Nielsen recently released its latest Comparable Metrics report [download page], a quarterly look at device and media usage trends across various demographic groups. Upon review of the latest report, one statistic caught our eye: for the first time in Q3, Millennials (18-34) as a group spent more time using smartphones (app + web) than watching traditional TV. It seems inevitable that such a milestone would be reached, given the seemingly endless growth in smartphone use (although app use may be peaking) and continuing decline in traditional TV viewing – at least among this age group. Yet it took a surge in smartphone internet use in Q3 (a 21% quarter-over-quarter and 48% year-over-year jump) to get there. We’re going to brief you on that surge shortly. TV time, by contrast, remained quite steady, down only a little more than 4% year-over-year.
What are the actual numbers? In Q3, according to the study, Millennials as a cohesive block spent 1084 minutes during the average week (or about 18 hours a week) accessing the web and apps on smartphones versus 1059 minutes a week (or slightly less than 18 hours a week) watching TV. The gap was a paltry 25 minutes a week (or about 3-4 minutes a day), but it lets us go with a catchy headline, so…
1. Keep the train clean. To begin with, if the train rolling into the station is rusted, dirty, and belching black smoke, people are going to think twice about getting on. If the doors don’t open smoothly and there’s a strange smell coming from inside, they might turn around and see about hailing a cab.
They will make decisions about the ride based on what they can see, hear and smell. That’s like your team’s reputation, and more importantly, character. Run your train with integrity, positive values, mutual respect, and disciplined maintenance, so that it will be a clean, functional train that others will be happy to board.
2. Run on time. In well-run countries, people like to say that “the trains run on time.” If you say you are going to pull into the station at 5:17 and you do exactly that, they will see you as reliable, trustworthy.
Smart managers know workarounds to this dilemma and use 5 proven approaches to bring out introverts.
Prepare an agenda. Even if you are not an agenda maker, pause and take some time to write down the items you want to address. Also, include a space for the action items and who will own the task. Introverts will appreciate having the time to carefully consider the topics and their input will be more substantial. Tell Introverts Why They Are There: If you have points you want quieter participants to contribute you can let them know by providing a quick email beforehand. Tell them why they are there. To avoid conflict introverts may not push back when they are not sure why they have been included on a call. If you explain the reason they are on the call they will be able to contribute in a more meaningful way. Get There Early – Get on the call at least 10 minutes before the start time. Technology can fail and it is good to test all connections. You can also use this time to develop rapport with others as they get arrive. When you start the call, try to avoid immediately diving into the task. Go around the “room” if you have no more than 10 people and ask them for one short positive update which can be either personal or work related. Introverts,` who don’t usually volunteer personal information as easily as extroverts will appreciate this structure. As a team leader, you are building relationships between meeting participants, which will make the work go more effectively.
what happens when you ask an insightful question of one of your employees:
Neuroplasticity: The first thing you need to know is that the brain isn’t hard-wired like an electrical appliance. If it was, people would be stuck doing things the way they’ve always done them forever. Enter something called neuroplasticity, which means our brains can physically change to encourage creative thinking and new knowledge. The neurons can move into new locations in our brain when we learn. Questions can act as a catalyst for our brains to change and move forward with new insight.
Think of social media as a prerequisite as opposed to an asset
Today, social media should be thought of as a prerequisite as opposed to an asset. What I mean by this is because social media is a saturated landscape, simply being on it is no longer an asset or advantage in itself. Instead, creating consistent, valuable social media content is where the advantage lies. Plain and simple. Remember when having a website for your business was icing on the cake as opposed a necessity? The same thing will be true of social media, and largely, already is. It’s just a necessary part of the work now. It’s not supplementary.
You’ve probably heard people saying how every company today has to be a media company. It’s a content marketing world now. So think of social media (and the rest of your inbound marketing) as a standard piece of your infrastructure and NOT as a bonus package.
Here are three examples of when to use curiosity over certainty.
1. When someone says something you perceive to be rude Instead of accusing someone of evil intentions, or paying them back with sarcasm, or walking away with hurt feelings, get curious. A simple question, “What was your intention of saying that,” with a good ten second pause works wonders to increase awareness, open dialogue, clean up the mess, or stop the unwanted behavior.
