Is that the same radio show on two stations?

This past weekend, I was driving in my car and listening to the radio. While I was in the process of changing stations, I thought I heard the same voices on two different stations. So, I toggled back and forth between the two stations a few times just to be sure - and lo and behold, my ears had not deceived me. I had definitely heard the same two voices: the same radio show host and her caller. There had been a two or three second delay in the conversation on the second station, but the topic of discussion was the same, which confirmed that I was listening to the same show. So, I wondered, why would the same program broadcast live on two different radio stations at the same time in the same market?

The radio program was a cooking show that is heard Saturday and Sunday mornings in Los Angeles, California. The odd thing is that, from 12 noon to 1pm on both days, the show is heard on two unaffiliated stations. In fact, the stations are competitors - they don't broadcast sports, rock, country, jazz, hip hop, easy listening, or religion. They both broadcast breaking news, traffic, weather, sports, and a recap of the news. But on weekends, when there is less interest in traffic jams and approaching weather systems, it would appear that there is an abundance of available listening time.

While I don’t spend much time listening to the radio except when in my car, I wonder what advertisers must think about this sticky situation. If I were an advertiser and allocated a chunk of my advertising budget to support the program on one station, would I be upset if listeners tuned into the show on the other station to avoid listening to my ads? Would I be annoyed if the pricing were less for advertisers on the other station? And lastly, would I be upset if famous radio personalities provided voiceovers to promote competitor products or services during the program on the other station?

Since I have never heard one program broadcast on two competing stations at the same time in the same city, as a marketing expert, this situation really struck me as odd. I can only hope that advertisers are offered an inexpensive ad rate or options to advertise on both stations. Otherwise, they should pull all of their ad dollars from this program - and not confuse listeners.

To quote the motto of a famous department store, "Be everywhere, do everything, and never fail to astonish the customer." As one listener of this radio show on two stations and a potential customer of all the advertisers, I was astonished but not in a good way. (P.S. Thanks, Macy's.)

Tactics for Welcoming New Employees, Increasing Productivity and Developing Effective Leaders

Please welcome Ron Thomas to my blog. Ron is a Principal at StrategyFocusedHR, a strategic human resources consultancy based in New York City, and he previously served in senior-level HR roles with Martha Stewart Living and IBM. He was recently named to the “Top 25 HR Influencers for 2011” by HR Examiner, and his work has been featured in Inc. Magazine, The Wall Street Journal, Workforce Management, Chief Learning Officer Magazine, and Crain's New York Business. He is also a contributing author for a new book entitled, Creative Onboarding Program by Doris Sims. Ron serves on the Expert Advisory Panel on Talent Management Strategy at the Human Capital Institute, is a member of McKinsey's Quarterly Online Executive Panel, and was named to the HR Hall of Fame by HR Network of New York. Ron and I recently discussed a variety of personnel and leadership topics, and I would like to share some of Ron’s insights. For more about Ron, visit his blog and follow him on Twitter.

What are the best onboarding (organizational socialization) strategies to welcome new employees?

RON THOMAS: Here are my strategies:

• Make a connection from the first contact with the prospective employee – and maintain it throughout the entire recruiting process, and once the employee is hired, use the onboarding session to talk about your culture, standards, mission, and values.
• Use the onboarding session as an opportunity to convey to the employee that he/she made the right decision in joining your company.
• Train all hiring managers so that they pick up the baton following the orientation/onboarding session and welcome the new employee into their department.
• Include employees who recently completed the onboarding process to stop by.
• Schedule a special lunch for the new employee on his/her first day.
• Make sure that everything is ready for the new employee including a desk, computer, phone, supplies, employee contact list, etc.
• Provide an introduction to all team members.
• Set up a mentor within the department to make the transition smooth.
• Arrange a department lunch for sometime during the first week or two.
  
• A timeline should be built into the first year of the employee’s tenure to periodically check the pulse of his/her work progress.
• Describe the company’s outings and community involvement opportunities.
• Describe the company’s corporate social responsibilities (CSR) initiatives.

Should management tailor its tactics to fit the personalities of its employees or the other way around?

