “career narrative.” This is the story that runs in your head.
People take these experiences and put them into their career narrative like rocks. The problem I have with this is that while you’ve experienced something, and you’ve learned something from it, you actually haven’t grown.
So, here’s this “rock”âthat failure that you hadâthat you haven’t processed. Then you have another thing happen to you, and you don’t really process it either. And then another.
And you keep going, going, and going. What I’ve found is that people who aren’t successful, who are deeply dissatisfied in their career, have a pile of these rocks.
Imagine walking around with a bucket of rocks 24 hours a day, seven days a week.
That’s what you’re doing in your head. You’ve got nothing but a bunch of rocks dragging your career down. It crushes your confidence and holds you back from achieving things.
If you had all that extra weight to carry around, how fast (and far!) could you really go in your career?
Successful people, on the other hand, process these “rocks” and actually grow. The sign that you’ve grown, and have thrown the rock away, is when you no longer attach any heavy emotion to a career experience.
Really successful people who you look at and say, “Gee, they’ve caught every break. They’re so lucky,” have had just as many challenges in their career as youâprobably moreâbecause they’ve been so much more aggressive in their career than you have.
But what they’ve really done is develop this incredible skill to process things and drop the rocks.
They experience it, they learn from it, but most importantly, they grow from it. They look at everything that’s happened to them in a positive light because if it didn’t ruin their career and it didn’t kill them, they can do something with it.
When you get really good at this, you will be amazed at how much lighter you will feel. And when you’re lighter and free of all that negativity, all those rocks that are in your head holding you back, you’ll think differently about what you can do.
You stay curious, you stay creative, you take risks, and you move forward. And that’s the very definition of those peopleâthe Oprahs and Richard Bransonsâthat you aspire to be.
So, if you want to know the one skill that you should be developing in yourself right now so that you can take your career to new heights, it’s learning to “drop the rocks.” Because if you can do that, you can do anything.
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This article was originally published at an earlier date.
Is your organization pretty reliant on paper because they donât think they would benefit from using a document imaging or enterprise content management (ECM) system? If so, you may want to ask yourself some questions about the business.
Do you:
1. Have decentralized locations and continually ship/mail documents between locations? And if you donât have an internal courier, how much do you spend on shipping expenses?
2. Have challenges finding documents because of lost/misplaced documents?
3. Have multiple versions of the same document, and not sure which is the most current version (aka version control issues)? Have you ever used an old expense report form only to have it rejected by finance?
4. Have difficulty making sure specific documents such as employee files or legal contracts are only accessible by the appropriate individuals?
5. Have too many manual processes (versus automated workflows)? If so, how easy is it to escalate to keep the process moving when individuals are out of the office?
6. Have multiple storage boxes of paper documents housed in a secured off-site records storage facility? If so, did you do your due diligence and incorporate them into your third-party risk management (TPRM) plan?
If so, you may benefit from doing an analysis of whether an ECM can address pain points. You can create a write-up showing the benefits and addressing any concerns. I like creating decision papers.
If the organization decides to move forward and purchase an ECM, it starts with a lot of planning. Define clear goals and objectives, corporate governance, as well as resources needed including people and monies. Make sure you communicate, communicate, and communicate addressing any concerns.
Compile a list of the documents defining information such as the document type, document access security, indexes (bar codes), and other metadata. Another consideration is whether to scan going forward or to âbackfileâ certain documents (scan existing hard copies) such as employee files.
Donât forget record retention. Your records retention schedule defines the legal and regulatory requirements of how long each document type will be retained. You donât want to destroy documents too early or unnecessarily save documents (especially in the event of litigation where you have to produce the paper in lieu of images). You can mitigate compliance and legal risks because if youâre non-compliant, there could be fines, legal penalties, and reputational damage.
I typically implement one department at a time and potentially start with either accounts payable (AP) or human resources (HR). These areas can have substantial benefits and present a clear return on investment (ROI) analysis. Provide support and have a comprehensive training program to make sure everyone is properly trained, which can increase user adoption. Youâll generally be able to take that blueprint to repeat and implement the other departments in a phased approach within the organization.
