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What's the Value of Being the Top Google Search Result?

What's the Value of Being the Top Google Search Result? | digitalNow | Scoop.it
Search Engine Marketing - A website with the first position in Google results receives 33% of the traffic for a keyword or phrase, compared with 18% for the second position, according to a recent ...
Don Dea's insight:

A website with the first position in Google results receives 33% of the search traffic for a keyword or phrase, compared with 18% for the second position, according to a recent report by Chitika Insights.

In addition, being in the first position on any page of results contributes to more traffic than the second position on that page. For example, traffic from users drops 27%, 11.3%, and 5.4% from the first position to second position on pages two, three, and four, respectively, of Google search results.



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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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Leading a Cultural Change

Transformational leaders know and science has discovered emotional's deeper purpose: the timeworn mechanisms of emotion allow two human beings to receive the contents of each other's minds. They are using the power of emotion to get managers to innovate through taking risks on-the-job.


Yet, after years of cost-cutting initiatives and growing job insecurity, most executives don't feel like putting themselves on the line.  Add to that individual performance incentives, where a one-year term determines a large bonus while investing in risky long-term payoffs takes a back seat.

Most managers postpone risky decisions for fear of failure---yet to make incremental mistakes can lead to innovative successes
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How is culture reinforced in your organization?

How is culture reinforced in your organization?

– We micromanage people to drive it: 11%
– We use principles for people to adhere to: 44%
– We share stories that reinforce culture: 19%
– We don’t focus on reinforcing culture: 20%
– We do something not on this list: 5%

Principles and Stories Win. You can’t be there for every minute of every team member’s day. Micromanaging culture is simply unfeasible. The most effective way to reinforce culture is through the use of behavioral principles. A close second is telling stories. By giving your team members principles they can apply to any situation, you’ll be leading them and reinforcing culture without you having to be present to provide direction. Spend some time thinking through the principles you want them to live by. Tell them stories that reinforce those principles. Long term, their behaviors should fall in line with the culture you desire.
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Why the Excuse 'I'm Overloaded' Doesn't Work Anymore

Why the Excuse 'I'm Overloaded' Doesn't Work Anymore | digitalNow | Scoop.it
We're all overloaded with email. OK. Welcome to the year 2016. Some of us have accepted that new reality, and we have figured out how to make it work. We use technology to our advantage, postponing a message with a Gmail extension like Boomerang or using an auto-reply function. We use Gmail features like labeling messages. Or, we use the "touch once" concept of email management, where you never just let a message sit idle and look at it a few times. You receive and respond, even if the response is to let the sender know you are not in charge of that project.

What we don't ever do is complain. How does that help? How does it help to let people know you are overloaded and have too much work? It's like telling everyone in a snowstorm you don't like shoveling, even though everyone around you is also shoveling. Or, it's like complaining that you don't have enough new clothes even though you live next to a shopping mall. Or maybe, complaining that the boss only brings bagels to work to feed everyone breakfast in the morning. Boo-hoo!
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5 Ways to Add 2 Hours to Your Day

5 Ways to Add 2 Hours to Your Day | digitalNow | Scoop.it
Don’t do what others can do (or that doesn’t need to be done).

If you’re in upper management, you can easily spend 50% of your day in meetings, which comes out to 4 (or more) hours a day. If 25% of those meetings didn’t need to happen—a conservative figure based on surveys, and how much people despise meetings generally—killing them would buy you an hour per day right there.

The problem is that it’s hard to rescue the time once a meeting starts, and many people are so busy going from meeting to meeting that they don’t triage their schedules ahead of time. The solution is getting in the habit, on Friday afternoons, of looking at your calendar for the next week and asking what can be skipped or killed. Five minutes can buy back hours.
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Will collective intelligence change the way we work?