RON THOMAS: Management should tailor its efforts around engaging the employee base. Managers should recognize that they are in the business of growing people toward their potential. If a leader truly believes that people are an organization’s greatest asset, then he/she is on the way toward creating an engaged workforce.

What are your five tips for increasing workplace productivity?

RON THOMAS: Here are my top five tips:

• Develop good listening habits.
• Create an open environment and connect with employees.
• Develop a transparent approach to one’s leadership style and keep employees fully in the loop at all times.
• Develop an atmosphere that is collaborative.
• Create a “we are all in this together” atmosphere.

How have mobile tablets and smartphones changed the business landscape and helped or hampered productivity?

RON THOMAS: Mobile phones/tablets have changed the dynamic of certain functions within organizations. Doctors and medical personnel can use a tablet not only for demonstration, but patient history, prescriptions, and authorizations. Salespeople can flip through entire product catalogs and showcase demonstration videos at their fingertips. Training departments can become mobile with YouTube demonstrations and mobile webinars. Thanks to social media, those who cannot attend events (workshops, seminars, tradeshow keynote presentations) in person can “attend” on Twitter and watch the constant stream of Tweets – and also comment.

What are the five most important qualities of a good leader?

RON THOMAS: Here are my top five:

• Be authentic.
• Be self-aware.
• Strive for transparency.
• Be collaborative.
• Believe that people are an asset to your organization – and demonstrate that belief by your actions.

The Importance of Corporate Culture, Brand Ambassadors, and Believing in Your Employees

Please welcome William Powell to my blog. William is a candid, witty, and passionate professional who is known for his work over the last decade as an advisor for leadership development, organizational culture development, and employee engagement. He is known internationally by for-profits, non-profits, and individuals for his valuable insights not only in the area of self-leadership, but also as a valued consultant, dynamic speaker, and trusted coach. Bottom line, William Powell knows leadership and how to do it well. We recently discussed a variety of leadership topics, and I would like to share William’s compelling observations. For more about William, visit his blog and follow him on Twitter.

HOW CAN A LEADER (CEO, PRESIDENT, CHAIRMAN, ETC.) CREATE A CORPORATE CULTURE?

WILLIAM POWELL: One of the most important things in creating a healthy culture is to start with the values that will support the culture you want. Culture is based on behavior, behavior is driven by decisions, and decisions are governed by values. You can't micro-manage a culture. It must be organic and natural.

Starting with values will easily provide clarity for vision and then mission. Most companies already have a vision and mission, but if a company doesn't create the desired culture, it’s pretty much pointless. It's a mixed message and not only will the culture not happen, but there will be even less employee engagement. Vision and culture must match, and if you begin with values, it minimizes the chance of having culture and vision fight against one another.

WHO DO YOU THINK ARE THE 5 STAND-OUT CEO’S IN CORPORATE AMERICA TODAY, AND WHY?

WILLIAM POWELL: Tony Hseih, CEO of Zappos: Tony has redefined business for the 21st century. He has set a precedent of customer service and employee engagement that has quickly become the new standard for market industry leaders. Through his workshops and training programs, Tony continues to support the development of other leaders.

Douglas Conant, CEO of Campbell Soup Company: Douglas and his executive team have decided to make their employee engagement efforts “world-class,” in his own words. He has seen the measurable difference in their bottom line by enabling leaders throughout the organization to improve the emotional commitment from their teams.

James Quigley, CEO of Deloitte: Jim is a passionate leader who models and advocates mutual trust between employees and leadership. He encourages members of the leadership team within his organization to respect their people, help employees find their authentic voice and leadership style, and to demonstrate a genuine advocacy for their professional development.

John Noseworthy M.D., CEO of The Mayo Clinic: John has found an amazing way to protect the confidentiality of patients while simultaneously embracing social media in the area of health care. Recently, The Mayo Clinic has begun allowing patients to post their stories on the clinic’s blog. This allows Mayo Clinic customers/patients to have a voice, evangelize the Mayo Clinic brand, and advertise simultaneously.