2. When you want to criticize or disagree Rather than interrupting with “I don’t agree” or “That’s not a good idea,” instead ask a question. “What are the possible risks?” or “Have you thought about any disadvantages?” Curiosity is a great conflict resolution tool. Certainty that you are right only invites argument and resistance, whereas curiosity invites exploration.
3. When you want to increase team engagement It’s easy to get excited and immediately start sharing ideas with your team. Certainty tells and curiosity asks. Curiosity allows you to introduce new ideas by asking others about their ideas first. You can “test the water,” listen for resistance, or even find holes in your idea before you roll it out. C
You are here: Home › Leading Change › Marketing Insight › Change is Hard, So How do you Make it Easier? Change is Hard, So How do you Make it Easier? by Laura Patterson on October 24, 2016 in Leading Change, Marketing Insight Change is pervasive in our society. It is a fact of life in any organization. This constancy of change in organizations is why it has been studied time again by experts such B. Goodfellow. In 1985 he explored change within organizations in the seminal work, The Evolution and Management of Change in Large Organizations from the Army Organizational Effectiveness Journal.
Effective leaders recognize that change is part of continuous improvement. Change is often essential for your organization’s vitality, prosperity and growth. You know that to be more customer-centric, more competitive, and more effective you need to update your processes, send your team to training, and implement new systems and tools. You are also aware that sometimes you need to add personnel to support the operationalization. At the same time, you recognize your employees find change unsettling. Why? One reason is that change is hard. It can be grueling. However, there are actions you can take to make change manageable and palatable.
Why is Change So Hard to Accept? This can be a complicated issue to address as it is often multi-faceted. Often though, change adoption issues are related to normal acclamation challenges. Experts identify three common obstacles to change:
Sense of paralysis. Sometimes the effort required to change seems so daunting that teams don’t know where to start. So they don’t start at all. Existing heavy workload. Given current activities and responsibilities, employees may find thought of taking on more simply too much. Lack of confidence. Occasionally, the work required to change is outside an employee’s comfort zone. If you’ve ever implemented change within an organization, then these reactions should come as no surprise. The question remains, “What can you do to overcome these situations?”
You Need to Understand the Psychology of Change The first step to overcoming resistance to change is understanding the psychology behind a reaction. In our list, the first two reactions are a result of what is sometimes referred to as Paralyzed Productivity, which stems from feeling overwhelmed. When people become overwhelmed, they tend to delay finishing projects in fear of doing something incorrectly.
This reaction becomes especially apparent in times of tumultuous change. Therefore, as a leader, it is your job to reduce the sense of overwhelming obligation that can occur. Instead, work to establish steps that will help your organization learn to manage for change.
When you ask your team to do something differently from what they are accustomed to you need to help them prepare. Often organizations will underestimate the herculean effort that is required to change. Don’t expect them to solve all the unexpected issues that will surface. Naturally, people will gravitate towards a solution that seems fast and easy. This option, however, is rarely effective and typically derived from the very things you want to change.
Author Dallas Willard tells us that to surmount the obstacles that are littered on the path to change and be successful it takes three elements: vision, method, and will. Only then, once you have designed your roadmap that incorporates these three key elements, can you begin to execute your plan.
Effective Execution Comes with Clear Communication To carry out a plan that incorporates the three necessary elements of change, John Kotter, a professor at Harvard Business School and world-renowned change expert introduced an eight-step process. In “Leading Change”, Kotter posits that without a sensible vision, change efforts can dissolve into a list of confusing projects that take the organization in the wrong direction. To avoid this, Kotter emphasizes that is important that your vision be easy to communicate.
This is especially true for your marketing teams when they are adopting your request to address and improve performance measurement. As the CEO it is paramount that you help your CMO create a sense of urgency for change. For an adjustment to be successful, you must be able to communicate your vision, remove obstacles, create short-term wins, and anchor the change in the organization’s culture.