Will collective intelligence change the way we work? | digitalNow | Scoop.it
The most rapidly evolving kinds of "collective intelligence"--a phenomenon where a shared or group intelligence emerges from the collaboration and/or competition of many individuals--are those enabled by the Internet. Wikipedia and YouTube are the best-known examples of collective intelligence. Similarly, InnoCentive is a web community that outsources companies' research problems and invites answers from anyone who wants to contribute, awarding a handful to cash prizes to the best of the bunch. And at MIT, the Climate CoLab uses crowdsourcing to harness the collective intelligence of thousands of people all over the world in an attempt to solve the problems of climate change.These design patterns presented in technology-enabled collective intelligence is also represented more generally in the shift from traditional hierarchies to flatter organizational structures. For years, pockets of the U.S. military have been slowly taking decisions out of the hands of high-ranking commanders and entrusting them to teams of soldiers, who are told what problems to solve but not how to solve them. And last year, Zappos adopted a controversial flat organizational structure referred to as "holacracy." By order of CEO Tony Hsieh, the company abolished managers, eliminated job titles, denounced its organizational hierarchy and instead adopted a radical new system of self-governance. Automattic, the firm behind WordPress, only employs a couple hundred people, who all work remotely, with a highly autonomous flat management structure.  GitHub is another highly successful firm with a similar structure.
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8 Steps to Better Social Intelligence 

What social media engagement is really about

If I told you that the definition of social media engagement is: "actively involving customers in generating intelligence on their changing needs and helping the organizations respond to those needs’" would you believe me?  

Social media engagement is really about intelligence gathering to future proof business relevance - when you begin to understand what engagement really is you can identify how it can provide an organization with competitive advantage, and where social media tools fail on providing insight.

The question is, how do you get to social intelligence?

I’ve developed eight steps to achieve better social intelligence. These steps bust the myths of social media analysis, and they follow the new business model of understanding and leveraging behavior for competitive advantage.

Demand more from your social analysis initiatives by analyzing behaviors
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3 Reasons Why No One Is Sharing Your Content

You’re not enabling sharing

If you want people to share your content, you need to make it easy for them to do.

Add social sharing buttons to your content (using AddThis, for example). If the buttons display the number of shares from a piece of content, this can help demonstrate the aforementioned social proof, which can then lead to even more shares.

In addition to social sharing buttons, you can include Click to Tweet links within the body of your content. Don’t just include buttons and links, however - prompt people to use them by leveraging the power of asking every now and then.

Consider that people might prefer sharing with their own social scheduling tool (Buffer, for instance), and ensure your content is optimized accordingly. Include:

A catchy headline (it'll likely be pulled in with the metadata for the preview link)
A well-written and well-optimized meta description
A compelling image (or set of images)
Finally, rely on your own team to get the ball rolling wi
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3 E’s of Effective Innovation Leadership

3 E’s of Effective Innovation Leadership
Envision: All change efforts begin with a vision. As an innovation executive, it is your job to create the vision of where the company is going. This vision must articulate the compelling need for change and the innovation results required to be successful. It must communicated clearly and broadly to the organization in a way that aligns innovation strategy to current business imperatives. The vision should be based on internal and external assessments as well as cultural intuition. It should then be developed into a plan with clear, mutual goals including measurement systems to monitor progress and course correct along the journey.  
Energize: Once leadership has defined and communicated the vision of where the company needs to go, the next important task is to motivate people across the organization to fully and willingly commit to it. Your people must understand the benefit of the desired change or the consequences that may occur if the organization remains as-is. To energize the organization, select the right leaders with the influence and respect to drive behavioral change and impact results. Gaining organization-wide buy-in is essential to any organizational change effort.
Enable: The final pillar is perhaps the most critical. Leadership can set a vision and select the right influential leaders to drive change, but nothing happens without adequate means. Provide your people with the resources, funding and support to successfully execute on the vision and drive results. This requires active involvement in the transformation process and continual guidance for your people. Leaders can do this by assigning very specific tasks and roles to employees with the right skills and following up with expectations in the form of results.
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The 2 biggest risks for every CEO 

The 2 biggest risks for every CEO  | digitalNow | Scoop.it
if you can train yourself to remain vigilant for these risks, you will protect yourself from two of the most common ways that CEOs, and sometimes whole companies, meet their downfall.
 
Risk 1: Poorly executed strategy The first risk that threatens every CEO is the possibility that his or her strategy will not be executed effectively. Although some businesses do fail because they lack a good strategy, in my experience it’s much more common that the strategy is fine. It’s the execution that is lacking.
 