Brian Dunn, CEO of Best Buy: Brian is focused on creating a fun and inspiring workplace while still maintaining sustainable solutions. He doesn’t buy into the pressure of Wall Street because he has a different view of Wall Street’s purpose. In his words, “Wall Street doesn’t care what a company is doing unless it is a means to a better outcome. Best Buy believes that its sustainability strategy will lead to a better outcome.”

HOW CAN A LEADER ENCOURAGE HIS/HER EMPLOYEES TO BECOME BRAND AMBASSADORS, AND WHICH COMPANIES HAVE SUCCESSFULLY ACCOMPLISHED THIS?

WILLIAM POWELL: In short, position your brand in a way that allows the employees to emotionally connect with it. What does the brand mean to the employee? Does that brand represent a place that is the bane of their existence that they tolerate in order to get a paycheck? Is it a place where they stay because it’s familiar even if they don’t feel very valued there? The lower the level of employee engagement, the lower the chance of an employee being a brand ambassador.

If your brand represents an organization that cares about people and values their voice and contributions, then people will be quick to share that brand with others. There’s a reason that the people at Zappos, who are incidentally being paid similar to other call centers, love their brand. Just look at Apple, Zappos, Southwest, and Google.

WHAT IS THE ONE MISTAKE YOU FIND LEADERS MAKE THE MOST?

WILLIAM POWELL: A too-common mistake made by leaders is viewing leadership as external to the “team.” One of the things I consistently see being done poorly is the erroneous perception that being the leader somehow excludes someone from the team. Being a leader is still being a member of the team – just with different responsibilities. When a leader begins to view him/her as external to the team or work group, his/her behavior changes and those who are “led” will pick up on it immediately. An atmosphere of distrust develops and slowly erodes productivity. Usually the problems remain hidden until they fester into a giant mess – and no one knows where to begin to fix the mess. It either devolves into a command and control leadership style or one with little-to-no accountability, because no one has the courage to point out the 300-pound gorilla in the room.

WHAT IS YOUR LEAST FAVORITE LEADERSHIP BUZZWORD?

WILLIAM POWELL: My least favorite leadership buzzword is “tolerance” because it implies judgment. There is this sense of “My opinion/way/idea is superior or better than yours, but since I am the leader and try to promote a good atmosphere, I will tolerate your inferior thoughts.” I believe the word “acceptance” is much more appropriate. I can disagree with the premise of what someone may say or do but still accept him/her and his/her actions. No judgment, just acknowledging the differences and choosing to accept things as they are. Some may scream semantics, but I think there’s more to it than that.

WHAT FIVE LEADERSHIP BOOKS DO YOU CONSIDER MUST-READS?

WILLIAM POWELL: What, I only get to pick 5? Well, if I must...

It’s so common for leaders to read only leadership books, but leadership requires so much more than just a focus on leadership. What I mean is that having influence with others is important, but so is creating an environment that allows others to flourish with their gifts and talents. I can influence people all day long and never give them the opportunity to be who they were created to be. That being said, here is my list...

1. The Orange Revolution, How One Great Team Can Transform An Entire Organization by Adrian Gostick & Chester Elton

2. As One, Individual Action Collective Power by Mehrad Baghai & James Quigley (CEO of Deloitte)

3. The Power Of Positive Deviance, How Unlikely Innovators Solve The World's Toughest Problems by Richard Pascale, Jerry Sternin & Monique Sternin

4. Start With Why, How Great Leaders Inspire Everyone To Take Action by Simon Sinek

5. Personal Ecology, Self Management and The Art Of Cultivating Healthy Relationships by William Powell

WHY ARE SO MANY CEO’S AFRAID OF SOCIAL MEDIA?

WILLIAM POWELL: Two easy answers: fear and ignorance. Nothing is more frightening than having the wrong news go out at the wrong time and then spending time and money cleaning up a PR nightmare. If you’re a CEO, you probably just got a cold chill down your back. Relax! We hear of a news story where an employee put the organization in a very compromising situation and we freak out. How often do we hear about those...once every 3 months? Once every two months? Once a month? You have a better chance at winning the lottery than having to deal with some rogue employee - who thinks he is acting on behalf of the company when he is most definitely not. But here’s the key: your organization hired employees – so start trusting them. If you don’t feel you can trust them, you may want to re-think your recruiting process!

