CIOs and other executives had better take note. Attempting to apply old-school approaches and invoke protectionist practices in today's ever-changing business environment is a recipe for disaster. I'm betting that United and Orbitz will ultimately back out, settle or, if it gets to court, lose.
Their arrogance and heavy handedness—using the legal system to squash any perceived threat—is somewhat predictable, yet pathetic. Airlines already threaten to void tickets and frequent flyer miles for travelers who use a hidden city flight.
There are a few takeaways from all of this. First, businesses must learn to live with sites such as Skiplagged. A free economy isn't free from some and not all.
Second, instead of draining money and resources attempting to block new systems and technologies, it's smarter to focus on innovation. Thanks to all the publicity, I'm sure that a lot more people know about Skiplagged and hidden city flights now than they did before the lawsuit.
Finally, the Internet, social media, crowdfunding and other tools ensure that if you pick the wrong fight, you may wind up shooting yourself in the foot.
Innovative service — the type that is ingenious and delightfully unexpected — requires employees have the authority to be experimental and generous in their role. It takes ensuring employees closest to a problem or need have the capacity and permission to make judgments on how a problem is solved or a need is met.
We can’t live 100% of the time being “careful” with what we say and do to protect our credibility. We are human beings, prone to doing and saying dumb stuff from time to time. Those dumb things will sometimes harm our credibility and no matter how hard we try to avoid them, they will happen.
Which makes DWW all the worse, it is a choice, at least it is for the vast majority of people. If the waiter came over at asked “what would you like to destroy your credibility tonight?” we might think twice before ordering. Unfortunately, they say, “what would you like to drink?”
To determine the true effectiveness of a leader don’t look at the leader, look at the people they lead. That’s where you’ll discover all you need to know.
Don Dea's insight:
To receive high “marks” as a leader they must have helped at least one of their people become a leader. No matter what else a leader has accomplished they have not completely succeeded as a leader unless they have built more leaders. Their leadership should run downhill to those they lead. They must transfer part of themselves into and onto their people to help them grow as leaders.
Every organization needs both managers and leaders. Sometimes those two very different skill sets can belong to the same person. It should however never be assumed that because someone is a skilled manager that they are or will become a skilled leader.
It should also never be assumed that because someone is a highly skilled and respected leader that they are automatically a skilled manager.
Here’s why I believe that it is so important to understand that there is clear difference between these two skills sets: when both skill sets are not present within an organization then the growth of the organization is limited.
Good organizations understand the difference between managing and leading. Growing organizations will not sacrifice one for the other. Great organizations work strategically to build both.
The benefits of the Internet of things (IoT), including wearable devices, outweigh the risks they pose to enterprise, according to a new study, but consumer interest in wearable devices will create complications in the workplace. The survey results appear in the "ISACA 2014 IT Risk/Reward Barometer" report. Most IT professionals who responded to the survey said that bring-your-own-device (BYOD) policies are not ready to incorporate bring-your-own-wearable (BYOW). "While they acknowledge that such devices have the potential to add value, they are worried about how to manage and cover them effectively," the report states. That's understandable, as consumers (including employees), although concerned about recent prominent data breaches, have declined to change personal identification numbers (PINs) or passwords. This will become burdensome to IT departments as employees bring their wearables to work. The ISACA report, an annual global indicator of trust in information, polls thousands of business and IT professionals and consumers worldwide. This year's study, conducted online in September, 2014, polled 1,646 ISACA members from 110 countries. ISACA, which has 115,000 constituents in 180 countries, helps business and IT leaders build trust in, and value from, information and information systems.
What we should be doing is figuring out how to assimilate ourselves into their ways of thinking. Not just because they represent our largest employee base, but also because their way of thinking on so many things is right.
I know in my own leadership career, I’ve learned a lot from leading Millennials. Which means I’ve had to part ways with some long-entrenched management beliefs that were simply wrong and were killing work culture.
Don Dea's insight:
It’s not just about the Millennials…it’s about creating the right work culture…one that Boomers and Gen-Xers should have been demanding all along.
Facebook has managed to seize the most mobile moments with 13% of total minutes, followed by Google at 12%. (Forrester notes that Google's actual share is likely higher owning to its ownership of the leading Android operating system.) Apple and Amazon each hold 3%, Yahoo owns 2%, and Microsoft and eBay have 1% apiece.
At the same time, Forrester maintains that individual category leaders such as LinkedIn, Snapchat, and Twitter can continue to flourish operating autonomously. Collectively, category leaders own 24% of mobile, plus they hold an advantage over platforms in the quality of their specialized customer data.
“Players that are strong in a single category may be even more valuable partners because they lack the dominance of the mobile power players and can deliver unique audiences,” Ask writes.” eBay offers the largest person-to-person marketplace; Twitter has broad reach as a global platform for public conversation; Pandora leads in the fragmented music category; and Yelp offers a great example of how to build an ecosystem.”
The platforms will dominate smaller players, Forrester says, with the wealth of their contextual data that lets them to generate and act on insights much faster. This will be of significant value as mobile behavior is divvied up by “micro” or “glanceable” moments, such as a check of a smartwatch, a brief look at a text, or indicators on thermostats or toothbrushes.