As the sexy, intellectual area of business, strategy gets a lot of ink in the business press. Because of all that attention, most companies are capable of following the established best practices and putting together a strategy that is perfectly capable, if executed, of delivering solid business performance (or they’re able to hire strategy consultants to help formulate the strategy). Within those two little words -- “if executed” -- is where the problem tends to lie.
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Proven Steps To The Most Productive Day You’ll Ever Have - Zero to Skill

Proven Steps To The Most Productive Day You’ll Ever Have - Zero to Skill | digitalNow | Scoop.it
“Talk about an ideal democracy! In the realm of time, there is no aristocracy of wealth and no aristocracy of intellect. Genius is never rewarded by even an extra hour a day. And there is no punishment. Waste your infinitely precious commodity as much as you will, and the supply will never be withheld from you. Moreover, you cannot draw on the future. Impossible to get into debt! You can only waste the passing moment. You cannot waste tomorrow; it is kept for you. You cannot waste the next hour; it is kept for you”
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10 Principles of Organizational Culture

Three dimensions of corporate culture affect its alignment: symbolic reminders (artifacts that are entirely visible), keystone behaviors (recurring acts that trigger other behaviors and that are both visible and invisible), and mind-sets (attitudes and beliefs that are widely shared but exclusively invisible). Of these, behaviors are the most powerful determinant of real change. What people actually do matters more than what they say or believe. And so to obtain more positive influences from your cultural situation, you should start working on changing the most critical behaviors — the mind-sets will follow. Over time, altered behavior patterns and habits can produce better results.

You may be asking: If it is so hard to change culture, why should we even bother to try? Because an organization’s current culture contains several reservoirs of emotional energy and influence. Executives who work with them can greatly accelerate strategic and operating imperatives. When positive culture forces and strategic priorities are in sync, companies can draw energy from the way people feel. This accelerates a company’s movement to gain competitive advantage, or regain advantages that have been lost.
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Q&A: The impact and evolution of the sharing economy

The reason why all the regulatory scrutiny [thus far] has been from city agencies is because the most salient services involved – mobility and accommodation – have historically been governed at the local level. As I discuss in my book, there’s a misfit between regulatory interventions that were necessary in the past and the new models. So the conflict isn’t surprising. Nobody’s in the wrong – it’s just that we need to rethink and reinvent regulation, rather than trying to retrofit. I expect to see far more state and federal involvement, especially in the mobility space. This is especially likely as autonomous vehicles come of age. I also expect to see a lot more regulatory delegation to nongovernmental stakeholders like the platforms, trade associations and provider collectives.
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Fairfield County nonprofits learn tips for improved governance

Good governance is a journey,” Loring said. “It’s not a project, and organizations need to make sure they are moving forward on the journey.”

Eliot Brenner, president and CEO of the Child Guidance Center of Southern Connecticut in Stamford, said learning about ways to improve fundraising has become critical to nonprofits in recent years.

“In today’s age, where state funding is drying up, it means more and more a critical role of boards is fundraising,” he said.

Lee Fallet, vice chair of board at the Norwalk-based Keystone House, said her organization relies heavily on state funding. She said she would walk away from Tuesday’s workshop with ideas for how to engage the existing board and recruit new members.

“The agency was founded in 1972 and to the best of my knowledge our board structure and fundraising hasn’t changed much since then,” she said.
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The Evolving Landscape Of Recommendation Systems

The Evolving Landscape Of Recommendation Systems | digitalNow | Scoop.it
Breaking Down The Recommendation Process

Recommendation systems are fueled by both our explicit and implicit interactions. Explicit interactions are mined through your expressed preferences via ratings or reviews and data that has been gathered on your profile (i.e., gender, age, etc). Factors such as location, weather, the device used for access and the time and date are examples of implicit interactions.

Derived passively, the information here is often gathered without user consciousness. Amazon’s recommendation system, for instance, can be broken down into a few simple elements: what you’ve purchased or viewed in the past (explicit), what shoppers with similar profiles have viewed or bought (implicit) and the date and time of viewing (implicit).

The recommendation systems market predominantly operates on a proprietary basis, with companies such as those listed above developing their own models built around one of three designs, or system “types” (highlighted below).
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 Leadership, Communication, Strategy

The goals of any business, large or small, should always include corporate/organizational pride, employee productivity and healthy profits.