Does drama impact your workplace?

Some words can cause drama just by thinking about them or by speaking them out loud in a crowded conference room: change agent, transformation, workplace dynamics, boundaries, power struggles, and attitude. Motivational speaker and communications expert Marlene Chism turns these words inside out in her book, Stop Workplace Drama – Train Your Team to Have No Complaints, No Excuses, and No Regrets. Chism explains why drama is so pervasive in the workplace but also offers insights how to eliminate it.

After informing readers about the difference between two simple statements: “the drama is the situation” versus “your drama is how you react to it,” Chism empowers readers with an appropriate quote: “The one with clarity navigates the ship.” While you may not be able to change a fellow employee’s behavior or put an end to someone’s annoying complaints, you possess the power to change your reaction, your behavior, and how you move forward with your projects and, let’s face it, your life.

According to Chism, “all drama has one thing in common: a lack of clarity.” This lack of clarity can be found in the following situations:

• Constantly changing directions
• Conflicting desires that hamper productivity
• Confusion
• Not knowing who the boss is
• Failing to enforce the rules
• Instability
• Insubordination
• Incongruent behavior
• Constant misunderstandings
• Lack of boundaries
• Resentment
• People pleasing and manipulation
• Analysis paralysis
• Waiting for everyone to understand and agree

On the other hand, clarity can result in improved productivity, project completion, and motivated employees. So the question is, why waste so much time hiding the clarity and allowing workplace drama to fester?

To learn more, visit: www.MarleneChism.com & www.StopWorkplaceDrama.com

Read Marlene’s Blog: http://stopworkplacedrama.com/blog

Connect with Marlene on Twitter: http://twitter.com/stopyourdrama

Connect with Marlene on Facebook:

http://www.facebook.com/marlenechism

Connect with Marlene on YouTube:

http://www.youtube.com/user/MarleneChism

When you’re on the road, do you notice RED CARS?

Author, innovator, and workplace dynamics coach Laura Goodrich thinks everyone can be more successful in the workplace if they just focus on “seeing red cars.” Does this sound like weird advice? If you read her manifesto, “Seeing Red Cars – Think It, See It, Do It,” you will learn how to “drive yourself, your team, and your organization to a positive future.”

Consider this scenario: how many times have you been in a meeting with co-workers, supervisors, subordinates, members of other departments, and after someone assigned you a task, you thought: I can’t do that – how many times? You have an internal discussion with yourself and begin to list the reasons why you cannot accomplish the project: not if I have to work with the people on my team, not without more resources, not without a larger budget, not without a different deadline, etc. Based on Laura Goodrich’s vast research, a myriad of examples, and yes, even your (the reader’s) real-life examples, we tend to focus on “what we don’t want” which leads to unwanted results.

Now, instead of the first response, consider this alternative: If I focus on my strengths, I can accomplish the assigned task. With this mindset, you can build a positive future for your team and entire organization. Try the “Seeing Red Cars” mentality – if you think about red cars on the road, you immediately start seeing them all over: one parked by the mailbox, one making a left turn at the corner, one leaving the drive-thru at McDonalds. You begin to wonder, does everyone have a red car? The answer is no, but you are noticing red cars because you are focused on red cars. Now, imagine how different your workplace would be if all employees focused their energies in a positive manner. Results would dramatically change: product launches would happen quicker, deadlines would be met with less resistance, opposing departments would no longer complain about working together.

Which of the following two team members would you want to work with?

Choice 1: Does anyone really say this? Sadly, too many employees speak or behave like this uninspired example.

“What I want is to engage in a conversation and say something offensive so that the other person says something that is equally or even more offensive. I’ll then respond in kind and storm away from the conversation steaming mad.”

Choice 2: Here’s an example of the Seeing Red Cars mentality:

“I want to effectively manage conversations so that I bring out the best in others and create trusted and open conversation.”

As Laura Goodrich says, “In situations large and small, it comes down to intention and actions. It takes discipline, but it really works. It’s simple, but not easy.” So, try looking for red cars, and you just might witness impressive changes in your workplace.