Once you can provide this clarity, then you team will become mobilized and incentivized to change. They will also be inspired to eschew a state of paralyzed productivity in favor of integrating an organizational change into their daily behaviors and workflows.
In her book, Execution is the Strategy, Laura Stack offers seven tips for overcoming paralyzed productivity and encouraging change:
Reject perfectionism. Accept the possibility of failure. The simplest solution is probably the best. Follow your core values. Focus on getting started. Establish milestones and a drop-dead deadline. Listen to both head and heart. People who study workload paralysis suggest honing in on only two of these tips to begin making headway. By taking a small step you will be able to gain a manageable momentum and focus your efforts.
Change Management Doesn’t End With Mastery As your teams within your organization improve and master a new process, their confidence and productivity will increase. This is not an indication that you can stop managing change. Change management is a critical component of any organizational change and one that should be constantly monitored. Employ these three steps as an integral part of any change management plan.
Study up. Share articles and books written by experts on the subject. Create opportunities for everyone to discuss what and how to use what they learned. Help them step up and lead the process. Choose an instructor. In any discipline, coaches and guides are instrumental to skills development and help you avoid pitfalls and obstacles. Identify your early enthusiasts and encourage them to be the change ambassadors to the team. Take baby steps. Look for or create quick wins that have meaningful business results first. Then pursue more complex maneuvers. Change is unavoidable. These steps will keep your team from becoming overwhelmed by it. Immerse them and yourself in the process. Create a vision that can be realized. Work with others to create a methodology that is accessible to everyone. Use your willpower and influence to continue to drive the change. By developing an achievable plan, building confidence, and staying focused, you will be able to lessen internal angst and motivate adoption.
Here are three questions that can help you develop a change-recipient centric approach to change:
What is the change-recipients’ perception of the change? What impact do current organizational structures and systems have on the perception and success of this change? What is needed to create and enable the conversations for change?
The work of psychologist John Gottman is based on observations of couples in long-term relationships, but many of his conclusions have important implications for organizational life. One of Gottman’s key concepts is to distinguish between critiques and criticism:
[Criticism] is different than offering a critique or voicing a complaint. The latter two are about specific issues, whereas the former is an ad hominem attack: it is an attack on [the other person] at the core. In effect, you are dismantling his or her whole being when you criticize.
For example, here’s a critique I commonly encounter in my practice: “Chris is getting into repeated conflicts with other members of the exec team over seemingly minor issues.” And here’s a similar sentiment in the form of criticism: “Chris is an abrasive person who lacks people skills and a domineering personality who has to win every argument.” The former focuses on specific behaviors; the latter is a broad generalization. The ability to voice critiques and complaints is essential to working through challenges in healthy relationships, but criticism is a sign of trouble, Gottman notes, because it often leaves the recipient feeling “assaulted, rejected and hurt,” and it can lead to more serious interpersonal difficulties.
The first step in asking better questions is to pause, and set time aside to observe and query what you and your team are currently doing. Consider questions such as:
What does our gut tell us about this project? What would we do differently if we bet our own money on this? What are we not seeing that is new or different? Which bad decisions have we made that need to be reverted? These types of questions challenge conventional thinking. Asking them shows that you are a leader who explores better ways of doing things, who acknowledges that you don’t personally have all the answers and who encourages others to share their views and ideas.