How an employee feels about his or her work performance and work environment directly affects his or her productivity and job satisfaction, which in turn affects the corporate culture and ability to make money. Respected, valued employees make a company strong. Conflict or dissension or feeling under-valued or under-appreciated will always affect how work is performed. A low level of employee satisfaction allows for a less committed, less productive work-force.

I was hired into an engineering group as a non-engineer, and in my group, I was the only “professional” female. This was no secret – I have a Master’s degree in Public Policy and had worked for five years in the Legislative Department before I moved to a new assignment. However, every year, when it was time for my review, I was always downgraded for not being an engineer. Not being an engineer – not a secret! I was also asked to outline in writing every project that I had worked on the past year and what I had accomplished. None of my male co-workers was asked to do that. And my raise was pre-assigned before my review, usually low, though it never ended up being that low after higher management intervention.
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This Googler Explains How To Design Your Time Rather Than Manage It

This Googler Explains How To Design Your Time Rather Than Manage It | digitalNow | Scoop.it
BREAK EVERYTHING INTO QUADRANTS
Designing your time each week only works if you have the right mind-set: it’s not only okay, but necessary to say no.
You probably write strategic plans for just about every big project and business decision you confront. So why not take the same approach for your time? Planning helps you think critically about which projects will have the greatest positive impact, instead of just coping with everything that comes your way. The workweek can wind up feeling more organized (and yes, "manageable") as a result.

I start by dividing my work responsibilities into four quadrants:

People development (managing my teams, coaching, mentoring)
Business operations (data analysis, running sales meetings)
Transactional tasks (one-off things like responding to an email or reviewing a budget)
Representative tasks (serving as a "face" for the business, like having drinks with customers or speaking at conferences)
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Will surge pricing work at Disney?

Along for the ride? The logic behind Disney’s surge pricing

While families spending their vacation at Disney will be mostly unaffected by the pricing strategy, day trippers will be more likely to feel the pinch. The new pricing model is designed to encourage day trippers to schedule their visits during non-peak days and seasons. Those day trippers are essentially provided an incentive to visit the park when there are fewer people. In theory, that could decrease the congestion at the parks during peak times and, accordingly, decrease the amount of time spent waiting in line for rides.

Obviously it's too early to determine if this new pricing strategy will work at Disney's parks. "In pure economic terms, Disney's price increases have been modest considering soaring demand," wrote The New York Times. What might have been a flat increase across the entire pricing scheme has shifted to reward those spending more time at Disney, as well as reward those single-day visitors who are willing to be more flexible on the days and times they visit the parks. It's likely that while many high-season visitors will adjust their schedules accordingly--or not care about the surge pricing at all--others will feel they are being priced gouged. 
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3 User-Generated Content Marketing Mistakes to Avoid

3 User-Generated Content Marketing Mistakes to Avoid | digitalNow | Scoop.it
there are a couple of pitfalls to avoid when implementing user-generated content into your marketing strategy - here are 3 user generated content mistakes you need to stay away from.

1. Don’t Forget to Permission Content

There's been a lot of dialogue around if hashtags are an implicit indicator of consent for brands to collect customer photos, particularly if photos are culled around a social campaign hashtag that’s promoted by the brand itself.

Play it safe and protect your brand experience by receiving explicit permission to use customer content. More likely than not, customers will be excited to hear from you and will love being featured by your business.

2. Don’t Feature Only a Subset of your Customers

User-generated content provides a reference point for potential customers which can help them to assess look, feel, and size online. If you display photos of only a subset of your customers, you’re limiting the power of this asset.

User-generated content drives sales because it helps browsers to better relate to your brand and your products. Stay on-brand, but showcase an assortment of customers where possible.
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Digital Disruption Demands Marketing and IT Departments Come Together

Digital Disruption Demands Marketing and IT Departments Come Together | digitalNow | Scoop.it
Integrated Marketing is the New Reality

The simple fact is that in 2016, Integrated Marketing has essentially become too valuable to be escapable, and the only way that businesses are going to realize its full potential is by garner the relationship between your CIO and CMO and their respective departments. Agility is the name of the game, and that can only be achieved via the three C’s: camaraderie, collaboration, and communication. Some companies have gone so far as to make sure that both C-level’s offices are located on the same floor, while others encourage quarterly dinners hosted solely for the purpose of connecting management and leadership from each department. The boldest of organizations have merged the two titles to create one position embodying both CIO and CMO. While it may not be necessary to go that far, a lot of businesses are going to have to make changes to make sure that their departments are working interoperably as well as efficiently--or else face being left behind.
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4 Essential Elements of Video Content Marketing Success

4 Essential Elements of Video Content Marketing Success | digitalNow | Scoop.it
if you're looking to incorporate video into your marketing strategy, following these guidelines will help you achieve optimal success.