For more about Seeing Red Cars:

www.seeingredcarsbook.com

Read some Seeing Red Cars hero stories:

http://www.onimpactproductions.com/hero_stories.html

Follow Seeing Red Cars on Twitter:

http://twitter.com/SeeingRedCars

Follow Laura on Twitter:

http://twitter.com/lauragoodrich

Follow Laura on YouTube:

http://www.youtube.com/user/SeeingRedCars

Connect with Laura on Facebook:

http://www.facebook.com/LauraGoodrichOnImpact

Listen to Laura on BlogTalkRadio:

http://www.blogtalkradio.com/laura-goodrich

Aflac Gets the Last Quack – A Social Media Success Story

We’ve all heard the story: a celebrity tweeted something ugly about the tsunami and earthquake disaster in Japan and was fired. But this wasn’t just any celebrity – it was the very recognizable voice of an incredibly well-known brand, Aflac. The duck is an embodiment of the brand – from the company’s marketing flyers provided to prospective customers to plush ducks given to new customers and successful agents to TV ads to print ads to social media sites to the corporate website.

But when the firing happened, Aflac didn’t blink. The company took a stand and moved forward in a positive manner. It combined the power and reach of social media with the importance of marketing. It launched a campaign to find a new voice for the famous duck. The campaign featured Aflac’s Facebook page and the company’s main website – and the entire ad community took notice.

While the next voice for Aflac’s duck may be someone famous or not-yet-famous, we can thank Aflac for using social media to generate positive buzz around a fun campaign and for continuing the conversation about a product we don’t spend a lot of time talking about: insurance. As a result, there is no doubt who has the last quack in this story.

The Importance of Training, Customer Connections & Leadership

Please welcome Eric Jacobson to my blog. Eric has more than a quarter-century of experience in successfully leading employees and teams through periods of revenue growth, new product development, and re-engineering. He is an experienced mentor and coach and holds an MBA Degree from Keller Graduate School. Eric’s passion is helping individuals to become effective leaders at work, within organizations, and wherever they are called upon to lead and inspire. Eric and I recently discussed a number of important business topics, and I would like to share Eric’s insights. For more about Eric, visit his blog and follow him on Twitter.

HOW DO YOU CREATE AN EFFECTIVE CORPORATE CULTURE?

ERIC JACOBSON: Fortunately, for most of my career, I have worked in effective corporate cultures. But if I put together the best of each, here is what made those environments effective:

• Leaders led by example on a consistent basis and were willing to roll up their sleeves, particularly during tight deadlines or challenging times.
• Employees clearly understood how what they did made a difference and how their contributions made the organization either more profitable or more effective.
• The workforce included a blend of long-term employees with a rich company, product/service, and customer history, employees who had been at the company for five-to-seven years, and then new hires with a fresh perspective and keen sense of new technologies and techniques. That blend worked best when the mix included virtually all A-players.
• Top managers had a clear, realistic, and strategic vision for how the company would grow and compete in the marketplace.
• Employees were challenged and rewarded through growth opportunities, education and training, and pay increases.
• Leaders provided opportunities for the company and employees to give back to the community. Sometimes it was through company-organized volunteer projects, and other times, it was by encouraging (and rewarding) employees to volunteer on their own time.
• A group of employees served on an activities committee with as little top management influence or interference as possible to plan monthly team-building, networking, educational, and charitable activities. This grassroots approach helped ensure that the culture was shaped and influenced by employees and not just by top management. In this way, employees owned the culture as much as the management teams did.

HOW IMPORTANT IS TRAINING FOR A BUSINESS?

ERIC JACOBSON: Training is vital, and sadly, most companies do not provide enough training for their employees. My experience tells me that typical employees know only a fraction of what they can do in Excel or PowerPoint for example. Also, too often, employees lack enough training on their company’s new products or services, or about their customer base and competitors. My recommendations are to find power users of Excel and PowerPoint and have them lead a training “Lunch & Learn” session where co-workers bring sack lunches and spend an hour learning new ways to use these software tools. You can also use the “Lunch & Learn” format as a forum for your salespeople to share with employees what they are hearing from your customers or about your competitors. Another idea is to devote a half-day when employees team with co-workers from various departments to learn more about your customers, products, and services. “Lunch & Learns” and forums for power users and sharing information don’t involve out-of-pocket expenses. They do require devoting time for training. But, the time spent will be well worth it and felt throughout the entire organization.