You will never regret learning new things You will never regret being kind You will never regret smiling at strangers You will never regret trusting your intuition on new opportunities You will never regret chasing your dreams You will never regret being sincere You will never regret giving people compliments You will never regret being loyal You will never regret giving people a second chance You will never regret being respectful
Stop guessing. Stop taking stabs in the dark and just trying things out. When your business encounters a hard problem, people will want to come up with solutions immediately and try them out. But each of these solutions is a guess, and your business may be wasting valuable time and money on implementing sub-optimal solutions. Coach your team to stamp out guessing wherever they see it. Smell the problem. Many problem solvers spend their time around a conference table, discussing or brainstorming. Help them step away from their desk and get out into the field. They should spend time up-front using their natural sense and tools at their disposal to understand the nature and pattern of the problems they’re solving. When they adopt this behavior, they’ll solve some problems of more moderate difficulty right away. For hard problems, it’s a critical step to finding an elegant solution. Embrace your ignorance. Most people try to solve problems using the knowledge they already have. But it’s what they don’t know that matters, not what they do. Your team may be afraid of saying “I don’t know” in order to protect their reputation as experts. However, great problem-solvers embrace their ignorance. They ask questions others might find stupid. This behavior shatters old assumptions you have about the problem, so your team can look at it with fresh eyes
Forward-thinking organizations are adopting a new model for cyber-security that acts on analytic inputs and adapts to evolving risks and threats, said a new report from PwC. As a result, cyber-security is leading to innovations. The new approach includes data analytics and real-time monitoring, managed security services, advanced authentication and open-source software. The study, "Global State of Information Security Survey 2017," finds that more products and services connected to the internet are driving new approaches to cyber-security and risks to privacy. Another driver: Data privacy and trust have become critical business requirements as more consumer and business information is generated and shared. These trends and the cloud are having an impact on the bottom line. "The fusion of advanced technologies with cloud architectures can empower organizations to quickly identify and respond to threats, better understand customers and the business ecosystem, and ultimately reduce costs," said David Burg, PwC's U.S. and Global Leader, Cyber-Security and Privacy. "We’re seeing more and more that cyber-security can actually become a remarkable way to help a company innovate and move faster.”
“And when did you first have a frank conversation about your concerns?”
“And now you want to terminate them?”
“Yeah, I mean it’s been a problem for a really long time. He’s got to go!”
I can’t tell you how many times I’ve seen this seen this scene play out–both in my HR exec days, and now in the frustrations of my clients looking to add more rigor to their performance management processes.
The worst mistake you can make with a low-performing new hire is being overly patient.
Why are we overly patient? Well first off, we hired them, and it’s just freaking awkward that they’re this bad. So we convince ourselves they’ll be okay, and hold our breath and wait. Or, we know how hard it can be in a new job…so we just give them time and space to get better, and assume it will all work out.
Almost 9 in 10 global brand managers and CMOs agree that brand marketing is an important component of their marketing program, according to a recent report [download page] from OnBrand Magazine. The survey – conducted among more than 560 respondents – also found that the majority have a documented brand strategy, with close to half updating it annually. So what aspects are being included in brand strategies? As of December 2016, when the survey was fielded, brand vision and mission (94%), story and value proposition (87%) and brand guidelines (77%) were the most popular components of respondents’ brand strategies.
Interestingly, fewer than half (46%) said that a deep understanding of audience personas was a factor in their strategy. That’s despite 8 in 10 reporting having built a buyer persona, most commonly by interviewing real buyers and consulting stakeholders. Notably, buyer personas seem to be more effective for B2B companies (63% reporting them as extremely or very effective) than for B2C companies.
On an encouraging note, fewer than 1 in 10 feel that nobody wants to actually own the responsibility of driving the customer agenda.
Organizations’ Current Strategies Many respondents reported on the state of their organizations’ current strategies for developing customer engagement and experiences as being somewhat fragmented or scattered across different teams or groups, and at times, lacking a cohesive and collaborative effort. Only 15% said they are working on connecting campaigns together into connected and data-driven experiences across both physical and digital touch points.
US native digital display ad spending is predicted to continue to climb through this year and next to exceed $28B, per new eMarketer estimates. In so doing, native ads are expected to take a majority share of all digital display ad spending this year, per the forecast..
The vast majority of native display ad spending is expected to be allocated to social media: last year, 86% of the $16.2B market went to native social display ads, and that share should only drop slightly this year (84%) and next (82%).
Growth rates should remain high though soften over time, as one would expect: after a 36% rise this year, native ad spending is projected to climb another 28% in 2018.
These projected increases are supported by survey data indicating expected increases of more than 20% for custom content/native advertising, and reflect some changes in the nature of advertising, as marketers seek more relevant and less disruptive ads. Thanks to largely mobile social platforms, native mobile is growing rapidly as well, comprising almost 9 in every $10 spent on native display advertising this year.
