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Why Your Company Wants SLOP…

Why Your Company Wants SLOP… | digitalNow | Scoop.it

You want SLOP

What is SLOP? SLOP is something statisticians use to describe a sample that suffers from Self-Selection Bias. A sample suffering from such bias is termed a self-selecting opinion poll or “SLOP”. While SLOP can be a bad thing for statisticians I think it’s a good thing for your company.

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
Curated by Don Dea
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Projecting confidence: Here are 5 words and phrases to avoid

Projecting confidence: Here are 5 words and phrases to avoid | digitalNow | Scoop.it
Avoid: Filler words

Noise words, including “umm,” “uh” and “like” indicate you're not exactly sure what you're going to say next, which makes you sound less confident. Often, they are perceived as someone stalling for time, or worse, attempting to “hold the floor” and prevent others from talking while they scramble for what to say.
Instead: Ask and listen

The art of being a confident communicator begins with listening. Instead of thinking about what you're going to say next, truly listen to what the other person is saying, take a moment to consider their ideas and then formulate a clear and confident response. Ask questions in meetings to encourage more detail, different angles or another idea. Listen to the answers and then speak. Your response will be better informed, tighter and more confident, not to mention more appreciated by those whose input you sought.
Avoid: Weak words

“Usually,” “sometimes” and “probably” are weak words in a professional context. It tells the audience you're not certain what you're saying is true and are hedging your bets, just in case you're wrong.
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You Need to Know This New, Pioneering Approach to CRM 

You Need to Know This New, Pioneering Approach to CRM  | digitalNow | Scoop.it

We need to stop looking backwards, understand what jobs customers are attempting to get done, and define the metrics they use to measure their success; not your company’s success. You will never predict the latter until you understand the former. CRM solutions will never achieve their rightful place in history until they help us do it.

With such a system, and common language, we can then focus on successfully integrating…

Strategy — Defining markets around people trying to get a job done, and determining winning concepts for these markets
Design — Culling requirements that satisfy unmet needs in the market which drive concept designs that are guaranteed to succeed
Build — Ensuring that the product and long-term roadmap trace back to marketing understanding and the evolution of customer needs: from unmet, to met, avoiding overmet. Yea, and all that testing and QA stuff.
Demand -Using the language and understanding of unmet needs an offering solves and educating the market to drive demand (Marketing)
Revenue — Accelerating the demand and converting it into revenue efficiently; e.g. without introducing erroneous or conflicting language (Sales)
Experience — Extending the system to address customer interaction needs during the life-stages involved in owning a solution; including customer support
Efficiency — Once an enterprise has been organized around a market (or markets) comprised of certain customers and the jobs they are trying to get done, optimization of the integration between functional groups can ensue.
That last one is where the vendors need to rethink things because CRM platforms will not look like contact managers anymore (and they still do!). Today we focus on functional efficiencies first, cross-functional efficiency next, and overall effectiveness never!
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Are You Asking Customers Too Many Questions? Try Just Two 

Are You Asking Customers Too Many Questions? Try Just Two  | digitalNow | Scoop.it
Annual customer surveys are the most popular ways of collecting customer feedback. These relationship surveys are typically used by business leaders to help make better strategic decisions. To help make these decisions, these leaders need three key pieces of information that these surveys provide:

Current level of customer satisfaction – Surveys provide an index or metric that represents the level of satisfaction of your customer base. Before you start your company’s journey of self-improvements, you need to know how satisfied your customers are today. This metric can be used in any analytics efforts to study customer satisfaction.
Context of customer satisfaction – Surveys provide context for the responses. It’s important to understand your brand in the context of your customers’ experiences. How customers describe the company or their problems helps highlight the underlying conditions that drive their satisfaction and dissatisfaction and could generate improvement ideas.
Key drivers of customer satisfaction – Surveys identify the key drivers of satisfaction. When you invest in your company, you want to optimize the ROI by first improving business processes that reflect key drivers. Target improvements in areas that matter most to customers.
Comparing Two Survey Methods
I will examine two survey methods to compare the outcomes on the three criteria above. The first survey method is the traditional survey that contains 20+ questions, including loyalty questions, several CX questions and open-ended questions. The second survey method contains only two open-ended questions.

1. Traditional Survey (13 questions): The survey contains 3 loyalty questions: Overall satisfaction, Likelihood to recommend and Likelihood to buy again (0 to 10 rating scale). Also, the survey contains 10 CX questions that cover various customer touch points (e.g., product quality, technical support, ease of doing business) (0 to 10 rating scale).