When you have a well-implemented ECM, youâll have streamlined processes and customizable search capabilities enabling users to quickly find documents within a centralized repository. This will improve efficiency and reduce a number of administrative costs (such as printing, mailing, and storage). And if you integrate the ECM with systems such as your ERP or CRM, you can take the benefits to another level. As the organization continues to grow, the ECM will be better able to scale the business.
For more information on the benefits of managing content with document imaging, follow me on LinkedIn!
Ideally, looking for a job would be a transparent process. Youâd simply apply, interview, and get a yes or no right away. But unfortunately, thatâs not how things go. Radio silence, vague responses, and shifting sentiment can often leave you wondering if you still have a chance of getting hired or if itâs time to […]
The post 15 Clear Signs You Didn’t Get The Job (And Why) appeared first on Career Sherpa.
There you are: sitting on the beach, covered in sunscreen, reading your favorite book, drinking your favorite drink under the cool shade of an umbrella. Life doesn’t get any better than this. Suddenly, a door slams, a phone rings, a printer turns on. You jolt back into consciousness. You’re at work, sitting in your cubicle, without even a hint of sunshine streaming in from outside.
When you’re working a full-time job, finding time to enjoy the warm, bright summer weather can be a challenge. This is especially true for young professionals, as many of them are used to having summers off (or, at the very least, having a flexible summer schedule). But there’s no need to feel trapped behind your cubicle walls. Go out and enjoy summer!
Here are a few tips for making the most of your summer while working full time:
Keep a couple of foldable camping chairs at the office so you and a co-worker can catch some rays during lunchâwhether it’s in the park or in the parking lot.
Keep a bag full of summer supplies for your favorite summer activities. Having a bag (or, in my case, a backseat) full of towels, sunscreen, and swimwear keeps you prepared for anything. Friends hitting up the pool after work? You’re covered. Once the clock strikes five, you can head to your destination of choice immediately.
Plan an office field trip to the beach, the park, or the pool. Just do something fun so your brain can recharge and refresh!
Get a bunch of co-workers together and go on regular walks around town during lunch. (Or, you could suggest a quick jaunt over to the ice cream shop.) This is a great way to get some fresh air, sunshine, and exercise.
When you find yourself eating out, hit up places with a deck, porch, or patio of some sort. Obviously, eating out every day isn’t really a feasible option for most of us, so look into alternative ideas as well. Pack a lunch and hit the park for your own little picnic.
Whether it’s setting up an official office sports team or just hanging out with your colleagues a few times a week, playing sports is a great way to get out and enjoy the weather. Have a field nearby? Try setting up some slow-pitch softball games. Or, see if you can get a basketball hoop for the office so you and a few co-workers can shoot some hoops at lunch.
During the summer, these professional networking groups often have fun events like harbor cruises, pub crawls, and outdoor mixers. Find a professional group in your area and make networking fun this summer.
Get your grill on! Talk to your boss about setting up an office BBQ. Ask everyone to contribute their favorite dish, side, or drink. Fire up the grill and relax! Hey, it’s summer after all.
Yes, yes, I know…waking up early is an incredibly painful and unbearable experience for some of us, but waking up even an hour earlier has its benefitsâespecially in the summer. Go for a morning run, putter around in the garden, or watch the sunrise with a loved one. Talk about starting the day off right!
Strategically use your vacation days around holidays. This way, you can make a potentially long weekend longer without having to use too much of your precious vacation time. Half days are also pretty awesome. It’s amazing how much you can do with four extra hours! If you want an early weekend but don’t want to burn up your vacation days too quickly, try taking a half day on a Friday instead of using a full day off.
If you’re one of the lucky few who live within walking or biking distance of work, take advantage of it! Not only will you get plenty of fresh air, but you’ll also save money on gas, which is always a plus!
There are plenty of easy ways to enjoy summer when you work a full-time job. So, this summer, try out a few of these ideas and make the most of the sunshine and warm weatherâwhile it’s still around!