Constructive impatience is the result of changing the phrase, “somebody better do something” to “I better do something.” Since resiliency is about growing through challenge or opportunity, constructive impatience creates the actions that can impact the outcome. When a situation is intolerable, constructive impatience, coupled with courage – produces amazing results.
It was constructive impatience that prompted eight year-old Vivianne Harr in 2012 to open a lemonade stand so she could “take a stand against child slavery.” A picture of two Nepalese brothers holding hands as they struggled with boards on their backs was the only impetus she needed. Making lemonade in the kitchen with the help of her mother, Vivienne did what every kid does: stand on the corner and sell lemonade. But she had a purpose behind it. Within the first six months, her lemonade had raised over $100,000 for the anti-slavery campaign Not For Sale.
You are here: Home › Leading Change › The Risk of Yo-yo Organizational Change The Risk of Yo-yo Organizational Change by Dr. Dawn-Marie Turner on September 21, 2016 in Leading Change Has your organization ever made a change that shortly after it was implemented it felt like nothing had changed? If you answered yes to this question then you have experienced yo-yo change. Yo-yo change is a contributing factor to change fatigue. The good news is, it can be prevented.
Definition of Yo-yo Change
Most people are familiar with yo-yo change on personal level. If you have ever have tried to change a habit or adopt a new routine. Take exercising for example. You go to the gym for a few weeks or even months. You feel great. You celebrate your success. Then something shifts. Perhaps you miss a couple of days due to illness, work, or family, and before you know it your newly adopted exercise routine is all but a distance memory. You’re back to your old pattern and the thought of starting again feels overwhelming.
The same thing can happen when it comes to organizational change. In the typical project-based approach, you form the project team, develop your plan, implement the change, people are trained, and the project closed. Another change successfully implemented. But is it?
Sometime later you notice people have created a work around for the new system, or the IT department is spending time “tweaking” the new system to accommodate an old process, or some steps have been re-introduced to the streamlined process, or all those silos you worked so hard to break down have begun to re-appear. Employees feel like nothing has really changed.
Yo-yo change is any change that is implemented only to find a few weeks, or months after implementation people have reverted back to their old ways of operating. Regardless of why it happens yo-yo change is destructive to your organization. It also makes future changes more difficult.
Preventing Yo-yo Change Matters
Yo-yo change disrupts your organization’s natural ability with change. It creates a history of failed changes that limits your organization’s ability to respond and adapt to future changes. Preventing yo-yo change matters.
Yo-yo change also erodes employees’ trust in the organization’s ability to follow through and support change. Trust is a necessary ingredient for building readiness to change. If people don’t trust that the organization has the capability and resources to maintain the changes it implements, you can’t build readiness. When people are not ready for change their efforts are focused on maintaining the current state. Alternatively employees who feel prepared and ready for change move toward it and resistance is prevented.
The erosion of trust associated with yo-yo change can set off a chain reaction—change capacity is reduced which leads to decreased employee engagement, which increases employee cynicism—making current and future changes more difficult.
Three Actions for Preventing and Reducing Yo-yo Change
The good news is yo-yo change can be prevented. In this post I will share with you three actions you can take to prevent yo-yo change.
1. Think Integration Not Implementation Every organization and any leader can implement change, but implementing change is not enough. The key to using change to increase your competitiveness, growth, and productivity while ensuring the health of your organization is integration. When you integrate the behaviours and activities required to achieve the intended outcome, the new way becomes the normal way.
Preventing yo-yo change begins with a shift in thinking away from implementing a change Event to integrating the new behaviours as normal operation.
Five Dimensions to Explore When Designing the Marketing Audit
As you prepare to conduct an audit, frame your process so that you can learn at least these five things:
The marketing skills, competencies, knowledge, attitudes, and satisfaction of and with the marketing personnel; The extent to which the marketing organization is aligned with the rest of the business; The extent to which the marketing plan and planning process supports the organization’s initiatives and which aspects of the plan were achieved and which aspects failed to meet the performance objectives; The extent to which the marketing programs were successfully executed and communicated internally; The performance of the marketing programs and the personnel.