2. New Survey (2 questions): The survey contains the following two open-ended questions.

What one word best describes Company Name?
If you were in charge of Company Name, what improvements, if any, would you make?
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The hidden toll of workplace incivility 

Whatever the underlying causes, the costs of incivility rise as employee stress levels increase. Among the problem areas are the following:

Workplace performance. Nearly everybody who experiences workplace incivility somehow settles the score—with their offender and the organization. Of the nearly 800 managers and employees across 17 industries that I polled with Christine Pearson, a professor at the Thunderbird School of Global Management, those who didn’t feel respected performed worse. Forty-seven percent of those who were treated poorly deliberately decreased the time spent at work, and 38 percent said they intentionally decreased the quality of their work. Not surprisingly, 66 percent admitted their performance declined and 78 percent said their commitment to the organization had declined. Part of the performance penalty is related to how employees internalize stress levels. Eighty percent lost work time worrying about the incident, and 63 percent lost work time in their effort to avoid the offender.
Employee turnover. Many losses go undetected when employees leave the organization. Typically those who quit in response to an experience of bad behavior don’t tell their employers why. Turnover costs add up quickly: an estimated twice an employee’s annual salary in the case of high-level employees.2 In our survey, of those treated poorly 12 percent said they had left their job because of the uncivil treatment.
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Culture for a digital age 

Too often, management writers talk about risk in broad-brush terms, suggesting that if executives simply encourage experimentation and don’t punish failure, everything will take care of itself. But risk and failure profoundly challenge us as human beings. As Ed Catmull of Pixar said in a 2016 McKinsey Quarterly interview, “One of the things about failure is that it’s asymmetrical with respect to time. When you look back and see failure, you say, ‘It made me what I am!’ But looking forward, you think, ‘I don’t know what is going to happen and I don’t want to fail.’ The difficulty is that when you’re running an experiment, it’s forward looking. We have to try extra hard to make it safe to fail.”
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Top Performers Spend Time Doing the Right Things

Top Performers Spend Time Doing the Right Things | digitalNow | Scoop.it
While it may sound like a bit of a cliché, the most productive and effective employees don't necessarily work brutal hours. They're just good at working smarter, not harder, according to a recent survey from VitalSmarts. The survey distinguishes employees who are considered skilled at "Getting Things Done (GTD)," which was the subject of the book, Getting Things Done: The Art of Stress-Free Productivity by David Allen, an executive coach and management consultant. For the purposes of the VitalSmarts research, GTD top performers are individuals who excel at organization, attention to detail, time management, focus and punctuality, as well as other efficiency-boosting traits. They also avoid excessive multitasking and are seldom accused of being "messy desk" people. "Productivity is more than just being busy," said Justin Hale, a VitalSmarts co-researcher for the study. "Employees who learn to manage their workload quickly and efficiently don't just get more done, they get more of the right things done. They stop carrying the weight and anxiety of work, and free up their time and mental capacity for new and better ideas. It's a win-win for both the individual and the business." Nearly 2,000 managers and employees took part in the research.
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4 Requirements for Linking CX to ROI 

4 Requirements for Linking CX to ROI  | digitalNow | Scoop.it
You marketers don’t understand that personalized engagement post-sale is valuable for the customer and… forges strong ties with your company that serve as a ‘grace account’ upon which to draw when there is the almost-certain problem or outreach from competition.”

Chris Hull, Chief Merchandising Officer at the iconic American luxury lifestyle brand Shinola, puts it this way, “Consumers are looking for meaningful experiences that differentiate one brand from another. One way we do this is by designing our stores to engage the five senses:

Sight – see team members build bicycles or do personalized embossing;
Sound – a warm welcome and vinyl playing on our Runwell Turntable;
Touch – well-crafted products, such as watches and leather bags;
Taste – a complimentary bottle of Shinola Cola;
Smell – the smell from our Shinola candles lit throughout the store.
This is all part of conveying our distinctive handcrafted products and has resulted in higher engagement, satisfaction, and conversion rates.”