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This article was originally published at an earlier date.
Companies often face tactical issues and adaptive challenges, and leaders are responsible for figuring out how to solve them effectively. The biggest mistakes occur when leaders focus solely on tactical issues instead of taking the time to solve adaptive challenges.
In this article, Work It Daily experts from Vistage discuss and offer insights into how CEOs can identify the root cause of a problem while providing actionable strategies to become more adaptive in their decision-making, cultivate a culture of innovation and continuous improvement, and drive sustainable growth and success. Read on to discover the key differences between tactical and adaptive solutions.
The single biggest error I see in leadership today is leaders solving tactical issues instead of taking the time to identify and address adaptive challenges. Tactical issues are solved for “faster, cheaper, better.” The questions consultants and experts help us solve. Whereas adaptive challenges are the underlying systemic root causes that often have us looking at ourselves. And this doesn’t come easy. We need time, space, and different perspectives to identify and address adaptive challenges.
How do you know if you have an adaptive challenge? Adaptive challenges are complex, last over time, and often present as ambiguous in nature. Frequently, they will surprise youâand once uncovered, produce the âohâ¦yeah⦠that is whatâs happeningâ response. Implementing solutions to adaptive challenges will force leaders and others to learn new ways of doing things; often we will have to look inward at our own ways of being in order to bring about adaptive solutions.
Letâs look at some examples. A leader has several direct reports. Most are performing well. One is an outlier. We could quickly scan that this outlier does not have the same training or experience as the others. Ah! There it is. He/she needs more training or experience to perform better. Problem solved. Umâ¦not so fast. After some deeper investigation and (painful reflection) we come to find out that this outlier is often kept out of the leaderâs “inner circle” of thinking and planning. He/she is treated differently by the leader. The result? With less knowledge about what the leader is thinking and expecting this leader cannot perform. And what presents as a tactical performance issue is a more adaptive challenge of bias on the part of the leader.
Adaptive challenges require adaptive leadership. Adaptive leadership is based on the principles of shared responsibility, self-reflection, and continuous learning.
Kirsten Yurich is a former CEO and current Vistage Chair. As a clinician, professor, author, and executive, she leverages this unique blend and creates learning environments for executives to become better leaders, spouses, and parents.
Learning to ask the extra question as owner/CEO matters. You will expand or shrink the business by being adaptable vs. transactional/tactical. What is that question? I believe it starts with: “What problem are we actually trying to solve?”
Actual experienced example – A sales leader gets a request from a large customer to change the case pack of product X and shares that with operations. Operations pushes back and says, âThat isnât how we do things.â The customer continues to pressure sales and threatens to stop buying product X, and sales and operations go round and round and nothing gets resolved. Given the hybrid/Zoom world we are in, this can become an explosive issue because it is hard to read the body language, nuances, and actual understanding of this situation.
Not asking the extra question goes like this:
Tactical answer – business shrink – loss of volume, customer, stress through the system, management time wasted, and potentially business layoffs as the customer goes elsewhere because not only is this opportunity lost, the customer sees you less as a solution partner and more as a âgot to haveâ only vendor.
Adaptive answer – business expansion – team (customer, sales for client, operations experts, and key decision-makers) meet âliveâ or get on a call to discuss, “What is the problem we are trying to actually solve?â It gets explained that the customer is trying to manage inventory so they want a smaller case pack (say three vs. six) and the company says we are automated and it is in rows of two so we need even multiples to make it work. The company produces short videos of how the manufacturing process works and then lays out the complexities, adding costs to manually get to three. The customer says, “I get it and I donât want to spend more and add issues on your end. Can you do a four-pack instead?” Answer: yes.
Benefit – It is a value-added complexity decision by the company to increase revenue/profit exponentially, increase relationships with customers, and present future growth ideas through collaboration. Customers feel heard and appreciated, employees in the âtrenchesâ see the value of adaptive thinking, and, over time, decisions flow to the keys to relationships vs. those with the titles. Employee empowerment.
