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4 in 5 Americans Multitask While Watching TV

4 in 5 Americans Multitask While Watching TV | digitalNow | Scoop.it
A recent MarketingCharts analysis of Nielsen data found slightly declining rates of traditional TV consumption among youth, with steadier rates among older Americans. But as
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New survey results from Deloitte indicate that 81% of Americans almost always or always engage in another activity while watching their home TV, with that figure rising to a high of 88% among 24-29-year-olds.


While this can detract from the TV experience, it can also enhance it. For example, Nielsen yesterday reported that it had found acorrelation between Twitter buzz and TV ratings. Significant numbers of consumers around the world are indeed using their mobile devices to discuss TV programs on social networks as they watch them, even if Americans appear to be behind the curve in that regard.

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digitalNow
Exploring leadership, management, innovation, and technology issues and trends; impacting associations & non-profit organizations in the digital age.
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11 Leadership Guidelines for the Digital Age

11 Leadership Guidelines for the Digital Age | digitalNow | Scoop.it
1. Digitalisation requires an unbiased understanding of the external environment.

Analogue-era frameworks such as Michael Porter’s “five forces” will need to be revisited, now that the impact of digitalisation is rapidly replacing traditional physical barriers to entry with intangible barriers (e.g. relevant purpose, resonant mission, authenticity and trust) that no amount of industry prominence or cash can overcome.

The organisation

2. Digitalisation may require a reformulation of the firm’s mission.

The environmental shift caused by digital may challenge the very existence of individual companies, even entire industries. Boards and executives will need to question all pre-existing assumptions about the firm’s mission and industrial positioning, as well as the sustainability of its business models and methods.

3. The meaning and impact of digital to the firm must be clearly stated.

Digital advantage resides largely in the opportunity to customise not only products and services but also organisational strategy and structure. Rather than searching for a blueprint to guide them through digitalisation, firms should define their own digital road map. Leaders can start by developing an in-house dictionary, including entries for “digital” and all related keywords, terms and concepts
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Our Edge in a Machine-Dominated World

Our Edge in a Machine-Dominated World | digitalNow | Scoop.it
Augmentation instead of automation

The other possibility is for artificial intelligence to be more like an extension of our brains, making them more agile and effective, just as cars make us more mobile than our legs, and pistols, deadlier than our fists.

Beyond ethical questions surrounding automation and AI, we must ask ourselves: What will the added value of people be in the future? What will we still do ourselves and what will we delegate to machines based on them being quicker, more logical and increasingly objective? Rationally, it might be hard for us to win a place in a world of machines.

An interesting question is what role our irrational side will play in the future: Is it simply a useless remnant of prehistoric times, or rather something which will determine our unique value? Humans make many illogical decisions every day. For example, we pick a job that the job test advises us not to take. We fall in love with the wrong person. We put our own interests aside to help others and gain nothing from it.

These irrational decisions can, of course, cause us a great deal of trouble, but oftentimes they also lead to unforeseen progress and add colour to our existence. The more brilliant machines become, the more we humans should allow ourselves to become playful and experimental. In this sense, both possible futures seen by Isaacson are incorrect. Intelligent machines may (in the broadest sense) replace us or enable us to perform tasks more effectively. Instead of being characterised by an increasing dependency on computers, the role of humans will be to critically review the insights of the algorithms and sometimes wholeheartedly ignore them. 

We will still need to reach for the screwdriver and, against the intention of the manufacturer, open things up and discover what lies within.
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Strategies That Work to Listen for What’s Not Being Said

How to Listen Better for What's Not Being Said
What then can one do to better listen for what’s not being said?

Be quiet and listen to understand (don’t think about what you will say next).
Be curious. If you’re not a naturally curious person, think to yourself, “I’m curious about what this person has to say.”
Listen for the underlying issue or emotion (a fight about dirty clothes on the floor isn’t about the clothes on the floor; there’s a larger issue at play).
Ask clarifying questions to ensure you understand before moving on from a topic. Listen and clarify. Repeat, as needed.
Trust your gut if you’re feeling like you’re not getting the complete story.
Notice any body language changes (i.e. change in position, facial movements), which may be a cue or clue to ask more questions.
Listen for any emotional clues that signal there might be more to the story.
When we communicate effectively, we understand where another person is coming from. If you don’t understand where someone else is coming from (you don’t need to agree with them), it means you need to ask more questions.
Ask yourself in your head during a pause in the conversation: “What’s not being said?”
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As A Leader, Are You A Fighter, A Fixer Or A Friend?