With this in mind, here are four factors that will help you link CX to improved ROI:

1. CX strategies must align with consumer demands

Too often sales strategies are spray painted to look like CX strategies. However, customers are smart and know the difference between sales pitches posing as engagement and true CX. They resent when marketers think that customers are too naïve to know the difference.
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Teach your team how to disrupt

Teach your team how to disrupt | digitalNow | Scoop.it
Consider these recent findings:
The essential factor for the success of an organizational initiative is the proactive behavior of self leaders.
Employees with proactive self leadership skills are more likely to accept responsibility, take initiative, generate ideas, problem solve, job craft, ask for feedback, hold themselves accountable, execute strategy, understand their needs, and ask for help when appropriate.
Proactive behavior is teachable.
If you want innovation and agility, enlist the individual contributors on the front lines of the battlefield. But focusing on training individual contributors requires a shift in priorities -- from a single focus on leadership training to a broadened approach that includes developing the folks on the other side of the equation.
Here are three ways to begin teaching your individual contributors the skills of proactive self leadership.
1. Set goals together.

Communicate what the organization needs to operate at an elevated level, and then collaborate on how the individual can best contribute. Help individuals to accept responsibility for the quality of their goals by teaching them how to…
Seek clarity if a goal isn’t specific, measurable, time-bound or trackable.
Negotiate if a goal isn’t attainable, relevant or fair.
Reframe if a goal isn’t optimally motivated to them.
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Getting ready for the future of work | McKinsey & Company

For workers of the future, then, the ability to adapt their skills to the changing needs of the workplace will be critical. Lifelong learning must become the norm—and at the moment, the reality falls far short of the necessity. The Consortium for Advancing Adult Learning & Development (CAALD), a group of learning authorities whose members include researchers, corporate and nonprofit leaders, and McKinsey experts, recently met in Boston for the second year in a row to assess the state of the workplace and explore potential solutions.
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How to Talk to Each Other About Each Other

How to Talk to Each Other About Each Other | digitalNow | Scoop.it
If you can imagine this, then you also can ask, “How would we create such a conversation with the people who matter, who must be involved?” This means the people who are the problem, not just the ones who like to talk about those people in their absence. You could ask, “What would that demand of us? How would we behave, talk, care for each other in such an environment? Could we do it? How would we handle the emotions, the anxiety, the frustrations? And you could especially ask “Who would we need to be in order to pull this off?”

Our problem all too often is failing to ask that last question in any meaningful way. Instead, we spend way too much time fantasizing about who the others should be, and it just doesn’t help. We don’t even take the time to consider deeply how best we can invite others to be real with us. Instead we stay angry at them for doing what we do, which is to not honestly disclose what’s in our hearts.

I think we have to spend time with that question of who we need to be, awhile anyway, at least until we’re ready to act in faith and take the plunge, knowing we can’t know everything, including in the end even who we truly are.
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How 3-D printing will transform the metals industry 

At a time of high volatility in the cost of raw materials, metal manufacturers are eyeing 3-D printing with intense interest—and for good reason. By significantly lowering production costs and lead times for a variety of metal parts, 3-D printing has the potential to transform the value chain in metal production and reshape the industry’s power dynamics.

The technology, which works by layering rather than eliminating material to create a shape (hence it is also known as additive manufacturing), has several important selling points. First, it requires only three major steps: metal production, powder production, and product printing (with some finishing). Additionally, 3-D printing largely eliminates waste and expands the available design options, allowing manufacturers to adapt products to use less material, incorporate improved mechanical properties, avoid assembly steps, and create new geometries.

The process also makes small production batches more cost-effective, broadening the range of manufacturing options and enabling better customization to end-user needs. For example, a company can locate a 3-D printer at the product’s final destination, such as the maintenance department for the production of spare parts, lowering both logistical challenges and the high cost of ordering complex one-off parts from suppliers.
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Speed and scale: Unlocking digital value in customer journeys 

A structure for scale and speed

In much the same way that the leap to digital means rethinking how an analog process works, the leap from transforming a single journey to tackling many at once means rethinking how digitization works. Even as the organization is building the new capabilities that digital businesses require, it must deploy its existing capabilities very differently in order to achieve scale and speed. The challenge is to balance all of the conflicting demands.

In our experience, six critical, parallel shifts combine to make digitization more manageable and predictable. Depending on an organization’s starting capabilities and strategic needs, the amount of effort the elements require will naturally vary. But all six are essential to ensure that an organization actually makes the changes, derives their full benefit, and can keep improving once the changes are made.
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The Single Most Important Thing to Innovate Is Yourself