1. Identify goals

Begin by thinking about what you're looking to accomplish with your video content marketing strategy.

Do you want to draw attention to your products and services?

Do you want to use your videos as a recruitment tool?

Are you trying to increase brand awareness?

Whatever you want to accomplish from your videos, take the time to define your goals, as it's only through defining your key aims that you can accurately measure whether your video content marketing strategy has succeeded.

For example, will you define success by the number of times your video is viewed? Or, will you gauge success based on the number of shares your video receives?
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Innovation Executives: Who NOT to Put in Charge

Many executives responsible for innovation have worked their way through both product development and operations jobs. They were likely viewed as successful in their previous positions, often due to the results they created. Over the years this success has fed on itself and they now identify with and successfully drive toward results in all their assignments.

On the surface, this sounds like a great person to lead innovation. But in reality, this is one of the last people you want responsible for innovation efforts within your company. Managing innovation effectively is a different game than managing typical business operations.
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When is it OK not to develop? 

When is it OK not to develop?  | digitalNow | Scoop.it
No changes in technology, now or next 2-3 years
No changes in work processes, now or next 1-2 years
No changes in customer preferences, requirements
Can score a 10/10 on all technical/job specific skills
Can score a 10/10 on all key behavioral competencies
Company growth will remain flat or decline next 5 years
There will be no organizational changes requiring new skills
No interest or potential for promotion
No interest or possibility of lateral move
No need to fill in for team, cross-train
No new projects or assignments coming up
Could you check them all? Probably not. In today’s hypercompetitive, whitewater, VUCA (volatility, uncertainty, complexity, and ambiguity) business environment, if you are not growing you are dying.
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Is Nonprofit Planning an Oxymoron?

Why is the lack of planning so prevalent?

The answer I hear most frequently is, “Everyone is just too busy.”

That reasoning is hard to accept.

With all of the challenges nonprofits face, time for planning should be a top priority. Don’t we all want to find ways to reduce pressure, alleviate stress, save money, get more done in less time with fewer people, and find answers to a seemingly never ending list of other problems?

Sure we do. Yet the truth is that nonprofits are wasting time, money, and human resources when they don’t plan.

My translation of the “too busy to plan” excuse is nonprofits are really saying they’re too busy to waste time planning.
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Putting Credibility First

Putting Credibility First | digitalNow | Scoop.it
If executives really want to lead with credibility, aligning their values with the company’s transformation strategy is not enough. No, they must also lead by example and put those values into action.

Because doing so doesn’t always come naturally or intuitively, it’s a good idea to identify and adopt specific behaviors to model how your values will enable transformational success. Creating an individual behavior road map can be an effective means of singling out actions you can take. The road map consists of four basic steps.

First, gather feedback on your behavior and values. Feedback can be collected through a 360-degree survey to peers and direct reports or through face-to-face informal actions. Questions should focus on whether your actions are true to the stated values, whether you are acting in accordance with what you say, and whether these values support the current transformation.

Second, think about discussing behavior change options with a coach or mentor, either internal or external. The primary goal is to interpret the feedback received from the surveys and to identify new behaviors that will enhance your credibility.

Third, go public. I
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The Surprising Truth Behind the Myth of the Lone Entrepreneur

The Surprising Truth Behind the Myth of the Lone Entrepreneur | digitalNow | Scoop.it
Budding entrepreneurs should go out of their way to tap into an existing ecosystem. They should look first for high-impact entrepreneurs who could serve as mentors. First-generation founders speak frequently at colleges and universities, serve as judges at start-up competitions, appear at community events, and act as angel investors to get other founders’ dreams off the ground. These people often are willing, even eager, to help new entrepreneurs build their businesses on a solid foundation, giving them blunt advice that will improve their concept or approach.
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