An adaptive mindset allows you as a leader and your organization to rapidly take advantage of or mitigate risk in an ever-changing landscape. It will transform your strategies, processes, and culture and keep you competitive. Reality matters, always. Ask: “What is the actual problem we are solving for?”
Mike Thorne is a former CEO and current Vistage Chair. He leads and facilitates a group of trusted advisor entrepreneurs and a CEO peer group in New Hampshire and Maine.
Tactical vs. adaptive; symptom vs. disease; surface vs. core; fixing problems vs. changing systems. I donât care what you call it, the problem with many CEOs is they solve too many problems and often the wrong problems.
It is sort of funny to think that as your company grows, the number of problems increases, and yet the CEO needs to learn how not to solve the majority of problems. The CEO needs to learn how to focus on root causesâthe disease, not the symptoms.
There were two concepts that I was taught as I ran my company: 1) getting problems off your desk, and 2) always work toward the root cause.
Getting problems off your desk is a mandatory skill to learn. I am not talking about critical problems or emergencies. Itâs the day-to-day problems that CEOs are so good at solving. These problems have to be pushed down to the staff. Make them think. Make them work. Tell them how much faith you have in their abilities. Tell them that you want them to grow. By doing this you are not only training your staff but giving them pride. And as we all know prideful employees are long-term employees.
Finding root causes is the second mandatory skill to learn. I use the â5 Why Technique,â very simple and very effective. When someone presents a problem or even a solution, ask them, âWhy, tell me more?â Let the question hang, donât save them. Make them think. Make them work. Keep repeating the question until you feel you have gotten to the core.
For example, your head of customer service asks to hire an additional customer service rep:
Why, tell me more.
Calls are taking longer to answer.
Why, tell me more.
The pumps are failing more often.
Why, tell me more.
Seems that two gaskets are leaking more.
Why, tell me more.
We have a new supplier.
Why, tell me more.
The buyer wanted to save money.
Now we are getting closer to the core problem. It could be process or siloed communication. It could be training. It could be the wrong buyer. It could be the wrong hiring manager. By asking âwhy,â you peel the onion, you go from the symptom to the disease.
Mark Fackler is a retired CEO and currently leads the Vistage CEO group that he was a member of from 1991 to 2002. He is passionate about creating great ROI for his member CEOs.
What’s your experience being tactical vs. adaptive as a leader? Join the conversation inside Work It Daily’s Executive Program.
If you’ve been doing your homework on how to write an effective resume, you’ve seen a recurring theme: you have to quantify your work experience. Although most people understand the general idea of this, we find that job seekers often struggle with applying this idea to writing their resumes.
Here are three easy ways to quantify your work experience with numbers so your resume stands out!
Sometimes our responsibilities don’t sound that impressive until we start detailing how much work we’ve been doing. For instance, if one of your job responsibilities is tracking your company’s compliance with filing a set of forms every year, you could write that two different ways:
Ensured compliance with filing of annual forms.
âorâ
Ensured compliance with the filing of 75 annual forms by 7 different company departments.
Doesn’t the second example sound much more impressive?
If you have a job in sales, marketing, or any other business where profitability is the ultimate goal of your position, citing exactly how much money you’ve either made or saved your company is the way to go.
For example, if you’re an internal auditor, your resume could say:
Saved company money by finding ways to cut costs.
âorâ
Implemented new payroll and tax accounting systems that saved firm $1M in personnel costs over the next 10 years.
Estimates are fine when citing these types of numbers, as long as you can justify your claim if someone asks you in an interview.
We frequently talk with job seekers who have previously been successful in very high-volume environments. If you’ve worked in this type of setting, please give yourself credit!
Even an administrative assistant’s job sounds completely different when quantified and given some context:
Answered phones at the front desk.
âorâ
Managed switchboard with 10 incoming lines, effectively receiving and routing an average of 500 calls per day.
My goodness, who wouldn’t hire the second candidate?