The problem is that when you're, as a manager or a team leader, when you're in that Superman state, there's no room for anybody else. There's no room for anyone else to discover their inner leader, their inner manager. You've taken up all the room. You're the go-to guy, or gal. You're the one that everybody knows, whether they say it out loud or not, you're the one that's going to check it before that email goes out. You're the one that's going to follow up with the customer. You're the one that's going to track down that missing data. You're the one that's going to mediate the inner personal conflict when things get too ugly. You're the one, and this is what happens with leaders who care. We don't know how to modulate our care.

We don't know how to set a boundary and say, "You know what? I care so much that I'm going to stop interfering. I'm going to let you make mistakes, and I'm going to be here to help you grow if you're willing to look at your mistakes and say, you know what? I really screwed that up. I don't know why. Can you help me get to the bottom of it?"
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CIOs Face Tough Digital Transformation Challenge

CIOs Face Tough Digital Transformation Challenge | digitalNow | Scoop.it

IT leaders are grappling with how to cost-effectively transform their organization into a digital enterprise even though they are being limited by traditional enterprise thinking. Many struggle to achieve the transformation while simultaneously delivering measurable operational and business improvements and staying strategically relevant, according to a meta-study of 352 surveys analyzed by research firm ISG Insights. "IT leaders feel the pressure, but they and their organizations are bound by traditional enterprise thinking, structures and processes," wrote authors Alex Baker, Charlie Burns, Ron Exler, Bruce Guptill, Jim Hurley and Stanton Jones. They said IT leaders consider the cloud as the top way to reduce and manage capital and operational costs. They also see the cloud as a way to deliver business-outcome-related ROI. But IT leaders are challenged to quantify ROI, while business leaders call for line-of-business (LOB) improvements. To improve digital transformation, IT organizations are outsourcing more strategic planning and transformation responsibility. While that may speed improvement and deliver more transformation expertise, it could also diminish LOB leaders' perception of the strategic value of internal IT. See key findings here.
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CMS Boosts Museum's Online Traffic and Revenue

CMS Boosts Museum's Online Traffic and Revenue | digitalNow | Scoop.it
After considering several options, Perficient recommended Progress Sitefinity, a flexible, easy-to-use CMS and digital platform that provides a consistent way of entering and managing content. It is also SEO-friendly and scalable and supports analytics across the Website. Implementation began in mid-2015.

Working with Perficient, Majeski and the digital team developed a unified customer experience from the 40 Websites and microsites. They consolidated multiple data repositories into a single, integrated entity with a secure hosting environment and searchable global access to digital images and videos.

The system was fully operational by February 2016. "In one day, we turned off 17 years of accumulated infrastructure and launched the new system," Majeski reports. "There were no issues, which is what other Sitefinity users had told us when we were researching this product."

The system simplified site maintenance, resulting in a 50 percent improvement in efficiency. That freed up the digital team, a cross-functional group of 10 staffers, to focus on other work. Some create daily digital content, while others work on the user experience, digital collection and analytics.
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Three Ways a ‘Noble Goal’ Makes You a Significantly Better Leader

What fuels you to push forward when the pressure is on?

If you’re like the majority of the Western world, you’re probably motivated by greater and greater personal financial success, the yardstick most leaders use to assess their value. Year after year, you work longer hours, pushing yourself to even-higher heights — the next promotion, broader recognition, or another impressive leap in income — only to discover that the “high” of reaching that next level disappears in mere minutes or days.

But our individual success is not what we care most about.

Each of us has a powerful need to positively affect the people and world around us. This need and inspiration is called our “noble goal.” In its simplest form, our noble goal is our personal response to the question: What context, atmosphere, or environment do I want to create for myself and others?

When we remain in the narrow, scarcity mindset of self-focus and self-promotion, we lose our care for others and the broader perspective. When our motivation is exclusively centered on elevating our own “success,” we create an environment of distrust, competition, animosity, and separation.