Building a New Box
One had come with his wife who was struggling with Alzheimer’s. Together they had built one of the leading businesses in its field. Throughout the event she was by his side, often not grasping who everyone was or what was being talked about. Yet, they were there together. He was still passionately pursuing his dreams, while caring for her. And she was still there with him.
Is it a stretch to try and tie this extraordinary commitment and love to the greater challenge we all have in making decisions about giving up when we are faced with tough circumstances? I don’t believe so. If we hold true to our values and principles then there is never such a thing as giving up, there are only detours.
But staying on course means that you have to know what these values are and you have to live them. It’s not just that you need to get out of the box, but rather that you need to adjust to entirely new boxes, whose dimensions and shapes stretch us to our limits. If you’re not ready to be surprised and fit yourself and your views to these new dimensions don’t expect the world to do it for you.
As my very astute son once said to me, “Dad if you can’t get out of the box do you just decorate it nicely?” Isn’t that what many people settle for, nicely decorated boxes that they can’t stand to be in? You know, the comfortable ones with tall sides that obscure the challenges and opportunities just beyond their perimeter. Isn’t that why you’re an entrepreneur–to build your own box?
“Dad if you can’t get out of the box do you just decorate it nicely?”
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Five Solid Ways to Improve Customer Communication on Your Website


1. Use positive & action-oriented copy on the website
The biggest factor that affects interaction on a website is the type of content present on the site. Most of the businesses, in an attempt to project their supremacy over other competitors, write extensive & meaningless content on the website. They forget that a website is a tool to engage customers. Only focusing on preaching the customer without giving a chance to project his/her point of view is a terrible strategy. Remember, communication is a two-way channel.

To improve customer communication, the website copy must be customer-focused and motivate him to interact with the business. One must feel the message is directed to him/her instead of general public. Use of positive words, action-oriented messages and CTA’s that motivate visitors to act definitely improves customer communication metrics in the short as well as long term.

2. Use live chat or chatbot to improve user engagement
Humans being social creatures look forward to interesting interactions even while browsing the internet. The sole reason for the success of many startups is because they have devised ways to engage customers through fruitful conversations on the website with the help of live chats or chat bots.

Chat bots are tools that engage a user by providing tips, solutions, and insights when he/she comes over to a website. A chat bot can answer basic queries, take questions and even make a user feel comfortable about being pitched one or more services. Using live chat modules or chat bots significantly improve the chances of customer communication on a website.
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Six Problems that can’t be Solved with Marketing Technology


Six Barriers to Marketing Technology Success

Poor messaging. As in the above example, if the messaging is wrong or just substandard, new technology is not going to make everything right. It takes creativity and a good amount of elbow grease to figure out exactly where the right fit is between what you are offering and challenges faced by your target audience.
Siloed data. In a recent CustomerThink article, A Customer Data Platform (or Any Technology) Can’t Solve Your Organizational Problems, author Buck Webb made an important point about technology limitations: “What a customer data platform cannot do, however, is solve the organizational problems inherent in breaking down data silos and closing the gap between customer engagement strategy and execution.” The article continues: “Every organization has functional data silos, which have grown organically over the years. For example, sales owns sales data, service owns service data, and marketing owns marketing data.”
Ineffective lead-to-revenue (L2R) model. Lead-to-revenue is a marketing and sales framework that optimizes people, processes and technology in a synchronized manner to produce higher revenue, shortened sales cycles and improved close rates. Lead-to-revenue spans every activity from initial marketing outreach, to lead nurture, sales engagement and close. L2R success is measured by revenue and profitability metrics. Get your L2R model right first and then implement the appropriate technology to support the model. Please don’t start with the technology.
Broken marketing processes. If your processes (e.g. campaign management, email marketing) are not following industry best practices and your human resources don’t have the right expertise, you need to prioritize this before buying any software. Automating broken processes only leads you to failure faster!
Mediocre product marketing. This is such an important barrier to marketing and sales success that I will write about it in detail in the next few weeks. Basically, the person(s) who owns product marketing is responsible for a number of important functions, whose critical failures will become apparent when technology is introduced.
Organizational roadblocks. Two critical organizational components are necessary for marketing technology success. First, buy-in from the executive team. I’ve seen marketing teams go “rogue” and implement solutions despite a lack of support from the C-suite. This almost never ends well. The other issue is the ability and willingness of the marketing team and other staff to embrace the new solution, even if it means a major change in the way they are doing things.
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The Clear Traits Of A Leader With Charisma

The Clear Traits Of A Leader With Charisma | digitalNow | Scoop.it
Positive attitude 

Your habitual attitude really does matter. You should have and maintain a positive and good attitude. Those with a positive attitude speak far more kind, uplifting, encouraging, and affirming words; and fewer negative or sabotaging words. Leaders with a positive attitude: attract the right kinds of people, create a winning environment, and impact those around them for the good. It does not stop with your words though. You should also smile more and have an open body language.