The best interviewers on radio or television or anywhere else are the best listeners. The best lawyers in trial are the best listeners. The best questioners are the best listeners. One of the things I raise in the book that I got from somebody, one of these brilliant people I talked to, is actually thinking, what kind of listener am I? Am I an interrupter? Do I have to fill gaps? Does silence make me uncomfortable? Because you can really use silence to effect sometimes. Am I a data person? In other words, I’m listening for numbers and trends and data points? Or am I somebody who listens in and keys into stories about people?
Knowing what kind of listener you are and really being mindful of that allows you to lay that over whatever you’re trying to do and whatever you’re after in terms of information, revelation or what have you, and the kinds of questions both you ask and what you respond to.
For example, if you’re asking in a confrontational context in a courtroom or in an interview, what you’re listening for is hesitation, inaccuracy, hypocrisy. I cite Terry Gross from Fresh Air. She’s a tremendous interviewer and likes interviewing artists and others. You think about this in the workplace, like a job interview, and you’re trying to really figure out what makes someone tick, where does their creativity come from, you’re listening for altogether different things. You’re listening for what she calls the essence of a person.
Who has had a major impact on your leadership? Why? What do you wish you would have known about leadership in your early 20’s? How have you coped with failure? Can you share what you’ve learned from past failures? Is there one book that has impacted your leadership more than any other? Who do you know that I should know? Where do you find your inspiration? How do you decide who to mentor? Do you separate your work life and family life? Why? When faced with two great opportunities, how do you decide which one to go with
Here’s what they found: • The most common reasons for leaving a nonprofit were being underpaid, lacking upward mobility and having excessive workloads. • Inflexible schedules are the norm, but maybe not the best—research shows flexibility in work hours reduces stress and burnout. • Just 29 percent of nonprofit leadership positions are filled internally. This factors into a lack of upward mobility and leaves many employees feeling overlooked. • Nonprofit workers often feel overworked, and research shows that employee output decreases significantly when the workweek reaches 50 hours or more. There are many challenges specific to nonprofit work that contribute to the high turnover rate, but knowing the causes helps in understanding how to minimize these factors and prevent high turnover rates. Allowing employees more opportunities to move up in the workplace is a good starting point. One benefit of hiring internally is that employees will see more career possibility within your organization. Upward mobility is a strong motivator in the workplace. It also means employees filling new positions will already have vast background knowledge on the organization and on job function.
Stay on target. An “improvisational” leader does not mean an “unprepared” leader. The improvisational leader begins any team-leading function with a clear understanding of end results and a deliberate strategy how to accomplish the mission. Elite improvisers know what the end goals are and adapt when needed to achieve them.
Communicate. The leader must distinctly and explicitly communicate expectations and goals to the individuals in the team and be open to receiving valuable information from people in the team in return. Improvisation is a communication-based art form. Improvisers must stay focused and in the moment to react and communicate in real-time.
Be thoughtful. Leaders must also be clear and specific in deciding how to personally achieve the expected outcomes. Be conscious of your actions and your language and make adjustments in real time to make sure you are affecting the people around you in the way you intend to. Great improvisers have a keen sense of awareness–self, team, process and project–and make subtle changes to influence and affect their fellow teammates.
The ‘semiconductor’ of the 21st century will be a solution to understanding behavior and behavior change.”
Effort is your engagement. It’s the quality and the quantity of your engagement ruminatively over time. They multiply, if you will, to produce skill, and once you’ve got a skill and you can do something — you can write well, you can present well, or you’re good at solving problems.
It’s the doers I most admire. As you think about yourself, you think, “What are my talents? What are the things that I’m going to be able to sustain effort in over the long term?” In general, that second question is answered more by your interests and your values than by things like salary.
[Consider] my job. It’s not that there aren’t headaches, or that there aren’t disappointments, but to love what you do requires a level of intrinsic interest. The only thing I want to encourage young people about this is, if you introspect a bit and you think, “Wait, I don’t have a passion,” and you’re panicking, just realize that it develops over time.
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