But, when we connect to a noble goal, it’s clarity inspires us and guides us toward what we really care to bring about in the world, in all domains of our lives – our families, our workplace, our communities, and our society. It is our North Star, and it has the power to guide both our long-term direction as well as our moment-by-moment choices.
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Improvisational Leadership: Use Improv to Avoid Leadership Pitfalls

PARTY POOPERS
Some leaders assume that every party needs a pooper, and that a leader should point out flaws in others’ work—or say ‘No’ to others’ ideas. Their guiding principle seems to be negativism, and if something does turn out right, they feel compelled to point out that it could have been done better. Few things demotivate and demoralize a team faster.

IMPROV CORRECTIVE: Understand the difference between Divergent thinking (generating as many ideas as you can) and Convergent thinking (winnowing them down to one or two killer ideas). During divergent thinking, take off the “critical thinking” hat so you and your team can fully explore the possibility and potential of ideas before shooting them down. Then reapply the critical thinking skills in a separate convergent thinking phase, as you drive toward a productive outcome.

DR. KNOW-IT-ALLs
For these leaders, there has never been a good idea that couldn’t be dismissed in favor of their ‘better’ idea. These people judge the decisions of others without collaborating or contributing to the team in any meaningful way. They are much more interested in highlighting their own achievements, accolades, status and rank.        

IMPROV CORRECTIVE: Set the ego aside. Make sure that your subordinates and colleagues perceive your own goal as a leader to be the achievement of positive team results, not personal gain. If you’ve created a strong, improvisational team and a ‘Yes and’ environment, everyone will help each other succeed; team success is personal success. A good leader will make a good team look great, and a great team will make a good leader look amazing.
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Why effective leaders must manage up, down, and sideways

Mobilizing your boss: Focus on strategic issues and demonstrate financial results

When we asked CMOs about their primary role, some responded that they “ran the marketing organization” or “led their companies’ advertising and brand campaigns.” We believe many other functional leaders would provide similar departmentally focused responses. By contrast, the most effective and successful leaders in our study were more likely to describe their primary role as increasing company growth or better outreach to customers to improve performance. We found that a key determinant of success was taking on the big issues, those in sync with the CEO’s agenda and contributing to the company’s overall performance. Aligning with the CEO’s strategy explained 10 percent of CMO business impact and 10 percent of career success.

But are functional leaders well aligned with the CEO’s agenda? Seventy-six percent of our CMOs said yes—but just 46 percent of the bosses in our 360-degree database believed their marketers knew where the organization was going. Many functional leaders, it seems, could and should better align with the top.
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As A Leader, Are You A Fighter, A Fixer Or A Friend?

The problem is that when you're, as a manager or a team leader, when you're in that Superman state, there's no room for anybody else. There's no room for anyone else to discover their inner leader, their inner manager. You've taken up all the room. You're the go-to guy, or gal. You're the one that everybody knows, whether they say it out loud or not, you're the one that's going to check it before that email goes out. You're the one that's going to follow up with the customer. You're the one that's going to track down that missing data. You're the one that's going to mediate the inner personal conflict when things get too ugly. You're the one, and this is what happens with leaders who care. We don't know how to modulate our care.

We don't know how to set a boundary and say, "You know what? I care so much that I'm going to stop interfering. I'm going to let you make mistakes, and I'm going to be here to help you grow if you're willing to look at your mistakes and say, you know what? I really screwed that up. I don't know why. Can you help me get to the bottom of it?"

That's Yoda, right? That's the Yoda style of leadership that says, "Hey, I'm here to support you. I'm not here to solve all your problems." The Superman leader is the one who's constantly running around saving the day. The joke that I made in the book is right. He never takes Lois Lane aside and says, "Hey, so that time when you decided to go down the dark factory in the middle of the night with nobody around to find out the evil genius...? Maybe don't do that next time. What was your game plan there?”

There's a huge pivot to make, and a lot of my clients, they started mirroring it back to me. They said, "Oh yeah, I totally Supermanned that." People start using it as lingo, so that's when it really started to catch on.
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Business Strategies You Can't Afford to Miss Out While Marketing 

Business Strategies You Can't Afford to Miss Out While Marketing  | digitalNow | Scoop.it
Target Your Desired Audience

The approach you take in marketing should target your audience. There is no need to spend a lot of money selling to people who won’t buy your goods. Segment your market and put more efforts where your audience reside. Can you significantly increase the sales of the Holy Quran by marketing so much in churches? The same case is applicable irrespective of the product or service you are dealing with. The best approach is to undertake a market survey to know where and when to find your audience and target them. Online marketing is very effective when it comes to segmenting the market but you can still segment the physical market. 