Attitude is a choice. You should make a daily commitment to shift your attitude toward the positive, no matter what happens to or around you. Here are three practical ways to have a positive attitude:

When you first wake up tell yourself “I will have a good and positive attitude today and see the best in people.”
Take some time to evaluate and preposition your attitude when something bad or negative happens to you.
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The Clear Traits Of A Leader With Charisma

The Clear Traits Of A Leader With Charisma | digitalNow | Scoop.it
Remain Purpose-Driven  

There is a reason and purpose for your leadership position. In business, it largely relates to increasing profits and shareholdings while in non-profit organizations it relates to helping a cause and/or people. If you can obtain consistent results in those areas of your business or organization, you will remain in a leadership position.

Leaders must make sure what they are leading is going in the right direction. Purpose-driven leaders use the leadership skills to: gather a team together and influences them toward common goals and the overall purpose. This is a challenging though. The many daily distractions and unexpected crisis can cause a leader to lose focus of the main priorities that would allow them to remain on course, toward the purpose. To overcome that challenge I recommend:

Always keeping the purpose and required results in front of you, were you can daily see them.
Leading by example.  Maintain a high level of energy and a drive for action.
Creating a culture were results are expected and rewarded.
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Why most CEOs lack emotional intelligence

Why most CEOs lack emotional intelligence | digitalNow | Scoop.it
Emotional intelligence allows you to recognize and accurately interpret what is going on with colleagues, employees and clients. As a leader, you need to excel at handling confict, and the need for this skill grows more important as you climb the ladder of success.
Can you tell if a team member is frustrated? Or, if they angry? It’s an important distinction because frustration happens when people feel blocked from achieving a goal. Whereas anger is a response to a perceived wrong done to them or to another. Yet too often leaders, managers, and supervisors cannot tell the difference.
Top level executives lead the pack when it comes to being direct and assertive, but research suggests that emotional intelligence diminishes as they move up the corporate ladder. Emotional intelligence scores from this study indicate a decline as people move above middle management—with CEOs having the lowest emotional intelligence scores in the workplace!
Emotional competency is a major component of mental toughness. Leaders who are mentally tough are able to manage their emotions so negative ones don’t control their behavior and thoughts. While mentally tough leaders experience bad moods and impulses like everyone else, they do not act upon them without thinking them through.
People feel before they think, so leaders who constantly react to their emotional states never develop the discipline to allow their thoughts to moderate their emotions.
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How to Design both a Customer and Search Engine Friendly Website 

Start with User Experience (UX)
Start by asking yourself a couple questions regarding the user experience (UX). For example, why do I want customers to visit my site? Am I trying to sell them something directly on my website, or am I trying to entice them to contact my business or sign up for a newsletter? Do I want them to visit various webpages on my site in a certain order (i.e. the home page, about page, services page and contact page) or am I simply wanting readers to visit blog articles?

How you answer these questions will determine how you create your user flow. You want to start with the first page in the user’s journey (i.e. the Home page), then connect pages within the user experience that ultimately lead a visitor to the final goal (i.e. submitting a contact form or making a purchase).



Once you have determined how visitors flow throughout your site, you’ll want to make sure that the copy, or site text, contains subject matter that is concise and informative – with keywords your visitors are searching for prior to landing on your site. Do NOT keyword stuff, as readers will find this sort of copy very annoying and search engines will penalize you for such a style of writing. You’ll also want to make sure that your copy uses proper grammar, and is easily readable (i.e. doesn’t use super long sentences or big words). Finally, you want titles that describe the main points of the text so that visitors can skim through the copy to find what they are looking for.
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The Age of Digital Assistants – What and when to expect?

The Age of Digital Assistants – What and when to expect? | digitalNow | Scoop.it
The impact of digital assistants on local search
The most common way we’ll interact with digital assistants is through voice search. The problem with voice search is that it makes having a screen optional. You can receive your answers from digital assistants without ever having to read a word of it.

This puts greater pressure on brands to have the best answer, as there is no guarantee how many results will be read.

While the absence of a screen will impact both general and local search, conversational search clearly favors local. After all, general knowledge queries will simply be answered, resulting in few opportunities to lure customers back to your site.