Forrester cautions that, due to the newness of the marketplace and the fickleness of consumers, the current cast of mobile mavens is subject to change. The report points to the quick demise of Facebook's Poke service, which quickly rose to number one in the Apple Store after its December 2012 launch. “Within a few days, Snapchat—a very similar service—had pulled ahead and never looked back,” Ask writes.
It’s in her mind where a great battle rages filled with conflicting demands over right, wrong, who, next, when and how. The noise from decision-choices on direction, talent, strategy, goals and targets can be deafening, and the daily drill resembles for many in leadership roles, a pell-mell race through obstacles seen and unseen. It takes remarkable mental strength and agility to filter the noise and concentrate on the right issue at the right time.
Some leaders cover the court with grace and speed, yet fail to win the game. Their firms struggle to escape from the shackles of past greatness or, they play somewhere in the middle of the pack with competitors, surviving on almost respectable outcomes…always with the promise of better, bigger, faster, stronger in sight, but never quite reaching those levels. These are often the poseurs as leaders who like the outward facing game…who revel in the roar of the crowd and the momentary accolades of adoring fans surrounding the court.
Pay attention to how others are interfacing, and what seems to excite her or drive him crazy. Learn from the mistakes of others.
When jumping into a spinning scene, stop and notice. Who’s in control? Are there subtle moves causing even the best players to trip?
Ask questions. Not tons of “How do I do this ?” questions, but strategic questions like “How can I be most helpful?’ “What’s the best way to communicate with you?” “How do you like your coffee?” (Just kidding.)
Many leaders need to move these relationship-building behaviors up to the top of their priority list:
Listening: When I ask a leader’s stakeholders (especially direct reports) about opportunities for the leader’s improvement, I often hear “I don’t feel heard” – even (especially) about well-respected seasoned leaders! Many leaders feel compelled to let people know how much they know. The truth is that relationships are built by listening to others.
Asking: Instead of telling your stakeholders everything you know, the catalyst to helping them feel heard is inquiry. I know that you’re skilled at telling people things but it doesn’t do a lot to help others grow and develop. Becoming skilled at asking curious questions that you and your stakeholders don’t know the answers to is a great way for everyone to learn.
Leadership Success: Think Balance Beam Not Just Mountain Top Consider the greatest challenge for most businesses — managing growth. This is an issue of balance: projections, investment, supply, demand, etc… Yet many continue to act as if they’re still in start-up mode and focus on climbing to the top.
Consider one of the greatest global challenges of any business — optimizing diverse cultures. This too is about balance. Understanding, embracing, and adapting to all factors that can enhance or topple success.
Developing high performance teams is about balance. Leaders must get diverse personality types, occupations, ages, and educational levels to work together.
Engaging employees for ownership, accountability, and commitment, requires balance. Leaders must balance telling and asking. Great leaders know when to do each.
Balancing humility and signs of outward strength is essential. Too much strength and leaders seem domineering. Too much humility and they seem weak. If you struggle with the idea of humility in leadership, read: Never confuse humility for humiliation.
Like practically all Twain-isms, this one is a gem. How often do we learn from an experience or a teaching but rather than stopping at the actual wisdom, take the lesson to a false conclusion?
A few quick examples:
You buy something from a merchant and discover later that he was dishonest in his dealings with you. The wisdom: Pay attention.
The false lesson: All merchants are cheats, so never trust any of them.
You hear that it’s important to always speak truthfully to people when providing feedback. The wisdom: Communicating truthfully is much more helpful to that person than saying only what they want to hear.
The false lesson: Your feedback must be conducted brutally, without tact or empathy. No need to frame it properly so that he or she will be encouraged rather discouraged.
You learn that in sales persistence is important to success. The wisdom: Don’t let the NO’s get you down. Keep plugging away. Work past the NO’s until you get to the YESes.
The false lesson: Keep calling the same person continually and annoying them.
Judgment, writes Schumpeter, the business columnist for The Economist, “is too often missing from leadership studies.” The reason is that it is a topic too hard to quantify with metrics but as the Schumpeter column notes, “[J]udgment is what matters most.” The problem is that too much reliance on the facts can lead one up a blind alley, especially when the assumptions that generate the facts are faulty. As Colin Powell once noted, “Experts often possess more data than judgment.” Judgment is critical for success so managers need to trust their instincts as well as well as the facts they evaluate.
All the car services are in a battle for efficiency. It was recently revealed that Uber saw $470 million in operating losses on $415 million in revenue during a time period. Right now one of the biggest drains on efficiency is how long it takes to go from a rider hailing a car to them getting in. Minutes, even seconds saved could add up to serious money as more people drop their keys in favor of on-demand transportation.
Twitter mostly lets you do what you want, and while that freedom is a big part of what makes the platform special, it also contributes to an increasingly frustrating and lackluster experience. If you want to surface relevant tweets about a recent Supreme Court ruling within hours of a decision, you should have the proper tools to do so. Unfortunately, promoted tweets are just as likely to show up as the first result in a search as a tweet from an on-the-scene court reporter. The decade-old social network faces many different challenges, but these seven issues are particularly maddening because they're glaring issues that Twitter seems to simply ignore.