As your work on your marketing strategy, make sure that the target audience can get back to you with a lot of ease. Some companies offer call management services that can assist you reach your marketing goals with a lot of ease. You can understand how these cloud-based phone system companies work by visiting just to name a few. The most important thing is to remain in touch with your audience.
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What to do when reality smacks you in the face

You waste creative energy struggling between your need for autonomy and your organization’s need for you to be a follower
Based on the CEO’s rejection, I had three choices moving forward: I could continue to push the envelope and create “out of the cage” designs that would continue to get rejected; I could recognize the limits of the organization and work within them; I could meet the organization’s current needs while trying to help it begin to build better cages. Over time, I chose to do all three, depending on the importance of the project, the risks involved and the amount of energy I was willing to expend.
The reality is you always have choices. Self leaders recognize the choices they have, including the ultimate choice of walking away.
You waste emotional energy struggling between your need to find personal meaning and the organization’s need to move collectively toward a common vision
If individuals are to find meaning in their work, they must seek it themselves. An organization can never meet everyone’s needs, no matter how noble its vision. It’s unrealistic. This means individuals must seek and derive their own meaning from work. But, an organization full of self-serving individuals cannot work, either.
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CEOs' lack of success metrics dampens digital prospects

Digital business dies without definition, metrics

"You can't scale up digital business experiments if you can't quantify what's going on and you're not going to quantify what's going on with proper hard targets and numbers if you haven't defined what IT is," Raskino says. "Only if you've clarified a strategy can you determine changes and put a KPI [key performance indicator] against it."
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Agility Under Pressure

Agility Under Pressure | digitalNow | Scoop.it
Strategic Agility consists of three major building blocks:

Resource fluidity: Fluidity in fast mobilisation and (re)deployment of strategic resources or funds, people and competences, providing the operational underpinning for Strategic Agility.
Collective commitment: The ability to make and implement decisions that mobilise multiple subunits to sustain and integrate collaborative action.
Strategic sensitivity: The early awareness and acute perception of incipient trends, converging forces, risks of discontinuities, and the real-time creation of strategic situations as they develop and evolve.
Resource fluidity

In this crisis, resource fluidity meant redistributing people, funding and adapting transport quickly.

The Supply Division sent a team of people to create a forwarding hub in Djibouti in order to reroute supplies destined for Yemen into the country. The personnel from the Supply Division, the MENARO, the Djibouti Country Office and the YCO all knew and respected each other, which facilitated quick decision making. Experienced people with mutual respect and trust could create a joint understanding, agree on an action plan and quickly move forward.
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The proof that the CEO is the key to successful customer engagement

The proof that the CEO is the key to successful customer engagement | digitalNow | Scoop.it
Firstly, the company needs to ensure that customer engagement is a part of it’s DNA – this is a leadership initiative and forms the foundation on which everything else is built.

Secondly, we recommend that the company looks closely at these dimensions – the infrastructure, the processes to distribute the information and the way the organisation collaborates. Here are some tools which can help you develop these.

Thirdly, take a look at the metrics which are gathered about your customers. Work out what you have – how it works and what’s missing and build a framework to work out what is needed to build an interconnected picture. Metrics such as the Net Promoter Score (NPS) and other measures of customer satisfaction, customer success and customer loyalty.

Finally, as an organisation, ask yourself these questions

Are the metrics feeding into the relevant parts in the rest of the organisation – or just sitting within a department as a box ticking exercise?
Are the senior managers engaged and asking questions – do they demonstrate commitment?
Is customer satisfaction part of the company DNA?
What other indices you could be tracking/measuring? Sales? Customers lost? Twitter? Customer service? Appointments changed? Brand strength?
How is your customer engagement supporting and contributing to your strategic decision making
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Succession planning: It’s not just for retirement anymore

To develop a successful strategy:

Select the right advisors: To design an effective succession strategy, business owners need the guidance of a team of advisors that may include a transactional lawyer, business consultant, accountant, private banker, and investment banker among others. Many business owners have pieces of this team in place; to complete the team, they can start by obtaining recommendations from existing advisors and colleagues and conducting interviews. It’s important that businesses develop relationships with these advisors early on and look to partner with people who truly know the ins and outs of their business.
Be realistic about the value of the business: Given that for many business owners their business is a source of great pride it can be difficult to take an objective eye to the value of the business. Have a third party value the company and understand the framework and parameters of the business.
Address family dynamics: While a succession plan may involve family members, current business owners will need objectivity about the future leadership of the company. Start by finding out which family members currently employed by the business plan to continue on and consider what the company needs in terms of temperament, skills, experience and leadership ability. In addition, some business owners establish boards comprised largely of nonfamily members to help professionalize the business.
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Don't leave your integrity to chance

How well do you personally model integrity in your day-to-day interactions?
People are always watching us, appraising whether we keep our promises and “do what we say we will do.” Colleagues watch us. Neighbors watch us. Family members watch us. Even strangers watch us!
If we live with integrity, then those watchers see that we "do what we say we will do." They learn they can trust our word because we back it up with aligned actions.
If we don’t live with integrity, then those watchers see us break our promises all the time. They learn they can’t trust our word, so they don’t.
Sometimes that lack of integrity is difficult to observe. It’s not obvious. Broken promises are made subtly, over time. Other times, a lack of integrity is bold and clear. In today’s Culture Leadership Charge video episode, I share an example I experienced on a golf course many years ago.
Our integrity is fragile. It’s only as good as every kept promise. Do what you say you will do, every day -- with colleagues, neighbors, family, and strangers.
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Gaps in Digital Strategy Harm Customer Experience

Gaps in Digital Strategy Harm Customer Experience | digitalNow | Scoop.it
The vast majority of companies recognize that digital customer experiences (CX) represent a make-or-break proposition in terms of competitive differentiation, but digital strategy shortcomings are limiting their ability to deliver, according to a recent survey from Dimension Data. The resulting "Global Customer Experience Benchmarking Report" indicates that very few organizations are able to connect all CX channels. Most, in fact, still rely on dated resources such as telephone and email communications to support customers. Very few consider their company's digital business strategy optimized. And, while most said customer analytics and connected customer journeys will greatly affect CX for the near future, the majority of businesses do not collect data to review and improve customer journey patterns. "The digital dilemma is deepening, and organizations need to choose a path between digital crisis or redemption," said Joe Manuele, Dimension Data's group executive for CX and collaboration. "The world has formed a digital skin, and business, service, technology and commercial models have changed forever. However, organizations are strategically challenged to keep pace with customer behavior." Representatives of more than 1,350 global organizations took part in the research.
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The fallacy of "lessons learned"

The fallacy of "lessons learned" | digitalNow | Scoop.it
Reality is more complex than a simple process of cause and effect. The idea that a variable -- among hundreds -- is uniquely responsible for a mistake is simplistic and misleading, as action happens in a context and many forces are at play. The mindset "A didn't work, then let's do B instead" fails to understand that maybe “A” was perfectly fine, but with the presence of factors (like “C”), “B” will fail too. Not to mention that variables change as the system changes.
Ignoring this systems approach, the "lessons learned" session delivers facile lists of dos and don’ts without getting a deeper sense of reality -- all in the name of quick and decisive action.
I can imagine my biased-for-action readers reacting to these words with suspicion: isn't action and experience how we learn best? Yes, but only if we take the time to design meaningful actions designed as experiments, open hypotheses to be tested whose purpose is to give us a better picture of reality.
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Why Great Leadership Requires the Courage to Accept Pain

Most of us have already experienced this somehow. After all, isn’t it easier to find a workaround in a tricky situation than to risk a confrontation - even if that confrontation might open the door to a lasting solution? This is just one example among many.

Instead of trying to erase or evade the potential for pain in the midst of challenges, I advise leaders to lean into the experience. This begins with acknowledging that pain will inevitably arise  - whether you’re holding a touchy conversation with an employee who has been an hour late for a week straight, or making the decision to cut back on departmental funding or personnel.