As you write your resume, ask yourself these three important questions:
The key to landing an interview is to answer those questions as you describe your previous professional accomplishments. Once you learn how to quantify your results and work experience, nothing will hold you back!
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This article was originally published at an earlier date.
Great leaders are experts at managing change within organizations. They have the tools and skills necessary to navigate the complexities of organizational change, including effective communication, stakeholder engagement, and resilience-building. So, how can new or seasoned leaders become better at managing change within their organization? What are the best tips for leading successful change initiatives and driving positive transformation?
We recently asked our leading executives how they manage change in an organization.
Here are their responses…
In today’s fast-paced and dynamic business environment, organizations must be adept at managing and sustaining change to stay competitive and thrive. However, navigating the complexities of change can be daunting without a structured approach. I want to offer a comprehensive framework that will guide folks through the process of managing and sustaining (also critical) change in your organization, ensuring long-term success and growth.
Working at the NFL for 22 ½ years, I see management going about change in two different ways.
Scenario 1 â Sometimes C-suite executives will need the company to change direction to fit a new business model being developed.
As a result of this new business model, a new executive-level position is created to oversee the company pivot. The hire will be sworn to secrecy as their job is to go in a different direction without immediately giving all the details to the staff. Further instructions might be to terminate anyone resistant to the change. This is a way for a company to eliminate team members that want to keep everything the same. New hires arenât connected to the past and are less reluctant to change.
Scenario 2 â This is a way that we expect change to happen.
Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.
Managing change in an organization can go off the rails no matter how well thought out or planned. My colleagues Ana and Michael have provided sound advice on how to make a change process “likely” go smoothly.
However, change efforts can fail for many reasons and these elephants in the room need to be addressed if the C-suite executive charged with implementing change will live to see another day:
As a result of working for companies like Electronic Arts (EA), Spotify, and Atlantic Records, I have experienced effective plans for change. Many companies enjoy the title as an “industry disruptor” but does that have to come at a cost? Strategies for rapid change, including technology announcements with little structure or planning for roll-outs and corporate advancement initiatives that include new standards, can cause stress and pushback. The technology race has caused organizations to operate differently from using automation for physical goods to AI, or even data analytics and cloud computing. All of these technological innovations have caused significant change and at times can be stressful to initiate.
I’ve seen leadership emerge from these crucial points of company growth in a positive way and some have failed. From my experiences, I’ll share best practices that seem to be successful and may be helpful if experiencing workplace changes.
1. Companies should develop a digital transformation strategy: This includes a well-defined digital plan that aligns with overall business objectives, where the organization can effectively communicate the vision for the change and set the stage.
2. Cultural intelligence: All companies have a cultural essence within their organization that includes cultivating a mindset that embraces different perspectives like innovation adaptability, technology advancements, and more. These areas should be cultivated and supported to encourage experimentation collaboration and risk-taking.
3. Engage and empower employees: Employees at all levels should be contributing to the overall focus in the process of goals within a company. This can be achieved by effective communication, providing training/professional development opportunities, and support involving stakeholders in decision-making processes by making all active participants. These best practices advocate for digital transformation and organizations can minimize resistance and create a sense of ownership and enthusiasm for the change.
4. Address areas and skill gaps: New technology often requires new training for organizations and this must be identified and addressed if there are any skill gaps. This involves providing targeted training programs, mentoring, and upscaling opportunities by investing in employee professional development.
5. Constantly adapting and innovating: The entertainment and music industry landscape is characterized by constant evolution and disruption. Seems to me that there can be no other vertical that changes more than the music industry! Stakeholders and employees will learn to adapt and innovate regularly, evaluating the impact of new technology and creating a culture of acceptance of change if thought and effective communication are put into the change plan.
I hope these best practices help you if change is happening in your company and I hope you can use these ideas as reference points for change management!
Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.