"The role of IT is changing from being an administrator of infrastructure to becoming an enabler of the business–driving innovation and new ways of working to revolutionize customer engagement and transactional processes," said Ken Cheng, CTO and senior vice president of corporate development and emerging business for Brocade.
"More than ever, the CIO has a critical role in advising the board and senior management on strategic business investments. But legacy infrastructure remains a major roadblock, prohibiting business agility and innovation. The new IP offers a way of addressing this, enabling business objectives to be met."
Other concerns of CIOs, according to the report:
* Nearly two-thirds are concerned about internal communications and collaboration efforts.
*40% worry about choosing the right vendors to support a transformative business strategy.
* More than one-third said that cloud adoption without IT involvement isn't allowed–but that it either does or may happen.
*79% question whether they'll be able to support the delivery of new services to spur business growth.
Most technology companies are engineering-driven largely because the core of the company is a result of engineers who establish the business and then move to most of the critical management positions to then lead the company. This tends to result in more factual firms (engineers are kind of anal on facts) that create products that are often difficult to market and sell.
There is a rather interesting difference in how the three types of firms approach a sale, which talks to the strengths and weaknesses of each model. This difference is most pronounced in how they present their products, particularly in the claims they make.
Most everyone agrees that focus is a major key to success. The ability to block out distractions and hone in on the task required for success is often what separates the most successful people from the merely successful people.
Multitasking is nearly the exact opposite of focus.
As technology allows people to do more tasks at the same time, the myth that we can multitask has never been stronger. But researchers say it’s still a myth and they have the data to prove it.
When it comes to effective leadership decision-making, it’s both a quality and a quality issue.
As a leader, your ability to make sound decisions is imperative; knowing just how much time to invest in deciding can make or break your personal effectiveness and, by extension, that of your department and organization. To be sure, certain decisions require careful thought. But you’re probably over-thinking other issues that don’t require the attention you’re devoting.
Here are five reasons you might be investing too much time in “deciding”:
Your threshold for accuracy is too high. If you are a high achiever (and many leaders are), it’s likely that high accuracy is part of your DNA. If “nearly perfect” is your default operating mode, rethink your quality threshold. For decisions with low probability of negative ramifications, ask yourself what is “good enough” for this decision? Even if the choice doesn’t meet your standards, does it meet the standards of the person making the request? If it does, learn to let it go.
There are too many choices. If you have a tendency to be very thorough in your thought process, it’s possible you are inadvertently decreasing the quality of your decision. Professor Iyengar’s research has shown that having too many choices actually leads to poorer decision quality. Have you asked your staff to bring you numerous options in the name of thoroughness? Stick to between five and seven options for optimal decision-making.
Facebook has begun offering advertisers a 10-second-view pay option for video ads, according to a report in the Wall Street Journal. The social network will continue to offer its current three-second view option, intimating that the 10-second option will likely come at a premium.
Earlier this year, the Media Ratings Council issued a temporary standard or 50% of pixels in view for two seconds as a viewable impression for video. One second was officially established as the standard for display ads.
Forbes Insights, which conducted the research in association with SAP and gyro, describes the personas as follows:
“Strategic Guru – Likely to be a longtime marketer with strategy-oriented responsibilities at a large company.” “Dynamic Orchestrator – Achieves high scores on agility despite having a big personality and desire for control.” “Selective Defender – Picks his/her battles to defend the marketing turf. Less ambitious and more risk-averse than average.” “Conventional Coach – Carries out static plans under rigid controls for large, slow-growth companies.” “Demand Driver – Typically comes from a sales background and has CRM and lead-generation responsibilities.” “Untapped Potential – Works in slow-growth companies with weak corporate cultures and tight internal controls.”
marketers are falling head over heels for customer experiences, their CX-related technology may not be able to keep up. Although 97% of senior marketers deem integration across their CX management technologies as important, very important, or vital to their growth, this is only a reality for 40% of respondents. In fact, about half of senior marketers list investing in technology (52%) and integration of technology (51%) as their greatest barriers to successful CX management. Therefore, marketers need to ensure that all of their CX technologies are in synch—before they let the customers they love get away.
The good: what marketers are doing right Consumers feel comfortable chatting with brands on social media. More than twice as many consumers use social media as the primary channel for making comments (8%), questions (7%), and complaints (6%) over problem resolution (2%).
Forty-seven percent of people plan to use social media next year the same or more than they currently do as a customer service channel.
Users are willing to share good experiences about brands just as much as bad experiences. In the survey an equal number of respondents (22%) use social media to share positive and negative experiences about a brand.
Twenty-six percent of consumers turn to social media when they can't reach a rep through another channel.
advertising mail accounts for 31% of USPS revenues—some $20 billion last year—the OIG's office partnered with Temple University's Center for Neural Decision Making to provide the Postal Service with ammunition to promote use of the mails in multichannel marketing strategies along with digital methods. The results OIG received could end up making a reasonable case for marketers to consider anchoring their multichannel strategies around mail.
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