WHAT ARE THE BEST WAYS TO CONNECT WITH YOUR CUSTOMERS?

ERIC JACOBSON: Whenever possible, connect with your customers face-to-face: visit with them at their locations, engage with them at networking events and tradeshows. Be sure your salespeople are asking your customers why they bought from your company and what other products and/or services they would like to see your company provide. Ask your former or lost customers why they left you. Use surveys (mailed or via online tools, such as, SurveyMonkey) to ask your customers quantitative and qualitative questions. Engage your customers in a dialogue via social media, particularly via your company’s Facebook page or YouTube channel. Make it easy for your customers to tell your story in their words via social media.

WHAT ARE THE FIVE MOST IMPORTANT TRAITS OF A GOOD LEADER AND WHY?

ERIC JACOBSON: Wow, selecting only five is tough – especially since I asked a similar question in a LinkedIn group discussion and group members offered nearly 100 different adjectives to describe an effective leader. But for me, the five most important traits are:

• Good communicator: That means effectively communicating timely and consistent messages during good and bad times, and knowing how and when to be a good listener. Communicating is critical. Employees must hear from their leaders, and, hearing from their leaders in person vs. email and written memos is much more effective.
• Being a servant leader: Put your employees and your company first. A top manager who makes self-serving decisions will lack followers and bring the company down.
• Adaptable: Today, more than ever, a leader needs to be able to adapt. That means being able to adapt to competitive and industry situations. It also means being willing to change your decisions if new information or circumstances warrant the change.
• Decisive: Leaders who are not decisive and who cannot make a decision will spin their organization into a frozen state where employees are unmotivated, discouraged, and frustrated.
• Motivating: Smart, decisive, engaging, tough yet fair, personable, and encouraging leaders are motivating. These leaders motivate employees to deliver their best for their leaders and their companies.

WHAT ARE CRITICAL ITEMS TO CONSIDER AND COMPLETE BEFORE STARTING A NEW BUSINESS?

ERIC JACOBSON: Before you start a new business, you must ask yourself:

• Is there a true need for my product or service?
• What is the competitive environment and how will my product or service be unique or different or better?
• Will my location (or accessibility online) be convenient and easy to get to for my customers?
• Do I have adequate funding to support my business, particularly during the ramp-up period that could last a year or more?
• Do I have the stamina to start a new business and work hard even if it means months of extended work hour days, loss of weekends, lack of vacations, and limited personal time?
• Will my family and social life withstand my commitment to my new business?
• Will the name of my business be easy to spell, suitable for print on online, and memorable?
• Am I a risk taker?
• Am I humble enough to ask for help, especially if I am not an expert in marketing or accounting?
• Do I hire well? Do I have the skills, ability, and resources to hire people who will share my same vision, work ethic, and commitment to the business?
• Do I have an exit plan? Do I know how to handle exiting from the business should it fail or, ideally, should it become so successful that I will be able to sell it?
• Do I have a business plan? Even if one is not necessary for a bank, funders or lenders, it will force you to address many important issues. Writing the plan, which could take two to six weeks of working on it nearly every day, will force you to think of all aspects of your business and will require you to address tough questions you will likely not ask without the discipline of writing a plan. Perhaps most critical in your plan will be the sections on: competition, marketing, and financial projects.

WHAT COMPANIES DO YOU ADMIRE FOR THEIR OVERALL LEADERSHIP AND CUSTOMER SERVICE?

ERIC JACOBSON: I admire the following four companies: Southwest Airlines, Marriott, Whole Foods, and Amazon. Each has leaders that are both employee and customer focused. Each makes it easy to do business with them and creates a relationship with you so that you want to do business with them over and over. Each has employees that seem to enjoy their jobs and are proud to be part of their respective company. We can learn much from these companies.