Change is inevitable in today’s fast-paced business world, and organizations must embrace it to stay competitive and relevant. As a brand marketer, Iâve played a crucial role in managing change and ensuring its successful implementation within Fortune 100 companies and emerging growth start-ups. Here are seven strategies that have benefitted me as Iâve helped companies navigate the complexities of change management:
1. Develop a Strategy
Before embarking on any change initiative, developing a strategy to drive business objectives is essential, aligning you and your team to the overall organizationâs vision. A strategy can provide a shared vision for the organization, providing a purpose for everyone to embrace and rally around.
2. Empower & Involve Employees
Change is not a one-person show; it requires collective effort. Empower and support your employees by involving them in the change process and giving them the tools and knowledge they need to make and act upon their own decisions. When individuals feel valued and have a sense of ownership, they become active participants in driving change. Foster a culture of collaboration, innovation, and continuous learning, where employees feel encouraged to embrace new working methods.
3. Establish Priorities & Gain Alignment
Change initiatives often involve multiple moving parts and competing priorities. To ensure successful implementation, it is essential to establish clear priorities, gain alignment across the organization, and regularly evaluate progress to ensure that resources are allocated effectively and efforts are focused on the most impactful changes to achieve business results.
4. Provide Adequate Resources & Training
Change often requires acquiring new skills, knowledge, and tools. Ensure your team and other stakeholders have the necessary resources and training to adapt to the change. Identify any skill gaps and provide targeted training programs. Offer ongoing support to help individuals overcome challenges and develop the competencies required for the new environment. Equipping your team with the right tools and knowledge sets the stage for successful change implementation.
5. Monitor Progress & Celebrate Milestones
Change is a journey, and monitoring progress along the way is crucial. Establish key performance indicators (KPIs) to measure the impact of the change initiative. Regularly assess the outcomes and make necessary adjustments. Celebrate milestones and recognize the efforts and achievements of individuals and teams. Positive reinforcement reinforces the idea that change brings progress and encourages further engagement.
6. Address Resistance & Overcome Challenges
Change often faces resistance, and itâs essential to address it proactively. Identify potential sources of resistance and develop strategies to overcome them. Communicate the benefits of the change, address concerns, and provide support to those who may be struggling to adapt. Encourage a growth mindset and foster a culture that embraces change as an opportunity for growth and improvement.
7. Lead by Example
Your actions speak louder than words! Lead by example and demonstrate your commitment to change. Embrace new processes, technologies, and strategies yourself. Show enthusiasm and optimism, even in the face of obstacles. Your behavior and attitude will inspire others to follow suit. Be a role model for resilience, adaptability, and continuous growth, setting the tone for a change-ready organization.
Remember, change starts with you. Embrace change as an opportunity for growth and, together, you and your organization can thrive in an ever-evolving business landscape.
Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.
How do you manage change in your organization? Join the conversation inside Work It Daily’s Executive Program.
Sustainability is important in every aspect of life, including business. It’s no secret that sustainable business practices can increase efficiency, drive long-term success, and create a better future for all. How are you incorporating sustainability into your organization’s strategy, operations, and culture? How can you align environmental and social responsibility with business goals while making a positive impact on the planet and society?
We recently asked our leading executives for their advice on how to incorporate sustainability into an organization’s business practices.
Here are their responses…
Sustainability is more than a buzzword; itâs a business imperative. The world faces environmental and social crises, and consumers demand that companies take responsibility and action. For companies to stay competitive and relevant, they must commit to sustainability.
For example, the office manager at the NFL came down to my floor to discuss plastics with the department. We all were given an additional trash receptacle. One was for trash, and the other was for recycled plastics. City officials are working around New York City businesses to explain new initiatives the city is taking concerning recycling for the environment.
For every plastic water bottle found in the regular trash, there was a $100 fine to the NFL.
As a powerful platform for change, sports have an opportunity to be at the forefront of the global movement toward a more sustainable future.
League-Wide Fundraisers â sports leagues, teams, and athletes are developing creative ways to meet sustainability goals, such as One Tree Planted.
One Tree Planted is an environmental organization that partners with several sports organizations to support sustainability in sports. For example:
Consumers and company stakeholders value sustainability and expect businesses to care too. As consumers become increasingly aware of the impact of their everyday choices, they are looking for brands and products that do good for people and the planet.