Take away
It feels like we’ve not even scratched the surface of the possibilities of these devices. As we employ more connected technology in our surroundings, having a voice-controlled assistant at the very center feels intuitively right. It’s clear that we should have a broad description of what an “assistant” can be in our working and domestic lives if we’re to make the most of them. It’s going to be exciting to see whether investment in developing these platforms will make them immeasurably more useful.
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Putting lifelong learning on the CEO agenda

Putting lifelong learning on the CEO agenda | digitalNow | Scoop.it
But times are changing. Artificial intelligence (AI) and robotics are facilitating the automation of a growing number of “doing” tasks. Today’s AI-enabled, information-rich tools are increasingly able to handle jobs that in the past have been exclusively done by people—think tax returns, language translations, accounting, even some kinds of surgery. These shifts will produce massive disruptions to employment and hold enormous implications for you as a business leader.

Both of us are educators, with decades of experience working with businesses. We write this letter not to criticize but to make the case for why a new emphasis on lifelong learning is going to become increasingly central to your job: maximizing the value and impact of your organization.
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Focus Outward Rather Than Inward: Five Steps To Adapting Your Message On The Fly

Focus Outward Rather Than Inward: Five Steps To Adapting Your Message On The Fly | digitalNow | Scoop.it
One of the distinctions between a good communicator and an influential communicator is that an influential communicator has the ability to adapt their message on the fly without skipping a beat.

The solution to adapting your message and communication style to your listener is to understand their “why.” How often do you think about your listeners’ “why?" If you are like most busy leaders, you begin a message (either verbal or written) by thinking about what you are going to communicate and how you will communicate it. Before you ever open your mouth, laptop, email app or smartphone, you need to identify the “why”:

• Why is your topic important to this particular audience?

• Why is this conversation or interaction happening now?

• Why should they take the action you want them to take (i.e., how will it benefit them)?
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When Robots Make Us Angry, Humans Pay the Price

When Robots Make Us Angry, Humans Pay the Price | digitalNow | Scoop.it
The customer service industry is teeming with robots. From automated phone trees to touchscreens, software and machines answer customer questions, complete orders, send friendly reminders, and even handle money. For an industry that is, at its core, about human interaction, it’s increasingly being driven to a large extent by nonhuman automation.

But despite the dreams of science-fiction writers, few people enter a customer-service encounter hoping to talk to a robot. And when the robot malfunctions, as they so often do, it’s a human who is left to calm angry customers. It’s understandable that after navigating a string of automated phone menus and being put on hold for 20 minutes, a customer might take her frustration out on a customer service representative. Even if you know it’s not the customer service agent’s fault, there’s really no one else to get mad at. It’s not like a robot cares if you’re angry.
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Why Are Organizations Hiring New CIOs?

Why Are Organizations Hiring New CIOs? | digitalNow | Scoop.it
General dissatisfaction with tech leadership and IT support—as well as significant changes in company direction—are the most likely reasons that an organization will look to change its CIO, according to a recent survey from Deloitte. The accompanying report, "Taking Charge: The Essential Guide to CIO Transitions," indicates that stakeholders most frequently look for leadership and credibility in executive job candidates. They're also interested in whether a potential CIO demonstrates proven strategic thinking skills and the ability to align with the business. In addition, given the perceived issues with tech support, they want a CIO who's willing to revamp the existing IT culture and talent base. "CIOs will likely face many challenges and difficult decisions as they navigate the triangle of time, talent and relationships," according to the report. "This means creating a vision for prioritizing key business initiatives, developing talent and culture, and enhancing governance and operating models to build deeper business relationships. Increasingly, this also means crafting a digital strategy and stepping up as the digital leader of the organization by building multifunctional, agile, empowered teams that are accountable to deliver business impact; developing real-time information systems to support decision making; and encouraging staff to … experiment and adapt." More than 600 CIOs, C-suite executives and business leaders took part in the research.
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Scaling a transformative culture through a digital factory 

Scaling a transformative culture through a digital factory  | digitalNow | Scoop.it
The most successful transfer process begins with launching and testing an MVP (minimum viable product) to collect feedback from business owners and demonstrate impact. The gradual deployment of the product requires clear and continual communications as well as a detailed training plan to make sure all those involved know what’s expected of them. As people learn by doing, on-the-job training is important, along with a readiness to keep iterating based on feedback. Crucially, the business owner needs to put in place incentives to reward new behavior based on criteria such as collaboration, product success, and internal product satisfaction.

Measure the change. If an organization is to systematically change its way of working and keep track of what’s happening, its management systems will need to evolve, starting with KPIs. Nontraditional metrics focused on digital adoption—such as new customer registrations on digital channels or digital-engagement levels for a particular product or service line—are often more useful than traditional metrics like return on investment in tracking the progress of a digital transformation.
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