Pain can be a tricky thing. We humans experience pain differently. Our threshold for pain is entirely subjective. Pain is a stimulus, and how we perceive that stimulus differs based on our individual propensity to sense it and tolerate it. One person might faint at breaking a bone while another doesn’t realize it’s broken for days, if not weeks. To be an effective leader, you have to understand your relationship with pain and learn to endure it.  It is, quite simply, part of the process of effective leadership.  Leaders must be mentally prepared for this fact that pain and have a toolkit at their fingertips for rising to meet challenges instead of shirking them in favor of stability and comfort.
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What makes a CEO ‘exceptional’? 

Strategic actions

The findings offered additional insights on how CEOs may gain a clear-eyed perspective for action. In our sample as a whole, CEO’s joining low-performing companies derived the biggest benefits from conducting a strategic review. Our exceptional CEOs did not join struggling companies in disproportionate numbers, but they were significantly (about 60 percent) more likely to conduct a strategic review in their first two years on the job versus the average CEO in our sample (Exhibit 2).

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Leadership in context 

To explore the effectiveness of different kinds of leadership behavior at companies in different states of organizational health, we surveyed more than 375,000 people from 165 organizations across multiple industries and geographies. Drawing both from our own work experience and from evolving academic research, we focused on more than 20 distinct kinds of behavior that cover a broad range of leadership characteristics and appear, at least under certain circumstances, to correlate closely with strong corporate performance.1
Analytically, we studied organizational health and leadership effectiveness in turn. First, health: We sorted companies into organizational-health quartiles, then observed which leadership behaviors were most prevalent in each quartile. We were particularly interested in identifying leadership behaviors that were almost always present (as it turned out, there weren’t many), and those that were more (or less) prevalent, depending upon an organization’s current state of health. Next, we repeated the quartile approach but this time, we focused not on health but on leadership effectiveness. Which behaviors did respondents perceive to be most effective?
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Top 5 Digital Skills For Nonprofit Professionals

1. Strong Writing Skills
No matter the format, media is all about being able to communicate an idea, and the digital space is no exception. Strong writing skills are essential for nonprofit professionals because your organization needs to effectively and clearly communicate your mission and your goals to prospective donors. Your choice of words can stir an emotional response in people, which is exactly what you need to be able to do in order to get them to contribute to your cause. Without that ability to use language in such a way, the other skills won’t have as great of an impact.
2. Effective Community-Building
Thanks to social media, the world is more connected than ever and that means building communities becomes more important for nonprofits. Nonprofit professionals need to understand how they can utilize social media posts and their content to create strong networks of people that promote a positive response in donors. Ultimately, this should drive them to action, which includes being interactive with that community and actively responding to the community’s requests and inquiries. In the past, it was thought that simply being on social media and engaging with donors was enough. However, the understanding today is that social media has to be a means of disseminating high-quality content that drives donations.
3. Flexibility and Versatility
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Here's Five Tips To Help You Say No With More Confidence 

Here's Five Tips To Help You Say No With More Confidence  | digitalNow | Scoop.it
If you struggle with this, here’s five tips to help you say no with more confidence:

Back-of-the-envelope pros and cons.
Making a decision with information in front of you is always easier. By simply writing down the pros and cons of either a yes or no decision enables you to clearly see the implications of your decision.
Actions speak louder than words.
It is important that your actions are consistent with your words. If
you are constantly answering yes to things and
not following through because you really should have said no, then you will find yourself with more challenges that if you simply said no in the first place. Set yourself some clear rules and boundaries and stick to them.
If you’re not 100 per cent committed to your answer, then ask for time.
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Are you prepared for a corporate crisis?

Many incidents inside companies never hit the headlines, but recent evidence suggests that more are turning into full-blown corporate crises (exhibit). The total amount paid out by corporations on account of US regulatory infractions has grown by over five times, to almost $60 billion per year, from 2010 to 2015. Globally, this number is in excess of $100 billion. Between 2010 and 2017, headlines with the word “crisis” and the name of one of the top 100 companies as listed by Forbes appeared 80 percent more often than in the previous decade.1 Most industries have had their casualties. For instance, the US auto industry recalled a total of around 53 million vehicles in 2016, up from about 20 million in 2010, while the US Food and Drug Administration sent out nearly 15,000 warning letters to noncompliant organizations in 2016, up from just north of 1,700 in 2011.
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