More than 90% of global consumers surveyed say they want companies to address social and environmental issues.
Many NFL stadiums maintain that all food served to fans during the game comes in compostable containers.
The sports industry has a long way to go in sustainability, but the processes are in place to make this initiative a mainstay in current and future operations.
Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M – $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.
In today’s rapidly changing world, sustainability has become a key focus for businesses across industries. Gone are the days when profit was the sole metric of success. Consumers, employees, and stakeholders demand more from companies, urging them to embrace sustainable business practices. Here are some ways to incorporate sustainability into your business strategies and examples of companies leading the way.
Environmental Stewardship:
Consumers are drawn to companies that actively reduce their carbon footprint, conserve energy, and minimize waste. Companies like Patagonia have long been at the forefront of environmental stewardship. Patagonia uses recycled and organic materials in its products and actively advocates for environmental causes. It launched the “Worn Wear” program, encouraging customers to repair and reuse their clothing, reducing waste, and promoting a culture of sustainability. Patagonia’s founder recently donated the company worth $3 billion to fight climate change.
Meeting Consumer Expectations:
Today’s consumers are more informed and socially conscious than ever before. They seek brands that align with their values and support the causes they care about. Sustainable practices have become a key consideration for consumers when making purchasing decisions. Unilever has made sustainable practices a cornerstone of its business strategy. The company’s Sustainable Living Plan focuses on reducing its environmental impact, enhancing social equity, and improving health and well-being. Unilever’s commitment to sustainability resonates with consumers, boosting its brands like Dove and Ben & Jerry’s, known for their ethical and socially responsible initiatives. By integrating sustainability into their business operations, companies can attract and retain customers who prioritize ethical consumption.
Enhancing Brand Reputation:
Sustainability is no longer an optional add-on for businesses; it has become a critical component of brand reputation management. Telsa has revolutionized the automotive industry with its commitment to sustainability. By developing innovative electric vehicles that reduce greenhouse gas emissions, Tesla has built a strong brand reputation as a pioneer in clean transportation. The company’s dedication to sustainability has attracted a loyal customer base and positioned it as a leader in transitioning to a low-carbon future. In a competitive market, a strong brand reputation can be a significant differentiator and a catalyst for growth.
Cost Savings and Efficiency:
Contrary to popular belief, sustainable practices can lead to cost savings and increased operational efficiency. Companies can cut expenses, improve their bottom line, adopt energy-efficient technologies, optimize supply chains, and reduce waste. IKEA, the global furniture retailer, has integrated sustainability into its operations to achieve cost savings and efficiency. The company has invested in renewable energy sources, such as solar and wind power, to reduce its carbon footprint. Additionally, IKEA focuses on designing products that are durable, recyclable, and made from sustainable materials. These practices align with the company’s values and drive operational efficiency and cost savings. Embracing sustainability benefits the planet and drives business success in the long run.
Regulatory Compliance and Risk Mitigation:
Adopting a proactive approach to sustainability minimizes business risks and creates a resilient foundation for future growth. Walmart has made significant strides in integrating sustainability into its business practices to ensure regulatory compliance and mitigate risks. The company has implemented various sustainability initiatives, such as reducing greenhouse gas emissions, improving energy efficiency, and promoting responsible sourcing. Walmart aims to operate with 100% renewable energy and actively engages with suppliers to improve sustainability throughout its supply chain. By prioritizing sustainability, Walmart meets regulatory requirements and reduces potential risks associated with environmental and social issues, enhancing its long-term resilience and reputation. Walmart’s commitment to sustainability has influenced the entire retail industry, encouraging other companies to follow suit and embrace sustainable practices to meet regulatory standards and mitigate associated risks.
Sustainable business practices are no longer a mere option; they have become imperatives for companies aiming to thrive in todayâs world.
Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.
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Perhaps the most intimidating aspect of leadership is knowing that, in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
As a new manager, the implementation of a positive work environment will not only yield great results from your team members but will help you build confidence in your leadership skills.
To help you excel in your new position, here are five tips that will transform your new job from a daunting uphill battle into an exciting opportunity:
Clear communication is an important part of any successful relationship, and the relationship between leader and team member is no different.
Express your ideas clearly, making sure employees understand what you’re asking of them. Create a conversation-friendly environment, and give employees the freedom to express their thoughts and concerns. Team members are more willing to trust a leader with whom they are able to openly communicate.
Want to learn more about your communication style in the workplace? This free quiz will help you out.
Encourage creativity by allowing team members to be wrong.
Making mistakes is an inherent part of the creative process. If employees know they won’t be punished for coming up with an atypical idea or solution, they will be inspired to think outside the box and take more chances, leading to the creation of better, more innovative ideas.
Express your exceptional and positive vision for the future.
A leader with a plan is the easiest leader to follow. Once aware of the team’s goal, each member will strive to do his/her part to aid in the completion of the objective, thus ensuring not only the motivation of each individual but the unification of your team as well.
Share your passion for your work with your team members.
If a leader is enthusiastic and believes in the work, while recognizing the hurdles that the team will encounter, employees will continue to do the same.
This is especially true in an environment rife with obstacles and results that aren’t easily quantifiable, such as a school. As a principal, the constant reiteration of a strong belief in the school’s role in impacting the lives of young people can both unite and inspire the school’s faculty and staff, even when faced with challenges.
Identify your strengths and weaknesses.
One helpful approach to this is feedback analysis, as outlined by Peter Drucker in “Managing Oneself” in the Harvard Business Review. Feedback analysis consists of writing down your expectations after making an important decision and, after nine or 12 months have passed, comparing what actually happened with your expectations.
This helps leaders pinpoint exactly where they excelled and where they fell short, so they can improve upon their shortcomings in the future.
Devising an effective leadership strategy is an incredibly intimidating yet important part of being a new manager. By following these tips, you’ll be able to stop obsessing over your efficacy as a leader and focus on the team’s collective success.
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This article was originally published at an earlier date.
As a job seeker, the questions you ask in a job interview are as important as your answers to the questions you get asked. Why is that? Well, the quality of the questions you ask shows how much research you’ve done, how interested you are in the opportunity, and how knowledgeable you are about the job.
But of all the questions you can ask, there’s one last question you should ask before you close out any job interview…
@j.t.odonnell 1 Question To Ask It The End Of EVERY Job Interview! ðª#interviewquestions #interviewtips #interviewtipsandtricks #interview #interviewprep #interviewskills ⬠original sound – J.T. O’Donnell
At the end of every job interview, ask the hiring manager what the next steps are in the interview process. This is the best question to ask at the end of a job interview (one you don’t want to forget to ask) because you don’t want to leave the interview wondering when you will hear from them.
Knowing the answer to this question will also help you figure out how many other people are being interviewed and when it is okay for you to follow up.
Here’s an example of what asking this question could look like…
You: “Can you tell me the next steps in the process?”
Hiring Manager: “You’re the first of five interviews and we are going to be doing this for the next three weeks.”
You: “Fabulous. Would it be okay then for me to proactively follow up with you in one business week to see where everything is?”
Hiring Manager: “I think it would be best to give us two weeks before following up.”
Now you have a better idea of where they are in the interview process and when you will be able to contact them.
Why is this important? Well, I work with a lot of job seekers who forget to ask this question at the end of a job interview and they’re left sitting in limbo, not knowing what to do. They’re in paralysis because they’re waiting to hear from the hiring manager, but they don’t know when that will be.
When you ask, “What are the next steps in the interview process?” at the end of a job interview, you know exactly when you’re going to hear from the employer and when you can follow up. And that means you can get back to looking for more jobs because you should never be job-crushing. You should never be waiting around on one job. You should be looking for plenty of other job opportunities just in case the current opportunity falls through.
So, don’t forget to ask this question at the end of your next job interview. You’ll not only impress the hiring manager but also help yourself out in the days following the interview.
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